Review of Chapter 8 through 14

Question 1

When the project management team decides to use transference to respond to a risk, this is created between the buyer and the seller.

Answer 1

Risk-related contractual agreements

Question 2

This plan defines staff acquisition, the timetable for staff acquisition, the staff release plan, training needs for the project team, any organizational compliance issues, rewards and recognition, and safety concerns for the project team doing the project work.

Answer 2

Resource management plan

Question 3

The operational definitions that specify the measurements within a project and the expected targets for quality and performance

Answer 3

Quality metrics

Question 4

A risk response that transfers the ownership of the risk to another party. Insurance, licensed contractors, or other project teams are good examples of this. A fee and contractual relationships are typically involved with the transference of a risk.

Answer 4

Transference

Question 5

An ordinal scale that uses red, amber, and green (RAG) to capture the probability, impact, and risk score.

Answer 5

RAG rating

Question 6

A contract that requires the buyer to pay for the cost of the goods and services procured plus a fixed fee for the contracted work. The buyer assumes the risk of a cost overrun.

Answer 6

Cost plus fixed fee contract

Question 7

Anything that interferes with or disrupts a message.

Answer 7

Noise

Question 8

A simple approach to ensure that work is completed according to the quality policy.

Answer 8

Checklist

Question 9

A simulation technique that got its name from the casinos of Monte Carlo, Monaco. The simulation is completed using a computer software program that can simulate a project, using values for all possible variables, to predict the most likely model.

Answer 9

Monte Carlo technique

Question 10

Anyone, whether certified as a project manager or not, who has joined the Project Management Institute.

Answer 10

PMI member

Question 11

All opinions are formed by one component. A great engineer doesn’t always make a great projectmanager.

Answer 11

Halo Effect

Question 12

A system to record the actual time to complete project activities.

Answer 12

Time reporting system

Question 13

A contract that requires the buyer to pay for the costs of the goods and services procured plus a percentage of the costs. The buyer assumes all of the risks for cost overruns.

Answer 13

Cost plus percentage of costs

Question 14

A quantitative risk analysis tool that examines each risk to determine which one has the largest impact on the project’s success.

Answer 14

Sensitivity analysis

Question 15

Feedback loops and barriers to communications

Answer 15

Sender–receiver models

Question 16

Diagrams that show the relationship between variables within a process and how those relationships may contribute to inadequate quality. The diagrams can help organize both the process and team opinions, as well as generate discussion on finding a solution to ensure quality.

Answer 16

Cause-and-effect diagrams

Question 17

A stakeholder who sees the benefits of the project and is in favor of the change the project is to bring about.

Answer 17

Positive stakeholder

Question 18

This defines the procedures for how the contract may be changed. The process for changing the contract includes the forms; documented communications; tracking; conditions within the project, business, or marketplace that justify the needed change; dispute resolution procedures; and the procedures for getting the changes approved within the performing organization.

Answer 18

Contract change control system

Question 19

These seven tools are used in quality planning and in quality control: cause-and-effect diagrams, flowcharts, check sheets, Pareto diagrams, histograms, control charts, and scatter diagrams.

Answer 19

Seven basic quality tools

Question 20

A risk response effort to reduce the probability and/or impact of an identified risk in the project.

Answer 20

Mitigation

Question 21

Anyone who is affected by the existence of the project or who can affect the project’s existence. These can enter and exit the project as conditions change within the project.

Answer 21

Stakeholder

Question 22

These are associated with new, unproven, or complex technologies being used on the project. Changes to the technology during the project implementation can also be a risk. These are the levels set for expectations of impractical quality and performance.

Answer 22

Technical, quality, or performance risks

Question 23

The performing organization can contribute to the project’s risks through unreasonable cost, time, and scope expectations; poor project prioritization; inadequate funding or the disruption of funding; and competition with other projects for internal resources.

Answer 23

Organizational risks

Question 24

A meeting of all the project’s potential vendors to clarify the contract statement of work and the details of the contracted work.

Answer 24

Bidder conference

Question 25

A process to study the trade-offs between costs and the benefits realized from those costs.

Answer 25

Cost-benefit analysis

Question 26

This is the process of examining the project from the perspective of each characteristic: strengths, weaknesses, opportunities, and threats.

Answer 26

SWOT analysis

Question 27

N(N – 1)/2, where N represents the number of identified stakeholders. This formula reveals the total number of communication channels within a project.

Answer 27

Communication channels formula

Question 28

The project manager has the authority to reward the project team

Answer 28

Reward

Question 29

This type of communication pulls information from a central repository. This allow stakeholders to retrieve information from a central source as needed.

Answer 29

Pull communications

Question 30

A method to determine which of two or more decisions is the best one. The model examines the costs and benefits of each decision’s outcome and weighs the probability of success for each of the decisions.

Answer 30

Decision tree

Question 31

This chart shows the correlation between project team members and the work they’ve been assigned to complete.

Answer 31

Responsibility assignment matrix (RAM)

Question 32

A system to quickly and effectively store, archive, and access project information.

Answer 32

Information retrieval system

Question 33

This is a project plan component that contains all of the information related to the risk management activities. It’s updated as risk management activities are conducted to reflect the status, progress, and nature of the project risks.

Answer 33

Risk register

Question 34

A risk response that takes advantage of the positive risks within a project.

Answer 34

Exploit

Question 35

A method to rate potential project team members based on criteria such as education, experience, skills, knowledge, and more.

Answer 35

Multicriteria Decision Analysis

Question 36

A project management subsidiary plan that documents the decisions made in the procurement planning processes.

Answer 36

Procurement management plan

Question 37

These are used by organizations to rate prior experience with each vendor that they have worked with in the past. This can track performance, quality ratings, delivery, and even contract compliance.

Answer 37

Seller rating systems

Question 38

Contracts and agreements with unions or other employee groups may serve as constraints on the project.

Answer 38

Collective bargaining agreement constraints

Question 39

A risk response that attempts to enhance the conditions to ensure that a positive risk event will likely happen.

Answer 39

Enhancing

Question 40

The most common approach to risk identification; usually completed by a project team with subject matter experts to identify the risks within the project.

Answer 40

Brainstorming

Question 41

A contract that pays the vendor all costs for the project, but also includes a buyer-determined award fee for the project work.

Answer 41

Cost plus award fee contract

Question 42

Flowcharts that illustrate the flow of a process through a system, such as a project change request through the change control system, or work authorization through a quality control process.

Answer 42

System or process flowcharts

Question 43

The systematic process of combing through the project, the project plan, the work breakdown structure, and all supporting documentation to identify as many risks that may affect the project as possible.

Answer 43

Risk identification

Question 44

The project team struggles for project positions, leadership, and project direction. The project team can become hostile toward the project leader, challenge ideas, and try to establish and claim positions about the project work. The amount of debate and fury can vary depending on if the project team is willing to work together, the nature of the project, and the control of the project manager

Answer 44

Storming

Question 45

Stakeholders are mapped on a grid based on their influence over the project in relation to their influence over the project execution.

Answer 45

Influence/impact grid

Question 46

Anything that the project management team believes to be true but hasn’t proven to be true. For example, the project management team may assume that all of the project team can be reached via cell phone, but parts of the world, as of this writing, don’t have a cell signal.

Answer 46

Communication assumptions

Question 47

A regularly scheduled meeting to discuss the status of the project and its progress toward completing the project scope statement.

Answer 47

Status review meeting

Question 48

The project manager works with the project team and subject matter experts to create a strategy to manage the project stakeholders.

Answer 48

Stakeholder engagement planning

Question 49

This explains the overall project risks and provides summaries about the individual project risks.

Answer 49

Risk report

Question 50

The work that a role performs.

Answer 50

Responsibility

Question 51

A data analysis table that shows the strength between variables and relationships within it.

Answer 51

Matrix diagram

Question 52

This approach pulls the information from a central repository, like a database of information. These are good for large groups of stakeholders who want to access project information at their discretion. Consider a project web site where stakeholders can periodically drop by for a quick update on the project status.

Answer 52

Pull communication

Question 53

A risk response appropriate for both positive and negative risks, but often used for smaller risks within a project.

Answer 53

Acceptance

Question 54

A matrix that ranks the probability of a risk event occurring and its impact on the project if the event does happen; used in qualitative and quantitative risk analyses.

Answer 54

Probability and impact matrix

Question 55

The abbreviation for the International Organization for Standardization. This is Greek for “equal,” while “International Organization for Standardization” in a different language would be abbreviated differently. The organization elected to use “ISO” for all languages.

Answer 55

ISO

Question 56

According to ASQ, the degree to which a set of inherent characteristics fulfills requirements.

Answer 56

Quality

Question 57

This is not a contract, but a letter stating that the buyer is intending to create a contractual relationship with the seller.

Answer 57

Letter of intent

Question 58

A chart showing the relationship between superior and subordinate employees, groups, disciplines, and even departments.

Answer 58

Hierarchical organizational chart

Question 59

The device that decodes a message as it is being received

Answer 59

Decoder

Question 60

The person who is sending the message.

Answer 60

Sender

Question 61

The contractual relationship between the buyer and the seller is often considered confidential and secret

Answer 61

Privity

Question 62

Also known as firm fixed-price and lump-sum contracts, these are agreements that define a total price for the product the seller is to provide.

Answer 62

Fixed-price contracts

Question 63

Stakeholders—such as management, the project manager, program manager, or customers—that have the authority to make decisions in the project

Answer 63

Key stakeholder

Question 64

A project management subsidiary plan that defines the stakeholders who need specific information, the person who will supply the information, the schedule for the information to be supplied, and the approved modality to provide the information.

Answer 64

Communications management plan

Question 65

An audit to test the validity of the established risk responses.

Answer 65

Risk response audit

Question 66

This is the most common and most effective approach to communication. It’s where two or more people exchange information. Consider status meetings, ad-hoc meetings, phone calls, and videoconferences.

Answer 66

Interactive communication

Question 67

From seller to buyer. Price is the determining factor in the decision-making process.

Answer 67

Bid

Question 68

The project team personally knows the project manager. This can also mean that the project manager refers to the person who assigned him the position.

Answer 68

Referent power

Question 69

Anything that limits the project management team’s options. When it comes to this, geographical locales, incompatible communications software, and even limited communications technology can constrain the project team.

Answer 69

Communication constraints

Question 70

An “act of God” that may have a negative impact on the project. Examples include fire, hurricanes, tornadoes, and earthquakes.

Answer 70

Force majeure

Question 71

______ believed that we have five needs; we’re on a quest to satisfy these needs. The needs are,from the bottom up:1. Physiological. We need air, food, clothing, and shelter.2. Safety. We need safety and security.3. Social. We need friends, approval, and love.4. Esteem. We need respect, appreciation, and approval.5. Self-actualization. We need personal growth, knowledge, and fulfillment

Answer 71

Maslow’s Hierarchy of Needs

Question 72

The monetary value of a risk exposure based on the risk’s probability and impact in the risk matrix. This approach is typically used in quantitative risk analysis because it quantifies the risk exposure

Answer 72

Expected monetary value (EMV)

Question 73

This type of communication means that information is happening among stakeholders, like in a forum. Examples of this are meetings, videoconferences, phone calls, and ad-hoc conversations. Interactive communications means that the participants are actively communicating with one another.

Answer 73

Interactive communications

Question 74

A tool that filters or screens out vendors that don’t qualify for the contract.

Answer 74

Screening system

Question 75

These are useful in providing information to customers, management, the project team, and other stakeholders.

Answer 75

Project presentations

Question 76

These cause-and-effect diagrams are also called fishbone diagrams and are used to find the root cause of factors that are causing risks within the project.

Answer 76

Ishikawa diagrams

Question 77

A risk response to avoid the risk.

Answer 77

Avoidance

Question 78

Reports are formal communications on project activities, their status, and conditions.

Answer 78

Project reports

Question 79

Assurance provided to the external customers of the project.

Answer 79

External QA

Question 80

These are charts and diagrams that help the project manager determine the influence of stakeholders in relation to their interest in the project. Common __________ include the power/interest grid, the power/influence grid, the influence/impact grid, and the salience model.

Answer 80

Stakeholder classification models

Question 81

A histogram that illustrates and ranks categories of failure within a project

Answer 81

Pareto diagram

Question 82

A quality control tool that shows the results of inspection in the order in which they’ve occurred. The goal of a thisis first to demonstrate the results of a process over time and then to use trend analysis to predict when certain trends may reemerge

Answer 82

Run chart

Question 83

Risks that are expected to remain after a risk response.

Answer 83

Residual risks

Question 84

Project team members go about getting the project work, begin to rely on one another, and generally complete their project assignments.

Answer 84

Norming

Question 85

The project manager has been assigned the role of project manager by senior management and is in charge of the project.

Answer 85

Formal power

Question 86

An uncertain event or condition that can have a positive or negative impact on the project.

Answer 86

Risk

Question 87

Anything that prohibits communication from occurring.

Answer 87

Communication barrier

Question 88

Part of stakeholder analysis classification. _____ is aware of your project, they want your project to be successful, and the stakeholder is working to make certain the project is a success.

Answer 88

Leading stakeholder status

Question 89

This hierarchical chart can decompose the project by the type of resources used throughout it.

Answer 89

Resource breakdown structure (RBS)

Question 90

The individuals or entities that are responsible for monitoring and responding to an identified risk within the project.

Answer 90

Risk owners

Question 91

The consideration of the risk ranking scores that takes into account any bias, the accuracy of the data submitted, and the reliability of the nature of the data submitted.

Answer 91

Data precision

Question 92

A diagram illustrating how components within a system are related. These show the relation between components, as well as help the project team determine where quality issues may be present and, once done, plan accordingly.

Answer 92

Flowchart

Question 93

This charts out a decision problem. It identifies all of the elements, variables, decisions, and objectives and also how each factor may influence another.

Answer 93

Influence diagrams

Question 94

The results of the project work as needed. This includes technical performance measures, project status, information on what the project has created to date, corrective actions, and performance reports

Answer 94

Work performance information

Question 95

These risks may have negative or positive outcomes. Examples include using a less experienced worker to complete a task, allowing phases or activities to overlap, or forgoing the expense of formal training for on-the-job education.

Answer 95

Business risks

Question 96

The hidden goals, personal agendas, and alliances among the project team members and the stakeholders.

Answer 96

Political interfaces

Question 97

This takes out the personal preferences of the decision maker in the organization to ensure that the best seller is awarded the contract. These are assigned to the values of the proposals, and each proposal is scored

Answer 97

Weighting system

Question 98

A process in which the project management team determines the cost-effectiveness, benefits, and feasibility of making a product or buying it from a vendor.

Answer 98

Make-or-buy decision

Question 99

A prompt list used for risk identification. Examines risks in the Political, Economic, Social, Technological, Legal, and Environmental domains.

Answer 99

PESTLE

Question 100

From buyer to seller. Requests the seller to provide a price for the procured product or service.

Answer 100

Request for Quote (RFQ)

Question 101

These estimates are often referred to as “should cost” estimates. They are created by the performing organization or outside experts to predict what the cost of the procured product should be.

Answer 101

Independent estimates

Question 102

From buyer to seller. Requests the seller to provide a price for the procured product or service.

Answer 102

Invitation for Bid (IFB)

Question 103

A prompt list used in risk identification to examine the Technical, Environmental, Commercial, Operational, and Political factors of the project.

Answer 103

TECOP

Question 104

Theory which states our needs are acquired and developed by our experiences over time. All people are, according to this theory, driven by one of three needs: achievement, affiliation, or power.

Answer 104

McClelland’s Theory of Needs

Question 105

This approach attempts to numerically assess the probability and impact of the identified risks. It also creates an overall risk score for the project. This method is more in-depth than qualitative risk analysis and relies on several different tools to accomplish its goal.

Answer 105

Quantitative risk analysis

Question 106

The person who receives the message.

Answer 106

Receiver

Question 107

These show the hierarchies and decomposition of a solution, an organization, or a project team. The WBS and an org chart are examples of this

Answer 107

Tree diagram

Question 108

A stakeholder who does not want the project to exist and is opposed to the project.

Answer 108

Negative stakeholder

Question 109

An approach that relies on statistical scenarios to determine what variables within a project will result in the best outcome.

Answer 109

Design of experiments

Question 110

These diagrams, such as the project network diagram, show the flow of the project work.

Answer 110

Activity network diagram

Question 111

The project team meets and learns about their roles and responsibilities on the project. Little interaction among the project team happens in this stage as the team is learning about the project and project manager.

Answer 111

Forming

Question 112

A type of risk based on the variations that may occur in the project, such as production, number of quality errors, or even the weather.

Answer 112

Variability risks

Question 113

This is the cost associated with the monies spent to attain the expected level of quality. It is also known as the cost of quality.

Answer 113

Cost of conformance

Question 114

Project management team members may have authority over other project team members, may have the ability to make decisions, and perhaps even sign approvals for project work and purchases

Answer 114

Authority power

Question 115

A report that depicts how well a project is performing. Often, the this is based on earned value management and may include cost or schedule variance reports.

Answer 115

Performance report

Question 116

These are disagreements between the buyer and the seller, usually centering on a change, who did the change, and even whether a change has occurred. These are also called disputes and appeals, and are monitored and controlled through the project in accordance with the contract terms.

Answer 116

Claims

Question 117

A project initiation activity to identify, document, and classify the project stakeholders as early as possible in the project.

Answer 117

Stakeholder identification

Question 118

This approach requires that both parties give up something.

Answer 118

Compromising

Question 119

This is an analysis meeting to examine and document the roles in the project. The role’s interests, concerns, influence, project knowledge, and attitude are documented.

Answer 119

Profile analysis meeting

Question 120

The cost associated with not satisfying quality expectations. This is also known as the cost of poor quality.

Answer 120

Cost of nonconformance to quality

Question 121

A fixed-price contract with a special allowance for price increases based on economic reasons such as inflation or the cost of raw materials.

Answer 121

Fixed-price with economic price adjustments

Question 122

An inspection-driven process that measures work results to confirm that the project is meeting the relevant quality standards.

Answer 122

Control quality

Question 123

These are costs incurred by the project in order for the project to exist. Examples include the equipment needed to complete the project work, salaries of the project team, and other expenses tied directly to the project’s existence.

Answer 123

Direct costs

Question 124

The science of using past results to predict future performance.

Answer 124

Trend analysis

Question 125

A software package that allows the project management team to present the project’s health through graphics, spreadsheets, and text. (Think of Microsoft Project.)

Answer 125

Information presentation tools

Question 126

Part of stakeholder analysis classification. A ______ stakeholder is aware of your project and is not concerned if the project succeeds or fails.

Answer 126

Neutral stakeholder status

Question 127

The receiver confirms that the message is being received through feedback, questions, prompts for clarity, and other signs of confirmation.

Answer 127

Active listening

Question 128

A process of choosing a percentage of results at random. For example, a project creating a medical device may have 20 percent of all units randomly selected to check for quality.

Answer 128

Statistical sampling

Question 129

Traditional chart that depicts how the organization is broken down by department and disciplines. This chart is sometimes called the organizational breakdown structure (OBS) and is arranged by departments, units, or teams.

Answer 129

Organization chart

Question 130

Part of stakeholder analysis classification. An ______ status means the stakeholder doesn’t know about the project and the effect the project may create on the stakeholder.

Answer 130

Unaware stakeholder status

Question 131

Treating others with conduct that may result in harm, fear, humiliation, manipulation, or exploitation. For example, berating a project team member because they’ve taken longer than expected to complete a project assignment may be considered humiliation.

Answer 131

Abusive manner

Question 132

A situation where a project manager may have two competing duties of loyalty. For example, purchasing software from a relative may benefit the relative, but it may do harm to the performing organization.

Answer 132

Conflict of interest

Question 133

A logbook of the issues the project team has identified and dates as to when the issues must be resolved by. This may also include team members or stakeholders who are responsible for finding a solution to the identified issues.

Answer 133

Issue log

Question 134

The project manager’s authority comes both from experience with the technology the project focuses on and from expertise in managing projects

Answer 134

Expert power

Question 135

A fixed-price contract with opportunities for bonuses for meeting goals on costs, schedule, and other objectives. These contracts usually have a price ceiling for costs and associated bonuses.

Answer 135

Fixed-price incentive fee

Question 136

Part of stakeholder analysis classification. A ______ stakeholder is aware of your project, but they do support the changes your project will create

Answer 136

Resistant stakeholder status

Question 137

If a project team can reach the this stage of team development, they trust one another, work well together, and issues and problems get resolved quickly and effectively.

Answer 137

Performing

Question 138

The calculated score based on each risk’s probability and impact. The approach can be used in both qualitative and quantitative risk analysis.

Answer 138

Risk score

Question 139

A management process that defines the quality system or quality policy that a project must adhere to. This aims to plan quality into the project rather than to inspect quality into a deliverable.

Answer 139

Quality assurance

Question 140

System or process flowcharts show the relationship between components and how the overall process works. These are useful for identifying risks between system components.

Answer 140

Flowcharts

Question 141

Defines the obligations for the seller, what the seller will provide, and all of the particulars of the contracted work. This is similar to the statement of work.

Answer 141

Terms of Reference

Question 142

This approach _____ out the conflict by minimizing the perceived size of the problem. It is a temporary solution, but can calm team relations and boisterous discussions.

Answer 142

Smoothing

Question 143

Once the project is done, either the team moves onto other assignments as a unit, or the project team is disbanded and individual team members go on to other work.

Answer 143

Adjourning

Question 144

A component of a control chart that illustrates the results of seven measurements on one side of the mean, which is considered “out of control” in the project.

Answer 144

Rule of Seven

Question 145

This theory states that people will behave based on what they expect as a result of their behavior. In other words, people will work in relation to the expected reward.

Answer 145

Vroom’s Expectancy Theory

Question 146

This aims to find out why a risk event may be occurring, the causal factors for the risk events, and then, eventually, how the events can be mitigated or eliminated.

Answer 146

Root cause identification

Question 147

A ranking approach that identifies and ranks the risks from very high to very unlikely or to some other value

Answer 147

Ordinal scales

Question 148

Risks that have an uncertain, unclear nature, such as new laws or regulations, the marketplace conditions, and other risks that are nearly impossible to predict.

Answer 148

Ambiguity risks

Question 149

A quality control chart that maps the performance of project work over time.

Answer 149

Control chart

Question 150

A quick and cost-effective risk identification approach.

Answer 150

Checklists

Question 151

A process to identify which parts of the project warrant procurement from a vendor by the buyer.

Answer 151

Procurement planning

Question 152

The device that encodes the message being sent.

Answer 152

Encoder

Question 153

This approach pushes the information from the sender to the receiver without any real acknowledgment that the information was really received or understood. Consider letters, faxes, voicemail messages, e-mails, and other communications modalities that the sender packages and sends to receivers through some intermediary network

Answer 153

Push communication

Question 154

Facial expressions, hand gestures, and body language are ______ cues that contribute to a message. Approximately 55 percent of communication is this.

Answer 154

Nonverbal

Question 155

A ranking approach to identify the probability and impact by using a numerical value, from .01 (very low) to 1.0 (certain).

Answer 155

Cardinal scales

Question 156

The sender confirms that the receiver understands the message by directly asking for a response, questions for clarification, or other confirmation.

Answer 156

Feedback

Question 157

Notices to the stakeholders about resolved issues, approved changes, and the overall health of the project.

Answer 157

Stakeholder notifications

Question 158

The device or technology that transports a message.

Answer 158

Medium

Question 159

A documentation of each stakeholder’s contact information, position, concerns, interests, and attitude toward the project. The project manager updates this as new stakeholders are identified and when stakeholders leave the project.

Answer 159

Stakeholder register

Question 160

The process of first determining which quality standards are relevant to your project and then finding out the best methods of adhering to those quality standards.

Answer 160

Quality planning

Question 161

The level of ownership an individual or entity has over a project risk.

Answer 161

Risk responsibilities

Question 162

This documents a strategy for managing the engagement of project stakeholders. THis establishes stakeholder engagement and defines how the project manager can increase and improve stakeholder engagement

Answer 162

Stakeholder engagement plan

Question 163

This type of communication happens when the sender pushes the same message to multiple people. Good examples of this are broadcast text messages, faxes, press releases, and group e-mails.

Answer 163

Push communications

Question 164

An activity that ranks stakeholders based on their influence, interests, and expectations of the project. Stakeholders are identified and ranked, and then their needs and expectations are documented and addressed.

Answer 164

Stakeholder analysis

Question 165

A project manager’s responsibility to be loyal to another person, organization, or vendor. For example, a project manager has a duty of loyalty to promote the best interests of an employer rather than the best interests of a vendor

Answer 165

Duty of loyalty

Question 166

A document the seller provides to the buyer. This includes more than just a fee for the proposed work. It also includes information on the vendor’s skills, the vendor’s reputation, and ideas on how the vendor can complete the contracted work for the buyer.

Answer 166

Proposal

Question 167

New risks that are created as a result of a risk response.

Answer 167

Secondary risks

Question 168

Low-priority risks are identified and assigned to a watch list for periodic monitoring.

Answer 168

Low-priority risk watch list

Question 169

Assurance provided to management and the project team.

Answer 169

Internal QA

Question 170

An anonymous method of querying experts about foreseeable risks within a project, phase, or component of a project. The results of the survey are analyzed by a third party, organized, and then circulated to the experts. There can be several rounds of anonymous discussion with the this, without fear of backlash or offending other participants in the process. The goal is to gain consensus on project risks within the project

Answer 170

Delphi Technique

Question 171

The receiver signals that the message has been received. This shows receipt of the message, but not necessarily agreement with the message

Answer 171

Acknowledgment

Question 172

A stakeholder who has neither a positive nor negative attitude about the project’s existence.

Answer 172

Neutral stakeholder

Question 173

Comparing any two similar entities to measure their performance.

Answer 173

Benchmarking

Question 174

This approach confronts the problem head-on and is the preferred method of conflict resolution. Multiple viewpoints and perspectives contribute to the solution.

Answer 174

Collaborate/Problem solving

Question 175

These are costs attributed to the cost of doing business. Examples include utilities, office space, and other overhead costs.

Answer 175

Indirect costs

Question 176

The project management knowledge area that focuses on the management and engagement of the project stakeholders. There are four processes in this knowledge area: identify stakeholders, plan stakeholder management, manage stakeholder engagement, and Monitor Stakeholder Engagement.

Answer 176

Stakeholder management

Question 177

A contract type that requires the buyer to pay a cost for the procured work, plus an incentive fee, or a bonus, for the work if terms and conditions are met.

Answer 177

Cost plus incentive fee

Question 178

The person with the power makes the decision.

Answer 178

Forcing power

Question 179

The pitch, tone, and inflections in the sender’s voice affecting the message being sent.

Answer 179

Paralingual

Question 180

A project management subsidiary plan that defines how risks will be identified, analyzed, responded to, and monitored within the project. The plan also defines the iterative risk management process that the project is expected to adhere to.

Answer 180

Risk management plan

Question 181

The project team identifies the disciplines and specialties that the project will require to complete the project scope statement. These are the resources that will be doing the project work.

Answer 181

Technical interfaces

Question 182

A person who is serving in the capacity of a project manager or contributing to the management of a project, portfolio of projects, or program. For example, a program manager is considered to be a project practitioner under this definition.

Answer 182

Practitioner

Question 183

The project manager has the authority to discipline the project team members. This is also known as penalty power.

Answer 183

Coercive power

Question 184

A risk response that is appropriate for both positive and negative risk events that may outside of the project manager’s authority to act upon.

Answer 184

Escalating

Question 185

These risks have only a negative outcome. Examples include loss of life or limb, fire, theft, natural disasters, and the like.

Answer 185

Pure risks

Question 186

All the business of the project communications is also part of the organizational process assets. This includes e-mails, memos, letters, and faxes.

Answer 186

Project records

Question 187

Theory is based on the participative management style of the Japanese. This theory states that workers are motivated by a sense of commitment, opportunity, and advancement.

Answer 187

Ouchi’s Theory Z

Question 188

The project manager works to keep the project stakeholders interested, involved, and supportive of the project. Through communication, management skills, and interpersonal skills, the project manager can work to keep the project stakeholders engaged and interested in the project

Answer 188

Stakeholder engagement

Question 189

A prompt list used in risk identification that examines the Volatility, Uncertainty, Complexity, and Ambiguity of risk factors within the project

Answer 189

VUCA

Question 190

Theory that states management views workers in the Y category as competent and self-led and workers in the X category as incompetent and needing to be micromanaged.

Answer 190

McGregor’s Theory of X and Y

Question 191

This denotes what a person is specifically responsible for in a project. These are usually tied to job titles, such as network engineer, mechanical engineer, and electrician.

Answer 191

Role

Question 192

This is a software program to store and analyze project data for reporting. A common _______ will take project data, allow the project manager to pass the data through earned value management, for example, and then create forecasting reports about the project costs and schedule.

Answer 192

Reporting system

Question 193

A data gathering technique that’s similar to brainstorming, but provides brainstorming meeting participants with the questions and topics for brainstorming before the stakeholder identification meeting.

Answer 193

Brain writing

Question 194

This is documentation of what did and did not work in the project implementation. This documentation is created throughout the project by the entire project team. When these sessions are completed, they’re available to be used and applied by the entire organization. They are now part of the organizational process assets.

Answer 194

Lessons learned

Question 195

A quality control tool that tracks the relationship between two variables over time. The two variables are considered related the closer they track against a diagonal line.

Answer 195

Scatter diagram

Question 196

This attribute defines what talents, skills, and capabilities are needed to complete the project work.

Answer 196

Competency

Question 197

This conflict resolution method sees one side of the argument walking away from the problem, usually in disgust.

Answer 197

Withdrawal

Question 198

This allows the vendor to begin working on the project immediately. It is often used as a stopgap solution.

Answer 198

Letter contract

Question 199

From seller to buyer. Price is the determining factor in the decision-making process.

Answer 199

Quotation

Question 200

From buyer to seller. Requests the seller to provide a proposal to complete the procured work or to provide the procured product.

Answer 200

Request for Proposal (RFP)

Question 201

This diagram breaks down ideas, solutions, causes, and project components and groups them together with other similar ideas and components.

Answer 201

Affinity diagram

Question 202

A risk response that shares the advantages of a positive risk within a project.

Answer 202

Sharing

Question 203

This approach “qualifies” the risks that have been identified in the project. Specifically, this examines and prioritizes risks based on their probability of occurring and their impact on the project should they occur.

Answer 203

Qualitative risk analysis

Question 204

The agreed-upon approach to the management of the project risk processes.

Answer 204

Risk management planning

Question 205

This is a form of unilateral contract that the buyer provides to the vendor showing that the purchase has been approved by the buyer’s organization.

Answer 205

Purchase order (PO)

Question 206

There are hygiene agents and motivating agents. Hygiene agents are expectations for employment:paycheck, insurance, safe working environment. Motivating agents are motivators for employeessuch as bonuses, career advancement, opportunity to grow. Hygiene agents will not motivate, buttheir absence will de-motivate.

Answer 206

Herzberg’s Theory of Motivation

Question 207

The receiver is involved in the listening experience by paying attention to visual cues from the speaker and paralingual characteristics, and by asking relevant questions.

Answer 207

Effective listening

Question 208

This document requires that the seller fully describe the work to be completed and/or the product to be supplied. This becomes part of the contract between the buyer and the seller.

Answer 208

Contract statement of work (SOW also CSOW)

Question 209

When there is an issue or claim that must be settled before the contract can be closed, the parties involved in the issue or claim will try to reach a settlement through mediation or arbitration.

Answer 209

Alternative dispute resolution

Question 210

The best modality to use when communicating that is relevant to the information being communicated.

Answer 210

Choice of media

Question 211

This plan defines how the project team will implement and fulfill the quality policy of the performing organization.

Answer 211

Quality management plan

Question 212

A contract type in which the buyer pays for the time and materials for the procured work. This is a simple contract, usually for smaller procurement conditions. These contract types require a not-to-exceed clause, or the buyer assumes the risk for cost overruns.

Answer 212

Time and materials contract

Question 213

These risks are outside of the project, but directly affect it—for example, legal issues, labor issues, a shift in project priorities, or weather. “Force majeure” risks call for disaster recovery rather than project management. These are risks caused by earthquakes, tornadoes, floods, civil unrest, and other disasters.

Answer 213

External risks

Question 214

This is a formal agreement between the buyer and the seller. These can be oral or written—though written is preferred.

Answer 214

Contract

Question 215

This is part of stakeholder analysis classification. A _____ stakeholder is aware of your project and is supportive and hopeful that the project will be successful.

Answer 215

Supportive stakeholder status

Question 216

These risks deal with faults in the management of the project: the unsuccessful allocation of time, resources, and scheduling; unacceptable work results; and poor project management.

Answer 216

Project management risks

Question 217

This is a matrix chart that only uses the activities of responsible, accountable, consult, and inform.

Answer 217

RACI chart