Set of flashcards ITPM Head First PMP

Flashcards	256
Students	84
Language	English
Category	Computer Science
Level	University
Created / Updated	11.05.2014 / 12.08.2024
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A project manager is building her team. She notices that team members are not collaborating efficiently, and she is concerned that this is leading to a destructive environment. Which of the following BEST describes the state that the team is in?

Norming

Forming

Storming

Performing

Norming

Forming

Storming

Performing

A project manager is running into trouble with his team, because they always come to meetings late. Which of the following is MOST LIKELY to be the cause of this problem?

The team resents the work that they’re doing

The project manager needs to schedule meetings later in the day

The project manager was late to meetings himself, and this influenced the team

The team is in the storming phase of team development

The team resents the work that they’re doing

The project manager needs to schedule meetings later in the day

The project manager was late to meetings himself, and this influenced the team

The team is in the storming phase of team development

A project manager for a software project is well-regarded by people in her company as an expert programmer. She has an especially good reputation among the senior managers of the company. The CTO of the company tells her that any time she runs into trouble, he’ll back up any decision that she makes—and everyone on the team admires the CTO, and they have a lot of loyalty to him. Which BEST describes the power the project manager is exerting?

Reward power

Expert power

Punishment power

Referent power

Reward power

Expert power

Punishment power

Referent power

Bob and Sue are stakeholders in your project. Sue is in the high-power, low-interest quadrant of the Power/ Interest grid. Bob is in the low-power, high-interest quadrant. Which of the following BEST describes the approach you should take:

Sue needs to participate in every important meeting, while Bob needs to have his opinion heard in those meetings

You need to make sure that Bob is on the change control board, but Sue only requires minimum effort

You need to go out your way to satisfy all of Sue’s needs, while Bob has to be kept in the loop on important decisions

Sue needs to be managed closely, and Bob must be kept satisfied by making sure he feels his needs are being met

Sue needs to participate in every important meeting, while Bob needs to have his opinion heard in those meetings

You need to make sure that Bob is on the change control board, but Sue only requires minimum effort

You need to go out your way to satisfy all of Sue’s needs, while Bob has to be kept in the loop on important decisions

Sue needs to be managed closely, and Bob must be kept satisfied by making sure he feels his needs are being met

A project manager is analyzing the communications requirements for a project. There are six team members, four stakeholders, and two subcontractors. He needs to find the number of potential communication channels. How many channels are there?

13

55

66

78

13

55

66

78

You’re about to close your project, when you are surprised to get an email from someone you’ve never spoken to before. He is very angry, because he’s directly impacted by your project, and there are specific things he needs from it and you aren’t delivering those things. Which BEST describes the root cause of this problem?

You did not manage communications effectively

You did not identify a project stakeholder

You did not encode your communications

You did not have a stakeholder management strategy

You did not manage communications effectively

You did not identify a project stakeholder

You did not encode your communications

You did not have a stakeholder management strategy

You are in the process of making relevant information available to your project’s stakeholders. Which of the following is NOT a tool or technique that you would use?

Hard copies of documents inter-office mailed to stakeholders

Power/interest grid that includes all stakeholders

Conference calls with stakeholders

An online folder that contains project documents

Hard copies of documents inter-office mailed to stakeholders

Power/interest grid that includes all stakeholders

Conference calls with stakeholders

An online folder that contains project documents

A project manager is analyzing project risks by using quantitative techniques to assign a numeric value to each of those risks. Which of the following tools and techniques is NOT used for this?

EMV analysis that uses a decision tree

Sensitivity analysis to determine which risks pose the biggest threat

A probability/impact matrix that assigns numeric values to each risk priority

A simulation that runs through many different project scenarios

EMV analysis that uses a decision tree

Sensitivity analysis to determine which risks pose the biggest threat

A probability/impact matrix that assigns numeric values to each risk priority

A simulation that runs through many different project scenarios

One of your construction project team members warns you that your concrete supplier caused serious delays in his last project because he delivered the wrong kind of concrete. You discuss it with the team, and decide that you need to accept the possibility that this will happen. But you make back-up plans with an alternate provider by putting a down-payment on an emergency shipment, just in case. This is an example of:

Avoidance_

Transferrance

Mitigation_

Acceptance

Avoidance_

Transferrance

Mitigation_

Acceptance

A project manager is forced to dip into his management reserve. Which of the following is the MOST LIKELY cause of this?

One of the risks on the risk register caused a budget overrun

The project went over budget because the project manager miscalculated his forecast

A risk that was never planned for occurred

The team’s estimates were incorrect

One of the risks on the risk register caused a budget overrun

The project went over budget because the project manager miscalculated his forecast

A risk that was never planned for occurred

The team’s estimates were incorrect

Your software project team informs you that another team working at the company built a tool that will save three weeks on the project. You ask the other team’s project manager to have his team members share the tool with your team members. Which BEST describes this strategy?

Exploiting

Sharing_

Enhancing

Accepting

Exploiting

Sharing_

Enhancing

Accepting

A project manager is in trouble because he took on a contract that overran its budget, and now he has to eat the cost out of his own budget. Which of the following BEST describes his contract?

Time and materials

Fixed price

Cost plus incentive fee

Cost plus percentage of cost

Time and materials

Fixed price

Cost plus incentive fee

Cost plus percentage of cost

A project manager for a software project hires a subcontractor to build a module that will be used in the rest of the project. When it’s time to integrate that module into the rest of the code, there are serious quality problems. The subcontractor claims that the module meets its requirements, but the project manager’s lead developer_says that the requirements have clearly been violated. The contract is unclear about how to handle the situation. It’s clear that the contract needs to be amended to indicate a solution, but there is no agreement on the exact wording of the change. What BEST describes the next step for the project:

The buyer and seller must proceed to claims administration

The buyer should file a lawsuit against the seller

The buyer should conduct an audit of the seller

The buyer and seller must adhere strictly to the wording of the contract

The buyer and seller must proceed to claims administration

The buyer should file a lawsuit against the seller

The buyer should conduct an audit of the seller

The buyer and seller must adhere strictly to the wording of the contract

A buyer and seller have a teaming agreement. Which of the following BEST describes their relationship?

The seller and buyer both have team members on every project team

The buyer can dictate the structure of the seller’s project teams

The seller is free to dictate deliverables and contract terms

The seller has input into project decisions, and representation in the buyer’s management structure

The seller and buyer both have team members on every project team

The buyer can dictate the structure of the seller’s project teams

The seller is free to dictate deliverables and contract terms

The seller has input into project decisions, and representation in the buyer’s management structure

You’re a project manager planning a project that requires that you hire a contractor. Before you can find sellers, you need to develop a document defines the portion of the work that the contractor will do. Which of the following is NOT true about this document?

It’s based on the project scope baseline

It includes exact specifications for the deliverables the contract will produce

Its terms are either fixed-price or cost reimbursable

It must completely define the work that the contractor must do

It’s based on the project scope baseline

It includes exact specifications for the deliverables the contract will produce

Its terms are either fixed-price or cost reimbursable

It must completely define the work that the contractor must do

The project manager for a construction project discovers that a new water line is being created in the neighborhood where he’s managing a project. Company policy requires that a series of forms for city environmental changes need to be filled out before his team can continue work on the project. This is an example of:

a portfolio

a program

an enterprise environmental factor

a project

Keyboard commands:

= turn,

= for-/backward,

= scroll

a portfolio

a program

an enterprise environmental factor

a project

Which of the following is NOT a characteristic of a project?

temporary

strategic

specific result

progressively elaborated

Keyboard commands:

= turn,

= for-/backward,

= scroll

temporary

strategic

specific result

progressively elaborated

An energy company is investing in a series of initiatives to look for alternative energy sources so that the company can be competitive in 10 years. The initaitives are tracked and managed together because this goal is vital to the success of the company. This is an example of...

a portfolio

a program

a project

an enterprise environmental factor

Keyboard commands:

= turn,

= for-/backward,

= scroll

a portfolio

a program

a project

an enterprise environmental factor

Which of the following is NOT a responsibility of a project manager?

managing stakeholder expectations

managing project constraints

gathering product requirements

sponsoring the project

Keyboard commands:

= turn,

= for-/backward,

= scroll

managing stakeholder expectations

managing project constraints

gathering product requirements

sponsoring the project

Which of the following is NOT a Process Group?

Monithoring an Controlling

Gathering Requirements

Initiating

Closing

Keyboard commands:

= turn,

= for-/backward,

= scroll

Monithoring an Controlling

Gathering Requirements

Initiating

Closing

Which of the following is NOT a knowledge area?

Scope

Integration

Procurement

Initiating

Keyboard commands:

= turn,

= for-/backward,

= scroll

Scope

Integration

Procurement

Initiating

Which of the following is NOT true about portfolio management?

The portfolio manager judges success of the portfolio by combining data from all of its programs and projects

A portfolio can contain projects and programs

A portfolio is organized around a business goal

A portfolio is always a group of programs

Keyboard commands:

= turn,

= for-/backward,

= scroll

The portfolio manager judges success of the portfolio by combining data from all of its programs and projects

A portfolio can contain projects and programs

A portfolio is organized around a business goal

A portfolio is always a group of programs

You’re managing a project to remodel a kitchen. You use earned value calculations to figure out that you’re going to run $500 over budget if your project continues at the current rate. Which of the following core characteristics of a project manager are you using to find the problem?

Knowledge

Performance

Personal

None of the above

Keyboard commands:

= turn,

= for-/backward,

= scroll

Knowledge

Performance

Personal

None of the above

At the beginning of a project, a software team project manager is given a schedule with everyone’s vacations on it. She realizes that because the software will be delivered to the QA team exactly when they have overlapping vacations, there is a serious risk of quality problems because there won’t be anyone to test the software before it goes into production. What BEST describes the constraint this places on the project?

Quality constraint

Time constraint

Resource Constraint

Risk Constraint

Keyboard commands:

= turn,

= for-/backward,

= scroll

Quality constraint

Time constraint

Resource Constraint

Risk Constraint

A project manager is having trouble with his project because one of his team members is not performing, which is causing him to miss an important date he promised to a stakeholder. He discovers that the team member knew about the project problem, but didn’t tell him because the team members are all afraid of his bad temper. Which BEST describes how the project manager can avoid this situation in the future?

Increasing his knowledge of the PMBOK® Guide

Measuring personal performance

Improving his personal skills

Managing stakeholder expectations

Keyboard commands:

= turn,

= for-/backward,

= scroll

Increasing his knowledge of the PMBOK® Guide

Measuring personal performance

Improving his personal skills

Managing stakeholder expectations

Which of the following is NOT a Project Constraint?

Quality

Scale

Time

Cost

Quality

Scale

Time

Cost

A project manager is running a data center installation project. He finds that his stakeholder is angry because he’s run over his budget because the staff turned out to be more expensive than planned. The stakeholder’s unhappy that when the project is over, the servers won’t have as much drive space as he needs. Which of the following constraints was not affected by this problem?

Quality

Resource

Time

Cost

Quality

Resource

Time

Cost

Which of the following is NOT an example of operational work?

Building a purchase order system for accounts payable

Submitting weekly purchase orders through a purchase order system

Deploying weekly anti-virus software updates

Yearly staff performance evaluations

Building a purchase order system for accounts payable

Submitting weekly purchase orders through a purchase order system

Deploying weekly anti-virus software updates

Yearly staff performance evaluations

You’re managing a project to build a new accounting system. One of the accountants in another department really likes the current system and is refusing to be trained on the new one. What is the BEST way to handle this situation?

Refuse to work with him because he’s being difficult

Appeal to the accountant’s manager and ask to have him required to take training

Get a special dispensation so that the accountant doesn’t have to go to the training

Work with him to understand his concerns and do what you can to help alleviate them without compromising your project

Refuse to work with him because he’s being difficult

Appeal to the accountant’s manager and ask to have him required to take training

Get a special dispensation so that the accountant doesn’t have to go to the training

Work with him to understand his concerns and do what you can to help alleviate them without compromising your project

Which of the following is used for identifying people who are impacted by the project?

Resource List

Stakeholder Register

Enterprise Environmental Factors

Project Plan

Resource List

Stakeholder Register

Enterprise Environmental Factors

Project Plan

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