Project Basics Flashcards

Question 1

Q

What are the defining characteristics of a project? (Choose two.)

A. A group of related tasks

B. Temporary in nature

C. Operational activities

D. Reworking of an existing project

E. Creation of a unique product or service

Answer

A

B. Temporary in nature

E. Creation of a unique product or service

A project can be summarized as having the following properties: It is temporary in nature, it creates a unique product or service, it has a definite start and finish, it contains a reason/purpose, and it may be part of a program or portfolio. A group of related tasks is not necessarily a project but could be a to-do list of any kind. Operational activities are activities that take place after a project has been completed. Reworking an existing project is not creating a new product or service, and it doesn’t meet the properties of a project.

Question 2

Q

The project team is responsible for all of the following, EXCEPT

A. Providing governance on the project

B. Contributing to the deliverables according to the schedule

C. Contributing expertise to the project

D. Estimating costs and dependencies?

Answer

A

A. Providing governance on the project

Providing governance on the project is the responsibility of a project management office, not the project team. The project team is responsible for contributing expertise to the project, contributing deliverables according to the schedule, estimating task duration, and estimating costs and dependencies.

Question 3

Q

What is a work breakdown structure?

A. A task-oriented decomposition of a project

B. A deliverable-oriented decomposition of a project

C. A graphic representation of tasks and their sequence

D. A high-level outline of milestones on a project

Answer

A

B. A deliverable-oriented decomposition of a project

The work breakdown structure is a deliverable-oriented decomposition of a project. It is one of the fundamental building blocks of project planning, such as scheduling activities, and it is used as an input to numerous other planning processes.

Question 4

Q

What elements are explained in a business case?

A. Justification by identifying the organizational benefits

B. Alternative solutions

C. Alignment to the strategic plan

D. All of the above

E. A and C

Answer

A

D. All of the above

The business case is a written document or report that helps executive management and key stakeholders determine the benefits and rewards of the project. It can include justification, alternative solutions, and alignment to the strategic plan.

Question 5

Q

Of the following, which are considered key activities of the Monitor and Control phase?

A. Performance Measuring and Reporting

B. Develop the Quality Plan

C. Perform Quality Assurance

D. Monitor the Budget

E. Develop the Change Control Plan

F. Develop the Project Charter

Answer

A

A. Performance Measuring and Reporting

C. Perform Quality Assurance

D. Monitor the Budget

Performance Measuring and Reporting, Perform Quality Assurance, and Monitor the Budget are all activities associated with the Monitor and Control phase. In addition to these activities, the Monitor and Control phase includes governance activities, monitoring the risk/issues log, and administering the change control process.

Question 6

Q

What plan determines the information needs of the stakeholders, format of information delivery, delivery frequency, and the preparer?

A. Stakeholder Analysis Plan

B. Project Charter

C. Human Resources Plan

D. Communications Plan

Answer

A

D. Communications Plan

The Communications plan is where all of the elements of the who, what, when, where, and why of communication needs are documented.

Question 7

Q

Which type of cost estimating uses a mathematical model to compute costs?

A. Top-down estimating

B. Bottom-up estimating

C. Parametric estimating

D. Three-point estimating

Answer

A

C. Parametric estimating

Parametric estimating often uses a quantity of work multiplied by the rate formula for computing costs.

Question 8

Q

A project has an earned value of $2,500 and an actual cost of $2,275. The cost variance for this project would be which of the following?

A. $2,275

B. $225

C. $2,500

D. $-225

Answer

A

B. $225

Cost Variance is Earned Value − Actual Cost, or $2,500 − $2,275 = $225.

Question 9

Q

During an Agile daily stand-up meeting, what are three questions that are asked and answered?

A. What did I accomplish yesterday? What will I do today? What are the necessary next steps?

B. What did I accomplish today? Who will I be working with today? What obstacles are preventing progress?

C. What did I accomplish yesterday? Who will I be working with today? What obstacles are preventing progress?

D. What did I accomplish yesterday? What will I do today? What obstacles are preventing progress?

Answer

A

D. What did I accomplish yesterday? What will I do today? What obstacles are preventing progress?

What did I accomplish yesterday? What will I do today? and What obstacles are preventing progress? These are the three questions asked during a stand-up, or SCRUM, meeting.

Question 10

Q

Marcus works for Wigitcom, and he has been assigned to work on a project. Marcus’s regular boss pulls him back to work on assignments and will conduct his performance review. What type of organizational structure is Wigitcom using?

A. Agile

B. Functional

C. Matrix

D. Projectized

Answer

A

B. Functional

All of the authority in this example rests with the functional manager who is pulling Marcus back to work on other assignments rather than the project. In a functional organizational structure, resources typically report to a functional manager and the project manager has limited or no authority.

Question 11

Q

A project has a key contributor who is absent from meetings, not meeting deadlines, and affecting the morale of other individuals on a team. There is no other person within the company with the expertise needed to perform the tasks assigned to this team member. Which of the following would be the appropriate action for the project manager?

A. Bring the team member in for a counseling session.

B. Leave the employee alone and distribute work to other team members.

C. Remove the team member from the project and seek a replacement.

D. Relocate the team member to a different facility.

Answer

A

A. Bring the team member in for a counseling session.

In this scenario, working with the team member to get the desired result is the best course of action. Removing or replacing a team member is not always an option, and thus is incorrect.

Question 12

Q

The high-level scope definition describes which of the following?

A. High-level deliverables of the project

B. Objectives of the project

C. Reason for the project

D. All of the above

Answer

A

D. All of the above

The high-level scope definition is documented in the project charter, setting the big picture work that the project hopes to complete.

Question 13

Q

In what project phase are the majority of the processes and project documents created?

A. Initiation

B. Planning

C. Execution

D. Monitor and Control

E. Closing

Answer

A

B. Planning

The Planning phase is where the majority of the project documents get created. This is where the project goals, objectives, and deliverables are refined and broken down into manageable units of work, such as within the work breakdown structure.

Question 14

Q

Which component of the project charter describes the characteristics of the product produced by the project?

A. Project description

B. Business case

C. Deliverables

D. Quality plan

Answer

A

A. Project description

The project description explains the attributes of the product, service, or result of the project.

Question 15

Q

What are the three types of estimates used in three-point estimates?

A. Fastest Schedule, Least Resources, Most Desirable

B. Most Likely, Optimistic, Pessimistic

C. Most Likely, Least Resources, Fastest Schedule?

D. Fastest Schedule, Optimistic, Most Desirable

Answer

A

B. Most Likely, Optimistic, Pessimistic

The formula is (Most Likely + Optimistic + Pessimistic) / 3.

Question 16

Q

In what organizational structure does a project manager have the most limited authority?

A. Weak-matrix

B. Projectized

C. Strong-matrix

D. Functional

Answer

A

D. Functional

In a functional organization, the authority resides with the functional manager, not the project manager.

Question 17

Q

A building project requires the following steps: construction, purchasing the build site, blueprinting, and inspection. Purchasing the build site has what relationship to construction?

A. It is a successor task.

B. It is a mandatory task.

C. It is a predecessor task.

D. It is a discretionary task.

Answer

A

C. It is a predecessor task.

The purchasing of the build site must occur before the construction activity begins.

Question 18

Q

Which of the following is the form in which project schedules are typically displayed?

A. PERT

B. Calendar

C. Gantt chart

D. Pareto chart?

Answer

A

C. Gantt chart

The Gantt chart is a type of bar chart that shows task duration and dependencies.

Question 19

Q

In what project phase is the influence of stakeholders the least effective?

A. Initiation

B. Planning

C. Execution

D. Monitor and Control

Answer

A

D. Monitor and Control

While stakeholders start out with a lot of influence, it decreases as the project advances because the execution of the project solidifies deliverables at the expense of stakeholders being able to change their minds.

Question 20

Q

When the project team is dependent on an entity outside the organization, like a product vendor delivering equipment, this is known as what type of dependency?

A. Discretionary

B. Mandatory

C. External

D. Financial

Answer

A

C. External

An external dependency is where an entity or condition outside of the project drives the scheduling for that task.

Question 21

Q

Which conflict resolution technique produces a win-lose result for the parties?

A. Forcing

B. Confronting

C. Avoiding

D. Attacking

Answer

A

A. Forcing

This is where one party gets their way, and the other party’s interest is not represented.

Question 22

Q

A project has task A, which will take 2 days; task B, which will take 3 days, task C, which will take 2 days; task D, which will take 2 days; and task E, which will take 3 days. Task A is a predecessor for task B and for task C. Task C is a predecessor for task D. Both task B and task D are predecessors for task E.
What is the task sequence for the critical path?

A. A => B => E

B. A => B => C => D => E

C. A => B => D => E

D. A => C => D => E

Answer

A

D. A => C => D => E

A => C => D => E. The critical path has task A (2 days), task C (2 days), task D (2 days), and task E (3 days) for a total of 9 days.

Question 23

Q

All of the following are aspects of an Agile sprint, EXCEPT

A. It is limited to a timeframe such as two weeks.

B. A planning meeting is held to figure out what the team can accomplish.

C. A small feature set is taken to completion.

D. The team works at an incredible pace for the entire time.

Answer

A

D. The team works at an incredible pace for the entire time.

There is no heroic effort that occurs during an Agile sprint, which is a short burst of activity on a project focusing on a few tasks and working them to a completed state.

Question 24

Q

April works for Wigitcom and has recently been assigned to a project. She was given assignments from both her functional manager and the project manager, but was directed to do the project work. When April requested leave, it was granted by her functional manager, but then denied by the project manager. What type of organizational structure is Wigitcom using?

A. Projectized

B. Strong-matrix

C. Balanced-matrix

D. Weak-matrix

Answer

A

B. Strong-matrix

In this scenario, all of the power and authority are present with the project manager and not the functional manager, which is indicative of a strong-matrix organizational structure.

Question 25

Q

During the Closing phase of the project, what two activities are conducted?

A. Accept project deliverables and perform quality assurance.

B. Finalize project work and close all vendor contracts.

C. Manage stakeholder expectations and close all vendor contracts.

D. Finalize project work and perform quality assurance.

Answer

A

B. Finalize project work and close all vendor contracts.

Performing quality assurance would take place during Monitor and Control, and managing stakeholder expectations should occur throughout the project. The Closing phase is responsible for transition/integration plan, project sign-off, archiving project documents, lessons learned, releasing of resources, and closing of contracts.

Question 26

Q

In which project phase is the kickoff meeting typically held?

A. Initiation

B. Planning

C. Execution

D. Monitor and Control

E. Closing

Answer

A

C. Execution

The kickoff meeting is where the project team members and stakeholders are introduced, and it’s held at the beginning of the Execution phase.

Question 27

Q

Chase is a project manager, and he has released all of the team members from the project, closed vendor contracts, and archived project documents. In what phase is the project?

A. Initiation

B. Planning

C. Execution

D. Monitor and Control

E. Closing

Answer

A

E. Closing

Other closing activities would include getting project sign-off, gathering and documenting lessons learned, and conducting training as a part of the transition/integration plan.

Question 28

Q

What are governance gates?

A. A checkpoint between project phases where approval is obtained to move forward

B. A checkpoint where quality is checked against a previously established criterion

C. Checkpoints at the beginning and end of the project only

D. After a project governor is appointed, unplanned interruptions from this project sponsor

Answer

A

A. A checkpoint between project phases where approval is obtained to move forward

A governance gate is a checkpoint between project phases where approval is obtained to move forward. Usually, project reports are sent to a steering committee to help ensure accountability on the project for time, money, and scope.

Question 29

Q

What are the defining characteristics of a project? (Choose two.)

A. Has a definitive start and end date

B. Is assigned to a portfolio

C. Creates a unique product or service

D. Is a part of ongoing operational activities

E. Is part of an organization’s strategic plan

Answer

A

A. Has a definitive start and end date

C. Creates a unique product or service

The two most correct answers are that the project has a definitive start and end date and that it creates a unique product or service. Projects are considered a success when the goals they set out to accomplish are fulfilled and the stakeholders are satisfied with the results.

Question 30

Q

Which of the following describes a portfolio?

A. A collection of the sample work a project manager has done that should be brought to an interview

B. A collection of programs, subportfolios, and projects that support strategic business goals or objectives

C. A group of related projects that are managed together using shared resources and similar techniques

D. A group of project investments that are maintained to help finance projects

Answer

A

B. A collection of programs, subportfolios, and projects that support strategic business goals or objectives

A portfolio is a collection of programs, sub-portfolios, and projects that support strategic business goals or objective. Programs and projects within a portfolio are not necessarily related to one another in a direct way, and projects may independently exist within the portfolio.

Question 31

Q

The project charter is prepared and agreed to in which project phase?

A. Planning

B. Closing

C. Execution

D. Initiation

Answer

A

D. Initiation

The project charter is prepared and agreed to in the Initiation phase of a project. This document provides formal approval for the project to begin and authorizes the project manager to apply resources to the project.

Question 32

Q

After the project charter is signed, what meeting is held to introduce the project team and stakeholders as well as outlining the goals for the project?

A. Lessons learned meeting

B. Project introductory meeting

C. Kickoff meeting

D. Team building lunch

Answer

A

C. Kickoff meeting

This is where the project team members and stakeholders are introduced and the goals for the project are outlined.

Question 33

Q

Which soft skills are important for a project manager?

A. Time management, earned value calculation, listening, critical path diagrams

B. Leadership, time management, team building, listening

C. Time management, earned value calculation, leadership, critical path diagrams

D. Leadership, following, independence, listening

Answer

A

B. Leadership, time management, team building, listening

Leadership, time management, team building, and listening are soft skills that are important for a project manager. Critical path diagrams are an artifact, and the creation of them would be considered a hard skill, so answers A and C are incorrect. Following and independence are soft skills, but not typically associated with project management, so D is also incorrect.

Question 34

Q

Work produced in the high-level risk assessment should be documented in which of the following?

A. Work breakdown structure

B. Project charter

C. Risk register

D. Quality control plan

Answer

A

B. Project charter

The project charter is where high-level risks should be documented, which occurs in the Initiation phase.

Question 35

Q

A project schedule serves what function?

A. Determines the project cost accounting codes

B. Creates a deliverable-based decomposition of the project

C. Lists the actions that should be resolved to fulfill deliverables

D. Determines start and finish dates for project activities

Answer

A

D. Determines start and finish dates for project activities

A project schedule determines start and finish dates for project activities and will also have activity durations and order of precedence.

Question 36

Q

Analogous estimating is where the cost-estimate is developed by which of the following?

A. Using a mathematical model to compute costs for the project

B. Calculating the cost of each activity in the work breakdown structure

C. Using a similar, past project to develop a high-level estimate

D. Averaging three different estimates of the project cost

Answer

A

C. Using a similar, past project to develop a high-level estimate

This type of estimating can also be called an order-of-magnitude estimate.

Question 37

Q

All of the following are ways to determine whether a project is completed, EXCEPT

A. When the project manager declares the project is complete

B. When the project is canceled

C. When it has been determined that the goals and objectives of the project cannot be accomplished

D. When the objectives are accomplished and stakeholders are satisfied

Answer

A

A. When the project manager declares the project is complete

The project manager is not the critical role in this answer. Unless it falls into one of the other three phases, this does not hold true.

Question 38

Q

Money actually spent for a specific timeframe for complete work is known as which of the following?

A. Cost variance

B. Planned value

C. Actual cost

D. Earned value

Answer

A

C. Actual cost

This may include both direct and indirect costs, but it must correspond to the budget for the activity. Actual cost is an example of project cost control.

Question 39

Q

The creation of a peanut butter and jelly sandwich has the following steps:
Serve
Gather bread, peanut butter, and jelly
Place bread on a plate
Get a knife
Spread peanut butter on one slice of bread
Put both slices of bread together
Spread jelly on the other slice of bread
What is the correct sequence for this project?

A. Serve; put both slices of bread together; gather bread, peanut butter, and jelly; get a knife; spread peanut butter on one slice of bread; place bread on a plate; spread jelly on the other slice of bread.

B. Gather bread, peanut butter. and jelly; get a knife; spread peanut butter on one slice of bread; place bread on a plate; spread jelly on the other slice of bread; serve; put both slices of bread together.

C. Gather bread, peanut butter, and jelly; get a knife; place bread on a plate; spread peanut butter on one slice of bread; spread jelly on the other slice of bread; put both slices of bread together; serve.

D. Gather bread, peanut butter, and jelly; get a knife; place bread on a plate; spread peanut butter on one slice of bread; spread jelly on the other slice of bread; serve; put both slices of bread together.

Answer

A

C. Gather bread, peanut butter, and jelly; get a knife; place bread on a plate; spread peanut butter on one slice of bread; spread jelly on the other slice of bread; put both slices of bread together; serve.

Determining activity sequence is an important part of project management, and you will probably see a question like this on the test. For this question, the correct order is: gather bread, peanut butter, and jelly; get a knife; place bread on a plate; spread peanut butter on one slice of bread; spread jelly on the other slice of bread; put both slices of bread together; serve.

Question 40

Q

Which of the following steps are important in the development of the project schedule? (Choose three.)

A. Determine tasks

B. Set the quality plan

C. Set the communication plan

D. Sequence the tasks

E. Construct a Pareto diagram

F. Identify the critical path

Answer

A

A. Determine tasks

D. Sequence the tasks

F. Identify the critical path

Some of the important steps required in the development of the critical path include determining the tasks, determining task start/finish dates, determining task durations and milestones, putting them in sequential order by identifying predecessors and setting dependencies, and identifying the critical path. Scheduling activities also address the allocation of resources, setting baselines, and quality/governance gates.

Question 41

Q

Not including time off, holidays, or nonproject work, the total time involved for an individual to complete a task is known as which of the following?

A. Analogous estimating

B. SWAG

C. Work effort estimate

D. SPI

Answer

A

C. Work effort estimate

Also known as a person-hour estimate, this is used in the creation of cost estimates.

Question 42

Q

Resource allocation, including assigned equipment, team members, and money to support a project, occurs in which project phase?

A. Initiation

B. Planning

C. Execution

D. Monitor and Control

E. Closing

Answer

A

B. Planning

This includes identifying both what resources are needed and when they will be needed.

Question 43

Q

A project manager is having problems with one team member who is being insubordinate. The project manager approaches the team member to find out what is going on and determines that a change can be made now that the facts are known. This is an example of which of the following?

A. Forcing

B. Avoiding

C. Confronting

D. Smoothing

Answer

A

C. Confronting

This technique may also be called problem solving, and it is a superior way to resolve a conflict. The correct solution to a problem can reveal itself, and the facts will contribute to discovering the solution.

Question 44

Q

Which of the following are tools and techniques used for developing a project team? (Choose three.)

A. Team-building activities

B. Project requirements

C. Recognition and rewards

D. Lessons learned meetings

E. Setting the ground rules

F. Project kickoff meetings

Answer

A

A. Team-building activities

C. Recognition and rewards

E. Setting the ground rules

Using team-building activities, using recognition and rewards, and setting the ground rules are some of the tools that you can use to develop an effective project team.

Question 45

Q

In what stage of team development are teams the most productive and trust levels the highest among team members?

A. Forming

B. Storming

C. Norming

D. Performing

E. Adjourning

Answer

A

D. Performing

This is the ideal state teams are shooting for, where the team is productive and effective. Not all teams are able to achieve this stage of development.

Question 46

Q

Wigitcom has a project where quality is the most important consideration for the sponsor. Which personnel model would make the most sense for this project?

A. Outsourcing

B. Collocation

C. Virtual teams

D. Videoconferencing

Answer

A

B. Collocation

When quality is a key concern, it means that it is more important than cost. Therefore, it would be beneficial to have the team collocated so that the communication is quicker, corrections are more timely, and the team is not disrupted by time-zone differences.

Question 47

Q

A startup company is attempting to compete in an emerging product market. There are constant disruptive technology changes, and the market is shifting in their product tastes. This type of situation would be best served by which of the following?

A. Agile approach

B. Projectized environment

C. Functional environment

D. Traditional, or waterfall

Answer

A

A. Agile approach

When requirements are changing, an Agile approach allows an organization to be readily able to adapt to the environment.

Question 48

Q

Kayla works for Wigitcom, and she has been assigned to work on a project. Kayla’s project manager gives her direction, and consistently prevents Kayla’s regular supervisor from giving her any assignments. At the end of the project, the project manager will conduct Kayla’s performance review. What type of organizational structure is Wigitcom using?

A. Agile

B. Functional

C. Matrix

D. Projectized

Answer

A

D. Projectized

The project manager has the authority to task team resources and conduct performance evaluations, making this a projectized organizational structure.

Question 49

Q

In an Agile methodology, what is a user story?

A. Key information about stakeholders and their jobs

B. Short stories about someone using the product or service

C. Customer survey results after product release

D. Visual representation of product burndown

Answer

A

B. Short stories about someone using the product or service

The user story helps focus on how the product is going to be used to help shape how it is designed.

Question 50

Q

A large, well-established organization that has been in business for many decades would likely have which organizational structures?

A. Weak-matrix

B. Projectized

C. Strong-matrix

D. Functional

Answer

A

D. Functional

More established organizations with mature processes and tenured staff would most likely have a functional organizational structure centered around specialties.

Question 51

Q

What does PMP stand for?

A. Preferred master project

B. Preferred management plan

C. Project management plan

D. Project management practice

Answer

A

C. Project management plan

PMP is common shorthand for the project management plan. In the project management world, it can also stand for Project Management Professional, an individual certified from the Project Management Institute (PMI®).

Question 52

Q

What is a list of all things to be completed, whether technical or user-centric in nature, which are in the form of user stories, known as?

A. Requirements

B. Backlog

C. Risk register

D. Stakeholders

Answer

A

B. Backlog

A backlog is the artifact that is used within an Agile methodology to keep track of all the elements that need to be included in a project but may not be a part of this sprint.

Question 53

Q

What are the standard project phases?

A. Discovery, Planning, Building, Quality Check, Closing

B. Initiation, Preparing, Building, Monitor and Control, Wrap-up

C. Initiation, Planning, Execution, Monitor and Control, Closing

D. Discovery, Preparing, Execution, Quality Check, Wrap-up

Answer

A

C. Initiation, Planning, Execution, Monitor and Control, Closing

Initiation, Planning, Execution, Monitor and Control, and Closing are the standard project phases. The project phases are tightly linked, and outputs from one phase usually become inputs of another phase.

Question 54

Q

What are milestones?

A. A measure of the distance traveled on a project

B. Characteristics of deliverables that must be met

C. Checkpoints on a project to determine Go/No-Go decisions

D. Major events in a project used to measure progress

Answer

A

D. Major events in a project used to measure progress

Milestones are major events in a project used to measure progress.

Question 55

Q

Which type of cost estimating is done by assigning a cost estimate to each work package in the project?

A. Top-down estimating

B. Bottom-up estimating

C. Parametric estimating

D. Three-point estimating

Answer

A

B. Bottom-up estimating

A work package represents the lowest level of decomposition within the work breakdown structure (WBS). By beginning at the work package level of the WBS, the cost for each activity is calculated and assigned to that work package.

Question 56

Q

Developing the project team involves all of the following, EXCEPT

A. Developing a team that lasts longer than the project

B. Creating a positive environment for team members

C. Creating an effective, functioning, and coordinated group

D. Increasing the team’s competency levels

Answer

A

A. Developing a team that lasts longer than the project

Although this would be a nice outcome, it is not the purpose of developing a project team.

Question 57

Q

All of the following are types of dependencies, EXCEPT

A. Mandatory

B. Discretionary

C. External

D. Backlog

Answer

A

D. Backlog

In the Agile methodology, tasks can get recorded and identified in a backlog, but it is not a dependency important to task sequencing.

Question 58

Q

A stakeholder has asked to add a change to a project, but the request is rejected by the project manager. What is the likely reason the scope was rejected?

A. There is interaction between constraints.

B. Scope creep is occurring on the project.

C. The request can be handled without the formality.

D. The sponsor is on vacation.

Answer

A

B. Scope creep is occurring on the project.

Remember that a project is temporary in nature, and at times adding too much to the scope changes the temporary aspect of the endeavor. Adding unapproved scope to the project is considered to be scope creep.

Question 59

Q

The characteristics of the lower-level WBS include all of the following, EXCEPT

A. WBS components are a further decomposition of project deliverables.

B. WBS components should always happen concurrently with determining major deliverables.

C. WBS components should be tangible and verifiable.

D. WBS components should be organized in terms of project organization.

Answer

A

B. WBS components should always happen concurrently with determining major deliverables.

Identification of lower-level WBS components occurs after the major deliverables have been identified.

Question 60

Q

A project manager meets with upset team members to listen to their concerns. After hearing their concerns, the project manager makes some of the team members’ recommendations in exchange for the team members accepting other rules. This is an example of which of the following?

A. Forcing

B. Compromising

C. Confronting

D. Smoothing

Answer

A

B. Compromising

Compromising is when each party gives up something to reach a solution in a conflict.

Question 61

Q

A company is expanding and has several projects underway. One project is building a new wing on the headquarters building, and the other is installing a new high-speed fiber network. The framing of the new building must begin before the installation of the new network can begin. This is an example of what type of logical relationship?

A. Finish-to-finish

B. Start-to-start

C. Finish-to-start

D. Start-to-finish

Answer

A

B. Start-to-start

The framing of the walls must begin before the installation of the network cabling can begin, leading to a start-to-start relationship. The wiring must be in place before dry walling and insulation can begin.

Question 62

Q

A project has task A, which will take 2 days; task B which will take 3 days; task C, which will take 2 days; task D, which will take 2 days; and task E, which will take 3 days. Task A is a predecessor for task B and for task C. Task C is a predecessor for task D. Both task B and task D are predecessors for task E.
What is the duration of the critical path?

A. 7 days

B. 9 days

C. 10 days

D. 11 days

Answer

A

B. 9 days

The critical path has A (2 days), C (2 days), D (2 days), and E (3 days), for a total of 9 days.

Question 63

Q

In what project artifact would you find information relating to the quality and availability of resources?

A. Project schedule

B. Organization chart

C. Resource calendar

D. Risk register

Answer

A

C. Resource calendar

The resource calendar will also let you know the dates resources are active or idle.

Question 64

Q

In which of the following situations would team-building efforts provide the most impact on a project? (Choose three.)

A. Team discord

B. Schedule changes

C. Missed deliverables

D. Project phase completion

E. Lessons learned meeting

F. Change in project manager

Answer

A

A. Team discord

D. Project phase completion

F. Change in project manager

When there is no harmony within the team, team-building exercises can assist in restoring morale. When a phase is completed, it can be beneficial to celebrate the progress on the project and recognize the contributions of the team. Any kind of change in the team dynamic can impact the project, especially when the leadership is new.

Answer 65

A

D. Use remote teams

The space constraints for this organization will force the team to use remote or virtual teams.

Answer 66

A

D. Weak-matrix

While Nyssa is assigned to the project, it is clear that the power rests with the functional manager, undercutting the project manager’s authority.

Answer 67

A

A. Stakeholder expectations have been met.

Stakeholder expectations having been met is the most critical factor involved when determining whether a project is a success.

Answer 68

A

B. The design for a new product

A deliverable can be any tangible or intangible product or service produced as the result of a project.

Answer 69

A

D. Estimating the costs and dependencies of the project activities

The project sponsors’ responsibilities include helping define and develop the high-level requirements for the project, functioning as the approval authority, removing roadblocks, marketing the project across the organization, controlling the direction of the project, and defining the business case for the project.

Answer 70

A

D. All of the above

The business case can include justification, alternative solutions, alignment to the strategic plan, recommended solution, and a feasibility study.

Answer 71

A

A. Time, budget, scope

All projects are constrained by what is typically referred to as the “triple constraints,” which include time, budget, and scope as they pertain to quality. Typically, you can manipulate two elements and will have to live with how they constrain the third element. You can have cheap, feature rich, or fast: pick two of three.

Answer 72

A

C. The project is authorized to begin.

The charter gives formal authorization to begin and to commit resources to the project. Accordingly, project team selection and procurement can begin at this point.

Answer 73

A

D. Monitoring of the risks and issues log

In addition to archival of project documents, release of team members, and review of lessons learned, Closing consists of the following: transition/integration plan, training, closing of contracts, and project sign-off. Monitoring the risks and issues log is considered to be a process within the Monitor and Control phase.

Answer 74

A

C. WBS

The WBS is a project artifact, not resources in the resource management context.

Answer 75

A

A. Top-down estimating

Top- down estimating, or analogous estimating, is when high-level project cost estimates are used by comparing to a similar project from the past.

Answer 76

A

C. The value of the work completed to date compared to the budgeted amount

This number is expressed as a percentage.

Answer 77

A

A. Performing two tasks in parallel that were previously scheduled to start sequentially

Fast tracking is a schedule compression technique that involves completing two tasks in parallel that were previously scheduled to start sequentially. This can come with a higher cost and with increased risk, but it will help the project be completed faster.

Answer 78

A

C. Execution

Deliverables are generated during the Direct and Manage Project Work process, during the Execution phase.

Answer 79

A

B. Not enough resources are available for the task, leading to over allocation.

There are not enough resources for the task, leading to overallocation. An individual’s workload becomes more severe, leading to longer hours and a higher potential for burnout.

Answer 80

A

E. Adjourning

Adjourning refers to the dissolving of the team when work has been completed.

Answer 81

A

C. Virtual teams

When cost is the most important element of the project, virtual teams can help keep costs lower. It can come at the cost of communication efficiency and potentially make quality more difficult to realize.

Answer 82

A

B. Procurement plan

This document details how the procurement process will be managed.

Answer 83

A

A. Traditional, or waterfall

A more solid organization that is working with a fixed budget or other constraints would be best suited for more traditional project management approaches.

Answer 84

A

C. Development

This may be an activity during either the planning or execution phase, depending on the nature of the industry the project is in.

Answer 85

A

A. Helps vet and manage changes to the scope

A change control board (CCB), in conjunction with the change control process, will approve or reject changes to the scope of the project.

Answer 86

A

A. Project management office (PMO)

While not listed, this function could also be done by a program or portfolio within those units only. The PMO performs this function across the organization.

Answer 87

A

B. When the risk is triggered

A risk becomes an active issue when it is triggered. For instance, if the cost of materials starts to rise, it might trigger a budget risk that gets moved to the issue log to be actively managed.

Answer 88

A

A. Smoothing

The project manager is attempting to make the conflict appear less important than it really is by implying that they would have to work on the upcoming weekend if they didn’t stay that night. No attempt is made to see if there was another solution, like coming in early the next day.

Answer 89

A

D. First meeting with a new team member

Whenever a team member joints the project, or at the beginning of the project when multiple people join, is when expectations should be set, including roles, due dates, norms, and team interactions.

Answer 90

A

B. WBS

The work breakdown structure is characteristic of a more deliberate, up-front requirements gathering, when many of the requirements are identified early in the project.

Answer 91

A

B. Outsourcing

Outsourcing is where work is transferred from employees within the organization to contractors or vendors.

Answer 92

A

B. Forming, Storming, Norming, Performing, Adjourning

This is the model that was developed by Dr. Bruce Tuckman, and it is known as the stages of team development.

Answer 93

A

A. Daily standup meetings

Daily standup meetings are typically used with an Agile methodology. As such, a daily standup meeting would not have a governance body in attendance and would normally be attended by project team members.

Answer 94

A

D. Project management office

This helps keep roles like the project manager and project team accountable from a more strategic standpoint.

Answer 95

A

A. It is a successor task.

Construction would come after the blueprinting is approved.

Answer 96

A

B. Functional

C. Matrix

E. Projectized

The three types of organizational structures are functional, matrix, and projectized. In a functional organization, decisions and control are driven by the specialized function (IT, accounting, HR, and so on). With a projectized organization, the project manager has decision-making authority and control over resources. A matrixed organization is a blended model between functional and projectized.

Answer 97

A

D. -$2,500 and the project is over budget

A positive cost variance (CV) means that the project is under budget, and a negative CV means that the project is over budget. $7,000 − $9,500 = −$2,500; therefore, the project is over budget.

Answer 98

A

A. Formal acceptance and turnover to ongoing maintenance and support

The primary purpose of the Closing phase is to document the formal acceptance of the project work and to hand off the completed product to the organization for ongoing maintenance and support.

Answer 99

A

B. Provides governance for projects

D. Maintains standard documentation and templates

E. Establishes key performance indicators and parameters

The PMO provides guidance to project managers and helps present a consistent, reliable approach to managing projects across the organization. Responsibilities include providing governance for projects, maintaining standard documentation and templates, and establishing key performance indicators and parameters.

Answer 100

A

A. Project sponsor or champion

The “champion” role of the sponsor is really important both initially and as the project commences in order to keep the energy and focus of the whole organization committed to its success.

Answer 101

A

C. Related projects that are coordinated and managed with similar techniques

A program is a group of related projects that are managed together with coordinated processes and techniques. Make sure that you know the difference between a project and a portfolio.

Answer 102

A

C. Project coordinator

These are all roles performed by a project coordinator.

Answer 103

A

C. CPI

Cost Performance Index (CPI). The formula is CPI = Earned Value (EV) / Actual Cost (AC).

Answer 104

A

C. Balanced-matrix

In a balanced-matrix organization, the project manager and the functional manager both control the budget and share power and authority.

Answer 105

A

C. Work package

This lowest level recorded in the WBS is the work package. This is the level where resources, time, and cost estimates are determined.

Answer 106

A

B. Smoothing

E. Negotiating

Smoothing and negotiating are conflict resolution techniques. Storming and norming are stages of group development that were first proposed by Bruce Tuckman. Threatening is an interpersonal response that typically leads to conflict.

Answer 107

A

B. Storming

This stage is a process of establishing who is the most influential, and there is jostling for position.

Answer 108

A

C. Interproject resource dependencies

When a project, or a portion of a project, must be completed prior to another project beginning, it is an example of an interproject dependency.

Answer 109

A

C. Project scheduler

The project scheduler gets status updates on the tasks and then communicates the updated timeline and changes to the project team.

Answer 110

A

B. Customer prioritized functionality list that still needs to be added to the product

This can be recorded through the use of user stories or short descriptions of the functionality.

Answer 111

A

C. Recognize the different time zones/schedules being used.

If your project spans multiple time zones and/or there are a variety of schedules being used, take these factors into consideration when scheduling the meeting.

Answer 112

A

B. Project management office

The project management office’s responsibilities include setting standards and practices for an organization, providing tools such as previous project documentation, and delivering standardized documentation and templates.

Answer 113

A

C. Developing the project charter and stakeholder identification

Developing the project charter and stakeholder identification are the two activities that occur during the initiation phase. Other activities, like holding a project kickoff meeting and creating the project plan, will take place during the planning and execution phases.

Answer 114

A

D. Procurement plan

This document will include the approach to obtaining outside products and services and the rational for choosing whether to insource or outsource the effort.

Answer 115

A

D. Pareto diagramming

Pareto diagramming, or producing a Pareto chart or diagram, is a tool used to focus attention on the most critical issues. It is not used to estimate activity duration.

Answer 116

A

B. Project team members

Team members are responsible for producing the deliverables spelled out in the project charter and scope statement.

Answer 117

A

C. Parametric estimating

Parametric estimating often uses a quantity of work multiplied by the rate formula for computing costs.

Answer 118

A

C. Issues log

E. Action items

The issues log and action items are created during the Execution phase. The project charter is created during the Initiation phase. The communication plan is created during the Planning phase. Lessons learned are generally done in the Closing phase, but some projects may choose to do them during Monitor and Control.

Answer 119

A

D. Up to 90%

Project managers can spend up to 90% of their time communicating with the stakeholders and the project team.

Answer 120

A

B. Vested interest, providing input and requirements, project steering, expertise

Vested interest, providing input and requirements, project steering, and expertise are examples of stakeholder responsibilities. Stakeholder expectation setting and engagement are key elements to project success.

Answer 121

A

A. Project stakeholder

In this case, Jenny is considered to be a project stakeholder. Remember that a team member is also a form of a stakeholder.

Answer 122

A

A. Project sign-off

Project sign-off occurs in the Closing phase, not the Initiation phase.

Answer 123

A

D. Project team

Although many roles are responsible for identifying risk, the project team plays a key role because they are more likely to recognize risk as subject-matter experts.

Answer 124

A

B. Communication plan

C. Organizational chart

E. Project schedule

The communication plan, organizational chart, and project schedule are all created in the Planning phase. Status reports and action items are developed and communicated during the Monitor and Control phase. Other examples of activities that are a result of the Planning phase are identifying resources, capturing detailed risks and requirements, documenting the change management plan and procurement plan, and developing the budget.

Answer 125

A

D. Project manager

The project manager is responsible for all artifacts produced during the course of doing project work.

Answer 126

A

B. Characteristics of deliverables that must be met

Characteristics of deliverables that must be met are known as requirements. Distance traveled on a project is good information for expense tracking and reporting. Checkpoints are gate checks on a project. Major events to track progress are milestones.

Answer 127

A

A. Define activities, sequence activities, estimate resources, estimate duration

Define activities, sequence activities, estimate resources, and estimate duration are all key activities that must occur in order to develop the project schedule.

Answer 128

A

C. Execution

The project kick-off meeting is held after the project charter is signed and approved. The project kickoff meeting normally introduces the project team. Project team creation doesn’t happen until the Execution phase. Note: In the real world, a kickoff meeting can happen in any of the first three phases, but for the test know that it is the Execution phase.

Answer 129

A

A. Expenditure tracking

This activity also includes measuring the project spending to date.

Answer 130

A

C. Set a realistic backlog of items completed during this iteration

The sprint planning meeting establishes what can realistically be accomplished during the sprint.

Answer 131

A

D. Burn rate

The burn rate is how fast the project is spending its allotted budget, or how fast the rate money is being expended over a period of time.

Answer 132

A

A. Managing quality assurance

D. Managing the team, communication, scope, risk, budget, and time

The project manager is responsible for managing the team, communication, scope, risk budget, and time of the project, as well as project artifacts and quality assurance.

Answer 133

A

C. Project charter

The project charter sets the scope, assumptions, budget, and constraints at a high level for the project. As the project advances through the phases, this information will become more precise.

Answer 134

A

B. Creating and verifying deliverables

Creating and verifying deliverables is the key output of the Execution phase. Performance measuring and reporting occurs during Monitor and Control, whereas key stakeholder identification and determining project resources occur during planning.

Answer 135

A

A. Explanations of team member’s roles and responsibilities

This information would generally be found in a responsibility assignment matrix instead of the WBS dictionary.

Answer 136

A

B. In the creation of the procurement plan

The procurement plan explains the decisions made on what will be made and what will be purchased by the organization.

Answer 137

A

B. Program Evaluation and Review Technique (PERT)

Program Evaluation and Review Technique (PERT) is a statistical tool used to analyze and represent tasks, not costs.

Answer 138

A

A. .82

The cost performance index (CPI) is EV/AC. Therefore, 900 / 1100 = .82.

Answer 139

A

B. Projectized

In a projectized organizational structure, the project manager has the most authority, and resources report directly to the project manager.

Answer 140

A

B. Start-to-deferred

Rather than start-to-deferred, the missing relationship is start-to-start, meaning that one task must wait for a different task to start for work to begin.

Answer 141

A

C. Iterative approach

A traditional waterfall methodology will be progressively iterative, similar to the iterative approach used with the Agile methodology.

Answer 142

A

B. Process for creating the scope statement

C. Definition of how the deliverables will be validated

D. Process for creating, maintaining, and approving the WBS

The scope management includes the process for creating the scope statement, the definitions of how the deliverables will be validated, and the process for creating, maintaining, and approving the WBS. It also will define the process for controlling scope change requests, including the procedure for requesting changes.

Answer 143

A

D. Confronting

Confronting is also called problem solving, and it is the best way to resolve conflict. By setting out on a fact-finding mission, the correct solution to the problem will present itself to the parties.

Answer 144

A

A. Resources are assigned on an ad hoc basis.

Due to the temporary nature of projects, resources are not permanently assigned to any one project or function.

Answer 145

A

B. NDA

A nondisclosure agreement (NDA) helps protect an organization’s intellectual property when the project is completed or if there is turnover on the project.

Answer 146

A

D. When an organization is dealing with a rapidly changing environment

The other options would not take advantage of the flexible, easily changing environment of the project.

Answer 147

A

C. Execution

The Execution phase is where most of the expenditures on materials and labor will occur.

Answer 148

A

C. Compromising

This is where both parties give up something to help reach a workable solution. The commitment to meeting the deadline and the agreement to allow for time off, while adjusting the timing, are the key decision points.

Answer 149

A

C. Balanced-matrix

Authority and power are shared between the functional manager and the project manager.

Answer 150

A

B. This not a project because the regular releases are a continuing effort.

D. This is not a project because the product being produced is not unique.

This is an example of ongoing operations that are not temporary in nature and do not have an end date. Additionally, the work effort does not produce a unique product.

Answer 151

A

D. Agile methodology

With values born out of Lean principles, this is an iterative, incremental approach to managing the activities on a project.

Answer 152

A

C. Remove the team member from the project and seek a replacement.

There are times where the best course of action for the entire project team is to move on without the disgruntled team member.

Answer 153

A

C. Email

Because of the varied time zones, a phone call or video conference would require an additional level of coordination. Therefore, email would be the most efficient what to handle the update.

Answer 154

A

A. Forming

Team members are brought together and told why they’re working together. Individuals tend to be the most reserved and formal during this stage.

Answer 155

A

A. Negotiating

The use of a third party, like the project manager in the question, can help in producing a positive outcome and the third party’s neutrality can assist in reaching an agreement.

Answer 156

A

A. Individuals who are finished with the project but haven’t yet started a new assignment

Individuals who are finished with the project but haven’t started a new assignment represent benched resources whose skills are not being utilized. This is costly for an organization because team members are being paid, but revenue is not being generated.

Answer 157

A

D. Resource overallocation

Tiffany is overallocated for the project assignments because there is more work to do than time to work on it.

Answer 158

A

D. Shared

Reporting to both the project manager and the functional manager means that Amy is a shared resource.

Answer 159

A

A. Discretionary

A discretionary dependency is defined by the project management team, and they are normally process or procedure driven.

Answer 160

A

D. High-level scope definition

The high-level scope definition documents the reason for the project and the problem you’re trying to solve and provides a high-level description of some of the deliverables needed to make the project a success.

Answer 161

A

B. Support for the project manager

C. Time and resource scheduling

A project coordinator supports the project manager and performs time and resource scheduling. This individual also provides cross-functional coordination and documentation and administrative support, and checks for quality.

Answer 162

A

D. SCRUM retrospective

This is a form of a lessons-learned meeting used in the Agile methodology to help improve future sprints.

Answer 163

A

E. Closing

During the transition from the project to normal operations, training of the new specifications will occur.

Answer 164

A

B. All requirements must be gathered up front

With an Agile approach, the result is that requirements can be adjusted as results are developed during the iterations.

Answer 165

A

E. Forcing

The project manager is asserting his or her will without consideration of Jessie’s position. Although this is a permanent solution, it is not a particularly good one.

Answer 166

A

B. This effort is a project because the product being developed is unique.

C. This effort is a project and will be a part of a program.

E. This meets the requirements for a project because it creates a unique product and is temporary in nature.

This meets the requirements for a project because Wigitcom is creating a new product or service, and the effort is temporary in nature. It would also be a part of a program, or related projects, that share resources. In this case, the security team’s resources would be shared with this project.

Answer 167

A

B. Burndown chart

Commonly a bar chart, the burndown chart depicts the progress made with each iteration approaching the completion of the project.

Answer 168

A

C. Virtual teams

With the aid of email, videoconferencing, and other technologies, providing the ability to communicate with team members all over the globe, projects are able to be completed successfully using virtual teams.

Answer 169

A

A. Interproject resource contention

A resource shortage might be a tempting answer here, but the key is the involvement of multiple projects. Hence, resource contention exists between projects.

Answer 170

A

C. Norming

After the team has formed and stormed, this is where familiarity with one another helps to settle things down and individuals begin to deal with project problems instead of people problems.

Answer 171

A

B. Avoiding

Avoiding never results in problem resolution, and it is potentially the least effective technique.

Answer 172

A

C. Costly because individuals are being paid to sit around

Benched resources often occur in projectized organizations where there are resources on the payroll but they are not currently assigned to a project.

Answer 173

A

B. The project manager has full authority and controls time and tasks.

The project manager has full authority and controls time and tasks. As a project manager, you need to be wary of having low-quality resources assigned to a project, because sometimes functional managers will try to give you their lowest-caliber individuals.

Answer 174

A

B. Mandatory

An example of a mandatory dependency might be pouring the concrete foundation and letting it cure prior to framing a building.

Answer 175

A

B. Planning

The WBS is developed during the Planning phase. The WBS is a deliverables-oriented hierarchy that defines all of the work of the project.

Answer 176

A

B. Quality gates

Predefined acceptance criteria help ensure quality and minimize work. They can be used in both the Agile and waterfall methods.

Answer 177

A

B. Subprojects

C. Project phases

E. Major deliverables

The ways to organize the WBS are by subprojects (where the project managers of the subprojects each create a WBS), by project phases, or by major deliverables.

Answer 178

A

D. Avoiding

This is also known as withdrawal, and it never results in a resolution of the problem. It is also an example of a lose-lose conflict resolution technique.

Answer 179

A

D. Following the communication plan

The communication plan sets out who needs to be informed of what types of project changes, and it will direct which method of communication should be used.

Answer 180

A

D. Project sponsor

Project sponsors should use their influence to help remove obstacles like nonparticipation on the project.

Answer 181

A

C. Team building

Effective team building can help create efficient and effective groups focused on getting the work done, oftentimes with team members enjoying the work immensely.

Answer 182

A

D. Collocation

Collocation is when team members are physically working in the same place. Remember, this is not restricted just to consulting resources. In-house resources, or those who work for the same company, even in the same building, might be collocated to work in the same room or suite for a project.

Answer 183

A

B. As soon as possible so a correction can occur or help can be provided

When an employee is not meeting expectations, it is important for the project manager to intervene, making sure that the expectations are clear, inquire if there is a problem, and enforce the expectations.

Answer 184

A

D. Project team

The project team contributes their expertise to the project and gives their estimates for task duration, cost estimates, and dependencies.

Answer 185

A

B. The process of elaborating deliverables or project phases into differing levels of the WBS

This helps depict the differing levels of decomposition depending on the expected date of work.

Answer 186

A

C. Project

Level 1 of the WBS is the project level. The first level of decomposition can commonly be the second level of the WBS (deliverables, phases, projects).

Answer 187

A

B. Expenditure reporting

Expenditure reporting includes a breakdown of expenditures to date, and it will compare the financial outcome with the budget projections and remaining budget on the project.

Answer 188

A

D. Burndown chart

The burndown chart is a visual representation and measurement tool showing the completed work against a time interval to forecast project completion.

Answer 189

A

A. List of scheduled milestones

C. Criteria for acceptance

D. Description of work component

Among items contained in a WBS dictionary are the list of scheduled millstones, criteria for acceptance, and descriptions of the work components.

Answer 190

A

A. Set the approach to conflict resolution

This is not an element of the scope baseline but a management skill used to help get teams unstuck.

Answer 191

A

C. Agile approach

The iterative nature of an Agile approach, which emphasizes continuous feedback and interactions, would be the best approach in this situation.

Answer 192

A

A. Strict adherence to a change control process

This is indicative of a more traditional waterfall approach where the scope is controlled with a more rigid change process.

Answer 193

A

C. Factors considered to be true for planning purposes

Assumptions are events, actions, or conditions that are believed to be true for planning purposes.

Answer 194

A

C. Setting a realistic backlog of items completed during this iteration

The sprint planning meeting sets what can realistically be accomplished during the sprint.

Answer 195

A

A. Self-organized teams

B. Sprint planning

E. Continuous requirements gathering

Agile is characterized by self-organized and self-directed teams, sprint planning, and continuous requirements gathering. Projects using a waterfall technique would have characteristics of formally organized teams and saving feedback for lessons learned meetings at the end of the project.

Answer 196

A

A. It creates a shared understanding of what is included and excluded from the project.

A high-level scope definition creates a shared understanding of what is included and excluded from the project. This information will serve as the basis for the development of the project charter.

Answer 197

A

A. Develops the business case and justification

B. Functions as the approval authority for funding

E. Helps to control the project’s direction

Option C is not correct because that is the responsibility of the project management office. Option D is the role of a project stakeholder, and option F is the function of the project manager.

Answer 198

A

D. Smoothing

No real or permanent solution is achieved. This can be an example of a lose-lose result as neither side achieves resolution of their issues.

Answer 199

A

B. Looking at cost and schedule trade-offs such as adding more resources

Crashing is a schedule compression technique that typically allocates additional resources to complete tasks quicker. Adding more resources will increase the costs of the project.

Answer 200

A

C. Lessons learned

Lessons learned occurs during the Closing phase of the project.

Answer 201

A

C. The project is under budget.

A CPI over 1 means that the project is spending below the budget forecast at the measurement date.

Answer 202

A

A. Project scheduler

The project scheduler is responsible for communicating the timeline and any changes.

Answer 203

A

C. Low-quality resources

Low-quality resources do not have the required experience, are not accomplished with the skill set, have poor passion for the project, or carry a bad attitude to work. Low-quality resources can sometimes be replaced, but they will always need to be managed in some form.

Answer 204

A

B. Team selection

A project is represented by the individuals on the team, and ensuring the correct skills, level of experience, availability, and interest are all part of the team selection process.

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Project Basics Flashcards

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