e2d1 Flashcards
As a project manager, you are using root cause analysis to determine what the potential risks might be in your project. Which process best describes the process in which you are involved?
A. Plan Quality
B. Identify Risks
C. Control Quality
D. Plan Risk Responses
B. Identify Risks
You are in the Identify Risks process because root cause analysis tools can help identify potential threats based on past experience of issues experienced. Root cause analysis is used in both quality management and risk management. However, the situation explained in this question refers only to the information gathering techniques of the Identify Risks process.
You are a construction project manager. In a formal project management training you are told that you need to collect information on contract schedule, scope, quality, and cost performance along with all contract change documentation, payment records, and inspection results. You are also told by your instructor that this information can be used for lessons learned and as a basis for evaluating contractors for future contracts. Which document is your instructor talking about?
A. Claims Administration
B. Close Project or Phase
C. Inspections and Audits updates
D. Procurement Documentation
D. Procurement Documentation
According to the PMBOK® Guide (6th Edition), to close the contract, all procurement documentation is collected, indexed, and filed. Information on contract schedule, scope, quality, and cost performance along with all contract change documentation, payment records, and inspection results are cataloged. This information can be used for lessons learned and as a basis for evaluating contractors for future contracts.
You have just been assigned to the photo transfer project. You are beginning to meet with the stakeholders and have made some observations. You notice that the team of seven software developers has been given quite a bit of autonomy in how they conduct their work. The sponsor is pleased with the work so far, as is the business representative, who has been giving the team regular feedback on their deliverables. What methodology is the team most likely following?
A. Adaptive
B. Predictive
C. Hybrid
D. Waterfall
A. Adaptive
Small autonomous teams that have earned the trust of project stakeholders are characteristics of an adaptive culture. The fact that the team is receiving regular feedback is another clue that an iterative, incremental lifecycle is likely being followed.
You are several weeks into a new project, which is one of the most visible ones in the company. You are still getting the lay of the land and meeting with various stakeholders that include suppliers, customers, functional managers, and individual contributors. At some of these meetings, you are beginning to hear talk that not everyone is pleased that this project is taking place and is being given such high priority. You realize you have some tools that might assist you in fleshing out this problem. Which one would be most appropriate for you to use?
A. The use of surveys to get feedback.
B. The stakeholder engagement assessment matrix.
C. The use of ground rules.
D. Preparing and delivering a PowerPoint presentation to all the stakeholders on the benefits of the project.
B. The stakeholder engagement assessment matrix.
The Stakeholder engagement assessment matrix (SEAM) enables you to plot whether stakeholders are resistant, neutral, supporting, or leading in their attitude towards the project. Based on where you would like each of these stakeholders to be, you can plot strategies to gain their support. Not every stakeholder will require a strategy, so it is important to plot where each is desired to be.
According to the latest update of the project schedule, you realize that the project will be completed one month after the desired completion date. You have extra resources on hand and the activity dependencies are preferential. The project is not of high risk and the SPI up to now is 0.89. As a project manager, what would be your best course of action under these circumstances?
A. Make more activities concurrent
B. Leveling the resources
C. Shift some of the resources from the preferential dependencies to the external ones
D. Eliminate some of the activities which are of lower importance
A. Make more activities concurrent
Leveling the resources would generally increase the project duration. Removing the activities under some conditions and using the project change process (discretionary dependency) might be possible but considering that dependencies are preferential and you have extra resources the first thing could be to make more activities concurrent.
Conflicts are common and unavoidable in projects. Which of following are the three most common sources of conflicts in projects?
A. Schedules, Cost, Resources
B. Schedules, Project priorities, Resources
C. Cost, Resources, Personalities
D. Project priorities, Resources, Cost
B. Schedules, Project priorities, Resources
Conflict can come from seven main sources, of which the first three account for 50%:
- Schedules
- Project priorities
- Manpower/human resource availability
- Technical opinions
- Procedural or project administration
- Costs
- Personalities
As the manager of a highly critical project, you walk into your office and receive a phone call from your client notifying you that they need an urgent review meeting about the delay that occurred in the delivery of one of the major pieces of equipment for the project. You open your e-mail and you get bombarded with the emails coming from two of your team about a conflict that started between them this morning. After a few minutes you get a phone call from one of them while the other one shows up at your office. Which conflict resolution technique would you use immediately?
A. Collaborating
B. Forcing
C. Compromising
D. Smoothing
D. Smoothing
Collaborating or problem solving is the best way to resolve conflict but not in this situation. Since you should choose a technique to deal with the conflict immediately and it’s explained that there is an urgent meeting on an important issue in your critical project that you that you need to take care of, the best method in this situation would be to delay the conflict resolution, i.e. smoothing.
You have recently been assigned as the manager of a highly critical national project which should be finished in a very short period of time compared to the similar projects. After developing the first draft of the project network diagram you see that the project cannot be finished on time. If the network diagram cannot be changed anymore and you have extra human resources, what would be the best approach?
A. Fast tracking
B. Crashing
C. Risk analysis
D. Leveling the resources
B. Crashing
In this situation, leveling the resources will generally increase the duration. Since the network diagram cannot be changed, the fast tracking option is also not feasible. So crashing remains as the best option in this situation to decrease the duration.
You have just been hired as the project manager in a large company and given the approved project charter. You know that your company always undertakes very challenging projects and your project is not an exception. What should be your first course of action?
A. Plan risk management
B. Confirm that all of the stakeholders have contributed to the scope
C. Identify project risks
D. Start developing project management plan
B. Confirm that all of the stakeholders have contributed to the scope
Read the question carefully. You as the project manager have not been involved in the project charter development, therefore it is your responsibility to make sure that the charter is complete and all of the stakeholders have their inputs in it before proceeding with the next step in project planning.
As the manager of a large project, including a huge part of procurement activities, you are about to start project closure activities. All final deliverable of the project are validated. What should be your first step in project closure?
A. Start closing out contracts
B. Ensure completion of scope as per Project Management Plan
C. Start Claims Administration
D. Start Administrative Closure
B. Ensure completion of scope as per Project Management Plan
According to the PMBOK® Guide (6th Edition), when closing the project the project manager must review all the prior information from the previous phase closure to ensure that all project work is completed and that the project has met its objectives. Since project scope is measured against the scope management plan, the project manager reviews the scope baseline (part of the project management plan) to ensure completion before considering the project closed.
