Cartes mémoires ITPM Head First PMP 2 (Seite 5 von 5)

Cartes-fiches	200
Utilisateurs	22
Langue	English
Catégorie	Informatique
Niveau	Université
Crée / Actualisé	14.05.2014 / 12.08.2024
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Your project has a virtual team. Half of your team members are located in another country, where they are working for a subcontractor. The subcontractor's team members speak a different dialect of English than your team does. After a conference call, two of your team members make jokes about the way your subcontractor's team members speak. What is the BEST way to handle this situation?

Correct the team members individually, and hold a training session for your team to help remove communications barriers

Immediately correct the two people in front of the rest of the team

Report the team members to senior management and recommend that they be punished

Remove noise from the communication by contacting the subcontractor and requesting that the team adjust the way they speak

Mike is a project manager for an IT technology implementation project. He is using an Ishikawa diagram to figure out what could cause potential risks on his project. Which process is he doing?

Identify Risks

Perform Qualitative Risk Analysis

Perform Quality Control

Plan Risk Responses

Amit is the manager of a software project. His client has agreed on a Project Scope Statement at the beginning of the project, but whenever the client verifies deliverables, he comes up with features that he would like to add into the product. Amit is working with the client to find what requirements were missed in the planning stages of the project and how to plan better in the future. What is the BEST description of his project's current situation?

Gold plating

Scope creep

Alternatives analysis

Schedule variance

You're holding a PMP training seminar for people in your company to help them obtain enough hours to qualify to take the PMP exam. This is an example of:

Organizational process assets

Contributing to the project management body of knowledge

Cheating, which should be reported to PMI

Lessons learned

You are managing a construction project to install wiring in an office building. You discover that one of your team members has taken a box of cable from the job site so he can wire his attic. What is the BEST way to respond?

Do nothing

Report the team member to your manager

Report the team member to PMI

Call the police

You are working with potential sponsors to determine which project your company will pursue. Based on the benefit-to-cost (BCR) ratios, which of the following four projects should you recommend?

Project A has a BCR of 5:2

Project B has a BCR of 5:4

Project C has a BCR of 3:1

Project D has a BCR of 2:1

What are the 5 kinds of power?

Legitimate, expert, reward, political, and bargaining

Legitimate, expert, reward, political, and punishment

Legitimate, expert, reward, economic, and bargaining

Legitimate, expert, reward, referent, and punishment

You're managing a software project. Your team has discovered a problem, and as a result you've requested a change. The change will cost the project an extra three weeks, but without it several stakeholders might have problems with the final product. What's the NEXT thing that you should do?

Instruct the team to make the change

Call a meeting with each stakeholder to figure out whether or not to make the change

Document the change and its impact, and put it through the change control system

Don't make the change because it will delay the project

Which of the following is NOT part of the Close Project or Phase process?

Making sure that all exit criteria have been met

Obtaining formal acceptance of all deliverables from all stakeholders

Moving the project's deliverables to the next phase or into production

Writing down lessons learned

Which of the following are valid ways to breakdown the work in a WBS?

By risk or quality metric

By product feature or unit of work

By project phase or project deliverable

By charge code or initial estimate

Which of the following is an output of Direct and Manage Project Execution?

Work Performance Information

Statement of Work

Approved Change Requests

Contract

You are working on a construction project. You, your team, and your senior manager all feel that the work is complete. Your stakeholders have communicated their final acceptance of the project. You are now meeting with your team to update the organizational process assets with a record of knowledge gained about the project to help future project managers with their projects. This is BEST described as:

Lessons learned

Project records

Project management information system (PMIS)

Work performance information

Which of the following tools is used to document the lessons that were learned when the contract was administered?

Quality audit

Buyer-conducted performance review

Contract review

Procurement audit

You are managing a project to build a new wing onto a local school building over a summer break. One night, the school and your construction site are destroyed by a tornado. Your client demands that you continue work despite the disaster, but you consult the contract, and find a clause that states that you are not responsible for any more work. This is referred to as:

A force majeure clause

An “act of God” clause

Mitigation

An ex parte communication

A project manager is running into problems with the team. People are repeatedly running into trouble over seemingly small problems: who takes notes at meetings, what dress is appropriate for the office, who people need to notify when they take a day off. The problems started out small, but as more people run into more problems the situation is rapidly escalating. This situation is most likely caused by a lack of:

Sensitivity training

Common courtesy

A reward system

Ground rules

Which of the following BEST describes when you perform the Monitor and Control Project Work process?

Continuously throughout the project

As soon as every deliverable is completed

At scheduled milestones or intervals during the project

At the end of every project phase

Which of the following is NOT an output of Monitor & Control Project Work?

Project management plan updates

Change request status updates

Change requests

Project document updates

You are the project manger of a software project. Two developers, Bill and Alfredo, are having an argument about how to implement a feature. Bill thinks that it's more important that the project get done quickly, so he's suggesting that you re-use some work that's been done on a previous project to get started. Alfredo thinks that that work doesn't apply to this project and will just waste time. Bill is almost always right about these things and he's very influential on the team, so it's important that you keep him happy. What should you do?

Since you do want to get the project done quickly, you side with Bill

Side with Alfredo; it could end up taking longer in the end

Call a meeting to hear both sides of the situation and decide in favor of the solution that is best supported by objective evidence

Call a meeting in private with Bill to hear more about his position

Which of the following is NOT an example of a deliverable?

Project Management Plan

Project Schedule

Work Breakdown Structure

Parametric Estimation

Which is NOT an input to the Create WBS process?

Project Scope Statement

Organizational Process Assets

Requirements Documentation

WBS Dictionary

Which of the following is the correct order of actions that you take during the Closing processes?

Get formal acceptance, release the team, write lessons learned, close the contract

Write lessons learned, release the team, get formal acceptance, close the contract

Get formal acceptance, write lessons learned, release the team, close the contract

Get formal acceptance, close the contract, write lessons learned, release the team

At the beginning of the project, you hold a meeting with all of the stakeholders in your project in order to figure out how everyone will communicate as the work goes on. Which of the following terms best describes that meeting?

Qualitative Analysis

Status meeting

Communication Plan meeting

Kick-off meeting

You are managing a project with 23 team members and 6 key stakeholders. Two team members identify a problem with the current approach. Addressing that problem will require changes to the project plan and its subsidiary plans. One of the stakeholders previously indicated that any delays are unacceptable, and your team members tell you that it's possible the change could cause the team to miss at least one critical deadline. What is the BEST way to deal with this situation?

Analyze the impact that the change will have on the work to be done, the schedule, and the budget

Deny the change because any delays are unacceptable

Gather consensus among the team that you should make the change before approaching the stakeholders, so that they can see the team supports making the change

Make the change to the project plan and subsidiary plans, and ask the team to implement the change

You have been asked to select between three projects. Project A has a net present value of $54,750 and will take six months to complete. Project B has a net present value of $85,100 and will take two years to complete. Project C has a net present value of $15,000 and a benefit- cost ratio of 5:2. Which project should you choose?

Project A

Project B

Project C

There is not enough information to decide

Which of the following is a defect?

A mistake made by a team member on the job

A change that the team needs to make in how they do the work

A project management plan that does not meet its requirements

A change request that's been rejected by the change control board

A project manager is faced with two team members who have conflicting opinions. One team member explains her side of the conflict, and presents a possible solution. But before the other team member starts to explain his side of things, the project manager says, “I've heard enough, and I've decided to go with the solution I've heard.” This is an example of:

Withdrawal

Compromise

Smoothing

Forcing

As you determine the requirements, constraints, and assumptions for the project you record them in which document?

Project Management Plan

Project Scope Statement

Project Charter

Communications Management Plan

You've been hired by a large consulting firm to evaluate a software project for them. You have access to the CPI and EV for the project, but not the AC. The CPI is .92, and the EV is $172,500. How much money has actually been spent on the project?

$158,700

$172,500

$187,500

There is not enough information to calculate the actual cost

Approved changes are implemented in which process?

Direct and Manage Project Execution

Monitor and Control Project Work

Perform Integrated Change Control

Develop Project Management Plan

You've been hired by a large consulting firm to lead an accounting project. You determine the needs of the project and divide the work up into work packages so that you can show how all of it fits into categories. What are you creating?

AWBS

A schedule

A Project Scope Statement

A contract

Over half of conflicts on projects are caused by:

Bad habits, defects, technology

Resources, priorities, schedules

Budget, carelessness, personalities

Technology, money, personalities

Which of the following is NOT a tool or technique of Monitor and Control Risks?

Bringing in an outside party to review your risk response strategies

Revisiting your risk register to review and reassess risks

Using Earned Value analysis to find variances that point to potential project problems

Gathering information about how the work is being performed

You work for a consulting company and your team has implemented an approved scope change on your project. You need to inform your client that the change has been made. What's the best form of communication to use for this?

Formal verbal

Formal written

Informal written

Informal verbal

Which of the following is NOT typically found in a project charter?

Project requirements

Authorization for a project manager to work on a project

Work packages decomposed into activities

An initial set of schedule milestones

What are the strategies for dealing with positive risks?

Avoid, mitigate, transfer, accept

Transfer, mitigate, avoid, exploit

Exploit, share, enhance, accept

Mitigate, enhance, exploit, accept

In which process do you create the Risk Breakdown Structure?

Identify Risks

Plan Risk Responses

Perform Qualitative Risk Analysis

Plan Risk Management

Your project just completed, and one of your subcontractors has sent you floor seats to the next big hockey game to thank you for your business. What is the BEST way to respond?

Thank the subcontractor, but do not give him preference in the next RFP

Thank the subcontractor, but politely refuse the gift

Ask for tickets for the entire team, so that it is fair to everyone

Report the subcontractor to PMI

A project manager discovers that a project problem has occurred. The problem was never discussed during risk planning activities or added to the risk register, and it will now cost the project money. What is the BEST response?

Don't take any action, just accept that there's a problem that the team did not plan for

Stop all project activity and approach senior management for advice

Add the risk to the risk register and gather information about its probability and impact

Use the management reserve to cover the costs of the problem

You are managing a large construction project that's been broken down into subprojects (or phases). Each of these subprojects is scheduled to take between three and six months to complete. At the end of each sub- project, you plan to go through the closing processes and document lessons learned. Which of the following BEST describes what you must do at the beginning of each subproject or phase?

Make sure you don't involve the team, to avoid introducing too much project management overhead

Identify the stakeholders

Use the Earned Value Technique to decide whether or not to finish the project

Release all resources from the project and contact sellers to renegotiate all contracts

Which of the following is NOT an output of the Manage Stakeholder Expectations process?

Change requests

Deliverables

Updates to the project management plan

Organizational process asset updates

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