WORK PACKAGE SPECIFICATIONS ...

give orientation for the work of the project team members.

supports the project portfolio coordination

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A GANTT CHART IS…

an important communication instrument in project management.

a list of milestones.

a project plan which is difficult to read.

less user-friendly than the cpm.

an important communication instrument in project management.

a list of milestones.

a project plan which is difficult to read.

less user-friendly than the cpm.

A GANTT CHART IS…

a graphic representation of the project resources in bar-chart form.

graphic representation of the project which depicts the work packages as timeproportional bars.

a graphic representation of the project costs in bar-chart form.

a graphic representation of the relevant project environments in bar-chart form.

a graphic representation of the project resources in bar-chart form.

graphic representation of the project which depicts the work packages as timeproportional bars.

a graphic representation of the project costs in bar-chart form.

a graphic representation of the relevant project environments in bar-chart form.

FOR THE DEVELOPMENT OF A GANTT CHART THE FOLLOWING INFORMATION
AMONG OTHERS IS REQUIRED..

detailed resource interdependencies

information about time reserves

duration of the work packages

cost caluctaion

detailed resource interdependencies

information about time reserves

duration of the work packages

cost caluctaion

PROJECT COSTS

are calculated at the first mile stone of the project.

are calculated by the project owner team.

cannot be planned at the beginning of a project.

can be differentiated in cost types

are calculated at the first mile stone of the project.

are calculated by the project owner team.

cannot be planned at the beginning of a project.

can be differentiated in cost types

A PROJECT RISK ANALYSIS…

is the basis fort he work breakdown stucture

has to be done by the project manager alone

is part of the project close down report.

is the basis for planning corrective and preventive measures

is the basis fort he work breakdown stucture

has to be done by the project manager alone

is part of the project close down report.

is the basis for planning corrective and preventive measures

DURING THE PROJECT COORDINATION PROCESS …

a project progress report is developed.

the project team members will be selected

the project assignment will be finalized

the project manager accepts work package results.

a project progress report is developed.

the project team members will be selected

the project assignment will be finalized

the project manager accepts work package results.

THE FREQUENCY OF PROJECT MEETINGS DEPEND ON …

the complexity of the project.

the number of project owners.

the objects of consideration of the project.

the number of available meeting rooms.

the complexity of the project.

the number of project owners.

the objects of consideration of the project.

the number of available meeting rooms.

METHODS FOR PROJECT COORDINATION ARE AMONG OTHERS:

project status report

to-do and decision lists

project score card

project risk register

project status report

to-do and decision lists

project score card

project risk register

OBJECTS OF CONSIDERATION OF PROJECT CONTROLLING ARE AMONG OTHERS:

project schedule

project network

project portfolio

project database

project schedule

project network

project portfolio

project database

PROJECT CONTROLLING …

is performed continuously

is performed at the end of the project

adaptes the project network

is performed only by the project owner team.

is performed continuously

is performed at the end of the project

adaptes the project network

is performed only by the project owner team.

THE RESULT OF THE PROJECT CONTROLLING PROCESS IS…

a project status report.

a new project manager.

a project close down report.

a project management reporting system.

a project status report.

a new project manager.

a project close down report.

a project management reporting system.

DURING THE PROJECT CONTROLLING PROCESS THE
PROJECT OBJECTIVES SHOULD ...

be adapted if necessary.

not be communicated externally.

be adapted every month.

documented in the work breakdown structure.

be adapted if necessary.

not be communicated externally.

be adapted every month.

documented in the work breakdown structure.

DURING THE PROJECT CLOSE-DOWN PROCESS …

the project team members are not involved.

the project progress report will be handed tot he customer.

knowledge transfer to the permanent organisation is organised.

the next project start is organised.

the project team members are not involved.

the project progress report will be handed tot he customer.

knowledge transfer to the permanent organisation is organised.

the next project start is organised.

METHODS FOR CLOSING-DOWN A PROJECT ARE AMONG OTHERS:

project mission statement

functional specifications

network evaluation chart

project close-down report

project mission statement

functional specifications

network evaluation chart

project close-down report

THE PROJECT CLOSE-DOWN REPORT…

has to be done regularly.

represents only the opinion of the project manager.

is only required when the project owner requests it.

contains the evaluation of whether the project objectives have been realised.

has to be done regularly.

represents only the opinion of the project manager.

is only required when the project owner requests it.

contains the evaluation of whether the project objectives have been realised.

PROJECT CLOSING TASKS ARE AMONG OTHERS …

plan remaining work, transfer lessons learned and acceptance through project sponsor

transfer to the permanent organisation and creation of project status report

acceptance of project through project manager

acceptance of project through project sponsor and creation of project status report

plan remaining work, transfer lessons learned and acceptance through project sponsor

transfer to the permanent organisation and creation of project status report

acceptance of project through project manager

acceptance of project through project sponsor and creation of project status report

WHICH OF THE FOLLOWING STATEMENTS ABOUT THE RACI MATRIX IS WRONG?

is based upon the work breakdown structure and the organisational structure

documents the distribution of accountability and responsibility in a project

is based only upon the work breakdown structure

is represented in a matrix

is based upon the work breakdown structure and the organisational structure

documents the distribution of accountability and responsibility in a project

is based only upon the work breakdown structure

is represented in a matrix

PROJECT SCOPE BOUNDARIES ARE AMONG OTHERS:

start and end date of the project as well as defined roles and responsibilities

defined roles of a project including an organisational chart

project stakeholder analysis plus the pre and the post project phase

goals, none goals, major steps of theproject and project budget

start and end date of the project as well as defined roles and responsibilities

defined roles of a project including an organisational chart

project stakeholder analysis plus the pre and the post project phase

goals, none goals, major steps of theproject and project budget

WHICH OF THE FOLLOWING STATEMENTS IS WRONG FOR A MILESTONE

is a central an time critical event for a project

represents a detailed type of schedule for the overall project

has no duration

its formulation shall be event based

is a central an time critical event for a project

represents a detailed type of schedule for the overall project

has no duration

its formulation shall be event based

THE JOB OF LEADING THE PROJECT TEAM ...

is the responsibility of the project manager.

Is not important during a project crisis.

is the responsibility of the project owner.

is more important in a pure line project organisation than in a matrix organisation.

is the responsibility of the project manager.

Is not important during a project crisis.

is the responsibility of the project owner.

is more important in a pure line project organisation than in a matrix organisation.

Projects can be considered as a system.

Which type of systems does a project beling to?

technical systems

social systems

psychological systems

economic systems

Tastatur-Befehle:

= drehen,

= vor-/rückwärts,

= scrollen

technical systems

social systems

psychological systems

economic systems

Small projects differ from projects in...

the need of a project assignment.

the use of fewer project management methods.

the use of swot-analysis.

nothing in particular.

Tastatur-Befehle:

= drehen,

= vor-/rückwärts,

= scrollen

the need of a project assignment.

the use of fewer project management methods.

the use of swot-analysis.

nothing in particular.

Which PM-method is obligatory for small projects and projects?

project assignment

earned-value-analysis

cash-flow anaylsis

risk-analysis

Tastatur-Befehle:

= drehen,

= vor-/rückwärts,

= scrollen

project assignment

earned-value-analysis

cash-flow anaylsis

risk-analysis

What are the main elements of consideration in a project management?

scope, schedule, costs & resources, context, risk and organisation

scope, schedule, costs, cash-flow, risk and organisation

scope, schedule, costs, context, customer

scope, schedule, costs & resources, context, stakeholder and organisation

Tastatur-Befehle:

= drehen,

= vor-/rückwärts,

= scrollen

scope, schedule, costs & resources, context, risk and organisation

scope, schedule, costs, cash-flow, risk and organisation

scope, schedule, costs, context, customer

scope, schedule, costs & resources, context, stakeholder and organisation

Objectives of the project start process are among others...

the development of the "big project picture" in the project team

assigning the project manager

creating a progress report

documenting change requests

Tastatur-Befehle:

= drehen,

= vor-/rückwärts,

= scrollen

the development of the "big project picture" in the project team

assigning the project manager

creating a progress report

documenting change requests

During the project start process...

agreements with the project owner are made

the project resources are controlled

the realisation of all workpackages is started

the supply contracts awarded

Tastatur-Befehle:

= drehen,

= vor-/rückwärts,

= scrollen

agreements with the project owner are made

the project resources are controlled

the realisation of all workpackages is started

the supply contracts awarded

The time context of a project is...

pre- and post-projectphase

other projects

organisational strategy

start and finish date of the project

Tastatur-Befehle:

= drehen,

= vor-/rückwärts,

= scrollen

pre- and post-projectphase

other projects

organisational strategy

start and finish date of the project

The project scope and context analysis ...

helps the PM to get the big picture of the project

is a method for project crisis management

is method for detailed resource estimation

has to be done during the project close-down

Tastatur-Befehle:

= drehen,

= vor-/rückwärts,

= scrollen

helps the PM to get the big picture of the project

is a method for project crisis management

is method for detailed resource estimation

has to be done during the project close-down

WHAT IS MEANT BY THE SOCIAL CONTEXT OF A PROJECT?

the relationship of a project to its relevant social environments

the relationship between the project manager and the project team

the relationship of the project team members to each other.

none of the above.

Tastatur-Befehle:

= drehen,

= vor-/rückwärts,

= scrollen

the relationship of a project to its relevant social environments

the relationship between the project manager and the project team

the relationship of the project team members to each other.

none of the above.

OBJECTIVES OF THE THE PROJECT STAKEHOLDER ANALYSIS ARE AMONG OTHERS

the specification of project roles.

the project cost structuring.

the analysis of the pre- and post-project phase.

the management of the project environment relationships

Tastatur-Befehle:

= drehen,

= vor-/rückwärts,

= scrollen

the specification of project roles.

the project cost structuring.

the analysis of the pre- and post-project phase.

the management of the project environment relationships

THE FOLLOWING PROJECT ORGANISATION MODELS CAN BE DIFFERENTIATED
AMONG OTHERS:

influence project organisation, matrix project organisation, pure project organisation

matrix project organisation, line organisation, staff organisation

matrix project organisation, functional organisation, empowered organisation

influence project organisation, project team organisation, line staff organisation

influence project organisation, matrix project organisation, pure project organisation

matrix project organisation, line organisation, staff organisation

matrix project organisation, functional organisation, empowered organisation

influence project organisation, project team organisation, line staff organisation

ADVANTAGES OF THE INFLUENCE PROJECT ORGANISATION ARE AMONG OTHERS:

the project team members get a project office

know-how is ensured in the departments of the permanent organisation

less coordination effort

full formal authority of the project manager

the project team members get a project office

know-how is ensured in the departments of the permanent organisation

less coordination effort

full formal authority of the project manager

ADVANTAGES OF THE PURE PROJECT ORGANISATION ARE AMONG OTHERS:

strong identification with the project

variable project costs

few project owners

full formal authority of the line manager

strong identification with the project

variable project costs

few project owners

full formal authority of the line manager

THE SELECTION OF THE TEAM MEMBERS IS BASED ON ...

the competencies of the team members

the project management lifecycle

the project risk analysis

the project managers relationship to them

the competencies of the team members

the project management lifecycle

the project risk analysis

the project managers relationship to them

THE DEFINITION OF PROJECT OBJECTIVES ...

is not always necessary

enables the measurement of the project success.

should only be done by the project manager.

should not be questioned during the project start process.

is not always necessary

enables the measurement of the project success.

should only be done by the project manager.

should not be questioned during the project start process.

PARTS OF A WRITTEN PROJECT ASSIGNMENT ARE AMONG OTHERS:

project bar chart

project start and end date

project glossary

none of the above.

project bar chart

project start and end date

project glossary

none of the above.

A WORK BREAKDOWN STRUCTURE …

is only used in plant construction projects.

is a method of scheduling.

should be done by the project manager alone

is a central communication instrument.

is only used in plant construction projects.

is a method of scheduling.

should be done by the project manager alone

is a central communication instrument.

A WORK BREAKDOWN STRUCTURE …

is the basis for the scheduling, cost and resource planning.

is developed during the project controlling process.

segments the objects of consideration of the project.

is a project organisation chart.

is the basis for the scheduling, cost and resource planning.

is developed during the project controlling process.

segments the objects of consideration of the project.

is a project organisation chart.

THE OBJECTIVES OF WORK BREAKDOWN STRUCTURING ARE AMONG OTHERS …

the development of a communication instrument.

the planning of project schedules.

the planning of project costs and project resources.

the definition of the project communication structures.

the development of a communication instrument.

the planning of project schedules.

the planning of project costs and project resources.

the definition of the project communication structures.

THE DEVELOPMENT OF A WORK BREAKDOWN STRUCTURE …

helps to create a common project understanding.

must be repeated each time the schedule is changed.

should be defined by the project owner.

has to be done after the schedule, cost and resource planning.

helps to create a common project understanding.

must be repeated each time the schedule is changed.

should be defined by the project owner.

has to be done after the schedule, cost and resource planning.

Project Management

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Project Management

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