e3d3 Flashcards
As a project manager in the middle of project execution you realize that completing the project will take longer than the original plan. What is the best course of action to take?
A. Meet with your managers and inform them that the project cannot be completed on time.
B. Increase the working hours of the project staff.
C. Cut some of the product scope.
D. Investigate to find schedule compression options and then present your managers with those options.
D. Investigate to find schedule compression options and then present your managers with those options.
The most reasonable and responsible way of facing such a problem would be to find a solution to overcome the project late completion. Of course in the next step, if you find that there’s no schedule compression possible, you might choose another option.
Yesterday you met with the customer on your current project and presented the progress on the deliverables for the new widget you are building them. Unfortunately, they were disappointed with what they saw and remarked that what was being built was not exactly what they asked for. They asked you to rectify it, and since it was your mistake, they would not expect the schedule or budget to be impacted.
You are not clear why there were crossed signals since everything had been signed off on until now. What should you do next?
A. Gather the team together with all the project documents and plans and do a root cause analysis.
B. Since your team made a mistake, you must put a plan in place to rework the project.
C. You should schedule a meeting with the customer and let them know that all the designs and plans had been signed off on by them, so there couldn’t be a mistake on your end.
D. You should work according to plan since you are confident the customer will be happy with the end product regardless of their comments.
A. Gather the team together with all the project documents and plans and do a root cause analysis.
The first step in a misunderstanding is to determine the root cause of the misunderstanding. If there was an error in the design, then this will cascade to other areas. If there wasn’t an error, then you can walk the customer through all of the project artifacts and determine where there may have been a misunderstanding. Once everyone agrees on what happened, then a path forward can be planned.
All of the following statements regarding a project manager are correct, EXCEPT which one?
A. The project manager is accountable for the project’s ultimate success or failure
B. The project manager may initiate changes to the project scope
C. The project manager is assigned after the project charter is created
D. The project manager is responsible for managing stakeholders’ expectations
C. The project manager is assigned after the project charter is created
A project charter is created during project initiating. A project manager is assigned during project initiating, not after it.
As a project manager you work under the supervision of a project division director who oversees several other projects. During a company meeting you are present when your manager is presenting a status report of all the projects being run in his division. He reports that all projects are within budget and none of them is behind the schedule. However, you know that your status reports for the last several weeks have been reporting a delay in the schedule. What do you do in this situation?
A. Notify the appropriate management immediately.
B. Do nothing because your manager is responsible for the information that he has provided to his managers.
C. Ask your manager if that information was simply a typographical error.
D. Quit the company because you might be blamed for presenting false information.
A. Notify the appropriate management immediately.
You should notify the appropriate management immediately that incorrect information has been presented for your project. The PMI Code of Ethics requires that managers report the errors of others, and provide accurate and truthful information to project stakeholders at all times. Doing nothing or quitting the company are both passive and unethical.
You are preparing for your meeting with the customer so they can validate the work done so far. What do you need to ensure is ready and completed before the meeting begins?
A. The work deliverables have been accepted.
B. A list of change requests is available.
C. The deliverables have been tested and verified.
D. The organization’s process assets are available.
C. The deliverables have been tested and verified.
You need to ensure that the deliverables have been tested and verified. The idea is that you never want to show the customer a deliverable that hasn’t first been tested and shown to meet its requirements before asking them to accept it.
You are manager of a sports complex construction project. During the planning phase of the project one of the team members who is asked to prepare activity duration estimates sends you an email including duration estimates for two activities as follows: Activity A: 15 days + a lag of 4 days; Activity B: 1 month + a lead of 2 weeks. What would be your possible objection to these estimates?
A. The Activity Duration Estimate should have also mentioned the predecessor or successor activity to which the lag or lead is attached.
B. The team member should have presented the standard deviation of the estimations.
C. Activity duration estimates should not include any lag or lead information.
D. All the estimates should have the same units of measure.
C. Activity duration estimates should not include any lag or lead information.
Activity duration estimates are quantitative assessments of the likely work periods to complete an activity. They should not include any lag or lead information.
You are close to the project’s end when a group of stakeholders demands that some requirements be changed now that they see what the impact will be. This is obviously a problem because you have not accounted for the time and cost of these requirements in the project’s original plans. What is the best thing to do to prevent such problems in the future?
A. Do a more thorough job of estimating
B. Do a better job on stakeholder management
C. Consider a larger contingency reserve to compensate for such happenings
D. Review the project charter more thoroughly, examining the business case for shortcomings
B. Do a better job on stakeholder management
The only choice that correctly addresses the problem at hand is the one that includes stakeholder expectation management.
Tom, as the project manager, is in the middle of project execution when his boss tells him that he should release one of his team members for another project. Assuming that all of his project resources have similar capabilities and each resource is working on only one activity at a time, which activity would be impacted the least if that resource were released?
Activity - A-B-C-D-E-F-G-H
Duration - 4-8-2-6- 1-2-8- 3
Float - 3-2-0-2- 0-5-0- 3
Activity F
In order to be on the safe side, the best option is to choose the resource who is working on the activity with the greatest float. This is activity F.
You are a software development project manager and most of your team members operate from remote locations without the benefit of face-to-face contact. One of your major concerns is to build trust among the team members. Which of the following will help you the most in doing so?
A. Co-Location
B. Team-building activities
C. Training
D. Establishing Ground Rules
B. Team-building activities
Team Building activities help develop trust and help establish good working relationships. Ongoing communications are a part of Team Building Activities. It is a tool used in Develop Team. Especially when the teams become remote, the importance of ongoing communication increases in building trust among the team members.
A colleague of yours who is currently managing a project is retiring and you are going to be his substitute. During the handover meetings he tells you that the project is on schedule and within budget, but only because he has pushed the project team so hard. What should be your first course of action?
A. Meet with the team and review your expectations
B. Develop a management strategy
C. Check the CPI
D. Check the SPI
B. Develop a management strategy
By developing a management plan it will dictate the rest of your actions, such as meeting with your team. You will also need a management plan before checking CPI and/or SPI.
