Module 2 PM Frameworks, Methods & Planning Flashcards
Which of the following characteristics is NOT associated with a functional organization?
A. Everyone in the organization reports up through one and only one supervisor.
B. There are clear lines of authority according to type of work.
C. Staff is grouped by areas of specialization.
D. Resources are easily shared between departments and projects.
D. Resources are easily shared between departments and projects.
Project governance is concerned with the following questions EXCEPT:
A. What work should the project team focus on this week?
B. Who reviews and resolves issues?
C. Who is responsible for setting direction?
D. How are priorities set?
A. What work should the project team focus on this week?
What elements are commonly included in a Project Management System?
A. All of these
B. Individuals and teams
C. PM Processes
D. Tools and techniques
A. All of these
What is a program?
A. A group of related projects managed in a coordinated way to obtain benefits not available from managing them individually.
B. A large project that crosses functional silos.
C. A collection of work that will be managed to meet strategic business objectives.
D. A temporary endeavor undertaken to create a product, service, or result.
A. A group of related projects managed in a coordinated way to obtain benefits not available from managing them individually.
The project life cycle where project teams plan in short bursts (generally of one to four weeks), often called sprints or iterations, is referred to as _________:
A. Adaptive, change-driven project life cycle
B. Construction project life cycle
C. Predictive, plan-driven project life cycle
D. Process improvement life cycle
A. Adaptive, change-driven project life cycle
Portfolios deal with all of an organization’s projects, while programs deal with:
A. a specific group of related projects, subprograms, and program activities
B. tradeoffs between schedule, scope and quality
C. resource availability
D. ongoing operations
A. a specific group of related projects, subprograms, and program activities
Some organizational culture characteristics make project success more likely. These characteristics include all of the following EXCEPT:
A. lack of appreciation for project management
B. collaboration to meet organizational goals
C. teamwork across cultures
D. engagement of stakeholders
A. lack of appreciation for project management
Which of the following statements best describes the contemporary use of financial models and scoring models for project selection?
A. These methods are often used together to ensure financial and non-financial factors are both considered.
B. One of these techniques is typically used to the exclusion of the other, due to time demands.
C. Financial methods are preferred because they ensure alignment with the organization’s strategic goals.
D. Scoring models are unreliable because they fail to consider financial factors.
A. These methods are often used together to ensure financial and non-financial factors are both considered.
Which of the following is unlikely to increase the flexibility of a project?
A. Using an iterative project management lifecycle
B. Rolling wave planning
C. Loose-tight control
D. Detailed preliminary planning combined with tight change control
D. Detailed preliminary planning combined with tight change control
Which of the following is an advantage associated with the matrix organization?
A. Hard to monitor and control.
B. Increased knowledge transfer between projects.
C. Shorter response times and quicker decisions.
D. Unity of command - one “boss” for each employee
B. Increased knowledge transfer between projects.
When trying to understand a corporate culture, it is helpful to understand the types of power that are used. In “power cultures”:
A. more deference is paid to knowledge than to formal authority.
B. supervisors exert a great deal of economic and political power.
C. they display an attitude that collaboration is satisfying and stimulating.
D. workers closely follow their appointed roles.
B. supervisors exert a great deal of economic and political power.
Portfolio management helps an organization achieve its strategic goals in all of the following ways EXCEPT:
A. selecting the right projects
B. prioritizing work to be done
C. providing needed resources
D. managing ongoing projects
D. managing ongoing projects
In agile projects, overall planning is at a high level, and only the near-term work is planned in detail. The project work is conducted in iterations (sprints) that are normally:
A. a variable length depending on project scope
B. no more than one calendar year
C. assigned to one person on the team
D. a fixed length of two or four weeks
D. a fixed length of two or four weeks
All of the following criteria serve as a valid basis for identifying potential projects in most organizations EXCEPT:
A. technological advance
B. environmental consideration
C. internal politics
D. social need
C. internal politics
When trying to understand an organization’s culture, it is helpful to understand the types of power that are used. In “role cultures”:
A. Team decision-making is common
B. Supervisors exert a great deal of economic and political power
C. Deference is paid to knowledge rather than authority
D. Workers closely follow formal designations of responsibility
A. Team decision-making is common
