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A. Familiarizing team members with the project B. Putting all pieces of a project in a cohesive whole C. Putting all pieces of a project into a program D. Assigning all team members their correct tasks
A. Previous activity lists from projects B. Project plan templates C. Strong communications skills D. Methodology guides
A. Psychological needs for growth and fulfilment are not effective motivators B. Hygiene factors are those that provide physical safety and emotional security C. The greater the financial reward, the more motivated the workers will be D. Higher needs cannot be realized until the lower needs are satisfied
A. Project plans are put into action B. Project plans are developed C. Project plans are published D. Project performance measurements are taken and analyzed
A. Project reporting relationships B. Job roles for team members C. Who does what on a project D. Job roles and responsibilities for groups
A. The elements of scope B. The work packages C. Project Office figures D. The schedule activities
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A. The project charter B. The kickoff meeting C. The project initiation document D. The statement of work
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A. Assuring that the pieces of a project come together at the right time B. Planning for contingencies that may occur throughout the life-cycle of the project C. The pieces of the project function as an integration unit D. Answer A and C
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A. The project manager s power will decrease B. The communication management plan should be rewritten C. Conflict will increase D. Project work will stop
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A. Organizational process assets B. The project statement of work C. The project charter D. Tools and techniques of the Initiating processes
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A. Calculating the internal rate of return B. Determining what physical resources will be needed to complete a project C. Considering the overall costs of a project during and after its completion D. Assigning a value to each activity on the project
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A. Performance reports will be more detailed B. More formal written communications will be required C. Official communication channels will significantly increase D. More formal verbal communication will be required
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A. The Project Office B. The Project Manager C. A blend between Functional and Project Managers D. The Functional Manager
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A. Used to manage project execution B. Distributed to stakeholders in accordance with the communications management plan C. A formal document D. Approved by all stakeholders
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A. Quality Planning B. Quality Control C. Perform Quality Assurance D. Quality Change Control
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A. Interrelated activities B. Strategic to the company C. Has never been done by this company before D. Progressively elaborated
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A. How far apart the data points are within the population B. The specification limits of the population C. The mean of the median D. How diverse the population is
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A. Appeal to the project sponsor for guidance B. Return to the planning processes for the new component C. Reject the component as it would introduce an unacceptable risk D. Treat the component as a new project
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A. The constraints and assumptions B. The project charter C. The activity list D. The cost estimates
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A. The types of contracts to be used for the items being procured B. A description of the procurement options C. A formal description of how risks will be balanced between the contracts D. Template for the contracts being used
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A. Do not use the work breakdown structure under any circumstances as it would be illegal B. Use the work breakdown structure as you are not bound by any agreement under the law C. Do not use the work breakdown structure without the organization s permission D. Use the work breakdown structure, but do not share it with others
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A. Correct the project manager s mistakes B. To assess project status or progress C. Provide answers for upper management-level questions D. To appraise the project costs and cost trends of the project
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A. The project manager s assistant B. The project leader C. Project coordinator D. The sponsor
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A. To define the baseline for project performance B. To document the relationship between the product and the business need C. To help facilitate roles and responsibilities D. To increase the accuracy of estimates
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A. Create the activity list B. Determine the critical path C. Create a network diagram D. Develop the schedule
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B
2 days
C
2 days
Start
D
4 days
E
1 days
H
3 days
I
4 days
Finish
F
5 days
G
7 days
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A. Evaluate the impact of the change on the other project constraints B. Submit the change request to the customer for approval C. Deny the change to help prevent scope creep D. Authorize the change quickly to ensure that the schedule can remain unaffected
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A. You are earning $0.67 of the value back into your project for every $1.00 you planned to earn B. You are earning $1.65 of value back into your project for every $1.00 you spend C. You are earning value into your project at 1.65 times the rate you had planned D. You are spending $1.56 for every dollar you planned to spend at this point in the schedule
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A. Project scope statement updates B. Validated defect repair C. Approved corrective actions D. Requested changes
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A. Perform Quality Execution B. Perform Quality Definition C. Perform Quality Control D. Quality Planning
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A. The project cannot cover its costs B. The payback period will be two and one half years C. The project will cost more than twice the revenue it produces D. The project will yield revenue that is 2.5 times its cost
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A. Progressively elaborated B. Issued by senior management C. A definitive list of all the work and only the work to be done on the project D. Defined before the functional specification
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A. Close Project is performed after Contract Closure B. Close Project occurs at the end of the project only C. Close Project occurs at the end of the project phase only D. Close Project occurs at the end of a project phase and at the end of the project
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A. It should be defined in the contract B. It is part of the integrated change control system C. It should include contract dispute resolution procedures D. It is primarily used during the Contract Administration process
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A. A process of considerable scope that implements a plan B. An endeavour which is planned, executed, and controlled; performed by people; and constrained by limited resources C. A temporary endeavour undertaken to create a unique product or service D. An objective-based effort of a temporary nature
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A. A milestone chart is a project plan and a Gantt chart is not B. A milestone chart shows interdependencies between activities C. A Gantt chart is a project plan and a milestone chart is not D. A milestone chart shows only major events, while a Gantt chart shows more information
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A. Cost management plan B. Work breakdown structure C. Activity cost estimates D. Deliverables
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A. Measure conformance to quality B. Select a qualified seller C. Determine if a project should be undertaken D. Determine if a project should be undertaken
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A. Should always be highly detailed B. Should include performance reports C. Should include the project s major milestones D. Should detail what methods should be used to gather and store information
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A. Setup project team and announce the project manager assignment B. Build up the team spirit C. To draft project charter D. Define project scope and develop WBS
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A. Obtain a written project termination B. Perform the Close Project or Phase process C. Make sure your lessons learned are communicated to the manager of the existing product D. Perform a Comparative Product Analysis
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A. Staff Management Planning B. Organizational Breakdown C. Project Organization Techniques D. Develop Human Resource Plan
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A. The project sponsor announces the project completion B. The product of the project has been manufactured C. The project meets or exceeds the expectations of the stakeholders D. The product is handed over to operations to handle all outstanding project aspects
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A. Problem solving and decision-making between project sub-systems B. Making key decisions about resource allocation C. Communicating with people of various backgrounds D. Minimizing conflict to promote team unity
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A. Reduce time by reducing risk on the project B. Reduce cost on the project C. Reduce the schedule without changing the scope D. Reduce the scope by eliminating non-critical functionality from the project
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A. A fixed price contract contains the most risks for the buyer B. Cost re-imbersable contracts offer sellers the highest profit potential C. Lump sum contracts offer sellers the greatest profit potential D. Unit price contracts are illegal in many jurisdictions
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A. A subset of all schedule activities B. All of the schedule activities defined on the project C. A superset of the schedule activities for this and any related projects D. The schedule activities on the project that are on the critical path
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A. Monitor and Control Project Work B. Integrated Change Control C. Perform Quality Assurance D. Direct and Manage Project Execution
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A. Key stakeholders influence on the project B. The project manager s communication skills C. The organizational structure D. The amount of authority the project manager s manager has
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A. Comparing actual or planned results to those of other projects B. Comparing planned value with earned value C. Comparing planned results to actual results D. Statistical sampling of results and comparing them to the plan
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A. Perform Quality Assurance and Manage Project Team B. Perform Quality control and Verify Scope C. Scope Planning and Cost Planning D. Direct and Manage Project Execution and Acquire Project Team
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A. Effective communication B. Team buy-in on the project plan C. A clearly defined scope D. Timely corrective action
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