Ch 9. Review Flashcards
You are a project manager for a project developing a new software application. You have just learned that one of your programmers is adding several new features to one of the deliverables. What is the best action to take?
A. Make any needed adjustments to the schedule and cost baseline, and tell the programmer that any future changes must be approved by you.
B. Request that the programmer remove the coding for the new features, because he is outside the boundaries of the original scope statement.
C. Contact the appropriate functional manager, and request a replacement for this programmer.
D. Determine the source of the request for the new features, and put this change through the change control process to determine the impact of the changes and obtain formal approval to change the scope.
D. Determine the source of the request for the new features, and put this change through the change control process to determine the impact of the changes and obtain formal approval to change the scope.
The customer or a stakeholder may have requested the new features. If these are required features that were omitted from the original scope statement, you need to analyze the impact to the project and obtain approval for the change. If you just make adjustments to the budget and schedule without any analysis, not only do you risk being late and over-budget, but there may be impacts to other areas of the plan or risks associated with this change. Removing the new features may add cost and time to the schedule as well as create a potentially hostile relationship with the customer. Unless this is a situation where the programmer has repeatedly changed scope outside of the approval process, requesting a replacement resource is not an appropriate response.
Which of the following is not a type of change?
A. Corrective actions
B. Defect repairs
C. Performance corrections
D. Preventive actions
C. Performance corrections
Corrective actions, defect repairs, and preventive actions are all types of change.
This entity is responsible for reviewing change requests, reviewing the analysis of the impact of the change, and determining whether the change is approved, denied, or deferred.
A. CAB
B. CCB
C. CRB
D. TRB
B. CCB
The change control board (CCB) is responsible for reviewing and approving, denying, or deferring change requests.
Which of the following should be established as part of the change control system in the event the change control board (CCB) cannot meet in a timely manner?
A. Emergency change request procedures
B. Procedures for analyzing the impacts of change and preestablished criteria for determining which changes can be implemented
C. Process for documenting the change in the change request log
D. Coordination and communication with stakeholders
A. Emergency change request procedures
Emergency change request procedures should be documented so that changes that must be made on an emergency basis prior to the next CCB meeting can be made. All changes should be documented and reported at the next CCB meeting.
After a change request is submitted, all of the following steps occur prior to being reviewed by the change control board except for which one?
A. The change request is recorded in the change log.
B. Analysis of the impacts of the change is performed.
C. Specific elements of the project, such as additional equipment needs, resource hours, quality impacts, and more, are analyzed.
D. Update the appropriate project planning document to reflect the change.
D. Update the appropriate project planning document to reflect the change.
After options A–C are conducted, the change request and analysis are given to the CCB to make a decision. The appropriate project planning document is not updated until the CCB makes a decision regarding the disposition of the change request.
Stakeholders have come to you to tell you they want to change the scope. Before agreeing to the change, what things should you do? Choose two.
A. Determine which project constraint (time, budget, quality) is most important to stakeholders.
B. Discuss the proposed scope change with the sponsor.
C. Ask team members what they think about the scope change.
D. Define alternatives and trade-offs that you can offer the stakeholders.
E. Implement the change.
A. Determine which project constraint (time, budget, quality) is most important to stakeholders.
D. Define alternatives and trade-offs that you can offer the stakeholders.
Determining the constraint that stakeholders think is driving the project will help you determine the kinds of trade-offs or alternatives you can propose to lessen the effect of the proposed scope change.
You have just received the latest status updates from the team. Based on the progress to date, system testing is projected to take three weeks longer than planned. If this happens, user acceptance testing will have to start three weeks late, and the project will not complete on the planned finish date. The customer scheduled the user acceptance testing participants weeks in advance. What is the best course of action?
A. Explain to the test team that system test must end on the scheduled date, and they are accountable for the accuracy of the testing results.
B. Meet with the test team to determine the cause of the delay. If you determine that there are not enough testers to complete all of the scenarios in the time allotted, work with the sponsor to secure additional testers to complete the system test as planned.
C. Submit the change request to the CCB and, if it’s approved, baseline the schedule again.
D. Escalate the issue of the system test delay to the sponsor, and let them decide what action to take.
C. Submit the change request to the CCB and, if it’s approved, baseline the schedule again.
The correct action to take in this situation is to submit the change request to the CCB. If it is approved, it will require that you rebaseline the schedule to reflect the new dates.
What is the technique of looking at the trade-offs between producing goods or services internally vs. procuring it from outside the organization?
A. Cost estimating
B. Vendor selection criteria
C. Staff augmentation
D. Make-or-buy analysis
D. Make-or-buy analysis
Make-or-buy analysis is the technique of determining the cost-effectiveness of procuring goods or services outside the organization.
Your project is in danger of being canceled because of an organizational change. Despite the protests of your executive manager, several of the department managers in your old company have been laid off and replaced by the new organization’s management team. Which of the following options does this scenario describe?
A. Your company has experienced a demerger from another organization.
B. Your company has been merged with another organization.
C. Your company has been acquired by another organization.
D. Your company has split from another organization.
C. Your company has been acquired by another organization.
An acquisition gives power to the organization that is taking over. In this scenario, your old company has experienced some layoffs and managers from the new organization have taken over. This describes an acquisition.
This document describes the goods or services you want to procure from outside the organization.
A. RFQ
B. RFP
C. RFI
D. SOW
D. SOW
The statement of work (SOW) describes in detail the goods or services you are purchasing from outside the organization.
You have just posted an RFP and have invited the vendors to participate in a meeting to ask questions about the work of the project. What is this meeting called?
A. RFP conference
B. Bidders conference
C. Procurement communication conference
D. Sellers conference
B. Bidders conference
Bidders conferences are usually set up shortly after the RFP is posted and allow vendors the opportunity to ask questions about the project.
This vendor selection method weighs various criteria from the RFP and SOW, scores each vendor on each of the criteria, and determines an overall score for each vendor.
A. Weighted scoring model
B. Screening system
C. Seller rating system
D. Independent estimates
A. Weighted scoring model
Weighted scoring models weigh various criteria from the RFP and SOW, which allows you to score each vendor on each of the criteria and determine an overall score for each vendor.
This type of contract is the riskiest for the buyer.
A. Time and materials
B. Fixed price
C. Fixed price plus incentive
D. Cost reimbursable
D. Cost reimbursable
Cost-reimbursable contracts are the riskiest for buyers, since the buyer is responsible for reimbursing the seller on the costs of producing the goods or services.
This type of contract assigns a unit rate for work or goods, but the total cost is unknown.
A. Time and materials
B. Fixed price
C. Fixed price plus incentive
D. Cost reimbursable
A. Time and materials
Time and materials contracts are a cross between fixed-price and cost-reimbursable contracts. They assign a unit rate for work, but the total cost isn’t known until the work is complete.
You know that the project management plan consists of several project documents and, once approved, serves as the baseline for the project. All of the following are true regarding the project management plan except which one?
A. It’s used during Executing and Monitoring and Controlling phases to determine whether the project is on track.
B. It’s used during the procurement processes to negotiate with the vendor.
C. It is a communication tool.
D. It’s used when changes are requested to determine whether the change is in keeping with the original goals and objectives of the project.
B. It’s used during the procurement processes to negotiate with the vendor.
The project management plan serves as the baseline for project progress and is used throughout the Executing and Monitoring and Controlling phases to determine whether the project is on track. It is used to help evaluate changes against the original goals and objectives of the project and serves as a communication tool.
