Head First PMP 3rd Edition Jennifer Greene, Andrew Stellman - Solutions

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Prove that cuts in the ambiguity function are always defined by an ellipse. Hint: Approximate the ambiguity function using a Taylor series expansion about the values (t,fa) = (0, 0); use only the first three terms in the Taylor series expansion.
Write a MATLAB program that computes and plots the 3-D and the contour plots for the results in Problem 5.3.
Prove Eq. (5.5) through Eq. (5.10).
1. Stormy weather and high winds could cause very slippery conditions, so you put up a tent and wear slip-resistant footwear to keep from losing your footing.c Avoided c Mitigated c Transferred c Accepted
3. Flooding could cause serious damage to your equipment, so you buy an insurance policy that covers flood damage.c Avoided c Mitigated c Transferred c Accepted
2. You buy a surge protector to make sure a lightning strike won’t blow out all of your equipment.c Avoided c Mitigated c Transferred c Accepted
4. The manufacturer issues a warning that the safety equipment you are using has a small but nonzero probability of failure under the conditions that you’ll be facing. You replace it with more appropriate equipment.c Avoided c Mitigated c Transferred c Accepted
5. A mud slide would be very damaging to your project, but there’s nothing you can do about it.c Avoided c Mitigated c Transferred c Accepted
6. A team member discovers that the location you planned on using is in a county that is considering regulations that could be expensive to comply with. You work with a surveying team to find a new location.c Avoided c Mitigated c Transferred c Accepted
7. Surrounding geological features could interfere with your communications equipment, so you bring a flare gun and rescue beacon in case it fails.c Avoided c Mitigated c Transferred c Accepted
Why do you need to do qualitative risk analysis first and quantitative risk analysis second?
What’s the big difference between Brainstorming and the Delphi Technique?Can you think of a situation where one would be more useful than the other?
1. Your project requires that you set up a campsite on the edge of a cliff. You gather your team members, including a geologist, a meteorologist, a tracker, and three campsite workers, and lead them in a directed discussion where they identify as many risks as possible.
2. You look through your company’s asset library and discover that two previous projects involved setting up camp in this area. You look through the lessons learned to figure out what went wrong, and what could have been avoided through better planning
3. You’ve sent a questionnaire to a park ranger and engineers at tent and hiking equipment companies to gather their opinions on the risk of falling off of a cliff. You remove their names from their responses, copy them, and send them back to everyone to get their feedback.
4. You’ve identified a risk that is very complex, so you identify the root cause. You use the Ishikawa technique to gain insight into it.
5. You’ve reviewed your estimates and find that you had assumed that seasonal weather patterns would hold. If they change, then it could cause serious problems with the project.
6. You meet individually with many different people: the sponsor, stakeholders, team members, and experts. You ask each of them detailed questions about what they think could go wrong on the project.
These areas are a good start, but there are plenty of other places on your project where you can find risks. Can you think of some of them?
Why do you think Enterprise Environmental Factors are NOT an input to the Qualitative Risk Analysis process?
Who does qualitative risk analysis?
What if people disagree on how to rank risks?
Where do the categories come from?
I’m still not clear on the difference between Delphi and brainstorming
What’s the point in even tracking low-priority risks? Why have a watchlist at all?
I still don’t get the difference between priority and urgency.
Take a look at this table of risks.1. Calculate the EMV for each of these three risks.2. If these are the only risks on the project, calculate the total EMV.3. The latest weather report came out, and there is now a 20% chance of unseasonably warm weather. What’s the new EMV for the project?4. Now
1. You hear a weather report that says there’s now a 45% chance of high winds. Does it still make sense to buy the heavier tent?
2. If you don’t buy the heavier tent, then you have room to take along a wind generator that can power your equipment, and that will save you $1,100 in portable batteries if there’s a heavy wind. If there’s still a 45% chance of high winds, does it still make sense to buy the heavier tent?
I still don’t get this Monte Carlo stuff. What’s the deal?
I can figure out how much the risk costs using EMV, or I can do it with Decision Tree Analysis. Why do I need two ways to do this?
I understand that EMV and decision trees are related, but I still don’t exactly see how.
So are both quantitative analysis and qualitative analysis really just concerned with figuring out the impact of risks?
1. At every milestone, you do a new round of risk identification and make sure that the risks in your risk register still apply to the project.Reassessment Audit Technical Performance Measurement Trend Analysis Reserve Analysis
2. You check to make sure that you have all of the features developed in your project that you had planned when you reach the “feature complete”milestone. When you find that you are missing one of the planned features, you realize that a new risk has shown up—you missed one of the required
3. You take a look at the number of defects you have found in your project per phase and find that it is higher in your project than it has been in most other projects that the company is doing. You dig a little deeper and find some previously unplanned risks that have been causing trouble on your
4. Your company sends a risk expert in to take a look at your risk response strategies. She finds that you are missing a few secondary risks that might be caused by the responses you have planned.So you update your risk register to include the secondary risks.Reassessment Audit Technical
5 You decide to implement a risk response that costs$4,000. You check to make sure that you have enough money to cover the rest of the risks that might happen from here on out in the project.Reassessment Audit Technical Performance Measurement Trend Analysis Reserve Analysis
Why do I need to ask about risks at every status meeting?
I still don’t get trend analysis. How does it help me find risks?
Hey, didn’t you talk about risks back in the Time Management chapter too?
Shouldn’t I ask the sponsor about risks to the project?
Why do we do risk audits?
Hold on, didn’t we already talk about reserves way back in Cost Control?Why is it coming up here?
1. The project manager for a construction project discovers that the local city council may change the building code to allow adjoining properties to combine their sewage systems.She knows that a competitor is about to break ground in the adjacent lot and contacts him to discuss the possibility of
2. Which of the following is NOT a risk response technique?Exploit Transfer Mitigate Confront
3. You are using an RBS to manage your risk categories. What process are you performing?Risk Planning Risk Identification Qualitative Analysis Quantitative Analysis
4. Which of the following is used to monitor low priority risks?Triggers Watchlists Probability and Impact Matrix Monte Carlo analysis
5. You’re managing a construction project. There’s a 30% chance that weather will cause a three-day delay, costing $12,000. There’s also a 20% chance that the price of your building materials will drop, which will save $5,000. What’s the total EMV for both of
6. Joe is the project manager of a large software project. When it’s time to identify risks on his project, he contacts a team of experts and has them all come up with a list and send it in anonymously. What technique is Joe using?SWOT Ishikawa diagramming Delphi Brainstorming
8. You’re performing risk identification on a software project. Two of your team members have spent half of the meeting arguing about whether or not a particular risk is likely to happen on the project. You decide to table the discussion, but you’re concerned that your team’s motivation is at
7. Susan is project manager on a construction project. When she hears that her project has run into a snag due to weeks of bad weather on the job site, she says “No problem, we have insurance that covers cost overruns due to weather.” What risk response strategy did she use?Exploit Transfer
9. Risks that are caused by the response to another risk are called Residual risks Secondary risks Cumulative risks Mitigated risks
10. What’s the main output of the Risk Management processes?The Risk Management Plan The Risk Breakdown Structure Work Performance Information The Risk Register
11. Tom is a project manager for an accounting project. His company wants to streamline its payroll system. The project is intended to reduce errors in the accounts payable system and has a 70% chance of saving the company $200,000 over the next year. It has a 30% chance of costing the company
12. What’s the difference between management reserves and contingency reserves?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
13. How often should a project manager discuss risks with the team?At every milestone Every day Twice At every status meeting
14. Which of the following should NOT be in the risk register?Watchlists of low-priority risks Relative ranking of project risks Root causes of each risk Probability and impact matrix
15. Which of the following is NOT true about risk management?The project manager is the only person responsible for identifying risks All known risks should be added to the risk register Risks should be discussed at every team meeting Risks should be analyzed for impact and priority
16. You’re managing a project to remodel a kitchen. You find out from your supplier that there’s a 50% chance that the model of oven that you planned to use may be discontinued, and you’ll have to go with one that costs $650 more. What’s the EMV of that risk?$650–$650$325–$325
17. Which risk analysis tool is used to model your risks by running simulations that calculate random outcomes and probabilities?Monte Carlo analysis Sensitivity analysis EMV analysis Delphi technique
18. A construction project manager has a meeting with the team foreman, who tells him that there’s a good chance that a general strike will delay the project. They brainstorm to try to find a way to handle it, but in the end decide that if there’s a strike, there is no useful way to minimize
19. You’re managing a project to fulfill a military contract. Your project team is assembled, and work has begun. Your government project officer informs you that a supplier that you depend on has lost the contract to supply a critical part. You consult your risk register and discover that you
20. Which of the following BEST describes risk audits?The project manager reviews each risk on the risk register with the team A senior manager audits your work and decides whether you’re doing a good job An external auditor reviews the risk response strategies for each risk An external auditor
20. Which two types of estimate require historical information?
19. What should you do with the factors that cause change?
18. What percentage of a project manager’s time is spent communicating?
17. What’s the float for any activity on the critical path?
16. What do you decompose work packages into before you can build your schedule?
15. What do you do when you and your team can’t identify a useful response to a risk that you’ve identified?
14. Where would you find out details about a specific work package, such as an initial estimate or information about what account it should be billed against?
13. What are the three characteristics of a project that differentiate it from a process?
12. What’s it called when you add up the costs of inspection, test planning, testing, rework (to repair defects discovered), and retesting?
11. Which form of communication is always necessary whenever you are performing Procurement processes?
10. Which type of power is typically unavailable to project managers in a matrixed organization?
9. Customer satisfaction is part of which knowledge area?
8. What are the top three causes of conflict on projects?
7. Which management theory states that employees can’t be trusted and need to be constantly monitored?
6. What are you doing when you add resources to the critical path in order to shorten the schedule?
5. Which contract type is best when you don’t know the scope of the work?
4. What’s the range for a Rough Order of Magnitude estimate?
3. Which conflict resolution technique is most effective?
2. What do you call the point in a fixed-price contract where the seller assumes the rest of the cost?
1. What’s it called when you bring your stakeholders together at the beginning of the project in order to figure out how everyone will communicate throughout the project?
10. Your company has sent out an RFP, and your brother wants to bid on it. What's the BEST thing for you to do? A Give your brother inside information to make sure that he has the best chance at getting the project. B. Publicly disclose your relationship with him and excuse yourself from the
9. You are about to hold a bidder conference, and a potential seller offers you great tickets to a baseball game for your favorite team. What should you do? A Go to the game with the seller but avoid talking about the contract. B. Go to the game with seller and discuss the contract. C. Go to the
8. You've given a presentation for your local PMI chapter meeting. This is an example of what? A. A PDU B. Contributing to the project management body of knowledge C. Donating to charity D. Volunteering
Describe the major elements and issues with phased development.
7. You overhear someone on your team using a racial slur. This person is a critical team member and you are worried that if they leave your company it will cause project problems. What should you do? A. Pretend you didn't hear it so that you don't cause problems. B. Report the team member to his
Describe the major elements and issues with prototyping.
6. You find out that you could save money by contracting with a seller in a country that has lax environmental protection rules. What should you do? A. Continue to pay higher rates for a environmentally safe solution. B. Take advantage of the cost savings. C. Ask your boss to make the decision for
Which phase in the SDLC is most important? Why?
5. You are working on one of the first financial projects your company has attempted, and you have learned a lot about how to manage the project along the way. Your company is targeting financial companies for new projects next year. What's the BEST thing for you to do: A. Talk to your company
What factors are use to determine project size?
4. You're working on a project, when the client demands that you take him out to lunch every week if you want to keep his business. What's the BEST thing to do? A. Take the client out to lunch and charge it to your company B. Refuse to take the client out to lunch because it's a bribe C. Take the
3. You're a project manager at a construction company that's selling services to a client. You are working on a schedule and a budget, when the CEO at the client demands that you do not produce those things. Instead, he wants you to begin work immediately. What the BEST thing that you can do? A.
What is the break-even point for the project? How is it calculated?
2. You find out that a contractor that you're working with discriminates against women. The contractor is in another country, and it's normal in that country. What should you do? A. Respect the contractor's culture and allow the discrimination to continue B. Refuse to work with the contractor, and
1. You read a great article over the weekend, and you think your team could really benefit from it. What should you do? A. Photocopy the article and give it to the team members B. Type up parts of the article and email it to the team C. Tell everyone that you thought of the ideas in the article
Can you think of some situations where you might need to make decisions using these principles in your own projects?

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Head First PMP 3rd Edition Jennifer Greene, Andrew Stellman - Solutions

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