e3d1 Flashcards
Which one of the following options best describes the contents of the Scope Baseline?
A. Project scope management plan and WBS
B. Project scope statement in addition to schedule and cost baselines
C. Project scope management plan and project scope statement
D. Project scope statement and WBS
D. Project scope statement and WBS
According to the PMBOK® Guide (6th Edition) the scope baseline includes the WBS, WBS dictionary, and the project scope statement.
You are managing a software development project with a set of preplanned milestones. Your team has completed all milestones and you are now verifying that the product meets the specifications outlined in the project management plan. What process group are you currently in?
A. Closing
B. Monitoring and Controlling
C. Executing
D. Planning
B. Monitoring and Controlling
Verifying that a product meets specifications is part of Monitoring and Controlling.
Your construction project is located in an area which is prone to overnight burglaries. Since this is a problem that you cannot solve it, your project team has decided to do nothing for this risk other than just taking out an insurance policy. Which type of risk response planning is this?
A. Transference
B. Avoidance
C. Sharing
D. Acceptance
A. Transference
The use of insurance to shift the negative impact of a risk, in this case burglary, is an example of risk transference.
In which one of the following organizations does the project manager have more power?
A. Strong Matrix
B. None, the project manager has always less power than the functional manager.
C. Weak Matrix
D. Functional
A. Strong Matrix
The project manager has more power in a strong matrix organization. In a strong matrix organization the project managers have authorities comparable to that of functional managers and normally they are not under the supervision of the functional managers. In a weak matrix organization the project manager is organizationally under the supervision of a functional manager who is given the project responsibilities.
Tom is managing a project that was contracted on a time and material basis and during the project execution he finds that some of the tasks have been taking less time than planned. On average each team member has required only 25 hours to accomplish work which was planned for 37.5 hours during the week. What is the best thing that Tom can do in this situation?
A. Report this accurately on the status report and ensure that activities are re-estimated as necessary, to keep the team completely occupied.
B. Report the accurate status to your manager and send a separate report stating that each team member was busy for 37.5 hours.
C. Report on the status report that each team member was busy for 37.5 hours, and use the time saved for other activities not related to the project.
D. Avoid mentioning these kinds of savings on status reports.
A. Report this accurately on the status report and ensure that activities are re-estimated as necessary, to keep the team completely occupied
You would need to report the status accurately to the customer even if it means losing some revenue. Reporting that each team member has spent 37.5 hours a week is both inaccurate and ethically wrong.
Which structured technique in the Manage Quality process involves finding a long-lasting solution for a discovered issue?
A. Problem solving
B. Design for X
C. Performance reviews
D. Root cause analysis
A. Problem solving
Performance reviews is a tool and technique of Control Quality. Design for X, Root cause analysis and Problem solving are all Manage Quality techniques however Design for X involves optimizing around an identified variable and Root cause analysis helps reveal the issue but does not go so far as to work towards and define a solution. Problem solving involves finding a long-lasting solution to a problem by identifying it, analyzing it, choosing the best solution of the alternatives and putting the solution into action.
Your team is currently in the process of controlling and verifying the quality of the deliverables on your project. Which TWO tools would they not be utilizing to accomplish this?
A. Quality audits
B. Statistical sampling
C. Design for X
D. Control charts
A. Quality audits
C. Design for X
Quality audits and design for X would not be used during control quality. Instead, they would be utilized during the manage quality process.
As the project manager of a manufacturing facility construction project, you have needed to estimate certain activity durations before all project team members were acquired. During the acquisition of the project team, you find that the actual competency levels of the team members are much lower than what you had anticipated when you were estimating the activity durations. What would be the best course of action in this situation?
A. Inform the stakeholders that the project is behind schedule.
B. Modify the activity duration estimations and the schedule considering the actual competency levels.
C. Keep the schedule as it is because no delay has happened yet.
D. Ask the project team members to work overtime in order to compensate for their low level of competency.
B. Modify the activity duration estimations and the schedule considering the actual competency levels.
The best course of action is to fully understand the consequences of the lower competency of the team members. That is only possible if you incorporate the changed level of competency in the activity duration estimations and the project schedule accordingly. Keeping the schedule as it is would not solve the problem. It is too soon to ask for overtime or inform the stakeholders about the delay, considering that the project is in its early stages and you still don’t know the exact effects of the lower competency of the team members on the schedule.
Your company’s vice president just informed your division that it would be utilizing a change-driven Agile project delivery method going forward for all new projects. Which quality may negatively impact the success of this initiative?
A. The evolution of internal processes
B. Cross-department collaboration
C. The use of organizational change management techniques
D. An emphasis on not failing
D. An emphasis on not failing
With Agile, it is assumed that many things are not going to be correct upfront. Therefore, there will be a failure, but adapting and making corrections is appropriate. If a team focuses on getting things correct before acting, then they will lose the speed and agility in the method. All of the other answers are important qualities in a change to an agile mentality.
You are currently implementing the risk management process of your project. There are a number of risks that have been identified in your project, however the team has elected not to change the project plan to deal with the risk, but they have established a contingency reserve in the event that some of these risks are triggered. This is an example of what type of risk mitigation technique?
A. Avoidance
B. Passive acceptance
C. Active acceptance
D. Contingent response strategy
C. Active acceptance
Recognizing the risk and not changing the plan, but making some contingencies in the event the risk is triggered, is an example of active acceptance. Passive acceptance would be if no contingencies were put in place and avoidance would be correct if the project plan were modified to accommodate the risks.
