Extenta 220809

Question 1

Project management is ideally suited for a business environment requiring all of the following EXCEPT
[ ] Repeatability
[ ] Innovation
[ ] Accountability
[ ] Speed
[ ] Flexibility

Answer 1

Innovation

While project management can support and facilitate innovation, it is not necessarily required for innovation to occur. In fact, some forms of innovation may require a more flexible and adaptive approach than traditional project management allows. The other options, repeatability, accountability, speed, and flexibility, are all important aspects of project management and are typically required in a business environment.

Question 2

The probability that a risk event will occur is higher during the initial stages of a project.

[ ] True
[ ] False

Answer 2

True.

The probability of a risk event occurring is generally higher during the initial stages of a project. This is because the project team may not have a full understanding of the project requirements, the resources needed, or the potential risks involved. As the project progresses and more information becomes available, the team can identify and address potential risks, reducing the probability of a risk event occurring. It is therefore important for project managers to identify potential risks early in the project and to develop strategies to mitigate or manage them.

Question 3

Scrum does not use any of the conventional project management tools like Gantt charts or network diagrams.

[ ] True
[ ] False

Answer 3

True

Question 4

When considering traditional versus agile project management, all of the following are part of the traditional project management model EXCEPT

[ ] Low uncertainty.
[ ] Conventional project teams.
[ ] Fixed scope.
[ ] Continuous design
[ ] Deliverables

Answer 4

Continuous design is not part of the traditional project management model.

Traditional project management typically involves a linear, sequential approach to project planning and execution, with a focus on detailed planning and control. It generally involves conventional project teams, fixed scope, defined deliverables, and low uncertainty.

In contrast, Agile project management emphasizes flexibility, collaboration, and adaptability, with a focus on delivering value to the customer through an iterative and incremental approach. Agile project management typically involves small, self-organizing teams, flexible scope, evolving requirements, and higher uncertainty.

Continuous design, on the other hand, is a concept that is more closely associated with agile development methodologies like DevOps, where development and operations teams work together in a continuous feedback loop to design, build, test, and deploy software applications. While continuous design can be used in conjunction with project management methodologies, it is not a defining characteristic of traditional project management.

Question 5

A key element to any conflict management process is
[ ] A charter
[ ] Resolution
[ ] Defined boundaries
[ ] Escalation.

Answer 5

Escalation

Question 6

lnspiration-related currencies derive from people’s burning desire to make a difference and add meaning to their lives.
[ ] True
[ ] False

Answer 6

True.

Inspiration-related currencies are non-financial incentives that are based on people’s intrinsic motivation to do meaningful work, make a difference, and achieve personal fulfillment. These currencies can include things like recognition, autonomy, learning opportunities, and a sense of purpose or meaning in one’s work.

People who are motivated by inspiration-related currencies are often driven by a burning desire to make a difference and add meaning to their lives. They may be less motivated by traditional financial incentives and more motivated by the opportunity to contribute to something larger than themselves.

Leaders and organizations that understand the importance of inspiration-related currencies can use them to engage and motivate employees, foster a sense of purpose and commitment, and drive innovation and growth. By providing opportunities for personal and professional growth, recognition, and a sense of meaning in one’s work, organizations can create a culture that values and rewards intrinsic motivation and inspires employees to do their best work.

Question 7

At the project level, which of the following is a factor that should influence the choice of project management structure?
[ ] The novelty of the project
[ ] The strategic importance of the project
[ ] Budget and time constraints
[ ] The size of the project
[ ] All of these are factors that should influence the choice of project management structure

Answer 7

All of these are factors that should influence the choice of project management structure.

When choosing a project management structure, a number of factors should be considered, including the size, complexity, novelty, and strategic importance of the project, as well as budget and time constraints. The appropriate project management structure will depend on the specific needs and characteristics of the project.

For example, a large and complex project may require a more hierarchical and formal project management structure, such as a traditional project management approach, to ensure that tasks are coordinated and progress is tracked effectively. A project that is relatively simple and well-defined may be better suited to an agile project management approach, which allows for greater flexibility and adaptability.

The novelty of the project may also be a factor in the choice of project management structure. A project that involves significant innovation or new technology may require a more collaborative and iterative approach to project management, in order to allow for experimentation and learning.

Similarly, the strategic importance of the project may also influence the choice of project management structure. A project that is critical to the organization’s success may require a more rigorous and structured approach to project management, in order to ensure that it is completed on time and within budget.

Question 8

Traditional project management requires a fairly high degree of predictability to be effective.
[ ] True
[ ] False

Answer 8

True.

Traditional project management is based on a sequential, linear process that is designed to achieve a predictable outcome. It assumes that project requirements and objectives are well-defined and that there is a clear understanding of what needs to be done, how it needs to be done, and when it needs to be done.

As a result, traditional project management requires a fairly high degree of predictability to be effective. It relies on detailed planning, scheduling, and control to ensure that the project is completed on time, within budget, and to the required quality standards. It also assumes that changes to project requirements will be infrequent and that any changes that do occur can be managed through a formal change control process.

In contrast, agile project management is based on an iterative and incremental approach that is designed to accommodate change and uncertainty. It assumes that project requirements may evolve over time and that frequent feedback and adaptation are necessary to ensure that the project delivers value to the customer.

Therefore, while traditional project management is well-suited to projects with a high degree of predictability, agile project management may be more appropriate for projects that are less predictable and require greater flexibility and adaptability.

Question 9

It is rare in today’s flat world to find important projects that are being completed totally in-house.
[ ] True
[ ] False

Answer 9

True

It should be noted that it is not common to find important projects that are being completed totally in-house. Therefore, the statement is true.

Question 10

An activity can include only one work package.
[ ] True
[ ] False

Answer 10

False.

An activity can include one or more work packages, depending on the size and complexity of the project. An activity represents a specific task or set of tasks that need to be completed in order to achieve a project objective. Each activity may be associated with one or more work packages, but an activity itself cannot be divided into smaller units of work.

A work package is a smaller component of a project that can be assigned to a single team member or a small team to complete. It is a collection of activities that are grouped together to form a manageable unit of work.

Question 11

Which of the following is NOT typical of a project manager?
[ ] Overseeing existing operations
[ ] Managing a temporary activity

Answer 11

Overseeing existing operations is NOT typical of a project manager.

Project managers are responsible for managing temporary activities, such as projects, and ensuring that they are completed within the defined scope, timeline, and budget. They are also responsible for coordinating the activities of the project team, managing project risks, communicating with stakeholders, and ensuring that project deliverables meet the required quality standards.

However, overseeing existing operations is typically the responsibility of functional managers or operations managers who are responsible for the day-to-day operations of a business. These managers ensure that the organization’s ongoing activities are executed efficiently and effectively to meet the organization’s objectives.

Question 12

Organizational culture is best explained as organizational
[ ] Background
[ ] Reporting relationships
[ ] Management style
[ ] Hierarchy
[ ] Personality

Answer 12

Personality

Question 13

Successful firms are very careful in selecting the work to be outsourced. lf 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

[ ] Establish who has access to certain informatíon through robust safeguards.
[ ] Make sure communication is well structured and interactions are managed to avoid confusion.
[ ] Document your requirements
[ ] Contract only work with clearly defined deliverables with measurable outcomes.
[ ] Make sure that different firms’ project management systems are integrated

Answer 13

Make sure that different firms’ project management systems are integrated

All the other options mentioned are ways to clarify requirements and procedures, as they emphasize the importance of establishing clear communication, documentation, contracts, and safeguards to ensure that expectations and requirements are well-defined and agreed upon by all parties involved. By clarifying these aspects, firms can avoid misunderstandings and ensure that outsourcing arrangements are successful. Integrating project management systems may also be important, but it is not explicitly mentioned as a way to clarify requirements and procedures.

Question 14

Which of the following combinations represents the extremes of project organization?
[ ] Strong matrix and balanced matrix
[ ] Projectized and balanced matrix
[ ] Functional and projectized
[ ] Projectized and strong matrix
[ ] Strong matrix and functional

Answer 14

The extremes of project organization are functional and projectized, so the correct option is:

Functional and projectized

Question 15

lf the project has a duration of 13 days, the project should be completed 13 days from the day it starts.
[ ] True
[ ] False

Answer 15

The statement is not necessarily true. The project duration is the total amount of time required to complete the project, but it does not necessarily mean that the project will be completed on the last day of the duration. The actual completion date of the project can be affected by many factors, such as changes in scope, resource availability, and unforeseen risks. Therefore, the correct answer is:

False

Question 16

Experience indicates that co-location of project teams is not worth the extra costs
[ ] True
[ ] False

Answer 16

False. Experience suggests that co-location of project teams can have significant benefits, including improved communication, greater collaboration, and faster problem resolution. While co-location may involve additional costs, the potential benefits often justify the investment.

Question 17

It is acceptable for arrows to cross one another in a network diagram
[ ] True
[ ] False

Answer 17

Yes, it is generally acceptable for arrows to cross one another in a network diagram as long as the logic and relationships between the activities are clear and unambiguous. However, it is often preferable to use layout techniques to avoid or minimize crossings for the sake of clarity and ease of interpretation.

Question 18

Susie’s department is implementing many projects. She finds herself starting and stopping work on one task to go and work on another task, and then return to the work on the original task. Susie is experiencing
[ ] Multitasking
[ ] Excess work burden
[ ] Burnout
[ ] Flexible tasking
[ ] Poor scheduling

Answer 18

Susie is experiencing multitasking, where she is switching between different tasks instead of focusing on one task at a time.

Question 19

within a team applying Agile methods, face-to-face communication replaces
[ ] Risk management
[ ] Focus on Customer Value
[ ] Time-consuming documentation
[ ] Budget planning

Answer 19

Within a team applying Agile methods, face-to-face communication replaces time-consuming documentation.

Question 20

Which of the following is a good example of a Process Breakdown Structure?
[ ] New sports stadium
[ ] New car prototype
[ ] New software program
[ ] New instruction manual
[ ] New project management book

Answer 20

Since a Process Breakdown Structure (PBS) is used to break down the high-level process into smaller, more manageable components, the best example of a PBS among the given options would be “New software program.”

Question 21

Creating a communication plan typically follows a process that begins with a stakeholder analysis.
[ ] True
[ ] False

Answer 21

True. A stakeholder analysis is an important step in creating a communication plan, as it helps to identify the key stakeholders and their communication needs. Once this analysis is complete, the communication plan can be developed to ensure that the appropriate messages are delivered to the right people at the right time.

Question 22

Arrows on an activity-on-node (AON) project network represent
[ ] An activity
[ ] Project flow.
[ ] Project flow and dependency
[ ] Dependency
[ ] An activity and dependency

Answer 22

Project flow and dependency

Question 23

During which stage of team development do members accept that they are part of a project group but resist the constraints that the project and the group put on their individuality?
[ ] Norming
[ ] Storming
[ ] Adjourning
[ ] Performing
[ ] Forming

Answer 23

The stage of team development during which members accept that they are part of a project group but resist the constraints that the project and the group put on their individuality is Storming.

Question 24

One way for a project manager to communicate the authority granted to individual project members is to publish a
[ ] Responsibility Matrix
[ ] Work Breakdown Structure
[ ] Project Communication Plan
[ ] Project Plan

Answer 24

One way for a project manager to communicate the authority granted to individual project members is to publish a Responsibility Matrix.

Question 25

Purchasing an accident insurance policy would be an example of responding to a risk by ____________ it
[ ] Retaining
[ ] Avoiding
[ ] Mitigating
[ ] Ignoring
[ ] Transferring

Answer 25

Purchasing an accident insurance policy would be an example of responding to a risk by transferring it.

Question 26

The following are necessary when mapping dependencies or building a social network EXCEPT

[ ] Focus on the relationships with project team members since they are doing the project work and you have most influence over them
[ ] identify whose opposition would keep you from accomplishing the project
[ ] identify those on whom the project depends for success.
[ ] Diagnose another’s point of view as well as the basis for their positions.
[ ] Examine what sources of influence you have relative to those on whom you depend

Answer 26

[ ] Focus on the relationships with project team members since they are doing the project work and you have most influence over them.

While it is important to have a good relationship with project team members, focusing solely on these relationships when mapping dependencies or building a social network may not be sufficient. It is important to also identify key stakeholders, dependencies, potential opposition, and sources of influence in order to have a comprehensive understanding of the project environment.

Question 27

The critical path is the shortest path through a network and indicates activities that cannot be delayed without delaying the project.
[ ] True
[ ] False

Answer 27

False.

The critical path is the longest path through the project network and represents the sequence of activities that must be completed on time in order for the project to be completed on schedule. Activities on the critical path have no slack or float, which means that any delay in these activities will delay the project completion date. Therefore, it is important to closely monitor activities on the critical path and take appropriate actions to keep them on schedule.

Question 28

Successful project managers focus primarily on technical dimensions of project management, which include planning, scheduling, and controlling projects.
[ ] True
[ ] False

Answer 28

False.

While technical skills are certainly important for project managers, successful project managers also need strong interpersonal skills, leadership abilities, and the ability to effectively communicate with stakeholders. Project management involves managing people as well as tasks, and a successful project manager must be able to navigate complex relationships and effectively manage teams.

Question 29

Motívatíon can be the chief challenge when wrapping up closure activities.
[ ] True
[ ] False

Answer 29

True

Question 30

Responsibility matrices are used primaríly with small and medium-sized projects and have limited use in large projects.
[ ] True
[ ] False

Answer 30

True

Question 31

when the project scope and/or technology are not fully known, things become much less predictable.
[ ] True
[ ] False

Answer 31

True. When the project scope and/or technology are not fully known, it becomes difficult to predict all aspects of the project accurately. This can lead to increased uncertainty and risk in the project.

Question 32

At first glance, project managers perform the same functions as other managers. that is, they plan, schedule, motivate and control.
[ ] True
[ ] False

Answer 32

TRUE

Project managers perform the same functions as other managers; however, what makes them unique is that they also manage temporary, nonrepetitive activities to complete a fixed life project.

Question 33

Iterations are short time frames (time boxes) that typically last from ________.
[ ] 4-7 weeks
[ ] 7-12 weeks
[ ] 1-4 days
[ ] 1-4 weeks
[ ] 1-2 weeks

Answer 33

1-4 weeks

Question 34

Which part of the final report highlights the key findings and facts relating to the project implementation ?
[ ] Review and analysis
[ ] Executive summary
[ ] Recommendations
[ ] Appendix
[ ] Lessons learned

Answer 34

The Executive Summary is typically a brief summary of the entire report and contains a condensed version of the main points, including the purpose of the project, the key findings, and the project’s overall success or failure. It is often the first section of the report that stakeholders will read, so it is important to make it clear, concise, and engaging.

Question 35

Scrum relies on three key roles. A person who facilitates the Scrum process and resolves impediments at the team and organizational level is called a
[ ] Scrum leader
[ ] Project champion
[ ] Scrum master,
[ ] Product owner
[ ] Production coordínator

Answer 35

The Scrum master is responsible for ensuring that the Scrum process is followed and that the team is empowered to self-organize and make decisions. They also help remove any obstacles or impediments that the team may face during the project.

Question 36

The initial step in the risk management process is to
[ ] identify the risks
[ ] Set aside budget funds for managing the risks.
[ ] Appoint a risk manager.
[ ] Determine the level of acceptable risk.
[ ] Assess the risk potential

Answer 36

The initial step in the risk management process is to identify the risks.

Question 37

Which of the following represents an activity on an activity-on-node (AON) project network?
[ ] A line
[ ] An arrow a line and a node all represent activities
[ ] Both an arrow and a line
[ ] An arrow
[ ] A node

Answer 37

An activity on an activity-on-node (AON) project network is represented by a node.

Question 38

ln practice, estimating processes are frequently classified as
[ ] Broad/Specific.
[ ] Precise/order of magnitude.
[ ] Top down/bottom up.
[ ] Rough/polished
[ ] Draft/final

Answer 38

Top-down/bottom-up

Question 39

The first step of project scope definition is to
[ ] Analyze the current budget plan.
[ ] Analyze the strategic plan.
[ ] Define the overall objective to meet the customer’s needs
[ ] Select team members
[ ] Meet with team members

Answer 39

The first step of project scope definition is to “Define the overall objective to meet the customer’s needs”.

Question 40

Which of the following is NOT a reason why project management has become a standard way of doing business?
[ ] Projects need to be done faster.
[ ] Organizations are executing more and more projects.
[ ] Organizations are doing more project work in-house instead of outsourcing.
[ ] lncreased product complexity and innovation.
[ ] lncreased need for skilled management of stakeholders outside of organization.

Answer 40

Organizations are doing more project work in-house instead of outsourcing.

Question 41

Jose is looking at a document that outlines the specific deliverables and sub- deliverables required to complete the writing of a technical support manual. He is most likely viewing the
[ ] Responsibility matrix.
[ ] Work package.
[ ] Work breakdown structure.
[ ] Priority matrix.
[ ] Organization breakdown structure.

Answer 41

Jose is most likely viewing the Work breakdown structure (WBS).

The WBS is a document that outlines the specific deliverables and sub-deliverables required to complete a project or a specific component of a project. It provides a hierarchical breakdown of the project scope into smaller and more manageable components, which helps in planning, executing, and controlling the project work.

Question 42

After your team has successfully identified potential risks that could affect the project, what is the next step?
[ ] Mitigate risks
[ ] Assess identified risks
[ ] Create a risk breakdown structure
[ ] Decide how to respond to all risks
[ ] Create contingency plans

Answer 42

The next step after identifying potential risks that could affect the project is to assess the identified risks. This involves analyzing and evaluating each risk to determine its likelihood of occurring, its potential impact on the project, and whether any response is necessary. Once the risks have been assessed, the project team can then prioritize them and determine the appropriate response, such as mitigation, avoidance, or acceptance.

Question 43

when considering the agile project management process, at the end of each iteration
[ ] Team members are released to work on other projects.
[ ] The Scrum master assigns daily tasks to team members.
[ ] The Scrum master can terminate the project.
[ ] Product owner determines whether or not the project is complete.
[ ] Stakeholders and customers review progress and reevaluate priorities.

Answer 43

When considering the agile project management process, at the end of each iteration, stakeholders and customers review progress and reevaluate priorities.

Question 44

Disadvantages of outsourcing project work may likely include all of the following EXCEPT
[ ] lncreased conflict
[ ] lncreased costs.
[ ] More internal morale issues.
[ ] Loss of control
[ ] Coordination breakdowns

Answer 44

Increased cost.

Outsourcing may increase costs due to the need to pay for the services of external contractors or vendors. Additionally, there may be additional costs associated with managing the outsourced work, such as travel expenses for project managers who need to oversee the work being done at the vendor’s location. Other potential disadvantages of outsourcing project work include increased conflict, coordination breakdowns, loss of control, and more internal morale issues.

Question 45

MegaComputers lnc., has assigned a project manager for each of the five new-product teams. The managers, as well as the project team members, work on the projects on a full-time basis. The structure being used is _______ organization.
[ ] Strong matrix
[ ] Weak matrix
[ ] Functional
[ ] Balanced matrix
[ ] Projectized

Answer 45

The structure being used is a projectized organization, where project managers and team members work on projects on a full-time basis. In a projectized organization, the project is the primary focus, and the organization is structured around projects. It is the most extreme form of a project management structure, and project managers have complete authority over the project and its resources.

Question 46

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.
[ ] Establish project priorities.
[ ] Define the project scope.
[ ] Verify the budget available.
[ ] Determine the required completion date.

Answer 46

Define the project scope.

This involves clarifying the goals and objectives of the project, identifying the deliverables and tasks required to achieve those goals, and determining the boundaries of the project. Without a clear understanding of the project scope, it will be difficult to establish priorities, determine the required completion date, assign team members, and verify the budget available.

Question 47

Which of the following is not true of project management structures?
[ ] They appropriately balance the needs of both the parent organization and the project.
[ ] The project itself should be considered when determining which structure is best.
[ ] ln selecting a management structure, the culture of the organization is not a huge consideration.
[ ] They help determine who has most authority in regard to managing the project.
[ ] They provide a framework for launching and implementing projects.

Answer 47

“ln selecting a management structure, the culture of the organization is not a huge consideration.”

The culture of the organization is a significant consideration in selecting a project management structure. The structure should align with the values, norms, and practices of the organization to ensure its successful implementation.

Question 48

Managing a project and leading a project are two different things. project leadership is about coping with
[ ] Designing structures and procedures.
[ ] Formulating plans and objectives
[ ] Monitoring results against plans.
[ ] Change.
[ ] Taking corrective action when necessary

Answer 48

Change.

Project managers are responsible for planning, organizing, and controlling project resources to achieve specific goals, whereas project leaders focus on inspiring and motivating team members to achieve their best work and adapt to changes that arise during the project. Effective project leaders are able to communicate a vision for the project, build relationships with stakeholders, and create a positive team culture that fosters innovation and creativity. They must also be able to manage conflict, make tough decisions, and take risks when necessary.