Question 1 Which of the following is an example of a project? Question 2 Question 3...

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Question 1 Which of the following is an example of a project? Question 2 Question 3 Question 4 C C Ĉ An effective project manager must: C C a. Maintaining e-mail addresses b. Capacity planning c. Submitting travel and expense reports d. Sending monthly reports to top management Ĉ A key characteristic of an effective project team is that: a. Tell his team members what to do b. Be the most capable person on the team technically c. Be focused on achieving results d. Not trust his team members to achieve results without his personal attention to detail O a. Members have graduate degrees in project management b. Members come from the same professional background c. Members see themselves as stakeholders in the project d. Members adhere to a prescribed pecking order A challenge of the matrix project organization is that: a. Team members are full of ego b. Team members are selected from the same functional area 1 points Save 1 points Save 1 points Save 1 points Save Question 5 Question 6 Question 7 Question 8 O A key weakness of the Benefit-Cost ratio project selection mechanism is that: C C C c. Team members have divided loyalties d. It enables functional managers to provide career guidance to their workers a. It only focuses on things that can be measured b. It takes time frame into consideration C c. It is too much based on subjective judgment d. It does not entail prioritizing A major strength of task Gantt charts is that they can: a. Offer a sophisticated model of a project b. Show how many resources will be used on the project c. Show the interdependencies of tasks d. Show actual versus planned schedule status If you want to shorten the length of a project, you must: a. Shorten the critical path b. Shorten the free float c. Spend more money d. Cut back on the features you plan to deliver The critical path: 1 points Save 1 points Save 1 points Save 1 points Save Question 9 Question 10 A tool that graphically shows cost variance is: Question 11 a. Provides the duration of a project b. Has the shortest duration on a project c. Is the most expensive path to implement C d. Contains the project's most significant tasks Question 12 C C C C C Which of the following methods involves performing tasks in parallel? C C a. A chart of accounts b. A code of accounts c. A histogram (also called a resource loading chart) d. A cumulative cost curve (also called S-curve) C a. Crashing b. Fast tracking c. Leveling d. Hammocking Top-down estimates (also called parametric estimates): a. Are based on historical trends b. Can be derived from the WBS c. Can be determined by analyzing work packages d. Provide accurate assessments of project costs 1 points Save 1 points Save 1 points Save 1 points Save Question 13 Question 14 Question 15 Bottom-up estimates: pa ✔ e C Definitive estimates are generally derived from: C Ĉ C C C a. Are based on historical trends b. Can be derived from the WBS c. Must employ Monte Carlo simulation d. a and c C a. Bottom-up estimates b. Top-down estimates 1 The resource planning tool that enables us to identify who we need to carry out what tasks is called: C c. Expert judgment cost estimates d. Order of magnitude estimates Which of the following shows resource allocation over time? a. A resource Gantt chart b. A resource matrix (also called the responsibility chart) c. A resource ogive d. A resource loading chart (also called a resource histogram) 1 points Save a. Resource Gantt chart b. Resource matrix c. S-Curve ints Save 1 points Save Question 16 Question 17 Question 18 Question 19 C C What is the function of a change control board (CCB) in configuration management? C Good functional requirements C d. Resource leveling ✔ a. To assess the management impacts of change requests b. To initiate changes needed on the project c. To focus on the technical implication of change requests d. To approve change requests coming from senior management ✔ a. Describe how the deliverable should be developed b. Provide detailed technical insights into what the deliverable will do c. Describe what the deliverable looks like and what it should do d. Are created after development of the technical specifications a. Management by Objectives b. Management by Exception c. Management by Walking Around d. Management by Control Limits 1 points Save The type of management whose focus is on activities whose variances lie outside the acceptable range is: Which of the following is a characteristic of an effective reporting system? a. SMART 1 points Save 1 points Save 1 points Save Question 20 Question 21 Question 22 Question 23 C O C Which of the following is an elapsed time task? C An autocratic management style: C b. KISS c. MBO d. LOWBALLING C a. Paint is drying b. A painter paints the wall c. Software is being written d. A sandwich is being made C a. Is effective in most project management situations b. Is effective in highly routine efforts c. Is effective in high flux, state-of-the-art projects d. Will lead to the tyranny of the majority 1 points Save A project team structure that closely reflects the physical structure of the deliverable is known as: a. Egoless b. Specialty c. Surgical d. Isomorphic 1 points Save The purpose of mid-project evaluation is: 1 points Save 1 points Save Question 24 Question 25 Question 26 C 1 points Save If the latest time you can start a task is five hours into the project, and the earliest time is three and a half hours into the project, how much slack (also called float) does the task have? C C a. Continual monitoring of budget and estimates b. To focus on achievement of individual element of the project plan c. To determine whether the original objectives are still relevant d. To re-baseline the project budget C In risk management, insurance is an example of: a. 0.5 hours b. 1.5 hours c. 2.5 hours d. 8.5 hours C a. Risk avoidance b. Risk deflection c. Risk acceptance d. Contingency planning 1 points Save 1 points Save A four step risk assessment process reflecting standard risk management good practice consists of: a. Risk identification, Risk deflection, Risk impact analysis, Risk monitoring and control b. Risk acceptance, Risk impact analysis, Risk response planning, Risk monitoring and control Question 27 Question 28 Question 29 Question 30 C C r Structured Walk-Through is a methodology used in: C r ( c. Risk deflection, Contingency planning, Risk impact analysis, Risk monitoring and control d. Risk identification, Risk impact analysis, Risk response planning, Risk monitoring and control C a. PERT b. GERT c. VERT d. Project Evaluation 1 points Save If review of a project's status indicates that EV = $400, AC = $400, and PV = $500, the project is: a. On budget, behind schedule b. On budget, ahead of schedule c. Over budget, behind schedule d. Over budget, ahead of schedule The poor man's hierarchy is a method for: a. Project estimation b. Project scheduling c. WBS construction d. Project selection 1 points Save According to PMI, a WBS should focus on 1 points Save 1 points Save C Question 31 Question 32 Question 33 Ĉ C Ĉ C If EV = $300, AC = $400, and the project budget is $1,000, what is the estimated final cost of the project (this is known as EAC, estimate at complete)? Ĉ C C Which of the following is a scope planning tool? C a. Tasks b. Deliverables c. Interrelationships among activities d. Cost of the project C a. $750 b. $1,000 c. $1,250 d. $1,333 C In resource planning, one of the issues that needs to be considered is: a. Benefit/cost analysis b. WBS c. Earned Value analysis d. Fast tracking 1 points Save a. Staff empowerment b. Technical requirements of the project c. Theory X management principles 1 points Save 1 points Save Question 34 Question 35 Question 36 Question 37 C C The bottom-most level the WBS the level at which project budget and schedule data are captured -- is called: C Ĉ C Scope creep means: C 0 C d. Theory Y management principles C Configuration management is a: C a. Work package b. Code of accounts c. Budget baseline d. Change control level C a. Needs emergence and identification b. Uncontrolled changes to a project's requirements during project execution c. Migration of project needs to requirements d. Imprecise scope statement 1 points Save b. Methodology for ensuring that requirements evolve with evolving customer requirements 1 points Save a. Methodology for working closely with customers by developing and updating requirements for faster response to changing customer needs 1 points Save Rapid prototyping is a methodology for: c. Methodology for specifying requirements at the outset and for controlling very tightly any changes to them d.Methodology for specifying requirements at the outset and for facilitating any changes to them with minimum customer input 1 points Save Question 38 Question 39 Question 40 C C C Ĉ o C C 1 points Save Ensuring a one-to-one correspondence between specification items and general design items is a feature of: 0 C C C a. Specifying requirements at the outset and for controlling very tightly any changes to them C b. Specifying requirements at the outset and for facilitating later changes to them with minimum customer in put Under what conditions may a project manager accept a change request? c. Triggering early warning of unauthorized changes to the original prototype to enable project management to take remedial actions C d. Working closely with customers by creating and updating prototypes that respond to customer input a. Scope statement definition b. WBS construction c. Rapid prototyping d. Configuration management a. If the request has no effect on project objectives, deadlines, or resources Which of the following is not an activity carried out during project closeout? 1 points Save b. If the request has no effect on project objectives, although it has effects on deadlines and resources c. If the request is coming from a valued customer d. If the request is from the Chief Executive Officer a. Reassignment of project staff b. Preparation of the project's baseline 1 points Save Question 41 Question 42 Question 43 Question 44 Question 45 C Ĉ When crashing a project, we typically choose critical path tasks whose costs of crashing are highest. c. Reassignment of material resources d. Preparation of user manuals True False C The astute project manager typically uses only one management style in order not to confuse his/her teammates. Concurrent engineering involves overlapping tasks and phases to accelerate a project's schedule. C True False A work package is to be found at the summary level of the WBS. True False True False 1 points Save Milestones, like tasks, consume resources. True 1 points Save 1 points Save 1 points Save 1 points Save Question 46 Question 47 Question 48 Question 49 Question 50 False Ĉ In project management, the level of uncertainty plays a major role in determining the adequacy of a project plan. True False 1 points Save Using working time or elapsed time to calculate the time it will take to complete a task produces the same results. True False Needs recognition is the first stage of the needs-requirement life cycle. C True C False Functional requirements provide us with detailed technical specifications. 1 points Save True C False True C False 1 points Save 1 points Save 1 points Save A key objective of change control in configuration management is to keep track of actions taken in response to change requests. Question 51 Question 52 Question 53 Question 54 Question 55 Question 56 Under rapid prototyping (also called application prototyping), the customer actually sees and works with the deliverable as it evolves. True False 1 points There is a definite link between the level of risk an enterprise encounters and project time frame. True False True False 1 points Save When we have objective data on the probability of an event, we are involved with decision making under certainty. True False A laissez-faire management style may lead to a ship without rudder syndrome. 1 points Save The Theory X approach to managing workers is a classic example of a top-down view of how people should be managed. True False Save 1 points Save 1 points Save 1 points Save Question 57 Question 58 Question 59 Question 60 An objective of prototyping is to minimize life-cycle cost. True False A modern view in Human Resource Management is that positive motivation results from an opportunity to achieve and experience self-actualization. True False 1 points Save Confidence in the accuracy of a cost estimate increases when top-down and bottom-up estimates converge. True False 1 points Save True False Internal Rate of Return (IRR) is the discount rate that sets the present value of cash outflow equal to the present value of cash inflow. 1 points Save True False 1 points Save A project can be terminated prematurely because the original objectives may no longer be valid. Question 1 Which of the following is an example of a project? Question 2 Question 3 Question 4 C C Ĉ An effective project manager must: C C a. Maintaining e-mail addresses b. Capacity planning c. Submitting travel and expense reports d. Sending monthly reports to top management Ĉ A key characteristic of an effective project team is that: a. Tell his team members what to do b. Be the most capable person on the team technically c. Be focused on achieving results d. Not trust his team members to achieve results without his personal attention to detail O a. Members have graduate degrees in project management b. Members come from the same professional background c. Members see themselves as stakeholders in the project d. Members adhere to a prescribed pecking order A challenge of the matrix project organization is that: a. Team members are full of ego b. Team members are selected from the same functional area 1 points Save 1 points Save 1 points Save 1 points Save Question 5 Question 6 Question 7 Question 8 O A key weakness of the Benefit-Cost ratio project selection mechanism is that: C C C c. Team members have divided loyalties d. It enables functional managers to provide career guidance to their workers a. It only focuses on things that can be measured b. It takes time frame into consideration C c. It is too much based on subjective judgment d. It does not entail prioritizing A major strength of task Gantt charts is that they can: a. Offer a sophisticated model of a project b. Show how many resources will be used on the project c. Show the interdependencies of tasks d. Show actual versus planned schedule status If you want to shorten the length of a project, you must: a. Shorten the critical path b. Shorten the free float c. Spend more money d. Cut back on the features you plan to deliver The critical path: 1 points Save 1 points Save 1 points Save 1 points Save Question 9 Question 10 A tool that graphically shows cost variance is: Question 11 a. Provides the duration of a project b. Has the shortest duration on a project c. Is the most expensive path to implement C d. Contains the project's most significant tasks Question 12 C C C C C Which of the following methods involves performing tasks in parallel? C C a. A chart of accounts b. A code of accounts c. A histogram (also called a resource loading chart) d. A cumulative cost curve (also called S-curve) C a. Crashing b. Fast tracking c. Leveling d. Hammocking Top-down estimates (also called parametric estimates): a. Are based on historical trends b. Can be derived from the WBS c. Can be determined by analyzing work packages d. Provide accurate assessments of project costs 1 points Save 1 points Save 1 points Save 1 points Save Question 13 Question 14 Question 15 Bottom-up estimates: pa ✔ e C Definitive estimates are generally derived from: C Ĉ C C C a. Are based on historical trends b. Can be derived from the WBS c. Must employ Monte Carlo simulation d. a and c C a. Bottom-up estimates b. Top-down estimates 1 The resource planning tool that enables us to identify who we need to carry out what tasks is called: C c. Expert judgment cost estimates d. Order of magnitude estimates Which of the following shows resource allocation over time? a. A resource Gantt chart b. A resource matrix (also called the responsibility chart) c. A resource ogive d. A resource loading chart (also called a resource histogram) 1 points Save a. Resource Gantt chart b. Resource matrix c. S-Curve ints Save 1 points Save Question 16 Question 17 Question 18 Question 19 C C What is the function of a change control board (CCB) in configuration management? C Good functional requirements C d. Resource leveling ✔ a. To assess the management impacts of change requests b. To initiate changes needed on the project c. To focus on the technical implication of change requests d. To approve change requests coming from senior management ✔ a. Describe how the deliverable should be developed b. Provide detailed technical insights into what the deliverable will do c. Describe what the deliverable looks like and what it should do d. Are created after development of the technical specifications a. Management by Objectives b. Management by Exception c. Management by Walking Around d. Management by Control Limits 1 points Save The type of management whose focus is on activities whose variances lie outside the acceptable range is: Which of the following is a characteristic of an effective reporting system? a. SMART 1 points Save 1 points Save 1 points Save Question 20 Question 21 Question 22 Question 23 C O C Which of the following is an elapsed time task? C An autocratic management style: C b. KISS c. MBO d. LOWBALLING C a. Paint is drying b. A painter paints the wall c. Software is being written d. A sandwich is being made C a. Is effective in most project management situations b. Is effective in highly routine efforts c. Is effective in high flux, state-of-the-art projects d. Will lead to the tyranny of the majority 1 points Save A project team structure that closely reflects the physical structure of the deliverable is known as: a. Egoless b. Specialty c. Surgical d. Isomorphic 1 points Save The purpose of mid-project evaluation is: 1 points Save 1 points Save Question 24 Question 25 Question 26 C 1 points Save If the latest time you can start a task is five hours into the project, and the earliest time is three and a half hours into the project, how much slack (also called float) does the task have? C C a. Continual monitoring of budget and estimates b. To focus on achievement of individual element of the project plan c. To determine whether the original objectives are still relevant d. To re-baseline the project budget C In risk management, insurance is an example of: a. 0.5 hours b. 1.5 hours c. 2.5 hours d. 8.5 hours C a. Risk avoidance b. Risk deflection c. Risk acceptance d. Contingency planning 1 points Save 1 points Save A four step risk assessment process reflecting standard risk management good practice consists of: a. Risk identification, Risk deflection, Risk impact analysis, Risk monitoring and control b. Risk acceptance, Risk impact analysis, Risk response planning, Risk monitoring and control Question 27 Question 28 Question 29 Question 30 C C r Structured Walk-Through is a methodology used in: C r ( c. Risk deflection, Contingency planning, Risk impact analysis, Risk monitoring and control d. Risk identification, Risk impact analysis, Risk response planning, Risk monitoring and control C a. PERT b. GERT c. VERT d. Project Evaluation 1 points Save If review of a project's status indicates that EV = $400, AC = $400, and PV = $500, the project is: a. On budget, behind schedule b. On budget, ahead of schedule c. Over budget, behind schedule d. Over budget, ahead of schedule The poor man's hierarchy is a method for: a. Project estimation b. Project scheduling c. WBS construction d. Project selection 1 points Save According to PMI, a WBS should focus on 1 points Save 1 points Save C Question 31 Question 32 Question 33 Ĉ C Ĉ C If EV = $300, AC = $400, and the project budget is $1,000, what is the estimated final cost of the project (this is known as EAC, estimate at complete)? Ĉ C C Which of the following is a scope planning tool? C a. Tasks b. Deliverables c. Interrelationships among activities d. Cost of the project C a. $750 b. $1,000 c. $1,250 d. $1,333 C In resource planning, one of the issues that needs to be considered is: a. Benefit/cost analysis b. WBS c. Earned Value analysis d. Fast tracking 1 points Save a. Staff empowerment b. Technical requirements of the project c. Theory X management principles 1 points Save 1 points Save Question 34 Question 35 Question 36 Question 37 C C The bottom-most level the WBS the level at which project budget and schedule data are captured -- is called: C Ĉ C Scope creep means: C 0 C d. Theory Y management principles C Configuration management is a: C a. Work package b. Code of accounts c. Budget baseline d. Change control level C a. Needs emergence and identification b. Uncontrolled changes to a project's requirements during project execution c. Migration of project needs to requirements d. Imprecise scope statement 1 points Save b. Methodology for ensuring that requirements evolve with evolving customer requirements 1 points Save a. Methodology for working closely with customers by developing and updating requirements for faster response to changing customer needs 1 points Save Rapid prototyping is a methodology for: c. Methodology for specifying requirements at the outset and for controlling very tightly any changes to them d.Methodology for specifying requirements at the outset and for facilitating any changes to them with minimum customer input 1 points Save Question 38 Question 39 Question 40 C C C Ĉ o C C 1 points Save Ensuring a one-to-one correspondence between specification items and general design items is a feature of: 0 C C C a. Specifying requirements at the outset and for controlling very tightly any changes to them C b. Specifying requirements at the outset and for facilitating later changes to them with minimum customer in put Under what conditions may a project manager accept a change request? c. Triggering early warning of unauthorized changes to the original prototype to enable project management to take remedial actions C d. Working closely with customers by creating and updating prototypes that respond to customer input a. Scope statement definition b. WBS construction c. Rapid prototyping d. Configuration management a. If the request has no effect on project objectives, deadlines, or resources Which of the following is not an activity carried out during project closeout? 1 points Save b. If the request has no effect on project objectives, although it has effects on deadlines and resources c. If the request is coming from a valued customer d. If the request is from the Chief Executive Officer a. Reassignment of project staff b. Preparation of the project's baseline 1 points Save Question 41 Question 42 Question 43 Question 44 Question 45 C Ĉ When crashing a project, we typically choose critical path tasks whose costs of crashing are highest. c. Reassignment of material resources d. Preparation of user manuals True False C The astute project manager typically uses only one management style in order not to confuse his/her teammates. Concurrent engineering involves overlapping tasks and phases to accelerate a project's schedule. C True False A work package is to be found at the summary level of the WBS. True False True False 1 points Save Milestones, like tasks, consume resources. True 1 points Save 1 points Save 1 points Save 1 points Save Question 46 Question 47 Question 48 Question 49 Question 50 False Ĉ In project management, the level of uncertainty plays a major role in determining the adequacy of a project plan. True False 1 points Save Using working time or elapsed time to calculate the time it will take to complete a task produces the same results. True False Needs recognition is the first stage of the needs-requirement life cycle. C True C False Functional requirements provide us with detailed technical specifications. 1 points Save True C False True C False 1 points Save 1 points Save 1 points Save A key objective of change control in configuration management is to keep track of actions taken in response to change requests. Question 51 Question 52 Question 53 Question 54 Question 55 Question 56 Under rapid prototyping (also called application prototyping), the customer actually sees and works with the deliverable as it evolves. True False 1 points There is a definite link between the level of risk an enterprise encounters and project time frame. True False True False 1 points Save When we have objective data on the probability of an event, we are involved with decision making under certainty. True False A laissez-faire management style may lead to a ship without rudder syndrome. 1 points Save The Theory X approach to managing workers is a classic example of a top-down view of how people should be managed. True False Save 1 points Save 1 points Save 1 points Save Question 57 Question 58 Question 59 Question 60 An objective of prototyping is to minimize life-cycle cost. True False A modern view in Human Resource Management is that positive motivation results from an opportunity to achieve and experience self-actualization. True False 1 points Save Confidence in the accuracy of a cost estimate increases when top-down and bottom-up estimates converge. True False 1 points Save True False Internal Rate of Return (IRR) is the discount rate that sets the present value of cash outflow equal to the present value of cash inflow. 1 points Save True False 1 points Save A project can be terminated prematurely because the original objectives may no longer be valid.

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Question 1 Which of the following is an example of a project Answer c Submitting travel and expense reports Explanation A project is a temporary endeavor undertaken to create a unique product service ... View the full answer