Reference no: EM131250574

Question 1. Which statement describes best handling of assumptions during the initiating processes?
It is the responsibility of the sales person in charge to identify all risks related to a customer project.
Organizational, environmental, and external assumptions should be addressed by the project charter.
Managing and organizing assumptions means avoiding risks right from the start of the project.
Risks are a sign of uncertainty. Avoiding all uncertainties means that a project should have no risks at all.

Question 2. What should managers consider before conducting a performance-evaluation interview with a project team member?
Which management fallacies can most easily be delegated to the worker?
How can discussion of the manager's leadership style be avoided?
How can disputes related to unsatisfactory performance be avoided?
Has the employee been provided with sufficient instructions and work tools?

Question 3. During code inspection in a major software development project, a project management team identified frequent occurrences of critical programming errors. These errors are scattered across the code and occur without a discernible pattern. Which tool is most likely to help the team identify areas of error concentration in order to develop a prioritized response strategy?
Process decision program chart
Decision tree
Check sheet
Influence diagram

Question 4. Projects frequently do not meet customer expectations for which of the following reasons?
Technical inability and poor risk management by the contractor
Poor risk management by the contractor running the project
Unclear scope definition by the customer for whom the project is performed
Poor technical ability of the contractor running the project for the customer

Question 5. What is not true for change requests?
Change requests should always be handled in a controlled and integrative fashion.
Change requests surpassing the formal change control processes can lead to scope creep.
Professionally managed, change requests can help in improving a project and resolving emerging problems.
Change requests are always a sign of bad planning and therefore, should be avoided.

Question 6. The cost baseline is developed during which process?
Perform integrated change control
Develop schedule
Estimate costs
Determine budget

Question 7. During the execution of a project to build a complex defense system, your team has run into a deep crisis. The project's goal and objectives have been challenging right from the start, but now you have discovered that your team members have become increasingly unaware of them. Being busy solving detail problems, they often fail to understand the overall requirements. Then they develop solutions that resolve issues in their area of limited responsibility while causing new problems at the interfaces with other system components. Meanwhile, the team members show signs of growing frustration, and time is running away. How can you help your team in this situation?
Ignore the low-level issues and focus on achieving the overall requirements. Details can be sorted out during test and handover.
Problems of this dimension have their origin in fundamental personal incompatibilities between team members. You should replace them all.
If everybody simply does their jobs, then there should be no problem. Make sure that team members are fully aware of their accountability.
Accompany your team members along a sequence of maturity levels from dependence through independence to interdependence.

Question 8. During a meeting, a discussion came up: To which degree does your project have to be compliant to the processes enumerated in the PMBOK Guide? What should be the guiding principle to answer this question?
The processes are meant as rough guidelines to which a team should only adhere if there is enough consensus.
The project team must select appropriate processes required to meet the project requirements.
The more processes the project team follows, the better the project's performance will be.
Without alterations, the project manager must follow all 42 processes for project management.

Question 9. What is typical for high-context cultures?
A message has little meaning without an understanding of the surrounding context.
Technical means for communications can focus on transfer of spoken and written language.
Communication is preferred and avoids passing over a great deal of additional information.
To understand a message, no information on history or personal opinion is needed.

Question 10. How should change management be planned for?
Change management can be planned in a set of management plans or a specific change management plan.
Planning for change management should be done while the various change control processes are being applied.
Changes are generally not predictable; therefore, planning for change management cannot be reasonable.
Changes are a sign of bad planning. One should avoid changes during a project, thus eliminating the need to manage them.

Question 11. In configuration management, which of the following is necessary to maintain the integrity of baselines?
Releasing only approved changes for incorporation into products or services.
Ensuring transparency across all project management processes and activities.
Ensuring that team members adhere to a code of ethical conduct and behavior.
Analyzing variances by comparing baseline information with actual project data.

Question 12. ___________ are usually not a manifestation of unique organizational cultures and styles.
Individual traits and attitudes of co-workers
Shared visions, values, norms, beliefs, and expectations
Policies, methods, and procedures
Views of authority relationships

Question 13. How does a project management team stay in touch with the work and the attitudes of project team members?
Using closed questions during team meetings
By observation and communication
Through third-party assessments
Through the team members' functional managers

Question 14. You are the project manager for the development of a new type of power plant.
Your project is making fast progress, and it is getting nearer to the day of product acceptance. Which technique will be most important for product acceptance?
Impact analysis
Team review
Quality audit
Inspection

Question 15. At the beginning of project execution, you notice different opinions between team members relating to project work and deliverables and to the level of overall complexity. What should you do right now?
Use interviews in private with each individual team member to inform them of your expectations and your requirements in an atmosphere of confidence.
Give your team members some time to develop a common understanding of the project scope and product scope. Upcoming interface problems may be resolved later.
Use the risk management processes to identify and assess risks caused by misunderstandings and develop a plan with measures in order to respond to them.
Organize meetings to identify and resolve misunderstandings between team members in order to avoid interface problems, disintegration, and costly rework early in the project.

Question 16. According to Bruce Tuckman, which of the following lists includes the stages of team development?
Tell, sell, consult, join
Forming, storming, norming, performing
Direct, support, coach, delegate
Honeymoon, rejection, regression, acceptance, re-entry

Question 17. You monitored figures on cost and planned/earned value for each individual project week until the data date at the end of the sixth week. What is the status of this project at this date?
The project is behind schedule and over budget.
The project is ahead of schedule and over budget.
The project is behind schedule and under budget.
The project is ahead of schedule and under budget.

Question 18. What is the purpose of a project charter?
To link the project, which is going to be planned, executed, and monitored/controlled to the ongoing work of the organization.
To formally authorize a project or a phase and document initial requirements which satisfy the stakeholder's needs and expectations.
To describe the process of performing the work defined in the project management plan in order to achieve the project's objectives.
To document how the project will be planned, executed, monitored/controlled, and closed.

Question 19. During project execution, you found out that work is often not performed at the right time and in the right order. Deliverables are made by one team member that cannot be processed by another one. This already leads to timely rework and bad morale among team members. Which project management tool is most appropriate to deal with problems like this?
Work authorization system
Communications management plan
RACI matrix
Organization chart

Question 20. During execution in a project to build a major road bridge, your team found a major flaw in the technical drawings. On an ad-hoc basis, they had to find and implement a workaround to avoid delays and mitigate technical problems. What should you do next?
The workaround was performed on a technical level only. As long as it does not influence the function of the bridge or the organizational configuration of the project, a change request will not be necessary.
It is normal in projects that during project execution inconsistencies arise between planning documents and actual implementation. This is no problem as long as the functional status of the product is maintained.
Meticulously document the problem and the workaround to create a requested change to the project management plan, which will then be passed to the body responsible for the change control decision.
A retroactive formal change request side is not reasonable. Create some additional documents describing the workaround and sign them by yourself. You can present them during the next regular CCB meeting.

Question 21. You were able to obtain measuring equipment with very high accuracy and precision. You used it to make a sequence of measurements directly at a production process output and depicted the results on the following control chart. Which statement is the best conclusion from these results?
The process has high precision but low accuracy. It should be adjusted.
The process has high precision but low accuracy. It should be improved.
The process has high accuracy but low precision. It should be improved.
The process has high accuracy but low precision. It should be adjusted.

Question 22. A project manager's PDM network schedule gets audited by a scheduling expert. The expert tells the project manager to focus more on nodes with "path convergence," also known as "sinks." What is he referring to?
Nodes in a network logic diagram, which have multiple predecessors.
Nodes in a WBS, where several branches are brought back together.
Nodes in a conditional network diagram, at which it becomes deterministic.
Nodes in a decision tree, showing various branches with the same chance.

Question 23. Which statement best describes the purpose of the communications management plan?
The communications management plan describes rules of behavior and respect for communications in cross-cultural teams.
The communications management plan focuses on the use of communications technologies by the project management team.
The project management plan is a subsidiary document of the overall communications management plan.
The communications management plan describes the information delivery needs including format and level of detail.

Question 24. Which of the following documents is not used as input for the validate scope process?
The requirements traceability matrix, linking requirements to their origin and tracing them throughout the project lifecycle.
The validated deliverables completed and checked for correctness by the perform quality control process.
The project management plan, containing the scope baseline consisting of the project scope statement and its associated WBS and WBS dictionary.
The RACI matrix describing accountabilities in case of product rejection.

Question 25. Crashing describes a technique to speed up a project by:
reducing the number of features of the product in order to reduce development work.
reallocating existing resources or assigning additional resources to the project.
overlapping activities that were originally planned to be done in sequence.
reducing the duration estimates for activities to increase the pressure applied to the staff.