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Unknown TKA Questions Flashcards

1
Q

What are organizational process assets?

A 
2 types:
• The PROCESSES, POLICIES AND PROCEDURES  (3Ps) 
– Templates 
– Preapproved supplier lists
– Process guides or project life cycles
– Change control procedures

• The CORPORATE KNOWLEDGE BASE :
– Lessons learned repository and historical information
– Financial data repositories

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2
Q

Expert Judgement

A

Individual with competency & required knowledge in domain providing input/recommendation (e.g. SME, consultants, professional associations industry groups)

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3
Q

What is the twofold purpose of the PMP® framework?

A

– Guide the team in its execution, monitoring, and control of the project
– Aid stakeholder understanding by communicating the teams’ intentions

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4
Q

Analogous estimating is also know as?

A

aka Top Down or Comparative Estimating
Analogous estimating uses parameters from previous projects as the basis for estimating the same parameters on future work
• LEAST Accurate but Considered less expensive and time consuming
Relies on expert judgement

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5
Q

What is the name of the process that produces the scope baseline?

A

Create WBS

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6
Q

“What if this activity doesn’t finish on time? Should we increase the feeding buffer duration to compensate?” What modeling technique is this referring to?

A

Critical chain analysis ALWAYS LOOK FOR KEY WORD OF “feeding buffer duration”

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7
Q

What does SIPOC stands for

A

c) Suppliers, inputs, process, outputs, customers

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8
Q

In which theory of motivation would you find hygiene factors?

A

c) Herzberg’s Theory Of Motivation

Think H = Hygiene = Herzberg

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9
Q

Channels of communication formula

A

Channels = (n ( n-1 )) / 2

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10
Q

Which of the following is NOT part of the Scope Baseline?

a) Scope Statement
b) Requirements
c) WBS
d) WBS Dictionary

A

b) Requirements

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11
Q

Which type of reserve is included in the Cost Baseline?

a) Management Reserve
b) Cost Reserve
c) Contingency Reserve
d) Budget Reserve

A

c) Contingency Reserve

NOTE MANAGEMENT RESERVE NEVER IN COST BASELINE

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12
Q

Three-Point Estimating

A

μ = (o + 4m + p)/6 (used on the PMP® Exam)
• m – most likely. The time required to complete an activity under normal circumstances
• o – optimistic. The best case scenario estimate of the activity
• p – pessimistic. The worst case scenario estimate of the activity

concept originated with the program evaluation and review technique (PERT).

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13
Q

3 work performance terms in the correct order

A

Data - Information - Reports

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14
Q

Name an input to Direct and Manage Project Work that has not yet been an output.

A

Approved Change Requests

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15
Q

Tuckman’s Ladder the stages of team development

A

Forming – Storming – Norming – Performing (Adjourning)

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16
Q

ROM v Preliminary v Budget v Definitive

A

Rough Order of Magnitude (ROM) Estimate: within the range of -25% to +75%
Preliminary estimate: within the range of -15% to +50%
Budget estimate: within the range of -10% to +25%
Definitive Estimate: within the range of -5% to +10%
Final estimate: 100% accurate

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17
Q

Enhance vs Exploit

A

Enhance: taking measures/actions to INCREASE PROBABILITY of occurrence

Exploit: taking any possible actions to MAKE SURE the opportunities will be realized

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18
Q

Contingency Plan V Fallback Plan

A

Contingency Plan: a contingency plan is developed to be taken ONLY WHEN accepted risk event occurs

Fallback Plan: to be taken AFTER the Contingency Plan (to deal with risks if the primary planned risk response is not effective)

Note: the costs dealing with identified risks are included in the contingency reserve

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19
Q

Unknown unknowns treated how?

A

Workaround: the immediate risk response strategies for UNIDENTIFIED or passively accepted risks occur in order to contain the damages against the project plan

Note: the costs dealing with unidentified risks are included in the management reserve

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20
Q

Budget for accepted risks vs budget for unknown?

A

Note: the costs dealing with identified risks are included in the contingency reserve

Note: the costs dealing with unidentified risks are included in the management reserve

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21
Q

Nominal Group Technique vs Brainstorming

A

Nominal Group Technique: brainstorming + group ranking / prioritization
Brainstorming: generating as many ideas as possible in a safe environment WITHOUT JUDGEMENT from others

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22
Q

Project Requirements v Project Scope

A

Project Requirements are the expectations/ capabilities that the project needs to address.
Project Scope =detailed activity list. lists out all the work that need to be done in order to deliver capabilities to fulfil the user requirements.

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23
Q

Project Statement of Work vs Project Charter:

A

Project Statement of Work (SOW) includes the business need and the overview of the qualities/characteristics of deliverables;

Project Charter is the document created based on the Project Statement of Work to AUTHORIZE the Project Manager to kick off the project and spend the budget.

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24
Q

Responsible V Accountable

A

Responsible: task workers, person(s) assigned is/are the ones to carry out and finish the task (can be more than one)

Accountable: only ONE, Accountability CANNOT be shared, The accountable person is tasked with the management responsibility, answerable for the results and actions taken

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25
Q

Create WBS v Decomposition

A

Create WBS is a PROCESS for Project Scope Management.
Aim: to provide a hierarchical / organization chart for better depiction of project scope for activities, costs, quality, risks, etc. identification, estimation and control.

“Decomposition” is a TOOL used in both project scope and time management. (e.g. break down the Work Packages) into Activities and Tasks.)

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26
Q

PV EV AC

A 
Planned Value (PV) — how much work was scheduled to date
Earned Value (EV) — how much work was completed to date
Actual Cost (AC) — the amount of money spent so far
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27
Q

BAC
EAC
ETC

A

Budget at Completion (BAC) — the total budget for the project
Estimate at Completion (EAC) — the estimated total amount of money needed to be put into the project based on the information available as today
Estimate to Completion (ETC) — how much more do we need to put into the project to complete it

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28
Q

VAC

TCPI

A

Variance at Completion (VAC) — the difference between the estimated total cost and the original budget

To Complete Performance Index (TCPI) — the efficiency needed to finish the project on budget, it is the ratio between budgeted cost of work remaining and money remaining

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29
Q

CPI

SPI

A

Cost Performance Index (CPI) — ratio between EV and AC, to reflect whether the project work is under / on / over budget in relative terms
Schedule Performance Index (SPI) — ratio between EV and PV, to reflect whether the project work is ahead of / on / behind schedule in relative terms

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30
Q

To-Complete Performance Index (TCPI)

A

TCPI = Remaining Work /Remaining Funds

TCPI = (BAC – EV) / (BAC – AC)

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31
Q

If we believe the original conditions and assumptions are wrong

A

EAC = AC + New Estimate

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32
Q

EAC Default : If we believe the project will continue to spend at the same rate up to now (e.g. the delay is caused by reasons which is likely to continue)

A

EAC = BAC/CPI

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33
Q

EAC one off deviation e.g. Delays caused by hurricane

A

EAC = AC + (BAC-EV)

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34
Q

When both CPI & SPI less than 100% : both current cost and current schedule performance will impact future cost performance

A

EAC = AC + [(BAC-EV)/(SPI*CPI)]

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35
Q

Where can you find the acceptance criteria?

A

The WBS Dictionary

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36
Q

What are business documents and when are they created?

A

Business case and Benefits Management Plan: Created during Identify Stakeholders Pre-project work

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37
Q 
You are in charge of a project, and to ensure things go well, you have had monthly meetings with the stakeholders. The project is running on schedule and budget. You are in your fourth month of execution, but the stakeholder indicates dissatisfaction with the deliverables. Making changes in the deliverables would mean a delay in the schedule. What would have been the most important process that could have prevented this situation?
A) Scope Planning
B) Scope Control
C) Schedule Control
D) Risk Monitoring and Control
A

Scope Planning

Project deliverables are defined during scope planning, so proper implementation of this process could have prevented this situation.

38
Q

You are managing a project that has teams located in different parts of the world. the team structure or locations cannot be changed. Being an experienced manager, you realize that lack of a proper communication channel can quickly lead to chaos. What would your choice of communication be?

Formal and Verbal
Formal and Written
Informal and Written
Informal and Verbal

A

Formal and Written

Explanations:
Considering cross-located teams and difference in cultures, the best choice of communication in this case would be formal and written.

39
Q

What kind of an Organizational structure ? team member gets different instructions coming in from you as well as the project manager.

Functional
Projectized
Weak Matrix
Balanced Matrix

A

Balanced Matrix
Explanations:
Here the team member is being expected to follow instructions from both the Project Manager and the Functional Manager. This is never the case in a Functional or Projectized organization where the lines of authority are clearly defined. A weak matrix organization is more like a Functional Organization where the project manager has almost no authority. The scenario explained above is typical of a balanced matrix organization where power resides equally distributed between the functional and project manager.

40
Q
  1. The release criteria include:
    - The timing of the release of team members
    - The method in which you will release them
    - Both of the above are true
    - None
A

Both of the above are true

Explanations:
The release criteria include both the timing of the release of team members and the method in which you will release them.

41
Q

You are the project manager for a project. You are updating the WBS during Define Activities. This process is often called ________.

  • Refinements
  • Updates
  • Activities
  • Supporting detail
A

Refinements

Explanations:
Updating the WBS during Define Activities is often called Refinements. It occurs with riskier projects.

42
Q 
Which contracts has the highest risk for the seller? 
Cost plus fixed fee - CPFF
Time and Material - T and M
Firm Fixed Price Contract - FFP
Cost plus Incentive fee – CPIF
A

The riskiest for the seller among the options stated is Firm Fixed Price Contract, FFP in which total costs are fixed. The scope of work is clearly defined and stated.

Cost-reimbursable contracts are the least risky for the seller since the costs are not fixed and paid at actuals.
Time and material have medium risk from the perspective of the buyer and seller and are typically used for smaller dollar amounts.

43
Q

What is the purpose of a fishbone diagram?

A

Illustrates how various factors might be linked to potential problems or effects (e.g. Cancelled subscription: Users, Software, System - credit card expiration?

44
Q

8 month project, in 5th month with 4 month work remaining. Project is at the POINT OF TOTAL ASSUMPTION What does this mean?”
A) As a seller, you are running behind schedule
C) The project is going to have a cost overrun which will need to be negotiated with client
D) As a seller, all subsequent costs will have to be borne by you

A

As a seller, all subsequent costs will have to be borne by you

The point of total assumption (PTA) is a point where cost overruns will cause a dollar for dollar decrease in profit for the seller. Hence, any subsequent cost will have to be borne by your company.

45
Q

8 month project, in 5th month with 4 month work remaining. Project is at the POINT OF TOTAL ASSUMPTION What does this mean?”
A) As a seller, you are running behind schedule
B) As a seller, you are ahead of schedule
D) As a seller, all subsequent costs will have to be borne by you

A

As a seller, all subsequent costs will have to be borne by you

The point of total assumption (PTA) is a point where cost overruns will cause a dollar for dollar decrease in profit for the seller. Hence, any subsequent cost will have to be borne by your company.

46
Q

When change analysis done?

A

Any change first analyzed for its impact on the constraints—scope, cost, and schedule—and then submitted to change control for approval. Changes without formal approval should not be implemented.

47
Q

Avoid v Mitigate

A

You have avoided the risk. By interchanging the tasks, you have ensured that the resource who could go on a long vacation does not work on critical path activities.

This is not a case of risk mitigation since you have neither created a backup plan nor come up with an alternate strategy.

48
Q

Project Closure?

A
  • Ensuring all the deliverables meet contract requirements
  • Creating lessons learned and updating Organizational Process Assets
  • Final acceptance
49
Q

Verifying scope

A

Scope verification is performed not only while a project is being executed but it is also performed when a project is terminated. It is used to determine the level of completion.

50
Q

WBS Dictionary attributes

A

Work Package ID, Control Account ID, Work Package Description, Acceptance Criteria, Responsible Organization, Cost, Assumptions

51
Q

Risk prioritization occurs in Quantitative Risk Analysis. True or False?

A

FALSE Quantitative Risk analysis does not deal with prioritizing risks. The prioritization occurs in the Qualitative Risk Analysis process. Quantitative Risk Analysis deals with assigning numeric values to risks.

52
Q

WBS Dictionary attributes

A

Work Package ID, Control Account ID, Work Package Description, Acceptance Criteria, Responsible Organization, Cost, Assumptions
(detailed information for each work package such as Statement of work, details of the work package, and who will be the responsible individual for the work package.)

53
Q

Delphi Technique

A

form of information gathering technique where inputs from experts is solicited anonymously without gathering them together. (e.g. anonymous questionnaires)

multiple rounds of questionnaires sent to a panel of experts. Several rounds of questionnaires are sent out to the group of experts, and the anonymous responses are aggregated and shared with the group after each round.

54
Q

Fast track vs Crashing

A

Crashing deals with adding additional resources

Fast Tracking: performing activities in parallel if they can be overlapped.(schedule compression technique)

55
Q

ISO

A

International Organization for Standardization.

56
Q

Your project activity float is negative 10. What is your course of action?

A

Add more resources

Negative activity float indicates your project is behind schedule. Adding more resource is the best option.

57
Q

Parametric Estimating

A

Parametric estimation uses the relationship between variables to determine cost or duration. It calculates the cost or duration of the unit and also determines the number of units required.

58
Q

What is a special cause?

A

A data point in a control chart that requires investigation is called a special cause.

59
Q

3 project contraints +3

A

Six competing project constraints are scope, schedule, cost, AND quality, resources and risk.

60
Q

Project Scope Statement

A

The project scope statement provides the product description, acceptance criteria, key deliverables, project boundaries, assumptions, and constraints about the project.

61
Q

Management vs Leadership

A

Management is related to DIRECTING another person to get from one point to another.

Leadership is about working with others in order to GUIDE them from one point to another.

62
Q

Overall change control is primarily concerned with

A

Overall change control is primarily concerned with:
a. Influencing factors that cause change, determining that change has occurred, and managing actual changes as they occur

63
Q

Which of the following statements about the scope statement is true?

A

“Includes a description of project assumptions and constraints,

“Describes how the WBS will be structured,” is a brief but good description of the Scope ManagementPlan.

64
Q

WBS and the WBS Dictionary, respectively

A

“Includes a graphical representation of the scope of work to be performed on the project,” and c., “Describes the attributes associated with each Work Package of the WBS,”

65
Q

What process produces two management plans as major outputs, both of which will be included in the project management plan.

A

The Plan Scope Management process produces the Scope Management Plan and the Requirements Management Plan, both of which are subsidiary documents included in the Project Management Plan.

66
Q

Total Float v Free Float

A

Total Float is float that can be used WITHOUT impacting PROJECTS’s finish date, and

Free Float is float that can be used without affecting the next ACTIVITY’S start date.

67
Q

activity-on-node diagram - type of precedence diagram

A

C
^
|
Begin–> A –> B –> D

68
Q

If your Earned Value (EV) is greater than your Actual Costs (AC), you are

A

achieving more value in return for comparatively less money spent.

e.g. $100,000 (your AC) but EV is $180,000. Employing the CPI calculation (CPI = EV/AC) results in an index of 1.8 - or, as stated in the problem, value at “1.8 times the rate you had planned.”

69
Q

The plan-do-check-act (PDCA) cycle is associated with—

A

The P-D-C-A (Plan-Do-Check-Act) cycle is the basis for quality improvement as defined by Shewhart and modified by Deming.”

70
Q
  1. Which of the following replicates the Juran Trilogy?
A

Quality Planning;
Quality Control;
Quality Improvement.

71
Q

Kaizen is an approach to continuous improvement that emphasizes-

A

a. Incremental improvement: Continuous Improvement.

Kaizen: small, incremental, ongoing Quality improvements more effective than large disruptive changes.
Workers and management responsible for finding ways to improve quality.

72
Q

Project Coordinator. v

Project Expeditor.

A

Project Coordinator. Holds less authority than a PM. Can commit resources but no spending authorisation.

Project Expeditor. Cannot commit resources or authorize spending but tasked to report progress.

73
Q

Crosby’s Four Absolutes of Quality

A

Conformance to Requirements;
Quality comes from Prevention;
Aim is Zero Defects;
The Cost of Quality can be measured.

74
Q
  1. The three key components of the human resource management plan are:
A

c. Roles and responsibilities, project organization charts, and a staffing management plan

75
Q

Of the various types of power that might be employed by project managers, PMI recommends that ——- power be used as much as possible.

A

a. Reward and expert

76
Q

Risk Management processes are:

Planning, identifying, analyzing, response planning, and controlling.”

A 
Plan Risk Management, 
Identify Risks, 
Perform Qualitative Risk Analysis, 
Perform Quantitative Risk Analysis, 
Plan Risk Responses, 
Implement Risk Responses and 
Monitor Risks
77
Q

In a Cost Plus Fixed Fee Agreement the fee is based on the actual OR the original estimated price?

A

In a Cost Plus Fixed Fee Agreement the fee is based on the ORIGINAL estimated price.

78
Q

____ is an iterative process that should be reviewed regularly by the Project Manager over the life of the project.

A

a. Plan Stakeholder Management

79
Q

Does the project charter define or create a project budget?

A

No. While Charter execution does commit the company to financially back the project, it does not define or create a project budget
The Charter includes a., Project Start and boundaries, b., it creates a formal record of the project, and d., It formalizes the acceptance and commitment of Senior Management to the success of the project.

80
Q

Of the following items listed, which is a tools and techniques group?
Data gathering
Communication skills
Interpersonal and team skills
All of the above are tools and techniques groups

A

All of the above are tools and techniques groups

81
Q

Output of Control Communications process?

Output of Manage Communications?

A

“Organizational Process Assets Updates” is the only Output of Control Communications

“Project Communications,” is an Output of Manage Communications, not Control Communications.

82
Q

Constrained optimization used in Conduct Procurement

A

True

83
Q

What type of project selection technique is Peer Review?”

A

“Benefit Measurement Method.”

84
Q
  1. Which of the following is NOT a Control Quality process tool/technique?
    a. Quality audit
    b. Control charts
    c. Cause and effect diagrams
    d. Inspection
A
  1. Answer a. (Not) Quality Audit:
    Remember Audits are typically used for Process Assurance; Control Quality is all about demonstrating its correctness has been met
85
Q

Lead v Lag

A

Lead: head start (E.g. warming up machine) or: the amount of time that “a successor activity can be advanced with respect to a predecessor activity.”

Lag: delay. Wait time for concrete to set

86
Q

Which of the following facilitates the pricing of a project by a structured decomposition of the total effort into individual activities and by defining cost elements of labor, material, and equipment?

A

c. WBS
The key advantage is that it becomes a visible, graphical hierarchical structure that ‘facilitates the pricing’ as it is all inclusive.

87
Q

Which process uses rolling wave planning as a tool/technique?

A

a. Define activities

88
Q

Power/Influence Model

A

Power/Influence Model
High / High: “Champions” “powerful people who actively support the project.”

“Blockers,” are “powerful people who will actively resist the project”; answer
“Supporters,” are “people with little power who are in favor of the project”; and answer option d.,
“Detractors,” are “people with little power who are against the project.” Only

89
Q

Attribute sampling vs variable sampling

A

Attribute sampling measures on a pass/fail basis;

Variable sampling measures the quality on a continuous scale.

90
Q
  1. Which of the following is not a part of the data gathering tools used in Control Quality process?

Control Chart
Check sheets
Checklists
Statistical sampling

A

Control chart: is a monitoring tool, while the rest of the choices are valid data gathering tools used during Control Quality process.

91
Q 
Which of the following processes produces a work breakdown structure as an output?
Create WBS
Define Scope
Develop Project Management Plan
Define Activities
Define Scope
A

The Create WBS process produces the work breakdown structure of the project as an output. [PMBOK® Guide 6th edition, Page 161]

SB PMP Flashcards (1 decks)

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