Extenta 200312 Flashcards
Which of the following is NOT one of the stages of a project life cycle?
Executing
Identifying
Closing
Defining
Planning
Identifying is not one of the stages of a project life cycle. The five common stages of a project life cycle are:
Defining: In this stage, the project is defined, objectives are identified, and scope is determined.
Planning: In this stage, project plans are created, tasks are defined, resources are allocated, and schedules are developed.
Executing: In this stage, the project plan is put into action, and tasks are performed.
Monitoring and Controlling: In this stage, progress is monitored, and adjustments are made as needed to keep the project on track.
Closing: In this stage, the project is completed, and the results are evaluated to ensure that the objectives were met.
Which of the following is NOT typical of a project manager?
Managing a nonrepetitive activity
Work with a group of outsiders, including vendors and suppliers
Managing a temporary activity
Overseeing existing operations
Responsible for time, cost, and performance trade-offs
Overseeing existing operations is not typical of a project manager.
While a project manager may be responsible for ensuring that the project is aligned with the organization’s overall strategy, their primary focus is on managing a temporary activity with a specific start and end date, rather than overseeing ongoing operations. The other options listed are typical responsibilities of a project manager, such as managing a nonrepetitive activity, working with external stakeholders, and being responsible for time, cost, and performance trade-offs.
The strategic activity that focuses on what needs to be accomplished is
review and define the organizational mission.
analyze and formulate strategies.
implement strategies through projects.
set objectives to achieve strategy
analyze and formulate strategies.
When creating a selection model, it is important to
not use it as the final determination for project selection.
make it mathematically complex so it cannot be “gamed.”
keep it secret from those submitting project proposals.
assure the objectivity of the model.
not use it as the final determination for project selection.
Bill is working on a project involving the upgrading of a management information system. The project is being managed by the information systems department with the coordination of other departments occurring through normal channels. He is working in a _________ organization.
Projectized
Balanced matrix
Strong matrix
Functional
Weak matrix
Functional
Which of the following is a disadvantage of a functional project management organization?
Lack of motivation of project team members
Poor integration
Longer project duration
All of these are disadvantages of functional project manage
Lack of focus on the project
All of these are disadvantages of functional project manage
There are 5 steps involved when defining a project; which of the following is the last?
Assign the work package to a manager
Assign the cost account to a manager
Develop the responsibility matrix
All of these are included in the final step.
Code the WBS for tracking
Code the WBS for tracking
Which of the following is a good example of a Process Breakdown Structure?
New instruction manual
New software program
New project management book
New sports stadium
New car prototype
New software program
Which of the following is a good condition for top-down estimating?
Fixed price contract
Large-scale project involving several subcontractors
Customer wants details
Cost and time important
Internal, small project
Internal, small project
Which of the following methods is NOT considered a top-down approach to estimating project time and cost?
Ratio
Template
Learning curve
Apportion
Function point
Template
An activity that has more than one dependency arrow flowing into it is termed a(n)
Merge activity.
Parallel activity.
Independent activity.
Critical path.
Burst activity.
Merge activity.
On a project network, the activity times are derived from the
Work packages.
Organization breakdown structure.
Budget.
Project proposal
Responsibility matrix.
Work packages
Organizations use __________ in conjunction with work breakdown structures to help management teams identify and eventually analyze risk.
Risk breakdown structures
Contingency breakdown structures
Risk assessment
Scenario analysis
Organizational breakdown structure
Risk breakdown structures
_______________ focuses on how to respond to events that have a positive impact on a project.
Risk management
Contingency management
Prospect management
Opportunity management
Value management
Opportunity management
When project managers recognize that if they want participants to exceed project expectations then they have to exceed others’ expectations of a good project manager, they are leading by example through which of the following aspects?
Ethics
Problem-solving
Priorities
Urgency
Standards of performance
Standards of performance
Research consistently points out that project success is strongly affected by the degree to which a project has the support of top management. The following are ways a project manager can manage upward relationships EXCEPT
Prove loyalty.
Never ignore the chains of command.
Pick the optimum time to appeal to top management.
Consistently follow through on requests.
Accept profound differences in perspective and become skilled at the art of persuading superiors.
Never ignore the chains of command.
Tom is managing a project team responsible for building a new office building that started this week. He notices that team members are trying out different behaviors to see what is acceptable to the project and personal relations. Which stage of development is the team in?
Forming
Norming
Adjourning
Storming
Performing
Forming
Key practices in the partnering approach to managing contracted relationships include
Risk being transferred to the other party.
Single project contracting.
Access to each other’s organizational resources.
Structured communications
Independent project teams.
Access to each other’s organizational resources.
Which of the following is part of the traditional approach to managing contracted relationships?
Mutual trust
Total company involvement
Structured communications
Shared risk
Long-term commitment
Structured communications
The first step in the project control process for measuring and evaluating project performance is to
Analyze the project budget.
Set a baseline plan.
Determine the project deliverables.
Review the project priority matrix.
Determine the project objectives.
Set a baseline plan.
A tool used to monitor past project schedule performance and current performance, and to estimate future schedule trends is a simple line chart known as a
PERT chart.
Network diagram.
Milestone chart.
Project control chart.
Gantt chart.
Project control chart.
Using traditional approaches to project management, once the project scope has been firmly established, every detail of the project is defined through the ________.
WBS
Deliverables
Estimates
Job tickets
Risks
WBS
The second step in the project control process for measuring and evaluating project performance is to
Analyze inputs to control system.
Measure progress and performance.
Review the baseline plan with top management.
Review spending with team members.
Compare plan against actual.
Measure progress and performance.
Tools such as a risk assessment form and a risk severity matrix are used to
Identify risks.
Assess risks.
Regulate risks.
Control risks.
Respond to risks.
Assess risks.
Which of the following is NOT one of the factors that need to be considered to improve quality of estimates for project times and costs?
Profit
People
Padding estimates
Project structure
Planning horizon
Profit
Generally, people working on several projects at the same time are more efficient than people working full-time on one project.
Sant
Falskt
Falskt
One of the items included on a project scope statement or checklist is the review with the customer.
Sant
Falskt
Sant
Project estimates should be broken down into as much detail, and with as much accuracy, as possible.
Sant
Falskt
Falskt
The project being delayed is an example of a major risk that should be assessed.
Sant
Falskt
Falskt
Traditional project management requires a fairly high degree of predictability to be effective.
Sant
Falskt
Sant
Fixed scope is part of the agile project management model.
Sant
Falskt
Falskt
Owners have the option to change features and priorities at the end of each sprint if desired. However, no changes should be made once a sprint has started.
Sant
Falskt
Sant
A disadvantage of using the functional form of project management structure is that projects generally take longer to complete.
Sant
Falskt
Sant
The projectized form of project management structure is commonly used when one functional area plays a dominant role in completing the project or has a dominant interest in the success of the project.
Sant
Falskt
Falskt
Project scope describes what you expect to deliver to your customers when the project is complete
Sant
Falskt
Sant
The WBS identifies dependencies, the sequencing of activities, and the timing of activities.
Sant
Falskt
Falskt
