PMP1

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PMP1

A successful project requires an understanding of the roles and responsibilities of everyone involved. The person(s) who enforces quality policies, helps evaluate trade-offs during crashing, fast tracking, and reestimating, resolves conflicts that extend beyond the project manager’s control, and approves, rejects or defers changes, or authorizes a change control board to do so is the: *

1 point

Project sponsor

Project team

Manager

Project stakeholders

A new project manager is having difficulty creating a WBS with the team. He started by making a list of the project activities, which he distributed to team members. Some of these team members have more experience than the project manager, and are not happy about trying to convert his list into a WBS. The team is spending a lot of time trying to agree on work package definitions, and some feel the project manager's list is more of a distraction than a help. The project manager realizes that the team is becoming increasingly frustrated. To alleviate this situation, the project manager should ask for help from: *

1 point

The project management office

The team

Other project managers

The sponsor

The ongoing definition of a project as more information becomes available to the team is called: *

1 point

Quantitative elaboration

Scope validation

Progressive elaboration

Strategic planning

The organization has grown rapidly in the last two years. Many employees have been given project management responsibilities to help the organization reach the objectives established for the next 12 months. The staff of the PMO has been trained on their role in managing the projects. With all the staff additions, there is disagreement over the best approach to complete a project. In the company's monthly training session, the PMO staff will be clarifying the approach. They have started to outline how to present the information and have agreed on the following: The project management processes can be categorized into five groups. These process groups are linked by the results they produce. The outputs of one often become the inputs to another. What is the most appropriate sequence of the five project management process groups? *

1 point

Initiating, planning, executing, monitoring and controlling, closing

Initiating, monitoring and controlling, planning, executing, closing

Initiating, executing, monitoring and controlling, planning, closing

Initiating, planning, monitoring and controlling, executing, closing

Your company is expanding and needs to move its call center to a different facility on the other side of town. This move is a potential risk because not all call center operators will want to make the commute. Your company has assigned you to manage the move when you are called to an executive meeting in the CEO's office. They ask your opinion on upgrading the call center's computer hardware and software along with the moving project. You know that success in this project could significantly enhance your career. You tell them: *

1 point

You'll do the move first then upgrade the hardware and software as an additional project.

You want to understand how these projects map to corporate strategic objectives.

You can include the work in your project if given sufficient initiating and planning time.

These are three separate projects. Combining projects with unrelated objectives could bring unnecessary risk.

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