e3d2 Flashcards
On a control chart, a source of variation that is intermittent, not inherent in the system, and is not predictable is known as:
A. Common or typical Cause
B. Specific Assignment
C. Normal or Common Cause
D. Special or Assignable Cause
D. Special or Assignable Cause
On a control chart, a source of variation that is intermittent, not inherent in the system, and not predictable, is called a Special or Assignable Cause which is an unusual event.
You are in the process of closing your project and you are looking at different documents which you have in your archive as the project manager. There is an untitled document in which throughout various project meetings you have documented differences in opinion, situations to be investigated, and emerging or unanticipated responsibilities. If you want to pick a title for this document, which one of the following it would be?
A. Meeting Minutes
B. Risk Register
C. Issue Log
D. Project Performance Report
C. Issue Log
The issue log is a tool used in the Manage Team process. According to the PMBOK® Guide (6th Edition), an issue log is used to document and monitor who is responsible for resolving specific issues by a target date.
You are going to start your fifth project as the manager at your company. From your past experience, you know that one of the stakeholders has always made a lot of changes in the projects. What would be your best approach to manage this particular stakeholder in the beginning of the project?
A. Try to get this stakeholder eliminated from your project
B. Escalate the problem to the stakeholder’s manager to direct his activities to other projects
C. Resist against the changes that this stakeholder initiates so he/she realizes that you do not accept any changes
D. Get the stakeholder involved in the project as early as possible
D. Get the stakeholder involved in the project as early as possible
Changes are not bad! Changes normally come from lack of input at the beginning of the project. If we begin effective communication with this stakeholder early, we stand a much better chance of discovering their changes during the planning process when they will have less of an impact on the project. Trying to eliminate the stakeholder is the wrong approach.
Large fluctuations in the periodic expenditure of funds are undesirable for organizational operations. Therefore, the expenditure of funds is frequently reconciled with the disbursement of funds for the project. This is known as:
A. Disbursement Reconciliation
B. Expenditure Reconciliation
C. Funding Limit Reconciliation
D. Budget Reconciliation
C. Funding Limit Reconciliation
Funding limit reconciliation is one of the tools and techniques used in the Determine Budget process. This will reconcile the availability of funds with their expenditure and it will necessitate the scheduling of work to be adjusted to smooth or regulate the expenditures.
Match the Descriptions with the Leadership Styles.
Descriptions
- Combines transactional, transformational and charismatic qualities to suit the group dynamics
- Leads through empowerment and coaching. The focus is on relationships and collaboration.
- Performance focused. Goal and objective-oriented.
- Energetic and passionate about convictions but may be motivated by personal goals.
- Empowers, encourages, and inspires.
- Allows team to make their own decisions.
Styles
- Transformational
- Transactional
- Servant-Leader
- Laissez-faire
- Interactional
- Charismatic
- Combines transactional, transformational and charismatic qualities to suit the group dynamics (Interactional)
- Leads through empowerment and coaching. The focus is on relationships and collaboration. (Servant Leader)
- Performance focused. Goal and objective-oriented. (Transactional)
- Energetic and passionate about convictions but may be motivated by personal goals. (Charismatic)
- Empowers, encourages, and inspires. (Transformational)
- Allows team to make their own decisions. (Laissez-faire)
You are working on a project where a negative risk has occurred. However, you have no contingency plan for this risk. You call a meeting and a solution is devised to change the workflow until a permanent solution can be implemented. This is an example of?
A. Recovery plan
B. Workaround
C. Reserve plan
D. Risk Response plan
B. Workaround
According to the PMBOK® Guide (6th Edition), a workaround is a response to a threat (or problem) that has occurred for which a prior response had not been planned or was not effective. Therefore, any time there is no contingency plan in place, but the risk which happened must be addressed, the response is called a workaround.
The project sponsor gives you a project charter and asks you to start working on the project immediately and to provide him with a schedule. What should you do first?
A. Begin creating a project scope statement
B. Create an activity list
C. Acquire the project team and start working
D. Begin estimating the activities required to complete the scope of work
A. Begin creating a project scope statement
There’s no mention in the question that the schedule is required on an urgent basis, so you need to follow the steps to get to a project schedule. The project scope statement and other planning activities must be completed before a schedule can be created.
Your project is running slightly over budget. You mention this to another project manager, who suggests you shift some of your expenses to indirect costs that are not charged to your project budget. What do you do?
A. According to the other project manager, examine project expenses to see if any are indirect expenses that could be taken off your project.
B. Crash the project.
C. Re-estimate the project costs.
D. Use your contingency reserves.
D. Use your contingency reserves.
Re-estimating of the project costs is probably required, but it is not a direct response to the budget overrun problem. Indirect expenses are costs associated with the project and it is not truthful to get them off the project reports. Crashing is not relevant in this situation because there’s no mention of schedule delays. Therefore, you should use your project reserves to cover the budget overruns.
What is the last thing that should be done in the Close Project process?
A. Record the project lessons learned
B. Project financial closure
C. Release the project resources
D. Project formal acceptance
C. Release the project resources
Outputs of the Close Project or Phase process include archives, lessons learned, and project closure. However, some project resources (people, computers, telephones) must be used to perform these closing activities. Once completed, the project can release its resources.
Which is a technique that the project manager can use during the Implement Risk Response process to enable action when those who are responsible for executing the risk response are outside of the project team?
A. Influencing
B. Contingent response strategies
C. Active listening
D. Colocation
A. Influencing
Influencing is an Interpersonal and Team skill used by Implement Risk Responses and is helpful when those responsible for carrying out the risk response are not part of the project team or have other demands on their time. The other techniques are not used by the Implement risk response process.
