Business Quiz: Project Manager Responsibility

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  • 1/120 Questions

    What percentage of a message is sent through nonverbal communications,such as facial expressions, hand gestures, and body language? 

    • Greater than 50 percent
    • 30 to 40 percent
    • 20 to 30 percent
    • 10 to 20 percent
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About This Quiz

This Business Quiz focuses on the responsibilities of a Project Manager, assessing knowledge in quality assurance, planning, and industry standards alignment. It's designed to enhance understanding of project quality management, crucial for successful project delivery.

Business Quiz: Project Manager Responsibility - Quiz

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  • 2. 

    You are a project management consultant for your company and you’remeeting the stakeholders for the first time. Mary, a stakeholder, tells youthat she hates the project and she hopes that it fails miserably. What type of stakeholder is Mary? 

    • Resistant

    • Unhappy

    • Honest

    • Defiant

    Correct Answer
    A. Resistant
    Explanation
    Mary is classified as a resistant stakeholder because she expresses her strong dislike for the project and hopes for its failure. This suggests that she is resistant to change and may be opposed to the goals and objectives of the project. Her negative attitude and lack of support can pose challenges to the project's success and may require additional efforts to manage and address her concerns.

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  • 3. 

    You are the project manager of the Holson Implementation Project for your company. It’s come to your attention that three of your project team membersare in a disagreement about the direction the project work should take. Thisdisagreement is stalling the project schedule and causing the other project team members to become uncomfortable. You need to resolve this situationquickly and professionally. Which problem-solving technique is the best for most project management situations? 

    • Collaborating/Problem Solving

    • Compromising

    • Forcing

    • Avoiding

    Correct Answer
    A. Collaborating/Problem Solving
    Explanation
    The best problem-solving technique for most project management situations is collaborating/problem solving. This technique involves bringing all parties together to identify the root cause of the disagreement and find a mutually beneficial solution. By encouraging open communication and active participation from all team members, this technique promotes teamwork, understanding, and consensus-building. It allows for the exploration of different perspectives and the development of creative solutions that address the concerns of all individuals involved. This approach is particularly effective in resolving conflicts and fostering a positive work environment.

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  • 4. 

    You are the project manager for the KOY Project, which requires quality that maps to federal guidelines. To ensure that you can meet these standards, youhave elected to put the project team through training specific to the federalguidelines your project must adhere to. The costs of these classes can beassigned to which of the following?

    • The cost of doing business

    • Cost of quality

    • Cost of adherence

    • Cost of Nonconformance

    Correct Answer
    A. Cost of quality
    Explanation
    The cost of quality refers to the expenses incurred to ensure that a product or service meets the required standards and satisfies customer expectations. In this scenario, the project manager has elected to provide training to the project team to ensure adherence to federal guidelines, which is a proactive measure to maintain quality. Therefore, the costs of these training classes can be assigned to the cost of quality.

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  • 5. 

    You are the project manager for your company and you’re working with theproject team to develop the project’s communication management plan. The project team is confused about some of the communication terms.Basically, they want to know how communication actually happens and how you can prove the communication was effective. Which one of the following means that communications occur?

    • The transfer of knowledge

    • The outputting of knowledge

    • The presence of knowledge

    • The transmission of knowledge

    Correct Answer
    A. The transfer of knowledge
    Explanation
    The transfer of knowledge means that communication occurs. Communication involves the exchange of information, ideas, or messages between individuals or groups. When knowledge is transferred from one person to another, it indicates that communication has taken place. This transfer can happen through various channels such as verbal communication, written communication, or non-verbal communication. The effectiveness of communication can be proven by assessing whether the knowledge has been successfully transferred and understood by the receiver.

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  • 6. 

    You are the project manager of the GHK Project. You and the manufacturer have agreed to substitute the type of plastic used in the product to aslightly thicker grade should there be more than 7 percent error inproduction. The thicker plastic will cost more and require the productionto slow down, but the errors should diminish. This is an example of whichof the following?

    • Threshold

    • Tracking

    • Budgeting

    • JIT manufacturing

    Correct Answer
    A. Threshold
    Explanation
    This scenario describes the use of a threshold. A threshold is a predetermined limit or level that, once exceeded, triggers a specific action or decision. In this case, the project manager and manufacturer have set a threshold of 7 percent error in production. If the error rate exceeds this threshold, they will substitute the type of plastic used in the product with a slightly thicker grade. This decision will incur additional costs and slow down production, but it is expected to reduce errors. Therefore, the scenario exemplifies the use of a threshold to trigger a change in materials and production processes.

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  • 7. 

    The customers of the project have requested additions to the project scope. The project manager notifies you that additional risk planning will need to beadded to the project schedule. Why?

    • The risk planning should always be the same amount of time as theactivities required by the scope change

    • Risk planning should always occur whenever the scope is adjusted.

    • Risk planning should only occur at the project manager’s discretion

    • The project manager is incorrect. Risk planning does not need to happenat every change in the project.

    Correct Answer
    A. Risk planning should always occur whenever the scope is adjusted.
    Explanation
    Whenever the scope of a project is adjusted, there is a potential for new risks to arise. Risk planning is the process of identifying, assessing, and mitigating these risks. By adjusting the project scope, the customers have introduced new elements that may impact the project's success. Therefore, it is necessary to conduct additional risk planning to ensure that any new risks are properly addressed and managed.

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  • 8. 

    There are some risks that you can do little about. In your most recent project,for example, a tornado has wrecked your construction project. The tornado isknown as what?

    • A force majeure

    • A risk transference

    • Direct costs

    • An unknown unknown

    Correct Answer
    A. A force majeure
    Explanation
    A force majeure refers to an unforeseen and uncontrollable event that is beyond the control of the project team and has a significant impact on the project. In this case, a tornado is an example of a force majeure as it is a natural disaster that could not have been anticipated or prevented. This event caused significant damage to the construction project, highlighting the fact that it was an external risk that the team could do little about.

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  • 9. 

    Terry is the project manager of the ARB project for his company. Terry approaches Scott for his insight about the schedule for releasing the product the project will create. Scott doesn’t know anything about the project Terry is working on and is surprised to learn about the product. What type of stakeholder is Scott?

    • Unaware

    • Uninformed

    • Neutral

    • Sensitive

    Correct Answer
    A. Unaware
    Explanation
    Scott is considered an unaware stakeholder because he has no knowledge or information about the ARB project and the product it will create. He is surprised to learn about it when Terry approaches him for insight about the release schedule. As an unaware stakeholder, Scott has no prior involvement or awareness of the project and its objectives.

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  • 10. 

    What type of communication is happening in a meeting with severalstakeholders exchanging ideas?

    • Interactive

    • Push-pull

    • Conferring

    • Cooperative

    Correct Answer
    A. Interactive
    Explanation
    In a meeting with several stakeholders exchanging ideas, interactive communication is happening. This type of communication involves active participation and engagement from all participants, allowing for the exchange of ideas, opinions, and feedback. It encourages collaboration and discussion among the stakeholders, promoting a dynamic and interactive environment.

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  • 11. 

    You are the project manager of a large construction project. You have createda website that allows the different functional manager to log in to a securedarea, run queries, and generate reports on the time, cost, scope, changes, risks,and human resource aspects of your project. What type of communication is this?

    • Pull

    • Push

    • Conferring

    • Static

    Correct Answer
    A. Pull
    Explanation
    The type of communication described in the given scenario is "Pull" communication. This is because the different functional managers have the ability to log in to the website and access the information they need by running queries and generating reports. In this type of communication, the information is made available and the recipients have the autonomy to retrieve it as per their requirements, rather than being pushed or delivered to them directly.

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  • 12. 

    You are the project manager in an organization with a weak matrix. Your project team will come from three different lines of business within the organization and they are also working on at least two other projects. Who will have the authority in your project?  

    • The project manager

    • The customer

    • Functional management

    • The team leader

    Correct Answer
    A. Functional management
    Explanation
    In a weak matrix organization, the authority typically lies with functional management. This means that the project manager may not have full control over the project team, as the team members are still accountable to their respective functional managers. The functional managers have the authority to make decisions regarding the team members' assignments, priorities, and resource allocation. Therefore, in this scenario, the authority in the project would rest with the functional management rather than the project manager, customer, or team leader.

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  • 13. 

    You are the project manager for the JGI Project. You have 32 stakeholders onthis project. How many communication channels do you have? 

    • Depends on the number of project team members

    • 496

    • 32

    • 1

    Correct Answer
    A. 496
    Explanation
    The number of communication channels in a project is determined by the formula n(n-1)/2, where n is the number of stakeholders. In this case, there are 32 stakeholders, so the calculation would be 32(32-1)/2 = 496. Therefore, the correct answer is 496.

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  • 14. 

    A memo has been sent to you, the project manager, the project teammembers, and the project customers from the project sponsor. In thisinstance, who is the sender? 

    • The project sponsor

    • The project manager

    • The project team members

    • The project customers

    Correct Answer
    A. The project sponsor
    Explanation
    The project sponsor is the sender in this instance because they are the one who sent the memo to the project manager, project team members, and project customers.

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  • 15. 

    You are the project manager for the 89A Project. You have created a contract for your customer. The contract must have what two things?

    • An offer and consideration

    • Signatures and the stamp of a notary public

    • Value and worth of the procured item

    • Start date and acceptance of start date

    Correct Answer
    A. An offer and consideration
    Explanation
    The correct answer is "An offer and consideration." In order for a contract to be valid, there must be an offer made by one party and consideration provided by the other party. An offer is a proposal to enter into a contract, while consideration refers to something of value that is exchanged between the parties, such as money, goods, or services. Both elements are necessary to create a legally binding agreement. The other options mentioned, such as signatures and the stamp of a notary public, value and worth of the procured item, and start date and acceptance of start date, are not essential components of a contract.

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  • 16. 

    You are the project manager for your organization and it’s come to your attention that some of the project team members are in disagreement with thesenior network engineer about the installation of some equipment. You needto resolve this situation quickly before the project stalls any longer. Which of the following is an example of coercive power? 

    • A project manager who has lunch with the project team every Thursday

    • A project manager who will openly punish any team member who is late with an activity

    • A project manager who has worked with the technology on the project for several years

    • A project manager who is friends with all of the project team members

    Correct Answer
    A. A project manager who will openly punish any team member who is late with an activity
    Explanation
    The correct answer is "A project manager who will openly punish any team member who is late with an activity." Coercive power refers to the ability to influence others through threats, punishment, or negative consequences. In this scenario, the project manager's open punishment of team members who are late with an activity demonstrates the use of coercive power to enforce compliance and resolve the disagreement.

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  • 17. 

    You are the project manager for the KLN Project. You had 19 stakeholders onthis project and have added three team members to the project. How many more communication channels do you have now compared with before? 

    • 171

    • 231

    • 60

    • 1

    Correct Answer
    A. 60
    Explanation
    By adding three team members to the project, the number of communication channels increases by the formula n(n-1)/2, where n is the total number of stakeholders and team members. Before adding the team members, there were 19 stakeholders, so the number of communication channels was 19(19-1)/2 = 171. After adding the three team members, the total number of stakeholders and team members becomes 19 + 3 = 22. Therefore, the new number of communication channels is 22(22-1)/2 = 231. The difference between the new and old number of communication channels is 231 - 171 = 60.

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  • 18. 

    Juan is the project manager for his organization and he’s asked Beth, a project team member, to help him create a fishbone diagram. Beth doesn’t know what this is and asks for your help. A fishbone diagram is the same as a(n)______________________ diagram.

    • Ishikawa

    • Pareto

    • Flow

    • Control

    Correct Answer
    A. Ishikawa
    Explanation
    A fishbone diagram is the same as an Ishikawa diagram.

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  • 19. 

    You are the project manager of the Global Upgrade Project. Your project teamconsists of 75 project team members around the world. Each team member will be upgrading a piece of equipment in many different facilities. Which of the following could you implement to ensure that project team members arecompleting all of the steps in the install procedure with quality?

    • Checklists

    • Work breakdown structure (WBS)

    • Project network diagram (PND)

    • The WBS dictionary

    Correct Answer
    A. Checklists
    Explanation
    Checklists can be implemented to ensure that project team members are completing all of the steps in the install procedure with quality. Checklists provide a step-by-step guide for team members to follow, ensuring that no steps are missed and that each step is completed with the required level of quality. By using checklists, the project manager can standardize the install procedure and ensure consistency across different facilities and team members. Checklists also serve as a tool for tracking progress and identifying any missing or incomplete steps in the install procedure.

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  • 20. 

    Mark is the project manager of the PMH Project. Quality inspections of thedeliverables show several problems. Management has asked Mark to create achart showing the distribution of problems and their frequencies. Given this,management wants which of the following?

    • A control chart

    • An Ishikawa diagram

    • A Pareto diagram

    • A flowchart

    Correct Answer
    A. A Pareto diagram
    Explanation
    Management wants Mark to create a Pareto diagram. A Pareto diagram is a type of chart that displays the frequency of problems or defects in a descending order, allowing management to identify the most significant issues that need to be addressed first. It helps in prioritizing and focusing efforts on the vital few problems that have the greatest impact on the project's quality.

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  • 21. 

    You are the project manager for a plastics manufacturer. You would like toillustrate the categories of quality failure within your project so that you and your project team can attack the largest areas of failure first. This type of chart is known as which one of the following?

    • A control chart

    • An Ishikawa diagram

    • A Pareto diagram

    • A flowchart

    Correct Answer
    A. A Pareto diagram
    Explanation
    A Pareto diagram is used to illustrate the categories of quality failure within a project in order to prioritize and address the largest areas of failure first. It helps in identifying the most significant factors contributing to the problem by showing the frequency or occurrence of each category on a bar chart. This enables the project manager and team to focus their efforts on the areas that will have the greatest impact on improving quality. A control chart is used to monitor and control the quality of a process over time. An Ishikawa diagram is used to identify and analyze the root causes of a problem. A flowchart is used to visually represent the steps or processes involved in a project or system.

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  • 22. 

    You are the project manager of the KLJH Project. This project will last two years and has 30 stakeholders. How often should risk identification take place?

    • Once at the beginning of the project

    • Throughout the execution processes

    • Throughout the project

    • Once per project phase

    Correct Answer
    A. Throughout the project
    Explanation
    Risk identification should take place throughout the project because risks can arise at any time during the project lifecycle. By continuously identifying and assessing risks, the project manager can proactively address them and minimize their impact on the project's success. This approach allows for timely risk response planning and ensures that potential risks are not overlooked or underestimated.

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  • 23. 

    Alice is a project manager for her organization and she’s working withthe project team to identify project risks and rank them by impact andprobability. Which risk analysis technique provides the project manager witha risk ranking? 

    • Quantifiable

    • Qualitative

    • The utility function

    • SWOT analysis

    Correct Answer
    A. Qualitative
    Explanation
    Qualitative risk analysis is a risk analysis technique that provides the project manager with a risk ranking. It involves identifying and assessing risks based on their impact and probability, but without assigning specific numerical values. Instead, risks are evaluated qualitatively, considering factors such as their potential impact on project objectives, stakeholder concerns, and the project's ability to handle them. This technique allows the project manager to prioritize risks based on their perceived severity and likelihood, helping them make informed decisions on risk response strategies.

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  • 24. 

    A table of risks, their probability, impact, and a number representing theoverall risk score is called a ____________________________. 

    • Risk table

    • Probability-impact matrix

    • Quantitative matrix

    • Qualitative matrix

    Correct Answer
    A. Probability-impact matrix
    Explanation
    A table of risks, their probability, impact, and a number representing the overall risk score is called a probability-impact matrix. This matrix is used to assess and prioritize risks based on their likelihood of occurrence and potential impact on a project or organization. By assigning a numerical score to each risk, decision-makers can determine which risks are most critical and require immediate attention. The probability-impact matrix helps in making informed decisions and taking appropriate actions to mitigate or manage risks effectively.

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  • 25. 

    You are the project manager of the Adams Construction Project. Some of the work in the project contains pure risk that you’re not willing to accept. Youdecided to mitigate the pure risks in this project. Which of the following may be used as a risk mitigation tool? 

    • The vendor proposal

    • The contract

    • The quotation

    • Project requirements

    Correct Answer
    A. The contract
    Explanation
    The contract may be used as a risk mitigation tool because it outlines the agreed-upon terms and conditions between the project manager and the vendor. By clearly defining the responsibilities, deliverables, and timelines, the contract helps to minimize misunderstandings and disputes that could arise during the project. It also provides a legal framework for addressing any potential risks or issues that may arise, ensuring that both parties are protected and accountable for their obligations.

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  • 26. 

    Yolanda has outsourced a portion of a project to a vendor. The vendor hasdiscovered some issues that will influence the cost and schedule of its portionof the project. How must the agreement be updated? 

    • As a new contract signed by Yolanda and the vendor.

    • As directed by the contract change control system.

    • As a memo and SOW signed by Yolanda and the vendor.

    • Project management contracts have clauses that allow vendors to adjust their work according to unknowns.

    Correct Answer
    A. As directed by the contract change control system.
    Explanation
    The correct answer is "As directed by the contract change control system." When issues arise that will affect the cost and schedule of a project, the agreement between Yolanda and the vendor needs to be updated. The contract change control system is responsible for managing and approving any changes to the contract. This ensures that both parties are aware of and agree to the modifications, and helps to maintain the integrity of the project's scope, schedule, and budget.

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  • 27. 

    Benji is the project manager of the PLP Project. He has hired an independent contractor for a portion of the project work. The contractor is billing theproject $120 per hour plus materials. This is an example of what? 

    • Cost plus fixed fee

    • Time and materials

    • Unit price

    • Lump-sum

    Correct Answer
    A. Time and materials
    Explanation
    The given scenario describes a situation where the contractor is billing the project based on the number of hours worked plus the cost of materials used. This is known as a "Time and materials" contract. In this type of contract, the project pays for the actual time spent by the contractor on the project, as well as the cost of any materials used. It is a common approach when the scope of work or project requirements are uncertain, as it allows for flexibility in terms of time and resources.

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  • 28. 

    You are the project manager for your organization. Management has asked you to create a stakeholder classification model to show the amount of authority stakeholders have over project decisions in relation to how muchtheir political capital and position in the company could affect the project. What type of stakeholder classification model should you create?

    • A power/influence grid

    • A RAM matrix

    • An influence/impact grid

    • A RACI chart

    Correct Answer
    A. A power/influence grid
    Explanation
    A power/influence grid is the appropriate stakeholder classification model to create in this situation. This model allows the project manager to assess the level of authority each stakeholder has over project decisions, as well as the potential impact of their political capital and position in the company. By plotting stakeholders on a grid based on their power and influence, the project manager can effectively prioritize their engagement and communication strategies to ensure project success.

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  • 29. 

    Part of stakeholder management is the reliance on interpersonal skills. Which one of the following is an interpersonal skill? 

    • Facilitation

    • Analysis of product scope

    • Conflict resolution

    • Influence

    Correct Answer
    A. Conflict resolution
    Explanation
    Conflict resolution is an interpersonal skill because it involves the ability to effectively communicate, negotiate, and resolve conflicts between individuals or groups. It requires understanding and empathy towards different perspectives, active listening, and the ability to find mutually beneficial solutions. Conflict resolution is essential in stakeholder management as it helps to build positive relationships, maintain productivity, and ensure the successful completion of projects.

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  • 30. 

    Which one of the following examples best describes a push communication? 

    • A blog about the project

    • A secured blog for functional managers

    • A project newsletter for the stakeholders from the project manager

    • The project management plan

    Correct Answer
    A. A project newsletter for the stakeholders from the project manager
    Explanation
    A project newsletter for the stakeholders from the project manager is the best example of push communication because it involves the project manager proactively sending out information to the stakeholders without them having to request it. This form of communication ensures that the stakeholders are kept informed and updated on the project progress and any important developments.

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  • 31. 

    You are the project manager for the JHG Project. This project requirescoordination with the director of manufacturing, HR, the IT department, andthe CIO. This is an example of what type of input to organizational planning?

    • Organizational interfaces

    • Technical interfaces

    • Interpersonal interfaces

    • Human resource coordination

    Correct Answer
    A. Organizational interfaces
    Explanation
    This question is asking for the type of input to organizational planning that is demonstrated by the project manager's need to coordinate with various departments and individuals within the organization. The term "organizational interfaces" refers to the interactions and relationships between different parts of an organization, such as departments or individuals. In this case, the project manager needs to coordinate with the director of manufacturing, HR, the IT department, and the CIO, which indicates that the project manager is dealing with organizational interfaces as part of the planning process.

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  • 32. 

    There are many terms that you’ll need to know for your PMI examination that deal with project communications. Of the following, which term describes thepitch and tone of an individual’s voice? 

    • Paralingual

    • Feedback

    • Effective listening

    • Active listening

    Correct Answer
    A. Paralingual
    Explanation
    Paralingual refers to the pitch and tone of an individual's voice. It encompasses non-verbal aspects of communication such as tone, pitch, volume, and intonation, which can greatly impact the message being conveyed. Understanding paralingual cues is important for effective communication and can help project managers convey their messages more clearly and assertively.

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  • 33. 

    You are presenting your project performance to your key stakeholders. Severalof the stakeholders are receiving phone calls during your presentation, andthis is distracting people from your message. This is an example of what? 

    • Noise

    • Negative feedback

    • Outside communications

    • Message distracter

    Correct Answer
    A. Noise
    Explanation
    This situation is an example of noise. Noise refers to any interference or disturbance that hinders effective communication. In this case, the phone calls from the stakeholders are causing distractions and interrupting the flow of the presentation, making it difficult for the audience to fully engage with the message being conveyed.

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  • 34. 

    Performance reporting should generally provide information on all of thefollowing except for which one? 

    • Scope

    • Schedule

    • Labor issues

    • Quality

    Correct Answer
    A. Labor issues
    Explanation
    Performance reporting should generally provide information on scope, schedule, and quality as these are key factors in assessing the progress and success of a project. Labor issues, on the other hand, are not typically included in performance reporting as they are more focused on the management of human resources and may not directly impact the overall performance or outcomes of the project.

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  • 35. 

    A project manager and the project team are actively monitoring the pressuregauge on a piece of equipment. Sarah, the engineer, recommends a series of steps to be implemented should the pressure rise above 80 percent. The 80percent mark represents what? 

    • An upper control limit

    • The threshold

    • Mitigation

    • A work-around

    Correct Answer
    A. The threshold
    Explanation
    The 80 percent mark represents the threshold in this scenario. It is the point at which the pressure gauge is considered to be too high and requires action to be taken. Sarah's recommendation of implementing a series of steps indicates that crossing this threshold is significant and needs to be addressed promptly.

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  • 36. 

    You are the project manager in your organization. Your project is part of alarger program led by Nancy Whitting. Nancy is a believer of McGregor’s Theory of X and Y. Which of the following is an example of Theory X? 

    • Self-led project teams

    • Micromanagement

    • Team members able to work on their own accord

    • Earned value management

    Correct Answer
    A. Micromanagement
    Explanation
    Micromanagement is an example of Theory X. Theory X is based on the assumption that employees are inherently lazy, dislike work, and need to be closely supervised and controlled in order to achieve desired results. Micromanagement involves excessive control and supervision of employees, indicating a lack of trust in their abilities and a belief that they cannot be trusted to work independently. This aligns with the principles of Theory X, making micromanagement the correct answer.

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  • 37. 

    You are the project manager of the MMB Project. The president of thecompany has spoken to the project team and told them of the confidenceand respect he has in you to lead the project to a successful completion. Theproject manager has what type of power on this project? 

    • Formal power

    • Coercive power

    • Expert power

    • Halo power

    Correct Answer
    A. Formal power
    Explanation
    The project manager in this scenario has formal power. This is because the president of the company has expressed confidence and respect in the project manager's ability to lead the project to a successful completion. Formal power is derived from an individual's position or role within an organization, and in this case, the project manager's position grants them the authority and power to make decisions and lead the project.

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  • 38. 

    You are a project manager in a projectized organization. Your job as a project manager can be described best by which of the following? 

    • Full-time

    • Part-time

    • Expeditor

    • Coordinator

    Correct Answer
    A. Full-time
    Explanation
    As a project manager in a projectized organization, your job is best described as full-time. This means that you are dedicated to the project and have the authority and responsibility to make decisions and manage resources on a full-time basis. Being full-time allows you to focus solely on the project and ensures that you have the necessary time and commitment to successfully lead and deliver the project.

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  • 39. 

    Beth is the project manager for a large health care project. She is working with the project sponsor to define the steps she’ll use to perform stakeholder analysis. Which of the following correctly defines the steps for stakeholder analysis? 

    • Identify and document the stakeholder information, create acommunications management plan, plan for stakeholder management.

    • Identify and document the stakeholder information, prioritize and classify the stakeholders, create the communications management plan for stakeholder management.

    • Identify and document the stakeholder information, prioritize and classify the stakeholders, plan for stakeholder management.

    • Create a focus group for known stakeholders, identify and document the stakeholder information, prioritize and classify the stakeholders, plan for stakeholder management.

    Correct Answer
    A. Identify and document the stakeholder information, prioritize and classify the stakeholders, plan for stakeholder management.
    Explanation
    The correct answer is "Identify and document the stakeholder information, prioritize and classify the stakeholders, plan for stakeholder management." This answer provides a logical sequence of steps for stakeholder analysis. First, the project manager needs to identify and document the stakeholder information, which involves gathering information about the individuals or groups who may have an impact on or be impacted by the project. Then, the stakeholders need to be prioritized and classified, which helps in determining the level of influence and interest of each stakeholder. Finally, a plan for stakeholder management needs to be developed, which includes strategies for engaging and communicating with stakeholders throughout the project.

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  • 40. 

    You are the project manager of the JKL Project, which currently has someproduction flaws. Which analysis tool will allow you to determine the causeand effect of the production faults?

    • A flowchart

    • A Pareto diagram

    • An Ishikawa diagram

    • A control chart

    Correct Answer
    A. An Ishikawa diagram
    Explanation
    An Ishikawa diagram, also known as a fishbone diagram or cause-and-effect diagram, is a tool used to identify and analyze the potential causes of a problem or issue. It helps in determining the root cause of production faults by visually organizing and categorizing the possible causes into major categories such as people, methods, machines, materials, measurements, and environment. This diagram allows the project manager to identify the cause-and-effect relationships and prioritize the areas that need improvement or corrective actions.

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  • 41. 

    Mary and Thomas are project managers for their organization and they’rediscussing risk management and risk responses. Thomas insists that anorganization should never accept a project risk and Mary says that sometimesit’s okay. They’ve called on you, a project management expert, to help withthis decision. When is it appropriate to accept a project risk?

    • It is never appropriate to accept a project risk.

    • All risks must be mitigated or transferred.

    • It is appropriate to accept a risk if the project team has never completedthis type of project work before.

    • It is appropriate if the risk is in balance with the reward.

    Correct Answer
    A. It is appropriate if the risk is in balance with the reward.
    Explanation
    Accepting a project risk is appropriate when the potential reward outweighs the potential negative impact of the risk. Risk management involves evaluating the potential risks and benefits of a project and making informed decisions. If the risk is manageable and the potential reward is significant, it may be acceptable to proceed with the project, taking necessary precautions to mitigate the risk. It is not realistic or feasible to completely eliminate all risks, so accepting certain risks is a part of project management.

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  • 42. 

    Jason is the project manager for his organization and he’s working with hisproject team to identify and analyze project risks. Jason begins to create arisk register as part of this process, but his team doesn’t understand what a risk register is or its purpose. Which one of the following best describesthe risk register?

    • It documents all of the outcomes of the other risk management processes.

    • It’s a document that contains the initial risk identification entries.

    • It’s a system that tracks all negative risks within a project.

    • It’s part of the project’s project management information system (PMIS)for integrated change control.

    Correct Answer
    A. It documents all of the outcomes of the other risk management processes.
    Explanation
    The risk register is a document that contains all of the outcomes of the other risk management processes. It serves as a central repository for all identified risks, their potential impact, and the proposed responses and mitigation strategies. By documenting all the outcomes, the risk register helps the project team to have a comprehensive understanding of the project risks and enables them to effectively monitor and control these risks throughout the project lifecycle.

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  • 43. 

    You are a project management consultant for the Steinberg Organization and you’re helping them categorize risks they may encounter in their projects.For starters, you identify some basic risk categories but your client wantsto see some examples of these categories. You tell them, for example, that _______________________ include(s) fire, theft, or injury, and offer(s) nochance for gain.

    • Business risks

    • Pure risks

    • Risk acceptance

    • Life risks

    Correct Answer
    A. Pure risks
    Explanation
    Pure risks are a category of risks that include events such as fire, theft, or injury. These risks offer no chance for gain, meaning that there is no potential for a positive outcome or benefit from these risks. Unlike other types of risks, pure risks are typically undesirable and are often mitigated or avoided altogether to minimize potential negative impacts on the project or organization.

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  • 44. 

    You are creating a new contract for some procured work in the project. Your manager wants you to define how issues and claims will be resolved including the possibility of any lawsuits related to the procured work. The United Statesbacks all contracts through which of the following?

    • Federal law

    • State law

    • The court system

    • Lawyers

    Correct Answer
    A. The court system
    Explanation
    The court system is responsible for resolving issues and claims, including any lawsuits related to the procured work. It is the legal system that ensures contracts are enforced and disputes are settled according to the law.

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  • 45. 

    Terry is the project manager of the MVB Project. She needs to purchase a pieceof equipment for her project. The accounting department has informed Terry that she needs a unilateral form of contract. Accounting is referring to whichof the following? 

    • The statement of work (SOW)

    • A legally binding contract

    • A purchase order

    • An invoice from the vendo

    Correct Answer
    A. A purchase order
    Explanation
    The accounting department is referring to a purchase order. A purchase order is a unilateral form of contract that is issued by the buyer (in this case, Terry) to the seller (the vendor) to request the purchase of goods or services. It outlines the details of the purchase, including the quantity, price, and delivery date. Once the seller accepts the purchase order, it becomes a legally binding contract between the buyer and the seller. Therefore, the accounting department is advising Terry to use a purchase order as a unilateral form of contract for purchasing the equipment for her project.

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  • 46. 

    You are a project management consultant for the Hopson Company and you’re working with them to determine the best vendor and contract choicefor a portion of their project. The purpose of a contract is to distributebetween the buyer and seller a reasonable amount of what? 

    • Responsibility

    • Risk

    • Reward

    • Accountability

    Correct Answer
    A. Risk
    Explanation
    A contract is used to distribute a reasonable amount of risk between the buyer and seller. This means that both parties agree on who will be responsible for any potential risks that may arise during the project. By clearly defining the allocation of risk in the contract, it helps to protect both parties and ensures that they are aware of their responsibilities and potential liabilities.

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  • 47. 

    You are the project manager of the Communications Projects for your organization. Management has stressed that you use privity throughout thisproject. Privity is what?

    • The relationship between the project manager and a known vendor

    • The relationship between the project manager and an unknown vendor

    • The contractual, confidential information between customer and vendor

    • The professional information regarding the sale between customer and vendor

    Correct Answer
    A. The contractual, confidential information between customer and vendor
    Explanation
    Privity refers to the contractual relationship between a customer and a vendor, specifically regarding confidential information. It involves the exchange of sensitive information between the two parties, which is protected by the terms of the contract. The project manager is expected to maintain this privity by ensuring that the confidential information is not disclosed to unauthorized parties and that the terms of the contract are followed. This helps to protect the interests of both the customer and the vendor throughout the project.

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  • 48. 

    You are the project manager for a seller and are managing another company’sproject. Things have gone well on the project, and the work is nearly complete. There is still a significant amount of funds in the project budget. The buyer’s representative approaches you and asks that you complete someoptional requirements to use up the remaining budget. You should do what?

    • Negotiate a change in the contract to take on the additional work.

    • Complete a contract change for the additional work.

    • Gain the approval of the project stakeholder for the requested work.

    • Deny the change because it was not in the original contract.

    Correct Answer
    A. Gain the approval of the project stakeholder for the requested work.
    Explanation
    In this scenario, the best course of action is to gain the approval of the project stakeholder for the requested work. As the project manager, it is important to ensure that any changes or additions to the project are approved by the relevant stakeholders. This helps to maintain transparency and accountability in the project. Negotiating a change in the contract or completing a contract change without proper approval may lead to misunderstandings or disputes later on. Denying the change because it was not in the original contract may not be the best approach, as it is important to consider the stakeholders' needs and requirements.

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  • 49. 

    Henry has been tasked to create a salience model for his project. This modeldefines three characteristics for project stakeholders. Which one of thefollowing is NOT one of the three characteristics of the stakeholders mappedin the salience model? 

    • Power

    • Urgency

    • Legitimacy

    • Influence

    Correct Answer
    A. Influence
    Explanation
    The salience model for project stakeholders defines three characteristics: power, urgency, and legitimacy. Influence is not one of the characteristics mapped in the salience model.

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Quiz Review Timeline (Updated): Sep 13, 2023 +

Our quizzes are rigorously reviewed, monitored and continuously updated by our expert board to maintain accuracy, relevance, and timeliness.

  • Current Version
  • Sep 13, 2023
    Quiz Edited by
    ProProfs Editorial Team
  • May 02, 2016
    Quiz Created by
    Abby93
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