Scope management

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Scope management

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1. A project has a number of deliverables that are complex and have to be assembled. As the project manager, you know the work breakdown structure will help stakeholders to see interim deliverables that will be integrated into the final project deliverables. To help manage the individual elements, you have used a work breakdown numbering system. This numbering system allows the project team to: *

1 point

A. Systematically estimate costs of work breakdown structure elements.

B. Provide project justification.

C. Identify the level at which individual elements are found.

D. Use it in project management software.

2. The work breakdown structure can best be thought of as an effective aid for________________communications *

1 point

A. Team

B. Project manager

C. Customer

D. Stakeholder

3. The product of the project has been completed and delivered to the customer by the team. They are informed by the customer that several of the deliverables are not acceptable, as they do not meet the requirements specified early in the project. The project manager and team review the requirements documentation, and are in agreement that the product deliverables meet the customer s requirements as they understand them. The project manager, who is new to the organization, seeks the advice of the project management office in determining what went wrong. After some discussion, the PMO realizes that the Validate Scope process was not performed appropriately by the project manager. Which of the following is a key output of the Validate Scope process? *

1 point

A. A more complete scope management plan

B. Customer acceptance of project deliverables

C. Requirements analysis

D. Confirmation of the project scope statement

4. During project executing, a team member comes to the project manager because he is not sure what work he needs to accomplish on the project. Which of the following documents contains detailed descriptions of work packages? *

1 point

A. WBS dictionary

B. Activity list

C. Project scope statement

D. Scope management plan

5. During which part of the project management process is the project scope statement created? *

1 point

A. Initiating

B. Planning

C. Executing

D. Monitoring and controlling

6. The program was planned years ago, before there was a massive introduction of new technology. Whileplanning the next project in this program, the project manager has expanded the scope managementplan because as a project becomes more complex, the level of uncertainty in the scope: *

1 point

A. Remains the same

B. Decreases

C. Decreases then increases

D. Increases

7. During a meeting with some of the project stakeholders, the project manager is asked to add work tothe project scope. The project manager had access to correspondence about the project before theproject charter was signed and remembers that the project sponsor specifically denied funding for thescope mentioned by these stakeholders. The best thing for the project manager to do is to: *

1 point

A. Let the sponsor know of the stakeholders’ request.

B. Evaluate the impact of adding the scope.

C. Tell the stakeholders the scope cannot be added.

D. Add the work if there is time available in the project schedule.

8. A new project manager is being mentored by a more experienced PMP-certified project manager. Thenew project manager is having difficulty finding enough time to manage the project because the projectscope is being progressively elaborated. The PMP-certified project manager advises that the basic toolsfor project management, such as a work breakdown structure, can be used during project executing toassist the project manager. For which of the following can a work breakdown structure be used? *

1 point

A. Communicating with the customer

B. Showing calendar dates for each work package

C. Identifying the functional managers for each team member

D. Describing the business need for the project

9. During a project team meeting, a team member suggests an enhancement to the scope that is beyondthe scope of the project charter. The project manager points out that the team needs to concentrate oncompleting all the work and only the work required. This is an example of: *

1 point

A. Change management

B. Scope management

C. Quality analysis

D. Scope decomposition

10. A project has just started the second phase, in which work packages are being created. A new teammember has completed his work packages for this phase and has asked the project manager to validatethe scope of his work packages. The team member is anxious to have the customer see his workpackages. The project manager, although confident in this new team member, wants the team memberto gain confidence after the customer sees his work packages. When should the Validate Scope processbe done? *

1 point

A. At the end of the project

B. At the beginning of the project

C. At the end of each phase of the project

D. During the planning processes

11. The project is mostly complete. The project has a schedule variance of300 and a cost variance of -900. All but one of the quality control inspections have been completed, and all have met the quality requirements. All items in the issue log have been resolved. Many of the resources have been released. The sponsor is about to call a meeting to obtain product validation when the customer notifies the project manager that they want to make a major change to the scope. The project manager should: *

1 point

A. Meet with the project team to determine if this change can be made.

B. Ask the customer for a description of the change.

C. Explain that the change cannot be made at this point in the process.

D. Inform management.

12. You have just joined the project management office after five years of working on projects. One of the things you want to introduce to your company is the value of creating and utilizing work breakdown structures. Some of the project managers are angry that you are asking them to do “extra work.” Which of the following is the best thing you could tell the project managers to convince them to use work breakdown structures? *

1 point

A. Work breakdown structures will prevent work from slipping through the cracks.

B. Work breakdown structures are of greater value on large projects.

C. Work breakdown structures are best when the project involves contracts.

D. Work breakdown structures are the only way to identify risks.

13. A new project manager has asked you for advice on creating a work breakdown structure. After you explain the process to her, she asks you what software she should use to create the WBS and what she should do with it when it is completed. You might respond that the picture is not the most valuable result of creating a WBS. The most valuable result of a WBS is: *

1 point

A. A bar chart

B. Team buy-in

C. Activities

D. A list of risks

14. To manage a project effectively, work should be broken down into small pieces. Which of the following does not describe how far to decompose the work? *

1 point

A. Until it has a meaningful conclusion

B. Until it cannot be logically subdivided further

C. Until it can be done by one person

D. Until it can be realistically estimated

15. A project manager may use__________to make sure the team members clearly know what is includedin each of their work packages. *

1 point

A. The project scope statement

B. The product scope

C. The WBS dictionary

D. The schedule

16. On an agile software development project, the project manager asks business stakeholders to create user stories, which will be used in the development and testing of the new application. The main purpose of a user story is: *

1 point

A. To document features or functions required by stakeholders

B. To create a record of issues encountered on the project

C. To perform what-if analysis

D. To communicate progress

17. The development phase of a new software product is near completion. A number of quality issues have increased the cost of building the product, but the project manager and team feel these costs will be inconsequential once the project gets to market. The next phases are testing and implementation. The project is two weeks ahead of schedule. Which of the following processes should the project manager be most concerned with before moving into the next phase? *

1 point

A. Validate Scope

B. Control Quality

C. Manage Communications

D. Control Costs

18. You are managing a six-month project and have held biweekly meetings with your project stakeholders. After five-and-a-half months of work, the project is on schedule and budget, but the stakeholders are not satisfied with the deliverables. This situation will delay the project completion by one month. The most important process that could have prevented this situation is: *

1 point

A. Monitor Risks

B. Control Schedule

C. Define Scope

D. Control Scope

19. All of the following are parts of the scope baseline except the: *

1 point

A. Scope management plan

B. Project scope statement

C. Work breakdown structure

D. WBS dictionary

20. One of the stakeholders on the project contacts the project manager to discuss some additional scope they would like to add to the project. The project manager asks for details in writing and then works through the Control Scope process. What should the project manager do next when the evaluation of the requested scope is complete? *

1 point

A. Ask the stakeholder if any more changes are expected.

B. Complete integrated change control.

C. Make sure the impact of the change is understood by the stakeholder.

D. Find out the root cause of why the scope was not identified during project planning.

21. During the completion of project work, the sponsor asks the project manager to report on how the project is going. In order to prepare the report, the project manager asks each of the team members what percent complete their work is. There is one team member who has been hard to manage from the beginning. In response to being asked what percent complete he is, the team member asks, “Percent complete of what?” Tired of such comments, the project manager reports to the team member’s boss that the team member is not cooperating. Which of the following is most likely the real problem? *

1 point

A. The project manager did not get buy-in from the manager for the resources on the project.

B. The project manager did not create an adequate reward system for team members to improve their cooperation.

C. The project manager should have had a meeting with the team member’s boss the first time the team member caused trouble.

D. The project manager did not assign work packages.

22. Being prepared to do a complete job of developing and finalizing the scope baseline requires that you have done a thorough and timely job of identifying and analyzing stakeholders, and of collecting requirements. The development of the scope baseline can best be described as involving: *

1 point

A. The functional managers

B. The project team

C. All the stakeholders

D. The business analyst

23. Which of the following is an output of the Collect Requirements process? *

1 point

A. Requirements traceability matrix

B. Project scope statement

C. Work breakdown structure

D. Change requests

24. The cost performance index (CPI) on the project is 1.13, and the benefit-cost ratio is 1.2. The project scope was created by the team and stakeholders. Requirements have been changing throughout the project. No matter what the project manager has tried to accomplish in managing the project, which of the following is he most likely to face in the future? *

1 point

A. Having to cut costs on the project and increase benefits

B. Making sure the customer has approved the project scope

C. Not being able to measure completion of the product of the project

D. Having to add resources to the project

25. Validate Scope is closely related to *

1 point

A. Control Quality

B. Sequence Activities

C. Manage Quality

D. Schedule Management

26. A highway renewal project you are managing appears to have some missing scope. Your understanding of the scope was that the highway was to be resurfaced. Now, one of the construction foremen has come to ask why he finds no mention of repainting the lines on the repaved road. He also wants to know if there are any guard rail replacement work packages in the project. You have seen some of the resurfaced road that is completed, with the new lines painted on them. Which of the following is most likely to have caused the misinterpretation of the project scope statement? *

1 point

A. Imprecise language

B. Poor pattern, structure, and chronological order

C. Variations in size of work packages or detail of work

D. Too much detail

27. Which of the following is correct in regard to the Control Scope process? *

1 point

A. Effective scope definition can lead to a more complete project scope statement.

B. The Control Scope process must be done before scope planning.

C. The Control Scope process must be integrated with other control processes.

D. Controlling the schedule is the most effective way of controlling scope.

28. Which of the following best describes the Validate Scope process? *

1 point

A. It provides assurances that the deliverable meets the specifications, is an input to the project management plan, and is an output of Control Quality.

B. It ensures the deliverable is completed on time, ensures customer acceptance, and shows the deliverable meets specifications.

C. It ensures customer acceptance, shows the deliverable meets specifications, and provides a chance for differences of opinion to come to light.

D. It is an output of Control Quality, occurs before Define Scope, and ensures customer acceptance.

29. Which of the following best describes product analysis? *

1 point

A. Working with the customer to determine the product description

B. Mathematically analyzing the quality desired for the project

C. Gaining a better understanding of the product of the project in order to create the project scope statement

D. Determining whether the quality standards on the project can be met

30. Which of the following best describes the difference between the Control Scope process and the Perform Integrated Change Control process? *

1 point

A. Control Scope focuses on making changes to the product scope, and Perform Integrated Change Control focuses on making changes to integration.

B. Control Scope focuses on controlling the scope of the project, and Perform Integrated Change Control focuses on determining the impact of a change of scope on time, cost, quality, risk, resources, and customer satisfaction.

C. Control Scope focuses on controlling the scope of the project, and Perform Integrated Change Control focuses on making changes to integration.

D. Control Scope focuses on making changes to the product scope, and Perform Integrated Change Control focuses on determining the impact of a change to scope, time, cost, quality, risk, resources, and customer satisfaction.

31. The project was tasked to develop a new software to be used by three sales channels of an auto parts company. The project was consistently on time and within budget, and the stakeholders approved prototypes of the software. However, when the completed software was installed and beta tested, a problem was discovered. Although the software performed as expected on in-store and call center- assisted purchases, it was found to be incompatible with other software necessary to complete online transactions. Therefore, the customer refused to accept the final deliverable, and the team was left to find a new software package that would accommodate all the customer s needs.Which of the following did the team not do? *

1 point

A. Collect requirements from the right stakeholders.

B. Test interim deliverables.

C. Control stakeholder engagement.

D. Accurately define product scope.

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