CW Questions 04 Flashcards
Activity A is worth $200, is 100% complete, and actually cost $200. Activity B is worth $75, is 90% complete, and actually cost $120 so far. Activity C is worth $200, is 75% complete, and has cost $175 so far. The total budget is $1,000. What is the estimate to complete for the project?
(A) $1,000 (B) $1,100.04 (C) $1,185.63 (D) $691.24
Correct Answer: (D) $691.24
Explanation: To calculate this value, calculate the EAC first. To calculate the EAC, calculate the CPI first. To calculate the CPI, calculate earned value (EV) and actual cost (AC) first. Multiply the percent complete of each activity by its planned value (PV) to obtain the EV for each activity. Sum the earned value of each activity to determine the total earned value. Sum the actual cost of each activity to determine the total actual cost. Divide the earned value of $417.50 by the actual cost of $495.00 to obtain a CPI of 0.84. Divide the BAC of $1,000 by the CPI to obtain an estimated at completion of $1,186.24. To determine the estimate to complete, subtract the actual cost (AC) of $495.00 from the estimate at completion (EAC) of $1,186.24. The difference is $691.24. [section 7.14.2]
Of the following, which is the best description of the relationship between quality control measurements and the Perform Quality Assurance process?
(A) They are an output of the Perform Quality Assurance process (B) They can be fed into the Perform Quality Assurance process to validate the efficiency and cost effectiveness of Perform Quality Control (C) They are an output of the Perform Quality Control process (D) Both A and C
Correct Answer: (B) They can be fed into the Perform Quality Assurance process to validate the efficiency and cost effectiveness of Perform Quality Control
Explanation: They can be fed into the Perform Quality Assurance process to validate the efficiency and cost effectiveness of Perform Quality Control. They are an output of the Perform Quality Control process, but that does not describe the relationship. The other answers are noise. [section 8.9, section 8.10]
The IT infrastructure Project Manager is managing his project team. What are the key tools and techniques for this process that are available to the Project Manager?
(A) Observation and conversation, conflict management, issue log, project performance appraisals, team performance assessments, performance reports, and interpersonal skills (B) Observation and conversation, conflict management, issue log, project performance appraisals, performance reports, and interpersonal skills (C) Observation and conversation, conflict management, issue log, project performance appraisals, and interpersonal skills (D) Observation and conversation, conflict management, issue log, project performance appraisals, team performance assessments, and interpersonal skills
Correct Answer: (C) Observation and conversation, conflict management, issue log, project performance appraisals, and interpersonal skills
Explanation: Observation and conversation, conflict management, issue log, project performance appraisals, and interpersonal skills are the key tools and techniques of the Manage Project Team process. [section 9.4]
One of the activities a Project Manager performs on a day to day basis is communicating with individual team members, the team, company personnel, vendors, and customers. Approximately how much of a Project Manager’s job is spent communicating?
(A) At least 30% (B) Not more than 50% (C) Approximately 90% (D) 100%
Correct Answer: (C) Approximately 90%
Explanation: Approximately 90% of a Project Manager’s time is spent communicating. This could be via email, meetings, listening, speaking, web conference, etc. [section 10.4.2]
The network project has been very challenging. The cost performance index is presently 0.95 and the schedule performance index is 0.91. Risk could have been managed better from the start of this project. Halfway through the execution of the project management plan, the Project Manager assigned one person to do nothing but monitor for risks and work with the people who implemented the risk response plans. Which of the following is the most complete description of the tools and techniques of the Monitor and Control Risks process?
(A) Risk reassessment, risk audits, variance and trend analysis, reserve analysis, status meetings (B) Risk reassessment, risk audits, variance and trend analysis, reserve analysis (C) Risk reassessment, performance measurement, variance and trend analysis, reserve analysis, status meetings (D) Risk reassessment, performance measurement, variance and trend analysis, reserve analysis
Correct Answer: (A) Risk reassessment, risk audits, variance and trend analysis, reserve analysis, status meetings
Explanation: Risk reassessment, risk audits, variance and trend analysis, reserve analysis, status meeting, and technical performance measurement are the tools and techniques of the Monitor and Control Risks process. [section 11.7]
The project will be using a company to provide the technicians for a national network upgrade project. The services buyer is providing to the prospective services seller a greatly detailed description of what it wants the seller to do on the project. What type of document is being provided to the seller?
(A) Request for information (RFI) (B) Request for proposals (RFP) (C) Invitation for bid (IFB) (D) Request for quote (RFQ)
Correct Answer: (B) Request for proposals (RFP)
Explanation: A request for proposals (RFP) deals with a detailed, very specific approach to a customized solution. A request for information (RFI) deals with finding potential vendors for consideration for proposals or quotes. A request for quotes obtains prices from a company for goods or services. An invitation for bid (IFB) is similar to the RFP but typically used in government contracting. [section 12.1.10]
The PMO is conducting a meeting and a fellow Project Manager is reporting that the project is on schedule and under budget. You discover from the project’s team members that the project is behind schedule by four weeks and is over budget. What should you do?
(A) Notify senior management (B) Report the Project Manager to PMI (C) Ask the PMO to investigate the project status (D) Review with the Project Manager how this status was produced
Correct Answer: (D) Review with the Project Manager how this status was produced
Explanation: As a Project Manager, you should review this information with the Project Manager regarding its accuracy. Asking the PMO to investigate the project status is the next step followed by notifying senior management. The final step is to report the Project Manager to PMI. [section 13.1.3]
W hat is created in the Initiating Process Group?
(A) Project charter, requirements documentation (B) Project Scope Statement, various management plans (C) Project charter, project scope statement (D) Project charter, stakeholder register, stakeholder management plan
Correct Answer: (D) Project charter, stakeholder register, stakeholder management plan
Explanation: Answer D contains all documents created during the Initiating process group. All others are created during the Planning process group. [section 3.4.1]
During the Monitor and Control Project Work process, the Project Manager is placing a great deal of reliance on expert judgment. Do you think this reliance is well founded?
(A) No, if expert judgment is so important there wouldn't be such a market for modeling tools (B) Not to such an extent, because modeling tools are more effective (C) Yes, although modeling tools are effective, expert judgment is often more significant and more accurate than those tools (D) Not to such an extent, because expert judgment functions only as a check against the results of modeling tools
Correct Answer: (C) Yes, although modeling tools are effective, expert judgment can be more significant and more accurate than those tools
Explanation: Although modeling tools are effective, expert judgment can be more significant and more accurate than those tools. The other answers are noise. [section 4.6]
The work breakdown structure represents what?
(A) The decomposition of the work of the project (B) The activity list of the project (C) The schedule (D) The decomposition of the activity list
Correct Answer: (A) The decomposition of the work of the project
Explanation: The WBS represents the decomposition of the work of the project. If the work is shown in the WBS, it is in the project; if it’s not shown in the WBS, it’s not in the project. Activity lists are sometimes called activity definitions, and the schedule is created after the WBS is created. [section 5.3.1]
The Estimate Activity Duration process is just beginning for the web development project. What will the project manager and his team utilize to create the estimates?
(A) Activity list, resource calendars, project scope statement, project management plan, activity resource requirements (B) Activity list, activity duration estimates, resource calendars, project scope statement, activity resource requirements (C) Activity list, activity duration estimates, resource calendars, project scope statement, project management plan, activity resource requirements (D) Activity list, resource calendars, project scope statement, activity resource requirements
Correct Answer: (D) Activity list, resource calendars, project scope statement, activity resource requirements
Explanation: The key inputs of the Estimate Activity Duration process are activity list, resource calendars, project scope statement, and activity resource requirements. [section 6.4]
Which of the following shows the remaining amount to be spent on the project based on current spending efficiency?
(A) Cost variance (B) Estimate to complete (C) Estimate at completion (D) Budget remaining
Correct Answer: (B) Estimate to complete
Explanation: Estimate to complete shows the remaining amount to be spent on a project based on spending efficiency. This value is the difference between actual cost (AC) and estimate at completion. Estimate at completion is a forecast of total project cost, based on spending efficiency. Cost variance is the difference between the amount of work done and what was paid for it. “Budget remaining” is noise. [section 7.14.1]
The company is implementing a stricter and more proactive quality standard for projects in an attempt to improve the quality culture. Once implemented, which of the following impacts on the product support department is most likely to occur?
(A) Increased warranty support (B) Decreased warranty support (C) Increased inventory requirements (D) Decreased inventory requirements
Correct Answer: (B) Decreased warranty support
Explanation: Typically, the result of implementing more proactive quality standards decreases the need for warranty support. The other answers are noise. [section 8.8.5]
Leadership and managerial style evolve within the project management life cycle. Of the following, which is the best description of the evolution of leadership and managerial style?
(A) Directing, coaching, delegation, facilitation, and support (B) Directing, mentoring, facilitation, and support (C) Directing, mentoring, delegation, facilitation, and support (D) Directing, coaching, facilitation, and support
Correct Answer: (D) Directing, coaching, facilitation, and support
Explanation: the evolution of leadership and managerial style starts with directing. As the project gains momentum, coaching is applied. When significant work is completed facilitation comes into play. Support is applied as the project is closing. [section 9.1.6]
Of the following, which are the key tools available for use during the Manage Stakeholder Expectations process?
(A) Communication methods, stakeholder analysis, interpersonal skills, and management skills (B) Issue Logs, stakeholder analysis, and approved change requests (C) Issue Logs, stakeholder analysis, reporting systems, and approved change requests (D) Communication methods, interpersonal skills, and management skills
Correct Answer: (D) Communication methods, interpersonal skills, and management skills
Explanation: Communication methods, interpersonal skills, and management skills are the key tools cited for the Manage Stakeholder Expectations process. [section 10.6]
