139 Chapter 6-10

50 Questions

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Information Quizzes & Trivia

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Questions and Answers
  • 1. 
    Which of the following processes involves determining the policies, procedures, and documentation that will be used for planning, executing, and controlling the project schedule?
    • A. 

      Planning schedule management

    • B. 

      Defining activities

    • C. 

      Estimating activity resources

    • D. 

      Activity sequencing

  • 2. 
    Predecessors, successors, logical relationships, leads and lags, resource requirements, constraints, imposed dates, and assumptions are all examples of .
    • A. 

      Items in an activity list

    • B. 

      Items on a Gantt chart

    • C. 

      Milestone attributes

    • D. 

      Activity attributes

  • 3. 
    As the project manager for a software development project, you are helping to develop the project schedule. You decide that writing code for a system should not start until users sign off on the analysis work. What type of dependency is this?
    • A. 

      Technical

    • B. 

      Mandatory

    • C. 

      Discretionary

    • D. 

      External

  • 4. 
    You cannot start editing a technical report until someone else completes the first draft. What type of dependency does this represent?
    • A. 

      Finish-to-start

    • B. 

      Start-to-start

    • C. 

      Finish-to-finish

    • D. 

      Start-to-finish

  • 5. 
    Which of the following statements is false?
    • A. 

      A resource breakdown structure is a hierarchical structure that identifies the project’s resources by category and type.

    • B. 

      Duration and effort are synonymous terms.

    • C. 

      A three-point estimate includes an optimistic, most likely, and pessimistic estimate.

    • D. 

      A Gantt chart is a common tool for displaying project schedule information.

  • 6. 
    • A. 

      A black arrow

    • B. 

      A white arrow

    • C. 

      A black diamond

    • D. 

      A white diamond

  • 7. 
    • A. 

      A network diagram

    • B. 

      A Gantt chart

    • C. 

      A Tracking Gantt chart

    • D. 

      A milestone chart

  • 8. 
    • A. 

      PERT

    • B. 

      Gantt Chart

    • C. 

      Critical Path Method

    • D. 

      Crashing

  • 9. 
    Which of the following statements is false?
    • A. 

      Growing grass was on the critical path for a large theme park project.

    • B. 

      The critical path is the series of activities that determine the earliest time by which a project can be completed.

    • C. 

      A forward pass through a project network diagram determines the early start and early finish dates for each activity.

    • D. 

      Fast tracking is a technique for making cost and schedule trade-offs to obtain the greatest amount of schedule compression for the least incremental cost.

  • 10. 
    • A. 

      Parkinson’s Law

    • B. 

      Murphy’s Law

    • C. 

      Critical path analysis

    • D. 

      Critical chain scheduling

  • 11. 
    Accountants usually define _________________ as a resource sacrificed or foregone to achieve a specific objective or something given up in exchange.
    • A. 

      Money

    • B. 

      Liability

    • C. 

      Trade

    • D. 

      Cost

  • 12. 
    • A. 

      To complete a project for as little cost as possible

    • B. 

      To complete a project within an approved budget

    • C. 

      To provide truthful and accurate cost information on projects

    • D. 

      To ensure that an organization’s money is used wisely

  • 13. 
    Which of the following is not an output of the project cost management process called estimating costs, according to the PMBOK® Guide?
    • A. 

      Activity cost estimates

    • B. 

      A cost baseline

    • C. 

      Basis of estimates

    • D. 

      Project documents updates

  • 14. 
    If a company loses $5 for every $100 in revenue for a certain product, what is the profit margin for that product?
    • A. 

      -5 percent

    • B. 

      5 percent

    • C. 

      -$5

    • D. 

      $5

  • 15. 
    _________________ reserves allow for future situations that are unpredictable.
    • A. 

      Contingency

    • B. 

      Financial

    • C. 

      Management

    • D. 

      Baseline

  • 16. 
    You are preparing a cost estimate for a building based on its location, purpose, number of square feet, and other characteristics. What cost-estimating technique are you using?
    • A. 

      Parametric

    • B. 

      Analogous

    • C. 

      Bottom-up

    • D. 

      Top-down

  • 17. 
    _________________ involves allocating the project cost estimate to individual material resources or work items over time.
    • A. 

      Reserve analysis

    • B. 

      Life cycle costing

    • C. 

      Project cost budgeting

    • D. 

      Earned value analysis

  • 18. 
    __________________ is a project performance measurement technique that integrates scope, time, and cost data.
    • A. 

      Reserve analysis

    • B. 

      Life cycle costing

    • C. 

      Project cost budgeting

    • D. 

      Earned value management

  • 19. 
    If the actual cost for a WBS item is $1,500 and its earned value is $2,000, what is its cost variance, and is it under or over budget?
    • A. 

      The cost variance is -$500, which is over budget.

    • B. 

      The cost variance is -$500, which is under budget.

    • C. 

      The cost variance is $500, which is over budget.

    • D. 

      The cost variance is $500, which is under budget.

  • 20. 
    If a project is halfway completed, its schedule performance index is 110 percent, and its cost performance index is 95 percent, how is it progressing?
    • A. 

      It is ahead of schedule and under budget.

    • B. 

      It is ahead of schedule and over budget.

    • C. 

      It is behind schedule and under budget.

    • D. 

      It is behind schedule and over budget.

  • 21. 
    • A. 

      Quality

    • B. 

      Conformance to requirements

    • C. 

      Fitness for use

    • D. 

      Reliability

  • 22. 
    • A. 

      To produce the highest-quality products and services possible

    • B. 

      To ensure that appropriate quality standards are met

    • C. 

      To ensure that the project will satisfy the needs for which it was undertaken

    • D. 

      All of the above

  • 23. 
    Generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization.
    • A. 

      Quality audits

    • B. 

      Design of experiments

    • C. 

      Six Sigma

    • D. 

      Benchmarking

  • 24. 
    • A. 

      Minimize waste

    • B. 

      Maximize value

    • C. 

      Do it right the first time

    • D. 

      Improvement

  • 25. 
    • A. 

      A cause-and-effect diagram

    • B. 

      A control chart

    • C. 

      A run chart

    • D. 

      A control panel diagram

  • 26. 
    Six Sigma’s target for perfection is the achievement of no more than defects, errors, or mistakes per million opportunities.
    • A. 

      6

    • B. 

      9

    • C. 

      3.4

    • D. 

      1

  • 27. 
    The seven run rule states that if seven data points in a row on a control chart are all below the mean, above the mean, or all increasing or decreasing, then the process needs to be examined for problems.
    • A. 

      Random

    • B. 

      Nonrandom

    • C. 

      Six Sigma

    • D. 

      Quality

  • 28. 
    • A. 

      Unit testing, integration testing, system testing, user acceptance testing

    • B. 

      Unit testing, system testing, integration testing, user acceptance testing

    • C. 

      Unit testing, system testing, user acceptance testing, integration testing

    • D. 

      Unit testing, integration testing, user acceptance testing, system testing

  • 29. 
    • A. 

      Juran

    • B. 

      Deming

    • C. 

      Crosby

    • D. 

      Ishikawa

  • 30. 
    PMI’s OPM3 is an example of a model or framework for helping organizations improve their processes and systems.
    • A. 

      Benchmarking

    • B. 

      Six Sigma

    • C. 

      Maturity

    • D. 

      Quality

  • 31. 
    Which of the following is not part of project human resource management?
    • A. 

      Resource estimating

    • B. 

      Acquiring the project team

    • C. 

      Developing the project team

    • D. 

      Managing the project team

  • 32. 
    Causes people to participate in an activity for their own enjoyment.  
    • A. 

      Intrinsic motivation

    • B. 

      Extrinsic motivation

    • C. 

      Self motivation

    • D. 

      Social motivation

  • 33. 
    At the bottom of Maslow’s pyramid or hierarchy of needs are needs.
    • A. 

      Self-actualization

    • B. 

      Esteem

    • C. 

      Safety

    • D. 

      Physiological

  • 34. 
    According to McClelland’s acquired-needs theory, people who desire harmonious relations with other people and need to feel accepted have a high need.
    • A. 

      Social

    • B. 

      Achievement

    • C. 

      Affliation

    • D. 

      Extrinsic

  • 35. 
    Power is based on a person’s individual charisma.
    • A. 

      Affiliation

    • B. 

      Referent

    • C. 

      Personality

    • D. 

      Legitimate

  • 36. 
    A maps the work of a project, as described in the WBS, to the people responsible for performing the work.
    • A. 

      Project organizational chart

    • B. 

      Work definition and assignment process

    • C. 

      Resource histogram

    • D. 

      Responsibility assignment matrix

  • 37. 
    A staffing management plan often includes a resource , which is a column chart that shows the number of resources assigned to the project over time.
    • A. 

      Chart

    • B. 

      Graph

    • C. 

      Histogram

    • D. 

      Timeline

  • 38. 
    • A. 

      Resource loading

    • B. 

      Resource leveling

    • C. 

      Critical path analysis

    • D. 

      Overallocation

  • 39. 
    • A. 

      Forming, storming, norming, performing, and adjourning

    • B. 

      Storming, forming, norming, performing, and adjourning

    • C. 

      Norming, forming, storming, performing, and adjourning

    • D. 

      Forming, storming, performing, norming, and adjourning

  • 40. 
    Which of the following is not a tool or technique for managing project teams?
    • A. 

      Observation and conversation

    • B. 

      Project performance appraisals

    • C. 

      Conflict management

    • D. 

      Social Styles Profile

  • 41. 
    • A. 

      Lack of proper funding

    • B. 

      A failure to communicate

    • C. 

      Poor listening skills

    • D. 

      Inadequate staffing

  • 42. 
    In face-to-face interactions, how is most information conveyed?
    • A. 

      By the tone of voice

    • B. 

      By the words spoken

    • C. 

      By body language

    • D. 

      By the location

  • 43. 
    Which of the following is not a process in project communications management?
    • A. 

      Planning communications management

    • B. 

      Controlling communications

    • C. 

      Managing communications

    • D. 

      Managing stakeholders

  • 44. 
    • A. 

      Tell a joke first.

    • B. 

      Tell senior management as soon as possible so they can develop alternatives and recommendations.

    • C. 

      Ask the project champion to deliver the news.

    • D. 

      Set the stage by putting the news into context, emphasizing the impact on the bottom line.

  • 45. 
    If you add three more people to a project team of five, how many more communication channels will you add?
    • A. 

      2

    • B. 

      12

    • C. 

      15

    • D. 

      18

  • 46. 
    A(n) ________________ report describes where a project stands at a specific point in time.
    • A. 

      Status

    • B. 

      Performance

    • C. 

      Forecast

    • D. 

      Earned value

  • 47. 
    • A. 

      Push communications

    • B. 

      Pull communications

    • C. 

      Interactive communications

    • D. 

      Customer communications

  • 48. 
    Which of the following is not a recommendation for improving project communications?
    • A. 

      You cannot overcommunicate.

    • B. 

      Project managers and their teams should take time to develop their communications

    • C. 

      Do not use facilitators or experts outside of the project team to communicate important information.

    • D. 

      Use templates to help prepare project documents.

  • 49. 
    Which of the following is not a guideline to help improve time spent at meetings?
    • A. 

      Determine if a meeting can be avoided.

    • B. 

      Invite extra people who support your project to make the meeting run more smoothly.

    • C. 

      Define the purpose and intended outcome of the meeting.

    • D. 

      Build relationships.

  • 50. 
    A ________________ report is a reflective statement that documents important information learned from working on the project.
    • A. 

      Final project

    • B. 

      Lessons-learned

    • C. 

      Project archive

    • D. 

      Progress