Random Questions Flashcards
Which of the following are the three key attributes of the salience model?
A) Influence, Authority, and Need
B) Power, Legitimacy, and Urgency
C) Control, Importance, and Time-sensitivity
D) Strength, Rightfulness, and Criticality
Power, Legitimacy, and Urgency
The stakeholder salience model was proposed by which of the following groups of researchers?
A) Kotter and Schlesinger
B) Freeman and Reed
C) Mitchell, Agle, and Wood
D) Porter and Kramer
Mitchell, Agle, and Wood
In the salience model, stakeholders are prioritized based on:
A) Their financial contribution to the project
B) The number of stakeholders in each group
C) Their attributes of power, legitimacy, and urgency
D) The chronological order of their involvement
C) Their attributes of power, legitimacy, and urgency
Urgency’ in the salience model is determined by:
A) The stakeholder’s level of interest in the project
B) The stakeholder’s ability to affect the project’s outcomes
C) The time sensitivity of the stakeholder’s needs and the criticality of their claims
D) The stakeholder’s geographic proximity to the project
C) The time sensitivity of the stakeholder’s needs and the criticality of their claims
What does the Performance Measurement Baseline (PMB) primarily consist of?
A) Scope, Schedule, and Cost Baselines
B) Risk, Quality, and Procurement Plans
C) Stakeholder, Communication, and Resource Plans
D) Change Management Plan and Configuration Management Plan
A) Scope, Schedule, and Cost Baselines
Direct purchasing is typically characterized by:
A) Long-term supplier relationships
B) Immediate payment terms
C) Buying directly from the manufacturer
D) High-volume transactions
C) Buying directly from the manufacturer
In project purchasing, the procurement statement of work should be:
A) Flexible to allow for changes
B) As detailed as possible
C) General to encourage innovation
D) Based solely on price
B) As detailed as possible
Vendor-based purchasing focuses on:
A) Lowest price acquisition
B) Strategic relationship building
C) Centralized procurement decisions
D) Short-term contracts
Strategic relationship building
The main advantage of decentralized purchasing is:
A) Cost savings from bulk buying
B) Consistency in purchasing decisions
C) Faster response to local needs
D) Simplified supplier management
C) Faster response to local needs
A Risk Breakdown Structure (RBS) is used to:
A) Quantify risk impacts
B) Identify project risks
C) Assign risk owners
D) Monitor risk triggers
B) Identify project risks
Work logic in project management refers to:
A) The sequence of activities
B) The delegation of tasks
C) The work breakdown structure
D) The logical relationships between tasks
D) The logical relationships between tasks
Constrained logic in scheduling refers to:
A) Limitations due to resource availability
B) Constraints imposed by project stakeholders
C) Legal constraints affecting project execution
D) Technical dependencies between tasks
A) Limitations due to resource availability
Hard logic in a project schedule denotes:
A) Mandatory dependencies
B) Discretionary dependencies
C) External dependencies
D) Resource-driven dependencies
A) Mandatory dependencies
Which of the following best describes a supportive PMO?
a) The PMO has full control over the project resources.
b) The PMO provides support in the form of expertise, templates, and best practices.
c) The PMO directly manages the projects within the organization.
d) None of the above.
b) The PMO provides support in the form of expertise, templates, and best practices.
In a supportive PMO, the level of control over projects is:
a) High
b) Low
c) Moderate
d) None
b) Low
A directive PMO:
a) Provides project management templates and tools.
b) Directly controls and manages projects.
c) Has no control over projects and only offers advice.
d) None of the above.
b) Directly controls and manages projects.
In a directive PMO, the level of control over projects is:
a) High
b) Low
c) Moderate
d) None
a) High
A controlling PMO:
a) Provides support and requires compliance with specific processes.
b) Directly manages and controls projects.
c) Provides templates but does not require their use.
d) None of the above.
a) Provides support and requires compliance with specific processes.
In a controlling PMO, the level of control over projects is:
a) High
b) Low
c) Moderate
d) None
c) Moderate
Roles in Project Management: Which of the following statements is true?
A. The Project Manager is responsible for the product backlog.
B. The Scrum Master is responsible for the project budget.
C. The Project Sponsor is typically a senior executive in the organization with interest in the outcome of the project.
D. The Agile Coach is responsible for the day-to-day management of the project team.
Answer: C. The Project Sponsor is typically a senior executive in the organization with interest in the outcome of the project.
Organizational Structures: In which type of organizational structure does a team member report to both a functional manager and a project manager?
A. Functional
B. Project-oriented
C. Composite
D. Matrix
Answer: D. Matrix
Analysis Models: Which of the following statements is true?
A. The Kano Model focuses on classifying product attributes based on how they are perceived by customers and their impact on customer satisfaction.
B. The MoSCoW analysis is a prioritization technique used in project management to reach a common understanding with stakeholders on the importance of delivering certain requirements.
C. Both A and B are correct.
D. Neither A nor B is correct.
Answer: C. Both A and B are correct.
Roles in Agile Methodology: Which of the following roles is responsible for maximizing the value of the product resulting from the work of the Development Team?
A. Scrum Master
B. Product Owner
C. Team Lead
D. Facilitator
Answer: B. Product Owner
Composite Organizational Structure: In a composite organizational structure, who does a team member report to?
A. Only to the Functional Manager
B. Only to the Project Manager
C. Both the Functional Manager and the Project Manager
D. Neither the Functional Manager nor the Project Manager
Answer: C. Both the Functional Manager and the Project Manager
MoSCoW Analysis: In MoSCoW analysis, what does the “C” stand for?
A. Could have
B. Can have
C. Can’t have
D. Could not have
Answer: A. Could have
Kano Model: In the Kano Model, which category of needs refers to the attributes that users expect by default?
A. Performance needs
B. Basic needs
C. Excitement needs
D. Indifferent needs
Answer: B. Basic needs
A project manager is working on a project that is behind schedule. The project manager decides to add more resources to the project to adhere to the schedule. This is an example of which of the following schedule compression techniques?
A. Crashing
B. Fast Tracking
C. Resource Leveling
D. Lead Time
Answer: A. Crashing
Explanation: Crashing is a technique used to shorten the schedule duration for the least incremental cost by adding resources. It usually involves reducing the time it takes to complete an activity by adding resources to it.
During the execution phase of a project, a project manager notices that team members are not working synergistically. They are focused on their individual tasks and are not communicating effectively with each other. Which of the following should the project manager use to improve the situation?
A. Resource Histogram B. RACI Matrix C. Pareto Chart D. Ishikawa Diagram
Answer: B. RACI Matrix
Explanation: A RACI matrix defines roles and responsibilities and can help improve communication. RACI stands for Responsible, Accountable, Consulted, and Informed. It’s a simple tool for clarifying roles and responsibilities in cross-functional/departmental projects and processes.
The project sponsor has just signed off on the project charter. What is the next step in the project initiation process?
A. Develop the project management plan
B. Identify stakeholders C. Begin executing the project plan
D. Conduct a project review
Answer: B. Identify stakeholders
Explanation: After the project charter is approved, the next step in the project initiation process is to identify stakeholders. This is important because it helps the project manager understand who will be affected by the project and who has a vested interest in the project.
Which of the following is NOT typically a responsibility of a project sponsor?
A. Providing funding for the project
B. Making key business decisions related to the project
C. Managing the day-to-day operations of the project
D. Championing the project within the organization
Answer: C. Managing the day-to-day operations of the project
Explanation: The project sponsor is typically a senior executive in the organization with a vested interest in the project. They provide funding, make key business decisions, and champion the project within the organization. However, managing the day-to-day operations of the project is typically the responsibility of the project manager, not the project sponsor.
A project manager is preparing a project schedule and needs to estimate the duration of activities. Which of the following techniques would be the MOST useful?
A. Parametric Estimating B. Analogous Estimating C. Bottom-Up Estimating
D. Three-Point Estimating
Answer: D. Three-Point Estimating
Explanation: Three-Point Estimating is a technique that uses the optimistic, pessimistic, and most likely estimates to determine the best estimate. It is often used when there is uncertainty about the estimates.
During the project execution, a project manager finds that there is a variance between planned and actual results. What should the project manager do FIRST?
A. Adjust the baseline
B. Analyze the variance C. Inform the stakeholders
D. Change the project plan
Answer: B. Analyze the variance
Explanation: The first thing a project manager should do when a variance is detected is to analyze the variance. This involves understanding why the variance occurred and what its impact is on the project. Only after this analysis can appropriate corrective actions be determined.
In an Agile project, who is primarily responsible for prioritizing the product backlog?
A. Project Manager
B. Product Owner
C. Scrum Master
D. Team Lead
Answer: B. Product Owner
Explanation: In an Agile project, the Product Owner is responsible for managing and prioritizing the product backlog. They ensure that the team is working on the most valuable features and tasks.
Which of the following best describes the role of a project team?
A. Making strategic decisions about the project direction
B. Managing the project schedule and budget
C. Performing project tasks and producing deliverables
D. Resolving conflicts between stakeholders
Answer: C. Performing project tasks and producing deliverables
Explanation: The primary role of the project team is to perform the tasks necessary to produce the project deliverables. They are the ones who do the actual work of the project.
In a project, who is typically responsible for facilitating communication between the team and the stakeholders?
A. Project Sponsor
B. Team Member
C. Team Lead
D. Customer
Answer: C. Team Lead
Explanation: The Team Lead often acts as a liaison between the team and the stakeholders. They facilitate communication, manage expectations, and help resolve issues that may arise.
In a Scrum team, who is responsible for ensuring that the team adheres to Scrum theory, practices, and rules?
A. Product Owner
B. Scrum Master
C. Team Lead
D. Project Manager
Answer: B. Scrum Master
Explanation: The Scrum Master is responsible for ensuring that the team follows Scrum theory, practices, and rules. They act as a servant-leader for the Scrum Team and help everyone understand Scrum.
Which role is primarily responsible for guiding teams in the implementation of Agile methodologies, providing training, mentoring, and feedback?
A. Scrum Master
B. Agile Coach
C. Product Owner
D. Team Lead
Answer: B. Agile Coach
Explanation: An Agile Coach is responsible for guiding teams in the implementation of Agile methodologies. They provide training, mentoring, and feedback to help the team improve their Agile practices.
In a meeting, who is typically responsible for guiding the process, ensuring that the agenda is followed, and that everyone has an opportunity to participate?
A. Project Manager
B. Scrum Master
C. Facilitator
D. Team Lead
Answer: C. Facilitator
Explanation: A Facilitator guides the process during meetings. They ensure that the agenda is followed and that everyone has an opportunity to participate. They help the group make decisions and reach consensus.
In which type of organizational structure does a team member have more than one boss?
A. Functional
B. Project-oriented
C. Composite
D. Matrix
Answer: D. Matrix
Explanation: In a Matrix organizational structure, team members report to both the functional manager and the project manager, effectively having two bosses.
Which organizational structure is characterized by team members being grouped by specialty (e.g., all engineers in one department, all marketers in another, etc.)?
A. Functional
B. Project-oriented
C. Composite
D. Matrix
Answer: A. Functional
Explanation: In a Functional organizational structure, employees are grouped by their similar skills and expertise, which allows for a high degree of specialization.
In which type of organizational structure are resources dedicated to specific projects and project managers have a great deal of independence and authority?
A. Functional
B. Project-oriented
C. Composite
D. Matrix
Answer: B. Project-oriented
Explanation: In a Project-oriented organizational structure, teams are organized around the project. The project manager has a great deal of independence and authority, and resources are dedicated to specific projects.
Which organizational structure is a hybrid of functional and project-oriented structures, where team members might report to two bosses, but still stay within the same functional divisions?
A. Functional
B. Project-oriented
C. Composite
D. Matrix
Answer: C. Composite
Explanation: A Composite organizational structure is a combination of functional and project-oriented structures. It allows for the benefits of both structures, with team members possibly reporting to two bosses, but still staying within their functional divisions.
In MoSCoW analysis, which category represents requirements that are considered nice to have but not necessary for delivery?
A. Must have
B. Should have
C. Could have
D. Won’t have
Answer: C. Could have
Explanation: In MoSCoW analysis, “Could have” requirements are those that are considered nice to have but are not necessary for delivery. They are typically low-cost improvements that can enhance system functionality without significantly impacting the system’s overall functionality.
