Quiz #6 Flashcards
- What is the difference between avoiding a threat and mitigating it?
□ Avoid means to reduce the impact or probability, and mitigate means to change the
management plan to remove the risk.
□ Avoid means to outsource the work to remove the risk, and mitigate means to
reduce the impact or probability.
□ Avoid means to change the management plan to remove the risk, and mitigate
means to reduce the impact or probability.
□ Avoid means to change the management plan to remove the risk, and mitigate
means to accept the impact or probability.
Avoid means to change the management plan to remove the risk, and mitigate
means to reduce the impact or probability.
References: PMBoK, 6th edition, Article 11.5.2.4, page 443
- What is a project risk? (There could be more than one good answer)
□ An uncertain event which could, it realized, affect the project success objectives.
□ A planned event that could change the project plan.
□ An uncertain event, which could be a threat or an opportunity for the project, if
realized.
□ An undesirable event with could affect project success objectives.
✓ An uncertain event which could, it realized, affect the project success objectives.
✓ An uncertain event, which could be a threat or an opportunity for the project, if
realized.
References; PMBOK, 6th edition, ‘Introduction’ to the chapter, pages 397-398, Key
- What are some of the common ways to classify project risks?
□ Negative risks, positive risks and neutral risks classifications.
□ Known-unknowns and unknown-unknowns classifications
□ Effect-based classification, Source-based classification, Level of uncertainty based
classification.
□ Defined, undefined and hybrid risks.
✓ Effect-based classification, Source-based classification, Level of uncertainty based
classification.
References: PMBoK, 6th edition, ‘Introduction’ to the chapter, page 398, ‘Trends .. .’,
and article 11.1.3.1, page 405, ‘Risk Categories’
- Which of the following statements is false regarding a risk trigger?
□ A risk trigger could be an event which occurrence creates a condition favorable to
the advent of the risk in question.
□ Risk triggers are identified and documented during the risk response planning
process.
□ Triggers can be positive or negative.
□ Risk triggers can be internal or external to the project authority.
✓ Risk triggers are identified and documented during the risk response planning
process.
References: PMBoK, 6th edition, Article 11.2.3.1, page 417, last paragraph.
- What risk response plan or plans can be developed in advance, to be implemented, in the
proper sequence, if the risk does occur?
□ A contingency management plan to be used as a first response, and a Fall-Back
plan to be used as a form of plan B.
□ A contingency plan to be used as plan A, a workaround plan to be used as plan B,
and Fall-Back plan if all else fails.
□ Escalation, Avoidance, Transfer.
□ Contingency reserve usage plan, Management reserve usage plan, Resilience plan.
✓ A contingency management plan to be used as a first response, and a Fall-Back
plan to be used as a form of plan B.
References: PMBoK, 6th edition, Article 1.5.2.6, page 445, ‘Contingency Response
Strategies’
- What is the statement that best describes the purpose of project management in the
modern era?
□ Project management is to balance the urgency of delivering business value with the
team’s ability to deliver quality.
□ Project management is to deliver the specified scope within specified budget and
time.
□ Project management is to ensure that the objectives specified at the beginning of
the project, or as formally changed through project change process, are delivered
as expected, at project end.
□ Project management is to deliver value to the organization or the customer, for the
agreed cost and timeline.
✓ Project management is to balance the urgency of delivering business value with the
team’s ability to deliver quality.
References: PMBoK, 6th edition, Article 1.2.2, page 10, ‘Importance of PM’
- Which of the following project related function is applicable to creating business value?
(There could be more than one answer)
□ The project manager can cultivate the project urgency culture by articulating the
project importance and vision.
□ The product owner can bring the customer’s inputs to a product backlog
improvement session and thus the value can be personalized.
□ The project budget analysis is a great tool to determine and set the project
deliverable business value.
□ Business value is created when the project deliverables and management total cost
is less than the market value of the deliverable.
✓ The project manager can cultivate the project urgency culture by articulating the
project importance and vision.
✓ The product owner can bring the customer’s inputs to a product backlog
improvement session and thus the value can be personalized.
- What is a product roadmap for a project?
□ It is a graphical plan on how to build the project deliverable, it is high level hence
quite stable throughout the life of the project.
□ It is a high level, progressively elaborated, representation of the product being built
and the value to be delivered over time.
□ It is an as-built plan of the product to deliver and will evolve with progressive
elaboration or change requests.
□ It is the product life-cycle, which includes the need statement, the project planning,
execution and transition, the product economical life, and the product disposal.
✓ It is a high level, progressively elaborated, representation of the product being built
and the value to be delivered over time.
References: PMBoK, 6th edition, Article 6.5.2.8, page 216, ‘Agile Release Planning’
- Which of the following sets represents, in order, “i” the bare minimum required to establish
value, and, “ii”, the minimum change in a product to demonstrate value, urgency and
incremental accomplishment?
□ “i” : Minimum Viable Product; “ii”: Minimum Business Increment.
□ “i” : Minimum Business Increment; “ii”: Minimum Time Boxing.
□ “i” : Project Scope Statement; “ii”: Quality Improvement Element.
□ “i” : Project Incentive; “ii”: Product Incentive.
✓ “i” : Minimum Viable Product; “ii”: Minimum Business Increment.
References: Agile Practice Guide, 2017, page 23
PMBoK nil reference
- Venture capitalist funding was released for your company to establish a new phone “app”.
There are competitors but your company thinks it has a good chance to become the key
player in that emerging niche market. The company has thus entrusted you to lead the phone
“app” project, and as the project team gains better understanding of the product value, they
really want to make it happen. But, due to the volume of features and the work required, the
project team has decided to deliver incrementally. So, for the scenario presented, what are
some benefits to this (incremental delivery) strategy? (Choose three.)
□ Creates a sense of urgency to deliver part of a solution.
□ Allows progress to be realized.
□ Allows the team to discard or ignore the challenging work.
□ Enables the end users to provide feedback.
✓ Creates a sense of urgency to deliver part of a solution.
✓ Allows progress to be realized.
✓ Enables the end users to provide feedback.
References: PMBoK, 6th edition, Article 1.2.4.1, page 19, ‘Project … Life-Cycles’
Agile Practice Guide, 2017, page 23, ‘Characteristics of Incremental Life-Cycles’
- Which of the following lists best represents the main enablers to project communication
management, in the proper order?
□ Sender, medium, Receiver, Translation.
□ Content, medium selection, translation for medium, reception, reverse translation,
receiver.
□ Planning content and medium, Bias management, Active sending and listening,
Validation.
□ Analysis of communication needs, Planning communications, Conduct effective
communication, Confirm understanding.
✓ Analysis of communication needs, Planning communications, Conduct effective
communication, Confirm understanding.
References: PMBoK, 6th edition, ‘Introductions’ to the chapter, page 363, ‘Key
Concepts’, last paragraph, ‘Fundamental Attributes .. .’
- What is a communications management plan for a project? (There could be more than one
good answer.)
□ This is a document created early in the project, based on the stakeholders list, and
which is updated regularly.
□ It is a tool to determine how to respond to positive stakeholders and how to ignore
negative stakeholders.
□ It is a document which describes what to communicate, when and how, issues
escalation process, and updates approaches for itself.
□ It is the set of instructions provided to the project by the corporate
communications directorate, to manage internal and external project
communications.
✓ This is a document created early in the project, based on the stakeholders list, and
which is updated regularly.
✓ It is a document which describes what to communicate, when and how, issues
escalation process, and updates approaches for itself.
References: PMBoK, 6th edition, Article 10.1.3.1, page 377, ‘Comm’s Mngt Plan’, and
article 4.2.3.1, page 87, ‘Subsidiary Plans’
- Which of the following is not a component of the Communications Management Plan?
□ The initiator and receiver of project information.
□ The Stakeholder Register.
□ The collection and transfer of institutional knowledge.
□ The frequency of each communication.
✓ The Stakeholder Register.
References: PMBoK, 6th edition, Article 10.1.3.1, page 377, ‘Comm’s Mngt Plan’, and
article 4.2.3.1, page 87, ‘Subsidiary Plans’
- A list of stakeholders who will receive communications about the project will appear in which
of the following documents?
□ Communications Requirements Analysis.
□ Communications Management Plan.
□ Stakeholder Register.
□ Communications Requirements Analysis and Communications Management Plan.
✓ Communications Management Plan.
References: PMBoK, 6th edition, Article 10.1.3.1, page 377, 8th bullet, ‘Person who
will receive .. .’
- If your project depends on a large team spread out over a large geographical area,
including many time zones, what technology would you use to enhance team member
interactions and building relationships throughout the life of the project
□ Team building event at project kick-off.
□ Project team threaded discussion board.
□ Use email and databases to collect and store information.
□ High-quality virtual teleconferencing on a semi-weekly or weekly basis.
✓ High-quality virtual teleconferencing on a semi-weekly or weekly basis.
References: PMBoK, 6th edition, Articles 9.3.2.4 and 9.4.2, ‘Virtual T earns’ and
‘Comm’s Tech .. .’
- Which of the following items would be the best one to consider for the Planning, Executing
and Validating the Stakeholders Engagement Strategy?
□ The project management plans, including those regarding how the work will be done,
by whom and their communication needs.
□ The culture and the financial procedures of the organization.
□ Historical information, especially lessons learned regarding rejected bidders.
□ Various experts, mainly regarding the deliverables construction processes.
✓ The project management plans, including those regarding how the work will be done,
by whom and their communication needs.
References: PMBoK, 6th edition, Articles 13.1.1.3 and 13.2.1.2, page 509, ‘Project
Mngt Plan’
- Which of the following statements best represents what is a Stakeholder Engagement
Assessment Matrix?
□ A matrix that ranks the project engagement levels of stakeholders as Unaware,
Resistant, Neutral, Supportive, Leading.
□ It is a document which purpose is to create and maintain a relationship between the
project team and the various stakeholders.
□ It is a 2-dimensional diagram with engagement level on one axis and the required
strategy on the other.
□ It is a tool that classifies and compares the levels of current and desired
engagement for each stakeholder or group of stakeholder
✓ It is a tool that classifies and compares the levels of current and desired
engagement for each stakeholder or group of stakeholder
References: PMBoK, 6th edition, Article 13.2.2 , pages 521-522, 2nd bullet.
- Engaging with stakeholders is time-intensive during project planning. The sponsor would like
to know what all the fuss is about and get an explanation from the project manager about
what is taking so long. The project manager explains that the purpose of the stakeholder
engagement strategy is?
□ To effectively engage stakeholders in project decisions and execution based on the
analysis of their needs, interests, and potential impact.
□ To ensure the stakeholders are receiving the reports in the format they would like.
□ To effectively place the right people in the correct role to support achieving the
project objectives on time and within budget.
□ To be able to document which stakeholder is unaware, neutral, leading, or
supportive.
✓ To effectively engage stakeholders in project decisions and execution based on the
analysis of their needs, interests, and potential impact.
References;PMBoK, 6th edition, Article 13.2, page 516, ‘Plan SH Eng’t’
- Diana is managing the development of a mobile phone application. Half of the project work
has been completed. Diana is currently reviewing her stakeholder engagement plan. She finds
out that some of the resisting stakeholders have now become supportive. How should Diana
update her stakeholder engagement plan?
□ Transfer these stakeholders to the project supporters group and adopt the
stakeholder engagement strategy defined for the project supporters.
□ For these stakeholders, continue with the defined resisting stakeholder engagement
strategy as this strategy has produced positive results so far.
□ Transfer these stakeholders to the project supporters group but continue with the
defined resisting stakeholder engagement strategy with these stakeholders.
□ Do not update the stakeholder engagement plan at this stage as things are getting
better.
✓ Transfer these stakeholders to the project supporters group and adopt the
stakeholder engagement strategy defined for the project supporters.
References: PMBoK, 6th edition, Articles 13.4.1.3, 13.4.2.3, 13.4.3.1, on stakeholders
analysis and engagement plan updates
- Which definition best describes the Plan Stakeholder Engagement Process?
□ Develop approaches to involve stakeholders throughout the project life cycle.
□ Identify people, groups or organization impacted by outcome of the project.
□ Communicate with stakeholders to meet their needs.
□ Monitor project stakeholder relationships for engaging stakeholders.
✓ Develop approaches to involve stakeholders throughout the project life cycle.
References: PMBoK, 6th edition, Article 13.2.3.1, page 522, 1st paragraph.
