Extenta 200811 Flashcards
Which of the following is NOT considered to be a characteristic of a project?
[ ] Specific time, cost and performance requirements
[ ] For internal use only
[ ] An established objective
[ ] A clear beginning and end
For internal use only
One way for a project manager to communicate the authority granted to individual project members is to publish a
[ ] Project Plan.
[ ] Work Breakdown Structure.
[ ] Project Communication Plan.
[ ] Responsibility Matrix.
Responsibility Matrix.
A Responsibility Matrix, also known as a RACI chart, is a project management tool that helps to define the roles and responsibilities of the project team members. It lists all the activities or tasks required to complete a project and assigns each task to a specific team member. The Responsibility Matrix clearly defines who is responsible, accountable, consulted, and informed (RACI) for each task. By publishing this chart, the project manager can communicate the authority granted to individual project members and ensure that everyone knows their role and responsibilities in the project.
Which of these is NOT part of the “sociocultural dimension” of project management?
[ ] Negotiation
[ ] Managing customer expectations
[ ] Resource allocation
[ ] Leadership
Resource allocation is NOT part of the “sociocultural dimension” of project management.
The socio-cultural dimension refers to the human aspects of project management such as communication, leadership, negotiation, and managing customer expectations. Resource allocation is a more technical aspect of project management.
All of the following are functions culture plays in an organization EXCEPT
[ ] It replaces the need for a project selection process.
[ ] It clarifies and reinforces standards of behavior.
[ ] It provides a sense of identity.
[ ] It helps create social order.
[ ] It helps legitimize the management system.
It replaces the need for a project selection process.
Which of the following is NOT true about an organization’s strategy?
[ ] Strategy determines how an organization will compete.
[ ] Only top management must understand strategy.
[ ] Strategy is implemented through projects.
[ ] Project management plays a key role in supporting strategy.
[ ] Project selection should be clearly aligned with strategy.
The statement “Only top management must understand strategy” is NOT true about an organization’s strategy. In fact, it is important for everyone in the organization to understand the organization’s strategy and how their work contributes to it.
The likelihood the original critical path(s) will change once the project is initiated is referred to as
[ ] Sensitivity.
[ ] Resilience.
[ ] Flexibility.
[ ] Rigidity.
[ ] Concurrent engineering.
Sensitivity
Linda has just been assigned manager of a project to develop a new advertising campaign for an established product. Her first step should be to
[ ] Assign team members to work on the project.
[ ] Define the project scope.
[ ] Determine the required completion date.
[ ] Verify the budget available.
[ ] Establish project priorities.
Linda’s first step should be to define the project scope. Defining the project scope helps in identifying what is in and out of the project, helps to establish boundaries and clarify deliverables.
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.
[ ] Weak matrix
[ ] Balanced matrix
[ ] Functional
[ ] Strong matrix
[ ] Projectized
Functional
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
[ ] Performing
[ ] Storming
[ ] Norming
[ ] Adjourning
Forming
In this stage, team members are usually polite and try to get to know each other. They may also test the waters to understand what is acceptable behavior in the team.
The likelihood the original critical path(s) will change once the project is initiated is referred to as
[ ] Flexibility.
[ ] Resilience.
[ ] Rigidity.
[ ] Concurrent engineering.
[ ] Sensitivity.
Sensitivity
The chances of a risk event occurring as a project proceeds through its life cycle tend to
[ ] Rise sharply and then level out.
[ ] Slowly drop.
[ ] Drop sharply and then level out.
[ ] Remain about the same.
[ ] Slowly rise.
The chances of a risk event occurring as a project proceeds through its life cycle tend to slowly drop. This is because as the project progresses, risks are identified, analyzed, and mitigated or avoided, which reduces the overall risk level.
How is project scope defined?
[ ] The range of resources you have available and their capabilities
[ ] The range of customer expectations
[ ] The deliverables or outputs during the course of the project
[ ] The length of your project and how much it will cost
[ ] What you expect to deliver to your customer when the project is complete
Project scope is defined as what you expect to deliver to your customer when the project is complete. It defines the boundaries of the project, including the specific deliverables or outputs that the project is expected to produce.
A key element to any conflict management process is
[ ] A charter.
[ ] Resolution.
[ ] Escalation.
[ ] Defined boundaries.
Escalation
In monitoring project time (schedule) performance, actual performance should be compared to
[ ] Progress on similar past projects.
[ ] Previous status reports.
[ ] Top management’s targets.
[ ] Budgets for the current year.
[ ] Project network schedule derived from the WBS/OBS.
Actual performance should be compared to the project network schedule derived from the WBS/OBS to monitor project time (schedule) performance.
One difference between project management and project leadership is that project management includes
[ ] Recognizing the need to alter direction.
[ ] Monitoring results against plans.
[ ] Motivating people to meet new objectives.
[ ] Aligning people to meet new directions.
[ ] Deviating from the plan.
Monitoring results against plans
Project management involves the planning, organizing, and controlling of resources to achieve specific goals within a defined scope, budget, and timeline. Monitoring results against plans is a key aspect of project management to ensure that the project is progressing as intended and to take corrective action if necessary. Project leadership, on the other hand, involves inspiring and motivating team members to achieve a shared vision and goals. Project leadership is more focused on the people aspect of the project, while project management is more focused on the process aspect.
The process of forecasting or approximating the time and cost of completing project deliverables is called
[ ] Predicting.
[ ] Estimating.
[ ] Budgeting.
[ ] Planning.
Estimating
Which of the following is a good condition for top-down estimating?
[ ] Fixed price contract
[ ] Internal, small project
[ ] Cost and time important
[ ] Customer wants details
Internal, small project.
Top-down estimating is a high-level estimating technique where an overall project estimate is derived by dividing the project into smaller components and using historical data, expert judgment, or statistical techniques to estimate each component’s cost or duration.
Given that, a good condition for top-down estimating is when the project is internal, and the customer does not require detailed estimates, making it a suitable approach for small projects where the cost and time are critical but not as critical as quality.
During which stage of team development do team members establish ground rules and try to find out what behaviors are acceptable and what performance expectations are?
[ ] Adjourning
[ ] Storming
[ ] Norming
[ ] Performing
[ ] Forming
Forming
Successful firms are very careful in selecting the work to be outsourced. If expectations and requirements are fuzzy or open to debate, working together can become very difficult. The following are ways to clarify requirements and procedures EXCEPT
[ ] Make sure communication is well structured and interactions are managed to avoid confusion.
[ ] Establish who has access to certain information through robust safeguards.
[ ] Make sure that different firms’ project management systems are integrated.
[ ] Contract only work with clearly defined deliverables with measurable outcomes.
[ ] Document your requirements.
Make sure that different firms’ project management systems are integrated.
Explanation: While integrating project management systems between firms can be beneficial, it is not a way to clarify requirements and procedures. The other options listed can all help to clarify requirements and procedures in outsourcing relationships.
A project team that operates with a full-time project manager as a separate unit from the rest of the organization is structured using ________ organization.
[ ] Projectized
[ ] Strong matrix
[ ] Functional
[ ] Weak matrix
[ ] Balanced matrix
Projectized
Which of the following is a good condition for bottom-up estimating?
[ ] When the project is internal and small
[ ] When the project involves strategic decision making
[ ] When there is an unstable scope
[ ] When there is a fixed price contract
[ ] When there is high uncertainty involved in the project
When there is high uncertainty involved in the project is a good condition for bottom-up estimating.
Bottom-up estimating involves breaking down the project work into smaller, more manageable components and estimating the time and cost for each component. This approach is useful when there is a high degree of uncertainty in the project, and more accurate estimates are needed.
After your team has successfully identified potential risks that could affect the project, what is the next step?
[ ] Create contingency plans
[ ] Assess identified risks
[ ] Create a risk breakdown structure
[ ] Mitigate risks
[ ] Decide how to respond to all risks
Assess
One common mistake made early in the risk identification process is to
[ ] Support participants being over pessimistic.
[ ] Not consider all possibilities.
[ ] Give too much attention to past events.
[ ] Encourage participants be over optimistic.
[ ] Focus on consequences and not on the events that could produce consequences
Focus on consequences and not on the events that could produce consequences.
Iterative development processes provide the following important advantages EXCEPT
[ ] Early detection of defects and problems.
[ ] Constant verification and validation of the evolving product.
[ ] Frequent demonstration of progress to increase the likelihood that the end product will satisfy customer needs.
[ ] Continuous integration of the evolving product.
[ ] Ease of comparing actual information against planned.
Ease of comparing actual information against planned.
Iterative development processes do provide early detection of defects and problems, constant verification and validation of the evolving product, frequent demonstration of progress to increase the likelihood that the end product will satisfy customer needs, and continuous integration of the evolving product. However, ease of comparing actual information against planned is not typically listed as an advantage of iterative development processes.
