Test 11 Flashcards
- Andy has just become the project manager of a multi-million-dollar construction project. Andy also has an approved project charter that authorizes him to apply organizational resources to the project. Now, Andy wants to take all key stakeholders onboard with the project charter. Where can Andy find a preliminary list of all key stakeholders?
Andy can find a preliminary list of all key stakeholders in the Project charter
NOT Stakeholder register
NOR Project management plan
NOR Risk register
The project has just been approved and all Andy has at the moment is the project charter itself. The project charter has a preliminary list of project stakeholders. Andy can use this list as a starting point. [PMBOK7 p184] (Domain: Process, Task 17)
- Robert is managing a construction project. The project’s client is responsible for the design, while Robert’s organization is responsible for the construction. There has been a 45-day delay on a couple of major structure designs. This delay can only be recovered through crashing and will cost $2 million in addition to the approved budget. Robert prepares a detailed report and emails it to the client. In this scenario, Robert’s email to the client is an example of:
Informal unofficial communication
NOT Informal official communication
NOR Formal unofficial communication
NOR Formal official communication
According to the PMBOK® Guide, all email correspondence is informal. Although the communication was between two officials, it cannot be considered official unless the information is transmitted formally. [PMBOK7 p12-13] (Domain: Process, Task 2)
- You are developing a financial application for a client with complex business requirements. After a cost/benefit analysis was performed for each requirement, you found that the requirements can be sorted based on their expected business value. Further these requirements are mutually exclusive and can be developed individually. Which of the project life cycle would result in an earlier return on investment in this scenario?
Agile life cycle; the team can deliver highest value work first.
NOT Incremental life cycle; the team can only provide finished deliverables.
NOR Predictive life cycle; the traditional approach reduces uncertainty and results in lower costs.
NOR Iterative life cycle; the team can obtain feedback on partially completed on unfinished work.
Agile life cycle leverages both the aspects of iterative and incremental characteristics. When teams use Agile approaches, they iterate over the product to create finished deliverables and get early feedback. Because the team can release earlier, the project may provide an earlier return on investment because the team delivers the highest value of work first. [PMI Agile p19] (Domain: Process, Task 13)
- During the detailed system requirements elicitation, you have identified that some of the requirements, although aligned with the project scope, conflict with the firm’s strategic objectives. When you escalated this to the project sponsor, she told you to proceed with the project anyway. What should you do?
You should move ahead with the project.
NOT Escalate this to the sponsor’s manager.
NOR Issue a change request for additional contingency reserves.
NOR Hold the project until you resolve this issue with the sponsor.
The project sponsor is ultimately responsible for aligning the project goals to the organizational goals. If the sponsor has given you a go ahead, you need to proceed with the project. [PMBOK7 p29, 168, 169] (Domain: People, Task 1)
- An Agile team wants to outsource a chunk of project scope to a vendor. Instead of locking the entire procurement scope of work and budget into a single agreement, the team is considering decomposing the scope into fixed-price micro-deliverables. What can be used as micro-deliverables for the agreement?
User stories can be used as micro-deliverables for the agreement.
NOT WBS and WBS Dictionary
NOR Kanban board
NOR Team charter
Rather than lock an entire project scope and budget into a single agreement, a team can decompose the scope into fixed-price micro-deliverables, such as user stories. Team charter and Kanban board are tools used by the team to manage the team’s WIP. WBS and WBS dictionary are used in predictive approaches. [PMI Agile p77] (Domain: Process, Task 8)
Project Performance Domain: Planning
ECO Domain: Process
- Bill is managing a website development project. He has recently received feedback from one of the key project stakeholders. The feedback is positive overall, but it contains some recommendations. After analyzing the recommendations, Bill accepts them, gets them approved, and incorporates them into the project management plan. The recommendations were then implemented and the new ideas were found to be successful. What needs to be done with this feedback now?
Add it to the organizational process assets
NOT Send it back to the stakeholder
NOR Discard it since it is no longer required
NOR Publish it on the corporate intranet
The feedback must not be discarded. Successful ideas and implemented recommendations need to be stored in the organizational process assets library. Sending it back to the stakeholder does not make any sense. There is no restriction in publishing it, but updating the organizational process assets should be the project manager’s priority. [PMBOK7 p243] (Domain: Process, Task 16)
Project Performance Domain: Stakeholders
ECO Domain: Process
- You are the servant-leader on an Agile team developing a new financial application for an insurance company. You need to identify the stories to be developed for the first iteration. Which of the following is not a recommended action at this stage?
You help the team analyze the stories and decide the priorities of the items.
NOT The Agile team decides the sprint duration and expected velocity.
NOR The product owner is asked to select the stories for the iteration.
NOR The Agile team estimates the size of the stories.
A servant-leader facilitates an Agile team and doesn’t make decisions for the team. [PMI Agile p34] (Domain: Process, Task 8)
Project Performance Domain: Planning
ECO Domain: Process
- You are responsible of designing a new lessons learned management system for an organization. As a part of the project, you need to consult with a number of senior stakeholders and assess their needs and requirements. You then have to facilitate consensus on the system features, workflows, processes and procedures. Once the system is developed, it has to be rolled out across the organization and all employees have to be trained in effective use of the system. You have chosen to use a hybrid project life cycle. What life cycle should be adopted for the design and build phase of the project?
Agile
NOT Iterative
NOR Predictive
NOR Incremental
Since the system requirements can only be specified through a series of prototyping iterations, an Agile life cycle is best suited for the design and build phase. [PMI Agile p26] (Domain: Process, Task 8)
Project Performance Domain: Development Approach and Life Cycle
ECO Domain: Process
- A business is considering more than a dozen infrastructure upgrade projects. These projects, once delivered, will add to the organization’s overall performance but will not contribute to any of the revenue streams. Prior to initiating any such project, the value of the project to the organization must be determined. What is the most important factor to consider in such a scenario?
Alignment with the strategic goals
NOT Internal Rate of Return (IRR) of the projects
NOR Investment requirement
NOR Net Present Value (NPV) of the projects
Projects help in achieving organizational goals when they are aligned with the organization’s strategy. If the projects are misaligned with the organizational strategic goals, they are most likely to produce undesirable results either in the short-term or the long-term. NPV and IRR calculations are great measures, however, these are not applicable since these projects will not contribute to any of the revenue streams. Investment requirement is important but is useless on the projects that are not aligned with the strategic goals of the organization. [PMBOK® Guide 7th edition - The Standard for Project Management Page 34-36] (Domain: Business Environment, Task 2)
Project Performance Domain: Delivery
ECO: Business Environment
