PMP1

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PMP1

Management tells a project manager to subcontract part of the project to a company that management has worked with many times. Although they use tough negotiators, this company has consistently delivered on their commitments on time and within the agreed-upon cost. Under these circumstances, the project manager should be most concerned about: *

1 point

Meeting management expectations of time

The cost of the subcontracted work

Making sure the company has the qualifications to complete the project

The contract terms and conditions

While completing work, a project team member tells you that a work package has been forgotten in the WBS. What is the best thing to do? *

1 point

Include it only in the network diagram.

Include it in the WBS.

Wait for a change request to be processed.

Include it in the estimate, but not the activity list.

A project team is trying to decrease risk on the project. Management has a good relationship with a seller who is experienced in areas your company is not experienced in. Management wants all activities with a US $50,000 or higher risk to be transferred to the seller. They believe this will eliminate the impact of those higher risks from the project. Why would this not be effective? *

1 point

The transference of a risk does not remove all impacts of the risk.

Management's association with the seller is a conflict of interest for the project.

Working with sellers will add more than the $50,000 of risk to the project.

You would have to go through the contracting process.

Which of the following is correct about quality improvements? *

1 point

They are a product of cooperation between the customer and the project manager.

They occur only through the experience of the project manager, team, and sponsor.

They are a tool of Manage Quality and an output of Validate Scope.

They require the preparation of change requests or the recommendation of corrective actions.

Which of the following is the most appropriate thing to do in the closing process group? *

1 point

Obtain formal acceptance of the project scope from the customer.

Inspect work packages.

Do project performance appraisals.

Archive project documents.

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