Chapter Integration

Question 1

All the following are always part of the Close Project or Phase process except :

A. Releasing team members
B. Performing closure of a procurement
C. Completing the lessons learned
D. Updating the archives

Answer 1

The correct answer is B.
Lessons learned and project archives are finalized in the Close Project or Phase process.
Although team members are released throughout the project as their work is completed, some
team members are retained to assist with final project closure. Procurement closure is
separate and distinct from the Close Project or Phase process. Procurement closure occurs
as contracts are completed. This may happen before the project as a whole is complete.
However, all procurements must be closed before the project as a whole is closed.

Question 2

Which of the following best describes a project management plan?

A. The schedule, management plans, and budget
B. The project manager’s plan for managing and controlling the work.
C. A formal, approved document used to control the project
D. The project charter, WBS, and project scope statement

Answer 2

The correct answer is C.
The project management plan is more than just a schedule, budget, and management plans.
The project charter is not part of the project management plan. A project management plan is
a formal, approved document used to control the project.

Question 3

Although it was difficult, the project manager received agreement on the project charter from all four sponsors involved in the project,
and the US $4,000,000 project was approved. Now the cost variance for the project is -$500 and the last performance review was
positive. As the project entered its second phase, a team member on a non-critical path activity announced she was leaving the
company. At the same time, the float of activity L changed from two to four days. Only one unidentified risk has occurred, with a minor
impact. The last quality review showed the project has made use of the results of the last design of experiments. Based on this
information, what should the project manager do next?

A. Review the management plans.
B. Investigate additional risks caused by the difficulty with the senior managers.
C. Fast-track the project to add more float.
D. Complete closure of the first phase.

Answer 3

The correct answer is A.
In this situation, the project is doing well. None of the details show major problems. Even the cost variance of -$500 is small. Which of the following should a project manager do when the project is going well? Since the second phase of the project should not have started without closing out the first phase, closing the first phase could not be best. There is no reason to believe fast tracking is necessary, as the project is not delayed. Investigating risks related to senior management should have already been done as part of the planning process group. This is old information that would have been known at that time. With everything going well on the project, the only choice that makes sense is to review the management plans for the project.

Question 4

Halfway through the project, the client considers cancelling the remaining work and the contract. lt would be best to look at which of
the following to determine the purpose of the project?

A. The project charter, to review the project description and need
B. The risk response plan, to evaluate alternatives
C. The chart of accounts, to determine the estimate at completion
D. The WBS dictionary, to confirm the scope is correct

Answer 4

The correct answer is A.

The project charter documents the project description and need of the client.

Question 5

Approved corrective actions are an input to which of the following processes?
A. Validate Scope
B. Direct and Manage Project Work
C. Develop Project Charter
D. Develop Schedule

Answer 5

The correct answer is B.

Direct and Manage Project Work is the only correct response.

Question 6

You have been assigned as the project manager for a construction project that has had two previous project managers, when you
discover a deliverable will be late. Your analysis shows the item can be purchased from another seller at a higher price without
affecting the schedule. What is the best thing to do?

A. Evaluate the impact of the decision.
B. Crash or fast track the project.
C. Discuss the impact with the customer and ask for a decision.
D. Change the project management plan to reflect the new due date.

Answer 6

The correct answer is C.
The impact has already been determined, and crashing or fast tracking would have already
been done as part of determining the impact. Changing the project management plan only
hides the problem and is unethical. You should discuss the impact of the change with the
customer.

Question 7

Outputs of the Close Project or Phase process include all of the following except:
A. Formalacceptance
B. Lessons learned
C. A risk audit
D. Project archives

Answer 7

The correct answer is C.
Formal acceptance is received from the customer in project closing. Project archives and
lessons learned are also outputs of the closing process. A risk audit occurs during project
monitoring and controlling, not project closure.

Question 8

You are a new project manager for Company B. You previously worked for Company A, which had an extensive project management
practice. Company B has its own practices and procedures, but you are more familiar with those from Company A. You are sure that
if you used the Company A practices and procedures, it would be easier for everyone and the project would run more smoothly, since
Company A’s practices and procedures are better defined. You should:

A. Interact with others in an ethical way by sharing the good aspects of Company A’s procedures.
B. Use the practices from Company A but include any procedures from Company B.
C. Use the practices and procedures of Company B and recommend ways to upgrade them.
D. Talk about changes to the change control board of Company

Answer 8

The correct answer is C.
You need to follow Company B’s practices and procedures while you try to influence
improvement.

Question 9

Your company puts a new product into the marketplace without any reports of problems. However, your internal research indicates
there is a possibility of a malfunction that could cause serious injuries. You estimate that modifications to eliminate this possibility
would cost US $20,000,000. What should you do?

A. Recall all existing product.
B. Obtain insurance to cover the anticipated damages.
C. Wait until an injury to verify the impact.
D. Make the necessary modifications to the products in production.

Answer 9

The correct answer is A.
Modifying the products in production does not solve the problem, it just prevents it from
getting bigger. Waiting for an injury is unethical, and may cause additional liability. Although
insurance would cover the risk, it is best to recall the product and fix the problem in all
instances.

Question 10

An experienced project manager has just begun working for a large information technology integrator. Her manager provides her with
a draft project charter and immediately asks her to provide an analysis of the risks on the project. Which of the following would best
help in this effort?

A. A conversation with a team member from a similar project that failed in the past
B. Her project scope statement from the project planning process
C. Her resource plan from the project planning process
D. An article from PM NetworK Magazine

Answer 10

The correct answer is A.
Did you realize this situation is taking place during project initiating? The scope statement and
resource plan are created in project planning, and so are not yet available. Therefore, we are
left with deciding if the magazine article or a conversation with a team member who worked
on a similar project provides the greater value. Since the information gained in conversing
with the team member provides input more specific to your organization, it is the best choice.

Question 11

You are nearing the end of executing and monitoring and controlling on your project. Reporting so far has shown that interim
deliverables have been completed on time and within the allotted budget. Many team members believe the project work is all
completed, and your most recent reports indicate as much. What is the best way for you to ensure the project work is really
complete?
A. Archive records
B. Formal acceptance
c. Procurement audits
o. Final performance reporting

Answer 11

The correct answer is B.
Only with formal acceptance can the project manager be sure the project work is really
complete.

Question 12

A project manager has made a change to the project. The change is not significant enough that it would cause a change to the
project baselines, but it will affect several members of the team. What should she do next?

A. Evaluate impact.
B. Revise the project management plan and/or project documents.
C. Request change control board involvement.
D. Assign resources.

Answer 12

The correct answer is B.
Once the change has been made, the documents affected by the change (the project
management plan and/or project documents) must be updated.

Question 13

All the following are parts of an effective change management plan except:
A. Meetings
B. Standards for reports
c. Lessons learned
D. Procedures

Answer 13

The correct answer is C.
A change management plan includes the processes and procedures that allow smooth
evaluation and tracking of changes. Lessons learned are reviews of the processes and
procedures after the fact—to improve them on future projects.

Question 14

As part of your effort to develop a project charter, you meet with an engineering manager. He informs you that it is impossible to
provide a cost estimate without knowing the specific resources who will be assigned to the project. You explain that:

A. For now, you only need a ROM estimate to be validated later, when you Know what resources
will be available.
B. Resource cost is not an issue at this point. You will have a realistic budget at the end of project
planning.
C. You were counting on his support to help you select the most cost-effective resources.
D. lt is not a problem because stakenotoer identification during project initiating will uncover key
resources.

Answer 14

The correct answer is A.
In initiating, you don’t need a precise estimate to get the charter approved. A rough order of
magnitude (ROM) estimate, with a range of -25/+75 percent suffices. It is unlikely the cost of
the final resources would be outside the parameters of a ROM estimate.

Question 15

You are assigned as a project manager to lead a new quality improvement project. Management is asking for a project management
plan. Which of the following should you create first?
A. A risK management plan
B. A project scope statement
C. A project management plan
D. A quality management plan

Answer 15

The correct answer is B.
Be careful when reading a question like this. It can divert your attention with talk about a
quality project, etc. Focus on the question. You need a project scope statement first, before
you can create the other parts of the project management plan listed as choices.

Question 16

A project is chartered to determine new ways to extend the product life of one of the company’s medium-producing products. The
project manager comes from the engineering department, and the team comes from the product management and marketing
departments. The project scope statement and project planning are completed when a stakeholder notifies the team that there is a
better way to complete one of the work packages. The stakeholder supplies a technical review letter from his department proving that
the new way to complete the work package will actually be faster than the old way. The project manager has had similar experiences
with this department on other projects and was expecting this to happen on this project. What is the first thing the project manager
should do?

A. See if there is a way to change from a matrix organization to a functional organization so as to
eliminate all the interference from other departments.
B. Contact the department and complain again about their missing the deadline for submission of
scope.
C. Ask the department if they have any other changes.
D. Look for how this change will impact the cost to completethe work package and the quality of
the product of the work package.

Answer 16

The correct answer is D.
Complaining about the missed deadline could be done, but it is not proactive. It would be helpful to get to the root cause of
why this department always comes up with such ideas or changes after the project begins. However, this is not the immediate
problem; the change is the immediate problem, and therefore complaining is not best. The type of project organization
described is a matrix organization. There is not anything inherently wrong with such an organization, nor is there anything in
this particular situation that would require it to be changed. So, changing the way the company is organized cannot be best.
The department’s history indicates that asking if the department has other changes is something that should definitely be
done, but the proposed change needs more immediate attention. Looking at impacts of the change begins integrated change
control.

Question 17

A project manager is working on a complex project with people from around the world. The project schedule is set, but the work
packages require detailed integration with other work packages done by the buyer. What is the best thing the project manager could
use to control this situation?

A. Change control board
B. Historical information
C. Configuration management
D. Work authorization system

Answer 17

The correct answer is D.
Only a work authorization system helps with integrating work packages into a whole. A work
authorization system helps ensure that work is done at the right time and in the right
sequence.

Question 18

While constructing a new drug manufacturing plant, you discover a leak in a pipe that has released chemicals into the ground. lt was
difficult to acquire the necessary government approval and community support for the plant, and management has told you to be
particularly careful to not upset the community. You are uncertain of whether the chemicals could leak into the groundwater or cause
any damage. What should you do?

A. Start to write articles in the local paper about how poorly treated the local drinking water is.
B. Wherever possible, communicate all the great benefits of the plant to the community.
C. Inform local officials and ask for their help.
D. Follow the instructions to avoid upsetting the community and do nothing

Answer 18

The correct answer is C.

Facing the problem sooner is better than facing it later.

Question 19

The client demands changes to the product specification that will add only two weeks to the critical path. Which of the following is the
best thing for the project manager to do?

A. Compress the schedule to recover the two weeks.
B. Consult with the sponsor about options.
C. Advise the client of the impact of the change.
D. Cut scope to recover the two weeks.

Answer 19

The correct answer is B.
Do you remember what to do when there is a change? Evaluate first. You wouldn’t take action
before getting approval, so compressing the schedule or cutting scope would happen after
consulting the sponsor and/or advising the client of the impact of the change. You would not
go to the customer before going to your internal management, so advising the client is not the
correct thing to do next. The next step is to discuss options with the sponsor.

Question 20

You have recently joined an organization that is just beginning to follow formal project management practices. ln a meeting, your
manager verbally describes your next assignment, a project to build an internal website that will be used by the human resources
department. You respond by requesting a signed charter. Why is it unethical to do a project without a charter?

A. lt is not an issue of ethics, it is part of the process of project management.
B. lt wastes company time, money, and resources. C. Resources may become overloaded since the project is not official.
D. No one would be aware that the project is occurring.

Answer 20

The correct answer is B.
Not having a project charter wastes company time, human resources, and money because
there is not a high-level agreement on the goals and expectations and how the project will
fulfill the business case.