Chapter 1: Introduction to Project Management Flashcards
Which of the characteristics below does not describe a project?
a. Temporary effort
b. Progressively elaborated
c. Permanent
d. Creates a product or service
c. Permanent
Project management is best described as including administrative and technical/managerial tasks for planning, documenting, and controlling work, as well as…
a. operational tasks to ensure that the ongoing work of the organization continues to function effectively
b. leadership tasks for visioning, motivating, and promoting work associates
c. political tasks for managing customers and business partners
d. strategy development tasks that will be used in project selection
b. leadership tasks for visioning, motivating, and promoting work associates
Projects are different from ongoing operations, in that…
a. project managers can use checklists to manage their work.
b. only projects are associated with processes.
c. projects are unique, temporary efforts that have a definite beginning and a definite ending.
d. projects consist of the ongoing work necessary to ensure that an organization continues to function effectively.
c. projects are unique, temporary efforts that have a definite beginning and a definite ending.
A project manager and team are working for an automotive manufacturer on a project to design a self-driving automobile. They have worked with the customer to identify all of the characteristics the automobile should have to satisfy the customer’s stated needs. They have identified the deliverables that will need to be created to meet the requirements, and have developed a project schedule that the client has approved. Which of the answers below does NOT describe one of the project constraints that the team has addressed so far?
a. Scope
b. Quality
c. Time
d. Budget
d. Budget
What does the “Talent Triangle” refer to?
a. The project teams’ talent in managing the three constraints of scope, time, and cost
b. The interaction of the three categories of plan-driven project roles: Executive Roles, Managerial Roles, and Associate Roles
c. PMI’s research findings that to be a successful project manager, one must develop knowledge and skills in technical areas, leadership, and strategic business management
d. The interaction of the PMBOK 6e five process groups, ten knowledge areas, and forty-nine individual work processes
c. PMI’s research findings that to be a successful project manager, one must develop knowledge and skills in technical areas, leadership, and strategic business management
The majority of the “hands-on” tasks are typically completed during what stage of a project life cycle?
a. Selecting and initiating
b. Planning
c. Executing
d. Closing and realizing
c. Executing
All projects go through predictable stages called a project life cycle, where the project moves through a series of phases from project initiation to project closure. During which of these phases are loose ends tied up?
a. Selecting and initiating
b. Planning
c. Executing
d. Closing and realizing
d. Closing and realizing
The Standard for Project Management ANSI/PMI 99-001-2021 defines twelve project delivery principles that provide general guidance for behavior on projects. Which of the answers below does NOT reflect one of the twelve delivery principles?
a. Effectively engage with stakeholders
b. Command and control the project team
c. Tailor your delivery approach
d. Focus on value
b. Command and control the project team
The PMBOK Guide 7e describes eight project performance domains, groups of critical, related, and overlapping activities that are needed on all projects. In which performance domain would the desired outcomes include: a reliable understanding of project status, actionable data for decision making, actions to keep performance on track, and achieving targets?
a. Uncertainty Performance Domain
b. Team Performance Domain
c. Planning Performance Domain
d. Measurement Performance Domain
d. Measurement Performance Domain
Which of the answers below does NOT describe one of the four core values of Agile that were set forth in the Agile Manifesto?
a. Value individuals more than processes
b. Value negotiation more than customer collaboration
c. Value working software more than documentation
d. Value response to change over following a plan
b. Value negotiation more than customer collaboration
In today’s fast-paced environment where product life cycles are shrinking and global competition is the norm, an organization driven to launch a product quickly might be tempted to push a project team to work overtime over long stretches. Which of the twelve Agile principles directly addresses this tendency and offers a different approach?
a. Agile process is meant to create sustainable development.
b. Uninterrupted attention to technical excellence
c. Face-to-face communication must be employed.
d. Self-managed teams help develop the best architectures.
a. Agile process is meant to create sustainable development.
Which of these would be considered an adequate description of project success?
a. Project was completed three months late.
b. Project was delivered on time and on budget through the heroic efforts of two team members.
c. Project resulted in market share growth, new products launched, and new technology capabilities.
d. Company went 50% over budget to correct incomplete scope definition, and produced deliverables that satisfied customers.
c. Project resulted in market share growth, new products launched, and new technology capabilities.
In a departmental staff meeting, the compliance officer of a U.S. medical records company announced a new project to expand the online records database by converting several years of hard copy archives to digital information. They assigned a project manager, and initial time and cost estimates were created. The project was quickly underway. The PM soon realized that a key stakeholder had not been consulted during planning, and several critical requirements for the conversion had been overlooked. Senior Management, belatedly made aware of the project, also questioned its importance and reassigned one of the key team members to a high profile project that satisfied important strategic goals for the organization. Which of these statements about the project’s success or failure is not true?
a. The project is a failure because of incomplete or unclear requirements.
b. The project is a failure because it has inadequate executive support.
c. The project is a success because it addresses the compliance officer’s departmental goals.
d. The project is a failure because of inadequate user involvement.
c. The project is a success because it addresses the compliance officer’s departmental goals.
Which of these scenarios would NOT be considered a cause of project failure?
a. Inadequate user involvement
b. Unclear or unrealistic expectations
c. Project participants learn new skills
d. Lack of executive support
c. Project participants learn new skills
Which of these is NOT one of the four common ways of classifying projects?
a. Classifying by Application
b. Classifying by Industry
c. Classifying by Geographic Location
d. Classifying by Size
c. Classifying by Geographic Location
