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PRACTICE EXAM 1. Effective project integration usually requires an emphasis on: A. B. C. D. The personal careers of the team members. Timely updates to the project plan. Effective communications at key interface points Product control.
2. The need for is one of the major forces for communication in a project. A. B. C. D. optimization integrity integration differentiation
3. Which of the following describes the BEST use of historical records from previous projects? A. B. C. D. Estimation life cycle costing and project planning Risk management estimating and creating lessons learned Project management planning estimating and creating a status report Estimating risk management and project planning
4. When it comes to changes the project managers attention is BEST spent on: A. B. C. D. making changes tracking and recording changes informing the sponsor of changes preventing unnecessary changes
5. The sponsors role on a project is BEST described as: A. B. C. D. helping to plan activities helping to prevent unnecessary changes to project objectives identifying unnecessary project constraints helping to put the project management plan together.
6. All of the following are parts of an effective change control system EXCEPT? A. B. C. D. Procedures Standards of reports Meetings Lessons learned
8. A project is plagued by changes to the charter, who has the primary responsibility to decide if these changes are necessary? A. B. C. D. Project manager Project team Sponsor Stake holders
9. Integration is done by the: A. Project manager B. Project team C. Sponsor D. Stake holders 10. Which of the following BEST describes the project managers role as an integrator? A. B. C. D. help team members become familiar with project put all the pieces of a project into a cohesive whole put all the pieces of a project into a program get all team members together into a cohesive whole.
11. Approved corrective action is an input to: A. B. C. D. Scope control and scope verification. Direct and manage project execution and integrated change control Develop project management plan and develop project charter. Develop project management plan and schedule development
12. A particular stakeholder has a reputation for making many changes on projects. What is the BEST approach a project manager can take at the beginning of the project to manage this situation? A. say no to the stakeholder a few times to dissuade him from submitting more changes B. get the stakeholder involved in the project as early as possible C. talk to the stakeholders boss to find ways to direct the stakeholders activities to another project D. ask that the stakeholder not be included in the stakeholder listing
14. Which of the following BEST describes a project management plan? A. B. C. D. a printout from project management software a bar chart risk management staffing process improvement and other management plans the project scope
15. You are taking over a project and determine the following : Activity B has an early finish (EF) of day 3, a late finish (LF) of day 6, and an early start (ES) of day 2.Activity L is being done by a hard to get resource. The cost performance index (CPI) is and the schedule performance index (SPI) is o.8.Based on this information what would you be more concerned about? A. B. C. D. float resources cost schedule
16. The previous project manager for your project managed it without much project organization. There is a lack of management control and no clearly defined project deliverables. Which of the following would be the BEST choice for getting your project better organized? A. B. C. D. Adopt a life cycle approach to the project Develop lessons learned for each phase. Develop specific work plans for each work package Develop description of the product of the project
17. You are taking over a project during the planning process group and discover that six individuals have signed the project charter. Which of the following should MOST concern you? A. B. C. D. who will be a member of the change control board spending more time on configuration management getting a single project sponsor determining the reporting structure
19. All of the following are parts of direct and manage project execution except? A. B. C. D. Identifying changes Using a work breakdown structure Implementing corrective actions Setting up a project control system
20. A project manager is appointed to head a highly technical project in an area with which this person has limited familiarity. The project manager delegates schedule development, cost estimating, selection of activities, and assignments of activities to various project team members, and basically serves as an occasional referee and coordinator of activities. The results of this approach are likely to be: A. A team functioning throughout the project at a very high level, demonstrating creativity and commitment. B. A team that initially experiences some amounts of confusion, but that after a period of time becomes a cohesive and effect unit. C. A team that is not highly productive, but that stays together because of the work environment created by the project manager. D. A team that is characterized by poor performance low morale high levels of conflict and high turnover. 21. 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: A. B. C. D. Show how the resource was originally promised to your project. Re plan the project without the resources Explain the impact if the promised resources are not made available Crash the project.
22. You have been assigned to manage the development of an organizations first web site. The site will be highly complex interactive, and neither your project team nor the client has much experience with web site development. The timeline is extremely aggressive. Any delay will be costly for both your firm and the client. You have a project sponsor and have achieved agreement and sign-off on both the project charter and the project management plan. Client personnel have been kept fully informed of the projects progress through status reports and regular meetings. The
24. Your company just won a major new project. It will begin in three months and is valued at 82,000,000. You are the project manager for an existing project. What is the FIRST thing you should do once you hear of the new project? A. B. C. D. Ask management how the new project will use resources Resource level your project Crash your project Ask management how the new project will affect your project
25. You are a project manager who was just assigned to take over a project from another project manager who is leaving the company. The previous project manager tells you that the project is on schedule, but only because he has constantly pushed the team to perform. What is the FIRST thing you should do as the new project manager? A. B. C. D. Check risk status. Check cost performance Determine a management strategy Tell the team your objectives
26. You are assigned as the project manager in the middle of the project. The project is within the baselines, but the customer is not happy with the performance of the project. What is the first thing you should do? A. B. C. D. Discuss it with the project team Recalculate baselines Renegotiate the contract Meet with the customer.
28. The client demands changes to the product specification that will add only two weeks to the critical path. Which of the following is the best thing for the project manager to do? A. B. C. D. Compress the schedule to recover the two weeks. Cut scope to recover the two weeks. Add the implemented corrective action to the historical record. Find out who caused the problem.
29. During project executing the project manager determines that a change is needed to material purchased for the project. The project manager calls a meeting of the team to plan how to make the change. This is an example of: A. B. C. D. Management by objectives Lack of a change control system Good team relations Lack of a clear work breakdown structure.
30. The project was going well when all of a sudden there were changes to the project coming from multiple stakeholders. After all the changes were determined, the project manager spent time with all the stakeholders to find out why there were changes and to discover any more. The project work has quieted down when a team member casually mentions to the project manager that the team member added functionality to a product of the project. Do not worry they say, I did not impact time, cost or quality! what should a project manager do FIRST? A. B. C. D. Ask team member how the need for the functionality was determined. Hold a meeting to review the team members completed work. Look for other added functionality. Ask the team member how he knows there is no time, cost or quality impact.
31. A project manager is managing a fixed price (FP) contract. She thinks that a large customer-requested change might impact the schedule of the project. What should she do FIRST? A. B. C. D. Meet with the stakeholders. Meet with the team. Renegotiate the remainder of the contract. Follow the change control system.
35. An output of administrative closure is the creation of: A. B. C. D. Project archives. A project charter. A project management plan. A risk analysis plan.
36. All of the following would occur during the closure of the project EXCEPT: 7
37. The project is not completed until: A. The project scope is completed, administrative closure is completed and payment is received. B. Formal acceptance is received and any other requirements for project closure as stated in the contract are met. C. The customer is satisfied and final payment is received. D. Lessons learned are completed. 38. You have been working on a very large software development project that has made use of over 230 people. Finally all the scope is completed. It would be BEST to: A. B. C. D. Throw a party for the team members. Make sure the project is integrated with other projects. Begin to focus on your other project. Analyze project success or failure.
39. Which of the following is included in a project charter? A. B. C. D. Identification of risks. Work package estimates Detailed resource estimates The business need for the project
40. A project manger is trying to convince management to use project management and has decided to start improving the companys project management by obtaining a project charter. Which of the following BEST describes why the project charter would help the project manager? A. B. C. D. It describes the details of what needs to be done It lists the names of all team members. It gives the project manage authority It describes the projects history.
41. Linear programming is an example of what type of project selection criteria? A. B. C. D. Constrained optimization Comparative approach Benefit measurement Impact analysis.
43. The engineering department has uncovered a problem with the cost accounting system and has asked the system department to analyze what is wrong and fix the problem. You are a project manage working with the cost accounting programs on another project. Management has issued a change request to the change control board to add the new work to your project. Your existing project has a cost performance index (CPI) of 1.2 and a schedule performance index (SPI) of 1.3 so you have some room to add work without delaying your existing project of going over budget. However, you cannot see how the new work fits within the project charter for your existing project. After some analysis, you determine that the new work and existing work do not overlap and can be done concurrently. They also require different skill sets. Which of the following is the BEST thing to do? A. Create the project objectives and develop the preliminary project scope statement. B. Re-estimate the project schedule with input from the engineering department. C. Perform scope verification on the new work with the help of the stakeholders. D. Identify specific changes to the existing work. 44. All technical work is completed on the project. Which of the following remains to be done? A. B. C. D. Scope verification Risk response plan Staffing management plan Lessons learned
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