e2d2 Flashcards
You are managing a project which is facing some minor delays in the submission of a few project deliverables. You have been asked to a meeting with the team members in charge of the delayed deliverables. Which one of the following tools do you think is the best to be used during the meeting to show the project schedule status to the responsible team members?
A. Gantt Chart
B. Project Network Diagram
C. Milestone Chart
D. Responsibility Assignment Matrix
A. Gantt Chart
In a meeting with team members you need a tool which shows the schedule details such as delays, completion, and timeline.
Which one of the following items determines the acceptable range of variation of a process on a control chart?
A. Mean
B. Upper and Lower Control Limits
C. Standard Deviation
D. Specification Limit
B. Upper and Lower Control Limits
The control limits are set based on the company’s quality standard and indicate the acceptable range. Upper and lower control limits are usually set at +/− 3sigma.
Which technique is not a helpful practice in creating cultural compatibility for an agile approach?
A. Active executive sponsorship
B. Management adjusting how team members are assessed
C. A focus on getting things right the first time
D. A focus on going fast but not hurrying.
C. A focus on getting things right the first time
A focus on getting things right the first time fits with a plan-driven rather than a change-driven approach. The other answer choices describe helpful strategies in an Agile project approach. Agile work should occur at a manageable pace.
You have recently been assigned as the manager of a project after the previous manager quit the company. From the first meetings with the project team you discover that the morale of the team is very low. You speak to some of the team members in private and you feel that they were not given opportunities to participate in team development activities and that they did not have opportunities to grow. Which of the following is a primary factor for this situation?
A. Use of zero-sum rewards in the project
B. A poorly defined resource calendar
C. Too many hierarchical levels in the project organization chart
D. Poor communication planning
B. A poorly defined resource calendar
According to the PMBOK® Guide (6th Edition), resource calendars identify times when the project team members can participate in team development activities. If the team members are unable to find time for such activities, it is likely that the calendar has been poorly planned out.
You are a junior project manager, currently performing schedule controlling activities. You approach one of your experienced colleagues for advice on how to reanalyze the project and predict the project’s remaining duration. She tells you to analyze the sequence of activities with the least amount of scheduling flexibility. Which technique is she referring to?
A. Gantt chart
B. Critical path method
C. Resource leveling
D. Precedence diagramming method
B. Critical path method
The Gantt chart is only a representation of the project schedule, not an analysis method. The precedence diagramming method is a diagramming technique that deals with the relationship between activities, not schedule flexibility. Resource leveling is used to smooth the use of the resources over a period of time. The only option that deals with schedule flexibility is the critical path method which uses activity floats.
Tom is managing a project and he has scheduled a number of training programs for his team. However, he knows that apart from planned training, unplanned training also takes place in a number of ways. Which of these is not one of the ways in which unplanned training can happen?
A. Conversation
B. Online
C. Observation
D. Project performance appraisals
B. Online
According to the PMBOK® Guide (6th Edition), scheduled training occurs as stated in the Human Resource plan and could include online, classroom, on-the-job, etc. Unplanned training, however, takes place through conversation, observation and project performance appraisals conducted during the controlling process of managing the project team.
As the project manager, you are reviewing the control chart related to one of the project deliverables, and you find seven data points in a row on one side of the mean. What should be your next action?
A. According to the rule of seven this is normal and no action is required
B. Modify the mean
C. Perform the quality measurements again to make sure about the data points correctness
D. Find an assignable cause
D. Find an assignable cause
This is an example of the application of the rule of seven in control charts. If you have seven data points in a row on the same side of the mean, statistically the mean has shifted, calling for action to correct the problem. Therefore, the first action is to find the cause of the errors.
As the manager of a large construction project you are currently conducting a meeting with the project management team to decide on a procurement contract. There are opposing views among the team members on the type of contract that best suits your situation. Which one of the following types of contracts have the most cost risk for your organization as a buyer?
A. Cost plus percentage of costs
B. Fixed price incentive fee
C. Time and materials
D. Cost plus award fee
A. Cost plus percentage of costs
In a cost plus percentage of costs contract, the buyer pays all costs while the costs are not limited. In a fixed price type of contract, the buyer has the least cost risk, as any cost overruns are borne by the seller.
As a project manager you are approached by one of the project stakeholders asking for a change in the project work breakdown structure. The stakeholder brings enough reasons to show that the change does not affect the project time or cost. What is the best action for you in this situation?
A. Ignore the change and ask the stakeholder to formally request a change
B. Since there are no time and cost effects, implement the change
C. Raise the change to your management
D. Look for other impacts that the change may have
D. Look for other impacts that the change may have
Even though it may not directly affect the time or cost of the project, you need to look at all the impacts of a change on other project constraints. The change may increase risk, reduce quality, etc. As a project manager the best thing to do is to know all of the impacts of a change before taking any other action.
As a project manager, Tom is currently involved in the Control Procurements process. According to the records, one of the vendors has not delivered the items on time. The root-cause analysis shows that the problem was in the proposal evaluation activities that could have been done more accurately. What should Tom do at this point?
A. Update Procurement Documentation
B. Update Organizational Process Assets
C. Conduct Procurement Audits
D. Update Procurement Contracts
B. Update Organizational Process Assets
Lessons learned are a part of Organizational Process Assets. The Project Manager should update this with the procurement experience so that future projects can benefit. Organizational Process Assets Updates are an output of Control Procurements.
