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Project Management > Final > Flashcards

Final Flashcards

1
Q

Ron Weasley has been appointed the new Project Manager for a project which will be building an Innovative Electronics product. Earlier to this this job he has worked as a Chief Innovative Officer in a start-up company named Harry Towers Corp., where he earned much appreciation. He helped the start-up to develop many innovative products. Harry Towers Corp. was acquired by the company where Ron is currently appointed. During the planning phase, Ron gave numerous advice to the team and also shared his experiences when he was the Chief Innovative Officer at the Harry Towers Corp. This helped the team gain insights on knowledge areas such as scope, schedule, cost and risk. Even when Ron was new to the team, what form of power was he using?

A

Expert

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2
Q

Which of the following is NOT a potential consequence of failing to identify limited resources before project implementation?

  • activity delays
  • project delays
  • difficulty in taking quick corrective action
  • increase costs
  • scope creep
A

Scope Creep

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3
Q

All of the following are types of resource constraints except

  • materials
  • people
  • equipment
  • information
  • human
A

Information

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4
Q

All resource leveling techniques involve

A

Delaying noncritical activities

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5
Q

Resource Leveling or smoothing can have all the following results on a project except

  • lower peak resource demand
  • reduced resource need over the life of the project
  • reduced fluctuations in resource demand
  • a longer project duration
  • a more sensitive network
A

A longer project duration

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6
Q

When considering the sequence and timing of activities, which of the following is NOT one of the types of project network constraints?

  • physical
  • technical
  • time
  • resource
A

Time

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7
Q

In resource constrained projects, resources are limited in quantity or availability. Which of the following is the second step in scheduling activities using heuristics (rule of thumb)?

  • minimum slack
  • maximum slack
  • least duration
  • lowest activity identifying number
A

Least Duration

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8
Q

Wilson has realized that two activities in his project cannot be done at the same time because not enough resources are available. Activity 3 is critical and has a duration of 5 days. Activity 4 has 2 days of slack and a duration of 2 days. How will he decide which activity should be scheduled first?

A

The activity with the least slack

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9
Q

How many processes are there in the Close Project process group?

A

One

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10
Q

When looking at the critical path for a delayed project and the project manager sees that adding resources will reduce or remove the delay, the project manager knows that the project is

A

Time-Constrained

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11
Q

Delaying non critical activities to lower peak demand and, thus, increase resource utilization is called resource

A

leveling or smoothing

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12
Q

Intense global competition and rapid technological advances create pressure to develop projects rapidly. This is an example of reducing project duration caused by

A

Time to Market

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13
Q

A contractor finished a bridge across a lake 18 months early and received more than $6 million for the early completion. This is an example of reducing project duration caused by

A

Incentive contracts

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14
Q

The less steep the cost slope of an activity, the

A

less it costs to shorten one time period

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15
Q

Emily has recently learned that she needs to reduce the duration of her project to meet an imposed deadline. She has calculated the crash cost per unit and know the maximum units each activity can be reduced. What is the next step?

A

Identify the critical path

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16
Q

An activity’s normal time and cost are 10 and $150, respectively. Its estimated crash time and cost are 5 and $200. What is this activity’s crash cost per time unit?

A

10

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17
Q

Adverse weather, design flaws, and equipment breakdown can create negative slack. This is an example of reducing project duration caused by

A

Unforeseen project delays

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18
Q

Sometimes very high ______ costs are recognized before a project begins and reducing these costs through shorter project durations becomes a high priority

A

Overhead

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19
Q

According to ________law, adding more manpower to a late software project makes it later

A

Brooks’

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20
Q

One difference between project management and project leadership is that project management includes

A

monitoring results against plans

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21
Q

Which group of stakeholders defines the scope of the project and ultimately determines whether or not the project is successful?

A

Customers

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22
Q

In terms of commonly traded organizational currencies, being involved in a task that has a large significance and having a change to do something important and do it well are examples of _______-related currencies

A

Inspiration

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23
Q

In terms of commonly traded organizational currencies, sharing personnel, undertaking unwanted tasks, and providing technical knowledge are examples of _______-related currencies

A

Task

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24
Q

Which of the following is used when the PM walks around, in an unstructured manner, through the workplace, at random to check with employees, equipment, or on the status of ongoing work. The PM walks in an unplanned manner within a workplace, rather than plan where employees expect a visit from managers at more systematic, pre-approved or scheduled times?

This is great for building relationships with key players that will determine a project’s success?

A

management by wandering around

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25
Q

Which of the following is NOT one of the aspects of leading by example?

A

Power

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26
Q

Networks among stakeholders are mutually beneficial alliances that are generally governed by the law of

A

reciprocity

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27
Q

Which of the following is commonly associated with high-performing project teams?

A

Mistakes are viewed as opportunities for learning

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28
Q

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 group put on their individuality?

A

Storming

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29
Q

During which stage of team development is high performance not a top priority and attention is devoted to wrapping up the project?

A

Adjourning

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30
Q

When a project manager has situations where it is difficult to determine whether conduct is right or wrong, what should she do?

A

Follow Professional standards and personal integrity

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31
Q

When the team realizes time is limited and focuses more on getting work completed, they are in a way facing a “mid-life crises” in the project. In which group development model has this been emphasized?

A

Punctuated Equilibrium Model

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32
Q

When is typical for a Large Project to have the kick-off meeting when all the stakeholders are present and discuss on the Project Plan?

A

After the Planning and beginning of the Executing Phase

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33
Q

Symptoms of groupthink include

A

Negative stereotypes of outsiders

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34
Q

When a project manager has command of her emotions and respond constructively to others of things get out of control, which of the following traits is she exhibiting?

A

High Emotional Intelligence

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35
Q

How can a project manager support and encourage functional conflict?

A

By asking tough questions and by challenging the rationale behind recommendations

36
Q

Symbolic actions at the project level that can contribute to a unique team subculture are called team

A

rituals

37
Q

A project team gets things done without having to go through normal protocols of the parent organization. This is an example of _________

A

bureaucratic bypass syndrome

38
Q

When you call your Internet Provider to solve a technical problem and you end up talking to a technician in Elbonia, you have just experienced

A

Outsourcing

39
Q

The following are differences between the partnering approach and the traditional approach to managing contracted relationships except

A

Contracts establish long-term commitments in the partnering approach while single project contracting is normal in the traditional approach

40
Q

Key practices in the partnering approach to managing contracted relationships include

A

Access to each other’s organizational resources

41
Q

Which of the following is the BEST way to ensure that cohesion and cooperation are not undermined and the parties involved will be satisfied when the project is complete?

A

Fair and incentive-laden contracts

42
Q

When negotiating, the tendency is to want to win! Why is this not a good approach when managing contracted relationships?

A

This approach inhibits the degree of trust and cooperation needed for the alliance to work

A noncompetitive approach can bring about functional conflict

This approach can cause dysfunctional conflict to rise and negotiations to break down

Because people have to continue to work together after negotiations

43
Q

Customer Satisfaction equals

A

Perceived performance divided by expected performance

44
Q

Which of the following are NOT one of the Deming’s 14 points - Advantages of Long-term Partnerships?

A

There is no need to move toward a single supplier for any one item, on a long-term relationship of loyalty and trust

45
Q

Which of the following is NOT a reason to have a BATNA

A

It increases the chance that you will win the negotiation

46
Q

Mathematically, customer satisfaction is a function of the extent to which perceived performance exceeds expectations. A customer satisfaction ratio of 1.10 indicates that a customer is

A

Very satisfied

47
Q

The difference between a fixed price contract and a cost-plus contract is that for fixed-price contracts the cost is set before the project starts while for cost-plus contracts it is established after the project is completed

A

True

48
Q

Co-location is less relevant for independent work that does not require ongoing coordination between professionals for different organizations

A

True

49
Q

Nancy tells her supervisor that as of right now, $1.05 worth of work has been accomplished for each $1 worth of scheduled work. Nancy got this information from viewing the

A

SPI

50
Q

The first step in the project control process for measuring and evaluating project performance is to

A

set a baseline plan

51
Q

As part of earned value management (EVM), the budget at completion for the project is $10,000 and the estimate at completion is $12,000. What is the CPI that he will get?

A

CPI is less than 1.2 (BAC/EAC)

52
Q

Which of the following might be used by a project manager for forecasting in a project such that: from this point on in the project, how much more do we expect it to cost to finish the project cost or what will the remaining work cost?

A

ETC

53
Q

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

A

Project Control Chart

54
Q

The cost variance for a project is calculated by

A

EV-AC

55
Q

Which of the following are required to assess the current status of a project using the earned-value cost/schedule system?

A

PV, EV, AC

56
Q

Which of the following methods of variance analysis is the best indicator of how far off the budget a project will be at completion?

A

VAC

57
Q

A CPI or SPI value less than one indicates that the project is

A

over cost or behind schedule

58
Q

The following are distinguishing characteristics of retrospectives methodology EXCEPT

A

reviews cannot be linked to percent complete

59
Q

Project closures can fall into all of the following categories EXCEPT

A

Successful

60
Q

More and more companies are discarding the traditional superior-subordinate performance feedback process and replacing it with a multi-rater appraisal called

A

The 360-degree feedback

61
Q

Obtaining _________ is a major and critical closure activity for the project manager

A

Delivery Acceptance

62
Q

In order for lessons learned to be effective and usable by others a(n) _________ needs to be assigned to assure it is properly documented and understood

A

Owner

63
Q

Which is the last step a project manager does in a Close Project process?

A

Release the team

64
Q

Which of the following is the correct order for the strategic management process?

A

Mission, strategies, objectives, projects

65
Q

A good starting point for developing time and cost estimates is

A

past experience

66
Q

Janet is forecasting how much money her department needs to support a new project. She estimates that two people and $25,000 in expenses will cover her needs. Because management typically insists on reducing forecasts by 20 percent, she increases her estimates to allow for that reduction. Which of the following factors is illustrated in this situation?

A

Padding estimates

67
Q

Which of the following methods is NOT considered a top-down approach to estimating project time and cost?

A

Template

68
Q

There are ______ process groups in a Project Management Process Map designed by PMI

A

5

69
Q

In which process group does Plan Risk Response happen?

A

Planning

70
Q

The cost impact of a risk event occurring as a project proceeds through it’s life cycle tends to

A

slowly rise

71
Q

a list of questions that address traditional areas of uncertainty on a project is termed a

A

Risk profile

72
Q

Which of the following is NOT one of the potential responses to a specific risk event?

A

Ignoring

73
Q

A Risk Response Matrix contains all of the following Except

A

When the risk will occur

74
Q

This response is used to increase the potential effect of an identified opportunity

A

Enhance

75
Q

Which of the following is NOT one of the bottom-up approaches to estimating project time and cost?

A

Learning Curve

76
Q

Accounting would be an example of which of the following costs typically found in a project?

A

General and administrative overhead

77
Q

When translated into a project network, a work package will become

A

One or more activities

78
Q

An activity that has more than one dependency arrow flowing into it is termed a

A

Merge Activity

79
Q

The likelihood the original critical path will change once the project is initiated is referred to as

A

Sensitivity

80
Q

Zoey has just been assigned manager of a project to develop a new advertising campaign for an established product. Her first step should be to

A

Define the project scope

81
Q

Wagner has just been given a project that has a specific completion date. After a discussion with top management he finds that while the date is important the cost is more important and a slip in delivery would be acceptable if required to meet the cost targets. The completion date is best classified as

A

Accepted

82
Q

A responsibility matrix will clarify

A

Both supports and responsibilities

83
Q

The structure that managers projects within the existing organizational structure is _________ organization

A

Functional

84
Q

Which of the following is NOT true about an organizations strategy?

A

Only top management should understand strategy

85
Q

Which of the following questions does the organizations mission statement answer?

A

What do we want to become?

Project Management (1 decks)

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