Lernkartei ITPM Head First PMP 2 (Seite 2 von 5)

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Erstellt / Aktualisiert	14.05.2014 / 12.08.2024
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You are planning a project that uses the same team as a project that is currently being performed by your company. What should you consult to find information about when those people will be available for your project?

The project schedule for your project

The project manager for the project that the team is working on

The staffing management plan for the project that the team is working on

The communications management plan for your project

When is the BEST time to have project kickoff meetings?

At the beginning of the project

When each deliverable is created

At the start of each phase

When the Communications Management plan is approved

You have been hired by a contractor, who wants you to manage a construction project for one of their clients. The project team has been working for six weeks. You need to determine whether the team is ahead of or behind schedule. Which of the following tools and techniques is the BEST one for you to consult?

Performance Measurement

Project Management Software

Schedule Change Control System

Bottom-Up Estimating

You are a project manager for a software project. Your team buys a component for a web page but they run into defects when they use it. Those defects slow your progress down considerably. Fixing the bugs in the component will double your development schedule and building your own component will take even longer. You work with your team to evaluate the cost and impact of all of your options and recommend hiring developers at the company that built the component to help you address problems in it. That will cost more but it will reduce your delay by a month. What is your next step?

Fix the component

Write up the change request and take it to the change control board

Start Plan Procurements so you can get the contract ready for the vendor

Change the Scope Baseline to include your recommendation

The terms of union contracts are considered ______________ in your project plan.

Assumptions

Constraints

Requirements

Collective bargaining agreements

A change has occurred on your project. You've documented the change, filled out a change request, and submitted that request to the change control board (CCB). What's the NEXT thing that must happen on the project?

A senior manager decides whether or not to make the change and informs the project management team of the decision

The project manager informs the CCB whether or not to approve the change

Stakeholders on the CCB use expert judgment to evaluate the requested change for approval

The project manager meets with the team to analyze the impact of the change on the project's time, scope, and cost

You are managing a design project. You find that bringing all of your team members into a single room to work increases their communication, and helps build a sense of community. This is referred to as a:

War room

Virtual team

Socially active team

Common area

You are a project manager on a construction project. You have just prepared an RFP to send around to electrical contractors. You get a call from your uncle who owns an electrical contracting company. He wants to bid on your project. You know he's done good work before, and it may be a good fit for your company. How do you proceed?

You disclose the conflict of interest to your company, and disqualify your uncle's company

You disclose the conflict of interest to your company, and make the selection based on objective criteria

You disclose the conflict of interest to your company, and provide your uncle with information that the other bidders don't have so that he has a better chance of winning the contract

You do not disclose the conflict of interest, and give your uncle the bid

You are managing a software project. You are partway through the project, and your team has just delivered a preliminary version of part of the software. Your team gives a demonstration to the project sponsor and key stakeholders. Later, the sponsor informs you that there is an important client who will be using the software your team is building, and whose needs are not being met. As a result, you must now make a large and expensive change to accommodate that client. What is the BEST explanation for this?

The sponsor is being unreasonable

Stakeholder analysis was not performed adequately

The team made a serious mistake and you need to use punishment power to correct it

You do not have enough budget to perform the project

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

Project Management Plan

Project Management Methodology

Accepted Deliverables

Organizational Process Assets

The scope baseline consists of:

The Scope Management Plan, the Project Scope Statement, and the WBS

The Scope Management Plan, Requirements Documents, and the WBS

The Scope Management Plan, the WBS, and the WBS Dictionary

The Project Scope Statement, the WBS, and the WBS Dictionary

You are managing a construction project that is currently being initiated. You met with the sponsors, and have started to work on identifying stakeholders. You've documented several key stakeholders and identified their needs. Before you can finish initiating the project, your company guidelines require that you make a rough order of magnitude estimate of both time and cost, so that the sponsor can allocate the final budget. What's the range of a rough order of magnitude (ROM) estimate?

-10% to +10%

-50% to +50%

-50% to +100%

-100% to +200%

Which of the following processes is in the Initiating process group?

Develop Project Charter

Develop Project Management Plan

Define Scope

Define Activities

Mary is a project manager at a consulting company. The company regularly builds teams to create products for clients. When the product is delivered, the team is dissolved and assigned to other projects. What kind of organization is she working for?

Weak matrix

Projectized

Functional

Strong matrix

An important part of performing stakeholder analysis is documenting quantifiable expectations. Which of the following expectations is quantifiable?

The project must improve customer satisfaction

The project should be higher quality

The project must yield a 15% reduction in part cost

All stakeholders' needs must be satisfied

At the close of your project, you measure the customer satisfaction and find that some customer needs were not fully met. Your supervisor asks you what steps you took on your project to improve customer satisfaction. Which subsidiary plan would you consult to determine this information?

Quality management plan

Communications management plan

Staffing management plan

Risk management plan

Customer satisfaction should be measured at the end of the project to maintain long-term relationships. Which of the following is NOT always an aspect of customer satisfaction?

The product meets its stated and unstated requirements

The project is profitable

The product is high quality

The customer's needs are met

Dave is the project manager for a construction project that is building a gazebo. When the project first started, he met with the stakeholders to define the scope. The sponsors mentioned that the gazebo is a really important part of their daughter's wedding ceremony that was planned for seven months from then. In fact, they said that if the gazebo couldn't be completed in seven months, it wouldn't be worth it for them to even start the project. Dave wrote down the seven-month deadline to put in his Project Scope Statement. In which section of the document did the deadline appear?

Project Deliverables

Project Objectives

Project Constraints

Project Assumptions

Which of the following is a “hygiene factor” under Herzberg's Motivation-Hygiene Theory?

Recognition for excellent work

Self-actualization

Good relations with coworkers and managers

Clean clothing

A bar chart shows the number and type of resources you need throughout your project is called a _______________.

Organizational Chart

Resource Schedule

Resource Histogram

Staffing Timetable

You have identified an opportunity to potentially increase the project's value. Which of the following is an example of enhancing that opportunity?

By forming a partnership with another company, the project's value will increase for both companies

By taking additional actions, you increase the potential reward without reducing its probability

By taking out insurance, you can reduce potential costs to the project

By documenting the opportunity in the register, you can keep track of it and ensure it gets exploited

Which of the following best describes the Plan-Do-Check-Act cycle?

Invented by Joseph Juran, it's a way of tracking how soon defects are found in your process.

Invented by Walter Shewhart and popularized by W. E. Deming, it's a method of making small changes and measuring the impact before you make wholesale changes to a process.

Made popular by Phillip Crosby in the 1980s, it's a way of measuring your product versus its requirements

It means that you plan your project, then do it, then test it, and then release it

You are developing the project charter for a new project. Which of the following is NOT part of the enterprise environmental factors?

Lessons learned from previous projects

Knowledge of which departments in your company typically work on projects

The work authorization system

Government and industry standards that affect your project

You are managing a construction project to install new door frames in an office building. You planned on spending $12,500 on the project, but your costs are higher than expected, and now you're afraid that your project is spending too much money. What number tells you the difference between the amount of money you planned on spending and what you've actually spent so far on the project?

AC

SV

CV

VAC

Tom is the project manager on a construction project. Midway through his project, he realizes that there's a problem with the lumber they've been using in a few rooms and they're going to have to tear down some of the work they've done and rebuild. One of his team members suggests that the defect isn't bad enough to cause all of that re-work. Tom says that he's worked on a project that made this same mistake before and they ended up having to redo the work when inspectors looked at the house. He convinces the team member that it's probably better to fix it now than later. What kind of power is he using to make the decision?

Legitimate

Expert

Referent

Reward

Which of the following is NOT one of the most common sources of project conflict?

Schedules

Priorities

Resources

Costs

Your company's quality assurance department has performed a quality audit on your project. They have found that your team has implemented something inefficiently, and that could lead to defects. What's the NEXT thing that should happen on your project?

You work with the quality department to implement a change to the way your team does their work

You document recommended corrective actions and submit them to the change control board

You add the results of the audit to the lessons learned

You meet with the manager of the quality assurance department to figure out the root cause of the problem

A junior project manager at your company does not know how to perform earned value analysis. You spend a weekend with him to teach him how to do this. This is an example of:

Contributing to the project management body of knowledge

Fraternizing, and should be discouraged

Unpaid overtime

Giving access to proprietary information, and should be reported to PMI

Your client has terminated your project before it is complete. Which of the following is true?

You must stop all work and release the team immediately

You must work with the team to document the lessons learned

You must keep the team working on the project to give your senior management time to talk to the client

You must update the project management plan to reflect this change

When you look at a control chart that measures defects in the product produced by your project, you find that seven values are showing up below the mean on the chart. What should you do?

Look into the process that is being measured; there's probably a problem there

Ignore the anomaly; this is the rule of seven, so statistically the data doesn't matter

This means that the mean is too high

You should adjust your lower control limit—the values indicate a problem with where the limits have been set

A project manager uses a facilitator to gather opinions from experts anonymously. What risk identification tool or technique is being performed?

Brainstorming

Delphi Technique

Interviews

SWOT Analysis

You have just been authorized to manage a new project for your company. Which of the following BEST describes your first action?

Create the work breakdown structure

Develop the project management plan

Start working on the project charter

Figure out who has a stake in the project

You're the project manager on a software project that is planning out various approaches to technical work. There's a 20% chance that a component you are going to license will be difficult to integrate and cost $3,000 in rework and delays. There's also a 40% chance that the component will save $10,000 in time and effort that would have been used to build the component from scratch. What's the EMV for these two possibilities?

$13,000

$7,000

$3,400

- $600

You are managing a software engineering project, when two team members come to you with a conflict. The lead developer has identified an important project risk: you have a subcontractor that may not deliver on time. Another developer doesn't believe that the risk is likely to happen; however, you consult the lessons learned from previous projects and discover that subcontractors failed to deliver their work on two previous projects. You decide that the risk is too big; you terminate the contract with the subcontractor, and instead hire additional developers to build the component. Both team members agree that this has eliminated the risk. Which of the following BEST describes this scenario?

Transferrence

Mitigation

Avoidance

Acceptance

Which of the following BEST describes the contents of a WBS Dictionary entry?

The definition of the work package including its net present value

Work Package ID and Name, Statement of Work, Required Resources, and Monte Carlo Analysis

Work Package ID and Name, Statement of Work, Risk Register, Earned Value Calculation, Scheduled Complete Date, and Cost

Work Package ID and Name, Statement of Work, Responsible Organization, Schedule Milestones, Quality Requirements, Code of Account Identifier, Required Resources, Cost Estimate

Two of your project team members approach you with a conflict that they are having with each other over the technical approach to their work. One of the two people is very aggressive, and tries to get you to make a decision quickly. The other team member is quiet, and seems less willing to talk about the issue. The conflict is starting to cause delays, and you need to reach a decision quickly. What's the BEST approach to solving this conflict?

Tell the team members that they need to work this out quickly, because otherwise the project could face delays

Since it's a technical problem, tell the team members that they should take it to the functional manager

Confront the issue, even though one team member is hesitant

Escalate the issue to your manager

Tom is a project manager on an industrial design project. He is always watching when his team members come into the office, when they take their breaks, and when they leave. He periodically walks around the office to be sure that everyone is doing work when they are at their desks and he insists that he make every project decision, even minor ones. What kind of manager is he?

Theory X

Theory Y

Cost cutter

Effective

You are the project manager on a construction project. As you're planning out the work your team will do, you divide up all of the work into work packages and create a WBS that shows how they fit into categories. For each one of the work packages, you write down details such as initial estimates and information about what account it should be billed against. Where do you store all of that information?

Scope Management Plan

WBS

WBS Dictionary

Project Scope Statement

You are managing a project with an EV of $15,000, PV of $12,000, and AC of $11,000. How would you BEST describe this project?

The project is ahead of schedule and within its budget

The project is behind schedule and within its budget

The project is ahead of schedule and over its budget

The project is behind schedule and over its budget

You are using a Pareto chart to examine the defects that have been found during an inspection of your product. Which process are you performing?

Perform Quality Assurance

Perform Quality Planning

Perform Quality Control

Verify Scope

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