PMP® Practice Quiz

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PMP® Practice Quiz - 7

A project manager asked various stakeholders to determine the probability and impact of a number of risks. He then analyzed assumptions. He is about to move to the next step of risk management. Based on this information, what has the project manager forgotten to do? *

1 point

Evaluate trends in risk analysis.

Identify triggers.

Provide a standardized risk rating matrix.

Create a fallback plan.

One common way to compute estimate at completion (EAC) is to take the budget at completion (BAC) and: *

1 point

Divide by SPI.

Multiply by SPI.

Multiply by CPI.

Divide by CPI.

Communications under a contract should tend toward: *

1 point

Formal written communication.

Formal verbal communication.

Informal written communication.

Informal verbal communication.

What is the result of bidder conferences held during the Conduct Procurements process? *

1 point

Procurement statement of work

Proposal

A clear and common understanding of the work required

Contract

You and your team are working with activity cost estimates, resource calendars, and the project schedule to determine a cost baseline for your project. Which process group are you in? *

1 point

Planning

Initiating

Closing

Executing

As part of Perform Quantitative Risk Analysis process, you, as a project manager, have already done a sensitivity analysis, created decision trees and done a project simulation using Monte Carlo technique. However, when you show your results to your manager, she is not happy. She thinks that your analysis is not acceptable because: *

1 point

Monte Carlo simulations are not a standard methodology used in the company for risk quantification.

The quantitative value of identified risks is too high.

You have not performed risk audits as part of your project.

You have not conducted an interview with the project stakeholders and subject matter experts.

A system development project is nearing project closing when a previously unidentified risk is discovered. This could potentially affect the project's overall ability to deliver. What should be done NEXT? *

1 point

Alert the project sponsor of potential impacts to cost, scope, or schedule.

Qualify the risk.

Mitigate this risk by developing a risk response plan.

Develop a workaround.

What is not a reason for companies to organize Lessons learned? *

1 point

Lessons learned databases are an essential element of the organizational process assets.

Lessons learned should focus on identifying those accountable for errors and failures.

Lessons learned sessions should bring about recommendations to improve future performance on projects.

Phase-end lessons learned sessions provide a good team building exercise for project staff members.

While working on the project, you set realistic (and challenging) targets. This is because you know that if extra time is provided, "Work expands so as to fill the time available for its completion." This is also referred to as: *

1 point

Herzberg's Motivation Theory.

Learning Curve Theory.

Theory Y.

Parkinson's law.

You are the project manager for the construction of a shopping mall. As the location is prone to earthquakes, you plan to construct a building that is resistant to earthquakes. This is an example of: *

1 point

Risk mitigation.

Risk transfer.

Risk avoidance.

Risk acceptance.

You are defining a distribution of possible activity durations for each schedule activity and calculating a distribution of possible outcomes for the total project. This technique is known as *

1 point

Resource leveling.

Monte Carlo Analysis.

Critical chain method.

Critical path method.

When you started creating a work breakdown structure for your project, you realized that it was too complicated to be done on a single piece of paper. You then started using a work breakdown structure numbering system to: *

1 point

Determine the complexity of the project.

Determine the level at which individual WBS elements are found.

Help in automating the WBS using appropriate software.

Present justification for the project.

While working on a project in another country, you are asked to make a "facilitating" payment so the country officials will issue a work order. What should you do? *

1 point

Make the payment.

Ask the person for proof the payment is required.

Seek legal advice on whether such a payment is a bribe.

Do not pay and see what happens.

The primary customer of a project has requested an application change during user testing. As project manager, how should you BEST address this issue? *

1 point

Develop a risk mitigation plan.

Create a formal change request.

Inform the project sponsor of changes to scope, cost and schedule.

Ensure that scope change complies with all relevant contractual provisions.

Which conflict resolution technique is most effective? *

1 point

Withdrawal.

Compromise.

Smoothing.

Confronting.

The project team has created a plan for how they will implement the quality policy. It addresses the organizational structure, responsibilities, procedures, and other information about plans for quality. If this changes during the project, WHICH of the following plans will also change? *

1 point

Quality assurance

Quality management

Project management

Quality control

A project manager for a software project hires a subcontractor to build a module that will be used in the rest of the project. When it's time to integrate that module into the rest of the code, there are serious quality problems. The subcontractor claims that the module meets its requirements, but the project manager's lead developer says that the requirements have clearly been violated. The contract is unclear about how to handle the situation. It's clear that the contract needs to be amended to indicate a solution, but there is no agreement on the exact wording of the change. What BEST describes the next step for the project: *

1 point

The buyer and seller must proceed to claims administration.

The buyer should file a lawsuit against the seller.

The buyer should conduct an audit of the seller.

The buyer and seller must adhere strictly to the wording of the contract.

An organization is going through an evolutionary phase of restructuring the way it does projects. In a shift from a weak matrix organization to a strong matrix organization, the power is shifted from the: *

1 point

Project manager to the functional manager.

Expediter to the coordinator.

Functional manager to the project manager.

Functional manager to the sponsor.

You had budgeted $ 200,000 in your project as contingency reserve. Now, when you are 75% through in project execution, you notice that the funds in your contingency reserves are down to $ 20,000. To compare the amount of contingency reserves remaining in your project to the amount of risk remaining, you should conduct a: *

1 point

Variance analysis.

Trend analysis.

Risk assessment.

Reserve analysis.

When referring to inputs for Develop Schedule process, responsibility (i.e., who will perform the work), activity type (i.e., summary or detailed), and WBS classification are : *

1 point

Constraints.

Activity attributes.

Resource pool description.

Activity duration estimates.

In your project, you use a hierarchical structure of resources by resource category and resource type to develop resource-limited schedules. This hierarchical structure is also called as: *

1 point

Project hierarchy.

Organization hierarchy.

Resource breakdown structure.

Project breakdown structure.

You are an excellent technical architect. Your project sponsor believes that you can be an effective project manager. This is an example of: *

1 point

Halo effect.

Pygmalion effect.

Galatea effect.

Expert concept.

The sponsor has asked you to require that each piece of the project scope be planned, estimated, and scheduled. The sponsor also wants to authorize each piece of the project management plan after the documentation is assembled. What is the MOST appropriate response to these requests? *

1 point

Politely advise the sponsor to forego the authorization of work.

Provide the sponsor with a schedule of when the components will be ready for authorization.

Ask the sponsor to authorize each piece before it is completed.

Tell the sponsor that the chance for authorization will come after the pieces of the project management plan are compiled.

_______ is normally not a method of Rol (Return on investment) analysis. *

1 point

Net present value projection.

Sunk cost analysis.

Simple payback calculation.

Internal rate of Return.

Which of the following is NOT an input to the Administer Procurements process? *

1 point

Work performance information

Approved change requests

Procurement management plan

Requested changes

Your project is complete and you are performing project closure activities. In this context, what should you do LAST? *

1 point

Creating final product, service, or result transition.

Releasing project resources working on the project.

Updating organizational process assets.

Accepting deliverables.

A team is in the Plan Procurements process. Which of the following are they working on? *

1 point

Proposals received

Procurement contract award

Creation of a request for proposal

Procurement audit

Sue sent a message to Jim using the company's voicemail system. When he received it, Jim called her back. Which of the following is true? *

1 point

Sue encoded the voicemail, Jim decoded it, and then encoded his feedback message.

Sue decoded her voicemail message; Jim encoded his phone call and decoded the feedback.

Jim sent feedback to Sue, who encoded it.

Sue decoded her voicemail message and Jim encoded his feedback.

When do bidder conferences normally take place? *

1 point

After the contract has been awarded to keep alternatives open.

After submittal of bid or proposal, but before contract award.

Prior to the submittal of a bid or proposal by the bidder.

After technical meetings with bidders to discuss contract requirements.

In your project, you are formalizing acceptance of the completed project deliverables. This is done during: *

1 point

Perform Integrated Change Control.

Verify Scope.

Control Scope.

Report Performance.

You are managing a project. Your company has set a pre-defined budget for you to work with. In this context, a pre-defined budget is considered as a: *

1 point

Risk.

Assumption.

Constraint.

Stage point.

You have been appointed as a project manager to build a state-of-the-art flyover on Inter-state highway 10 which, when completed, helps reduce the traffic congestion by more than 40 percent. You have raised a request for bid and received many responses from prospective sellers, which you are now evaluating. During which of the following project management processes would you perform this activity? *

1 point

Plan Procurements.

Administer Procurements.

Close Procurements.

Conduct Procurements.

Which of the following is the BEST way to resolve conflict? *

1 point

Confronting

Withdrawal

Smoothing

Forcing

Among the various conflict resolution modes (Confrontation, Compromise, Withdrawal, Forcing, and Smoothing), which conflict resolution mode is most preferred or least preferred by project managers (answer format: most preferred, least preferred)? *

1 point

Compromise, Withdrawal.

Confrontation, Withdrawal.

Confrontation, Forcing.

Smoothing, Withdrawal.

What leadership style should you employ during the first two weeks of project planning? *

1 point

Coaching

Directing

Supporting

Facilitating

Which of the following is part of the integration management process? *

1 point

Monitor and Control Project Work

Develop Human Resource Plan

Perform Quality Assurance

Report Performance

Which motivational theory says that working conditions, salary, and relationships at work do NOT improve motivation? *

1 point

Maslow

Deming

McGregor

Herzberg

You are working as a coordinator in an organization where decisions are primarily made by the senior management. The structure of the organization you are working in is: *

1 point

Weak Matrix.

Balanced Matrix.

Functional.

Strong Matrix.

If a project team is subdividing project work packages into smaller, more manageable components, they are: *

1 point

Creating a WBS.

Decomposing.

Network diagramming.

Activity sequencing.

Which of the following BEST describes when the team and stakeholders identify risks? *

1 point

During the Verify Scope process

After the project charter is received and before the work breakdown structure is created

Whenever there is a change to the project

Before the project charter is created

A project manager works in a company that has a matrix organizational structure. A server administrator is assigned to the project manager's project team. The server administrator is not taking direction from the project manager and the delay in the server administrator's activities is causing a negative variance to the schedule. The server administrator works for the director of server administration. Who is primarily responsible for solving this problem? *

1 point

The project manager

The server administrator

The director of server administration

The sponsor

Complete the following sentence: "The later a defect is found, __________." *

1 point

the easier it is to find.

the more expensive it is to repair.

the less important it is to the product.

the faster it is to repair.

You have taken over a project from another manager who left the firm. This is a functional organization and the different units are often rather hostile to each other. The project is a large one involving activities that the organization has never done before. You find that the project has what appears to be adequate documentation, including an agreed-to project charter, project management plan, WBS, etc. The project is on schedule and within budget. However, the atmosphere in meetings with the project members often seems tense, and offhand comments made by participants seem to indicate a high level of dissatisfaction with the project. You review all of the major project documents with the key stakeholders and get agreement that they are still accurate, but this does not seem to solve the problem. What is the MOST likely explanation for this situation? *

1 point

There are personality conflicts among the project team members that you need to uncover and resolve.

The project does not have an effective sponsor and thus is not viewed as a high priority.

Stakeholders have very different expectations about what the project is supposed to accomplish.

The organizational structure and dynamics prevent people from working together effectively.

If a risk event has a 90 percent chance of occurring, and the consequences will be US $10,000, what does US $9,000 represent? *

1 point

Risk value

Present value

Expected monetary value

Contingency budget

All of the following statements concerning procurement documents are incorrect EXCEPT: *

1 point

Well-designed procurement documents can simplify comparison of responses.

Procurement documentation must be rigorous with no flexibility to allow consideration of seller suggestions.

In general, procurement documents should not include selection criteria.

Well-designed procurement documents do not include a procurement statement of work.

Your manager gives you a project charter and asks you to begin working immediately and to provide her with a schedule. What should you do FIRST? *

1 point

Begin estimating the activities necessary to complete the scope of work.

Begin creating a project scope statement.

Create an activity list and then begin to assign the activities to resources.

Identify a team and obtain approval for their participation from their functional managers.

Which of the following best describes a control chart? *

1 point

A bar chart showing project activities and their schedule

A chart showing the upper and lower control limits

A chart showing potential causes of issues

A chart showing loops between activities

What's the difference between management reserves and contingency reserves? *

1 point

Management reserves are used to handle known unknowns, while contingency reserves are used to handle unknown unknowns.

Management reserves are used to handle unknown unknowns, while contingency reserves are used to handle known unknowns.

Management reserves are used to handle high-priority risks, while contingency reserves are used to handle low-priority risks.

Management reserves are used to handle low-priority risks, while contingency reserves are used to handle high-priority risks.

A project manager is worried about the costs on the project. There is a lot of rework, and scrap and inventory costs are rising. If you were a mentor to this project manager, what is the BEST advice you could offer? *

1 point

Such effects are the nature of the project and not to worry.

Improve quality training and throw a milestone party.

Look at sunk costs.

Look at marginal costs.

As a project manager, you want to ensure that appropriate quality standards and operational definitions are used for your products. To achieve this objective, you will use all of the following tools EXCEPT: *

1 point

Quality audit.

Process analysis.

Quality control measurements.

All quality planning tools and techniques.

The project charter for a project was approved for planning, and you have just been assigned as project manager. Realizing that project planning is an ongoing effort throughout the project, which processes are you MOST likely to combine? *

1 point

Create WBS and Define Activities

Estimate Activity Durations and Develop Schedule

Develop Human Resource Plan and Estimate Costs

Estimate Costs and Determine Budget

You are the project manager on a project that has a total project float of negative 20. What should you do FIRST? *

1 point

Use less experienced team members.

Request an extension of the project due date.

Acquire more resources for critical path activities.

Fast track the project if overall project risk is already too high.

In order to complete work on your projects, you have been provided confidential information from all of your clients. A university contacts you to help it in its research. Such assistance would require you to provide the university with some of the client data from your files. What should you do? *

1 point

Release the information, but remove all references to the clients' names.

Provide high-level information only.

Contact your clients and seek permission to disclose the information.

Disclose the information.

Your current project has very limited information on activity durations. You wish to use the actual duration of a previous, similar activity as a basis for estimating the current activity duration. What should be your next step? *

1 point

Create an activity list.

Calculate early and late start and finish dates for the unfinished project activities.

Conduct performance reviews to determine variances.

Subdivide project work packages into smaller more manageable components for better management control.

You have recently taken over as project manager. In your initial meeting, you first notice that there is too much conflict among the project team members, which harms productivity and working relationships. To reduce conflict in your team, you should do all of the following EXCEPT: *

1 point

Establish team ground rules.

Establish group norms.

Minimize differences of opinion among team members.

Better manage the communication channels.

A project manager is building her team. She notices that team members are not collaborating efficiently, and she is concerned that this is leading to a destructive environment. Which of the following BEST describes the state that the team is in? *

1 point

Norming.

Forming.

Storming.

Performing.

A conflict resolution technique that emphasizes areas of agreement is also called: *

1 point

Confrontation.

Problem Solving.

Compromising.

Smoothing.

You are the project manager of a manufacturing firm that produces machine parts required in automobiles. During a review, you discover some design requirements are not taken into account. You should: *

1 point

Instruct your team to incorporate the requirements and do an analysis to figure out the potential impact.

Inform your project sponsor that the project may be delayed because of the missed requirements.

Go ahead with production because incorporating the requirements may delay the schedule.

Escalate this issue to your senior management.

You are managing a project in a just-in-time environment. This will require more attention, because the amount of inventory in such an environment is generally: *

1 point

45 percent.

10 percent.

12 percent.

0 percent.

You are the project manager in an aircraft manufacturing company developing a new range of supersonic fighter planes. Since government approval and involvement are essential, you hire a lobbying firm to get government support to prevent unnecessary changes in your project. Which process is this an example of? *

1 point

Perform Integrated Change Control.

Risk Management.

Cost Management Plan.

Develop Project Management Plan.

A plan for establishing the criteria for developing and controlling the project schedule is BEST described as part of the: *

1 point

Schedule management plan.

Schedule model.

Activity attributes.

Schedule network analysis.

An activity has been delayed and the project manager needs to deal with the situation. What is the NEXT thing she should do? *

1 point

Determine how much of a problem it is.

Report to management.

Crash or fast track.

Use contingency reserves

Which of the following exhibits greatest resistance to change? *

1 point

Business Requirements.

Technology.

People.

Environment.

In your company, you use Microsoft project as a project management information system (PMIS) - this facilitates automation and easier project management. In this context, all the following statements are true EXCEPT: *

1 point

PMIS is used during Direct and Manage Project Execution.

PMIS is part of organizational process assets.

PMIS includes scheduling software and configuration management system.

PMIS can be used for information collection and dissemination.

Approved corrective actions are an input to which of the following processes? *

1 point

Verify Scope

Direct and Manage Project Execution

Develop Project Charter

Develop Schedule

You are managing a software project. Your QA manager tells you that you need to plan to have her team start their test planning activity so that it finishes just before testing begins. But other than that, she says it can start as late in the project as necessary. What's the relationship between the test planning activity and the testing activity? *

1 point

Start-to-Start (SS).

Start-to-finish (SF).

Finish-to-Start (FS).

Finish-to-Finish (FF).

In your project, the risk calculations show that there is a risk of overrunning the project scope and schedule targets to levels that are beyond the threshold limits determined in the project. To bring the level of risk to a level acceptable to your organization, you should: *

1 point

Consider using contingency reserves.

Decrease the project scope and increase the project schedule.

Talk with your sponsor about canceling the project.

Do additional risk response planning.

You are in the process of creating a project plan for the launch of a new drug. While creating the plan, your finance manager has provided some very useful insights for marketing the new drug. This shows that: *

1 point

Every stakeholder has skills and knowledge that can be used in developing the project plan.

Finance managers usually have good knowledge about marketing activities.

Finance managers should always be involved when creating a project plan.

Finance managers and project managers should always work in tandem during project plan creation.

All of the following are the responsibilities of a PMP certificant EXCEPT: *

1 point

Ensuring that there is no conflict of interest that can compromise the legitimate interests of a client or customer.

Ensuring that the technical specifications are appropriately defined.

Disseminating PMI Code of Ethics and Professional Conduct to other PMI members.

Cooperating with PMI concerning ethics violation related to PMI and PMP Certification, and the collection of related information.

If your project will require redesign after completion of testing, which of the following diagramming techniques would be BEST to use? *

1 point

GERT

PERT

CPM

ADM

A project management team is evaluating the causes that might contribute to unsatisfactory performance and quality. Which of the following statements is not true? *

1 point

Normal process variation is attributable to random causes and sometimes also called "white noise".

Special causes are easier to predict and handle than random causes (also called common causes).

Special causes are unusual events which are difficult to foresee and often produce outliers.

A process can be optimized to limit the bandwidth of variations due to random causes.

As a project manager, one of your responsibilities is to manage stakeholder expectations to the best of your ability. However, if there are conflicts among stakeholders, they should usually be resolved in favor of: *

1 point

Business partner/Project sponsor.

Team members.

Customers.

Stakeholders.

In Create WBS process, the WBS can be created in all the following forms EXCEPT: *

1 point

Using phases of the project life cycle as the first level of decomposition, with the product and project deliverables inserted at the second level.

Using major deliverables as the first level of decomposition.

Using work packages as the first level of decomposition.

Using subprojects that may be developed by organizations outside the project team, such as contracted work.

You are in the middle of executing a major modification to an existing product when you learn that the resources promised at the beginning of the project are not available. The BEST thing to do is to: *

1 point

Show how the resources were originally promised to your project.

Replan the project without the resources.

Explain the impact if the promised resources are not made available.

Crash the project.

According to the project manager's earned value (EV) analysis of a software development project on June first, the cost performance index (CPI) computes to 1.0 and the schedule variance (SV) is zero. On June third, the banks of the nearby river overflow and flood the development computer room, shutting down all operations for two weeks. This project has been struck by a(n): *

1 point

Unknown unknown risk.

Known unknown risk.

Known risk.

Foreseen risk.

You have created a risk management plan to decide how to approach, plan, and execute the risk management activities for your project. Thereafter, you are involved with Identify Risks process to determine which risks might affect your project. What should you do NEXT? *

1 point

Plan Quality.

Plan Risk Responses.

Perform Qualitative Risk Analysis.

Define Activities.

Your project team is spending so much time reviewing potential changes to a project that you do not have time to complete project work. Which of the following is the LEAST likely reason for this problem? *

1 point

No change control board

Not enough of an effort to identify the project stakeholders

A poor communications management plan

An unclear project charter

Near the end of your last project, additional requirements were demanded by a group of stakeholders when they learned they would be affected by your project. This became a problem because you had not included the time or cost in the project management plan for these requirements. What is the BEST thing you can do to prevent such a problem on future projects? *

1 point

Review the WBS dictionary more thoroughly, looking for incomplete descriptions.

Review the project charter more thoroughly, examining the business case for "holes."

Do a more thorough job of procurement planning.

Pay more attention to stakeholder management.

From the seller's point of view, the procurement is considered closed when: *

1 point

Work is complete and formal acceptance received.

Lessons learned are complete and final payment is received.

The archives, administrative closure, and closure requirements as stated in the contract are all completed.

Final payment is made.

Which of the following is a term describing people who think their culture is the best? *

1 point

Culture-centric

Egotistical

Ethnocentric

Enlightened self interest

You are in the Direct and Manage Project Execution process. Which of the following is NOT a result? *

1 point

Deliverables.

Project management plan updates.

Product management plan.

Change requests.

The project has been going relatively well, although there have been some problems with resource availability and the project scope has changed more than was expected. The project is now completing one of its phases. Of all decisions the sponsor must consider during an end-of-phase review meeting, the MOST difficult is: *

1 point

Authorizing scope change for the next phase.

Authorizing budget increases for the next phase based on scope changes.

Cancelling the project.

Decreasing scope to maintain the budget.

The project manager on a large software installation project is working with her team on a critical set of activities. They are working late on Saturday night. Circumstances create the situation wherein the project manager must decide to change the schedule that will push the end date of the project out two weeks. What BEST action should the project manager take next as a result of her decision? *

1 point

Immediately document and capture the changes and present them to the change control board the next time that board is available for contact.

Look for free float to bring the project back into schedule.

Implement configuration management in order to obtain senior management approval and then make the change.

Review her detailed risk assessment development process to ensure that other unidentified risks are included and a plan for mitigation is created.

On one of your company's medical research projects, you object to how the research is being handled. However, you signed a confidentiality agreement with the company that prohibits you from talking about your research. It would be BEST to: *

1 point

Quit and do not talk about what you know.

Quit and begin talking to the community.

Continue working and begin to talk about your objections to the research to newspapers in other cities.

Destroy the research.

Your project team has identified a major project risk. After talking to the project management office, they determine that a reserve on the project is not necessary. What is the NEXT step? *

1 point

List the time or cost overrun expected on the project in your project management plan.

Develop risk transference strategies.

Create a risk response plan that includes the risk.

Ignore the risk until it happens.

You need a batch of 100 identical valves which will be custom made for your project to build a food processing plant. There is a risk of deterioration of victuals during processing; therefore you placed requirements on the quality of the raw materials for the valves, which will make production very costly. Unfortunately, in order to test the valves against these requirements, you would have to destroy them. And you have no experience with the vendors at all. What should you do? *

1 point

Do 0% inspection. You have to trust the selected supplier that they will use the materials according to your specification.

Negotiate a contract over more than 100 items and perform acceptance sampling for the surplus of the batch on delivery.

Require the seller to supply the valves together with appropriate certificates from their raw materials suppliers.

Do 100% inspection on delivery to your premises, then order another batch of 100 valves.

When do stakeholders have the MOST influence on a project? *

1 point

At the beginning of the project

In the middle of the project

At the end of the project

Throughout the project

You've just received a change request. This means: *

1 point

The project charter is complete, but the work cannot begin yet because you need to make a change to the scope baseline.

You are in the Direct and Manage Execution process, and you can implement the change now.

The change needs to be approved before it can be implemented.

There is a defect in a deliverable that must be repaired.

The BEST description of costs that change with the amount of production is: *

1 point

Variable costs.

Fixed costs.

Direct costs.

Sunk costs.

Which of the following would be the MOST appropriate thing to do during the executing process group? *

1 point

Determine individual team member performance.

Add new skills to team members' human resources records.

Determine acceptance criteria.

Determine how you will complete process improvement.

In your construction project, the CPI is 1.30 and SPI is 0.85. What could be the possible reason? *

1 point

A critical resource went on sick leave for a long period of time, which had not been anticipated earlier.

The cost of raw materials required for construction increased by 10%.

You had not taken into account the inflation rate.

There was four days waiting time in the curing of concrete, and work could not be done during that time.

All the following are relevant for analyzing a cost overrun EXCEPT: *

1 point

Labor rates.

Resources used.

Communications management plan.

Lag.

According to Bruce Tuckmann, which are the stages of team development? *

1 point

Honeymoon, rejection, regression, acceptance, re-entry.

Forming, storming, norming, performing.

Tell, sell, consult, join.

Direct, support, coach, delegate.

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

1 point

A bar chart.

Team buy-in.

Activities.

A list of risks.

Fast tracking the project usually: *

1 point

Decreases project duration.

Decreases project costs.

Decreases the amount of management oversight needed.

Decreases the number of resources used.

An activity has an optimistic estimate of 10 days, pessimistic estimate of 16 days, and most likely estimate of 13 days. If your company has a quality requirement of Six Sigma, what is the duration within which this task must be completed? *

1 point

10 days to 16 days.

7 days to 19 days.

12 days to 14 days.

11 days to 15 days.

Which chart allows a project manager to indicate the number of resources used each month? *

1 point

Responsibility assignment matrix

Resource histogram

Project organizational chart

Pareto chart

You have created the project charter but could not get it approved. Your manager and his boss have asked that the project begin immediately. Which of the following is the BEST thing to do? *

1 point

Set up an integrated change control process.

Show your manager the impact of proceeding without approval.

Focus on completing projects that have signed project charters.

Start work on only the critical path activities.

The project manager of a highly visible project is new to project management. He has carefully followed the steps to create a project management plan. During a status meeting, two of the team members argue over what needs to happen next. Whose responsibility is it to correct the problem? *

1 point

The team

The project manager

The functional manager

The individual team members who disagree

Double declining balance is a form of: *

1 point

Decelerated depreciation.

Straight line depreciation.

Accelerated depreciation.

Life cycle costing.

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