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Focus groups are an effective tool for project managers to collect stakeholder information. Stakeholders are involved in developing the project charter and provide expert judgement. An organization with multiple project managers reporting to an executive manager is called a composite organization. The decomposition technique allows work packages to be broken down into smaller, more manageable activities. Only internal stakeholders can provide feedback on effective management strategies for other internal stakeholders. Contingency funds are used to handle unexpected costs. Staffing needs are typically highest during the project execution phase. A probability and impact matrix helps identify high-risk items to focus on. The issue escalation process is documented in the communications management plan. The work package is the lowest level of the work breakdown structure and can be
Focus groups are an effective tool for project managers to collect stakeholder information. Stakeholders are involved in developing the project charter and provide expert judgement. An organization with multiple project managers reporting to an executive manager is called a composite organization. The decomposition technique allows work packages to be broken down into smaller, more manageable activities. Only internal stakeholders can provide feedback on effective management strategies for other internal stakeholders. Contingency funds are used to handle unexpected costs. Staffing needs are typically highest during the project execution phase. A probability and impact matrix helps identify high-risk items to focus on. The issue escalation process is documented in the communications management plan. The work package is the lowest level of the work breakdown structure and can be
Focus groups are an effective tool for project managers to collect stakeholder information. Stakeholders are involved in developing the project charter and provide expert judgement. An organization with multiple project managers reporting to an executive manager is called a composite organization. The decomposition technique allows work packages to be broken down into smaller, more manageable activities. Only internal stakeholders can provide feedback on effective management strategies for other internal stakeholders. Contingency funds are used to handle unexpected costs. Staffing needs are typically highest during the project execution phase. A probability and impact matrix helps identify high-risk items to focus on. The issue escalation process is documented in the communications management plan. The work package is the lowest level of the work breakdown structure and can be
1. D - Pareto charts, control charts and histograms are quality management
tool. The question is asking for a tool that help the project manager collect stakeholder information and focus group is one of the effective tools available to the project manager. [PMBOK 5th edition, Page 402] [Project Stakeholder Management] 2. A - Project stakeholders are involved in each of the project management processes. The Develop Project Charter is the first project management process where the key project stakeholders get engaged for the first time. Stakeholders provide expert judgment and participate in facilitated sessions during the charter development. [PMBOK 5th edition, Page 71] [Project Integration Management] 3. D - This organization is called a composite organization. [PMBOK 5th edition, Page 25] [Project Framework] 4. A - The decomposition technique allows the project manager to create smaller and more manageable pieces of work from the larger work packages. [PMBOK 5th edition, Page 151] [Project Time Management] 5. C - Only internal stakeholders can provide expert judgment on effective management strategies for internal stakeholders. Project customers are important stakeholders but usually they lack the knowledge on internal stakeholders, and hence cannot provide an accurate feedback. [PMBOK 5th edition, Page 401] [Project Stakeholder Management] 6. A - The Create WBS process identifies the deliverables at the lowest level in the WBS, the work package. Project work packages are typically decomposed into smaller components called activities, which represent the work that is necessary to complete the work package. [PMBOK 5th edition, Page 126] [Project Time Management] 7. C - Contingency funds are used to handle cost uncertainty due to unforeseen purchases that may be needed during a project. These funds are generally used for items that are likely to occur but are not certain to occur. [PMBOK 5th edition, Page 206] [Project Cost Management] 8. C - Staffing is typically highest during the execution phase of the project. The other three responses may not hold true. Projects can move forward into subsequent phases without the deliverables of the prior phase being completely approved; this is known as fast tracking. Changes during the initial phases of the project are the least expensive. The influence of the stakeholders is highest during the start of the project and declines as the project moves to completion. [PMBOK 5th edition, Page 40] [Project Framework] 9. D - Standardized stakeholder list is not a valid organizational asset used in the Plan Human Resource Management process. The other choices are valid assets. Other assets include historical information on organizational structures that have worked in previous projects and organizational processes and policies. [PMBOK 5th edition, Page 260] [Project Human Resource Management] 10. A - Project reports and presentation distributed to the stakeholders get archived in the organizational process assets during this process. Stakeholder register is the project document that gets updated the most during this process. [PMBOK 5th edition, Page 409] [Project Stakeholder Management] 11. A - When lessons-learned gathering and documentation is postponed till the very end, the project manager must scramble for bits and pieces of project history to compile into a lessons-learned document. Often, because the project is in closeout, the project manager has only a few team members remaining, which makes compiling and obtaining project information from the remaining few resources difficult. [PMBOK 5th edition, Pages 46, 280] [Project Integration Management] 12. D - A probability and impact matrix will help filter the high-risk items and high-impact items from the others, so that you can focus your attention on these riskier items. [PMBOK 5th edition, Page 331] [Project Risk Management] 13. C - Control Costs is the process of managing the project's costs and the changes that threaten the bottom line. [PMBOK 5th edition, Page 215] [Project Cost Management] 14. A - The procurement management plan, schedule baseline, and the cost baseline typically gets updated as result of a significant change in procurement contracts or strategy. However, the quality management plan is least likely to get updated during this process since quality requirements always need to be met by all contractors. The contractors can be allowed more money or time to complete the works but cannot be allowed to compromise the quality of the works. [PMBOK 5th edition, Page 385] [Project Procurement Management] 15. A - The issue escalation process is explicitly documented in the communications management plan. The rest of the choices are the sections that appear both in the communications management and the stakeholder management plans. [PMBOK 5th edition, Pages 296, 403] [Project Stakeholder Management] 16. C - The project scope statement provides the product description, acceptance criteria, key deliverables, project boundaries, assumptions, and constraints about the project. The scope management plan and the requirements management plan are the subsidiary plans of the overall project management plan and they detail how the project team needs to manage the project scope and requirements respectively. These plan do not document the actual scope of the project. Accepted Deliverables is the wrong answer since deliverables are accepted post completion and validation, the identification of the key deliverable is done early during the planning phase of the project. [PMBOK 5th edition, Page 202] [Project Scope Management] 17. B - The work package is the lowest and most detailed level of the WBS and can be scheduled, cost estimated, monitored, and controlled. [PMBOK 5th edition, Page 126] [Project Scope Management] 18. D - The Risk Breakdown Structure (RBS) is a hierarchical presentation of the project risks sorted by risk categories. [PMBOK 5th edition, Page 560] [Project Risk Management] 19. A - Present Value = Future Value / (1 + rate)^period Present Value = 5,000,000 / (1 + 15%)^5 = 2,485,884 [PMBOK 5th edition, Pages 195, 198] [Project Integration Management] 20. C - Projects help in achieving organizational goals whey they are aligned with the organization's strategy. If the projects are misaligned with the organizational strategic goals, they are most likely to produce undesirable results either in the short-term or the long-term. NPV and IRR calculations are great measures, however, these are not applicable since these projects will not contribute to any of the revenue streams. Investment requirement is important but is useless on the projects that are not aligned with the strategic goals of the organization. [PMBOK 5th edition, Pages 12, 198] [Project Integration Management] 21. B - Each contract is unique and so are its obligations, provisions and clauses. Any contract that need to be terminated must be terminated in accordance with the termination clause of that contract. These contract termination provisions are agreed and signed off by both parties at the time of the contract award. [PMBOK 5th edition, Page 381] [Project Procurement Management] 22. D - Start to Finish relationships indicate that the next task cannot be completed until the one preceding it has started. This type is not commonly used. [PMBOK 5th edition, Page 157] [Project Time Management] 23. C - A RACI chart outlines in matrix form, the project tasks and for each task, who is responsible, who is accountable, whom to consult, and whom to inform. [PMBOK 5th edition, Page 226] [Project Human Resource Management] 24. B - The cost variance (CV) equals EV - AC. In this case, the CV = $5,000. [PMBOK 5th edition, Page 224] [Project Cost Management] 25. C - In this scenario the earned value has been overstated while the reported actual cost is ok. Earned value should be the sum of PVs of all completed activities. The initial 20advance should not be part of this. Further, since the buyer is not liable for the inventory cost and only reimburses the costs associated with completed deliverables, the cost of the inventory does not become part of the actual cost until that inventory is consumed during the construction process. The inventory is an asset for the contactor until it is consumed on the project and at that time it becomes a cost for the project. [PMBOK 5th edition, Page 218] [Project Communications Management] 26. B - Encode -> Transmit -> Decode -> Acknowledge -> Feedback is the right sequence. [PMBOK 5th edition, Page 293] [Project Communications Management] 27. B - The Delphi technique involves anonymous questionnaires circulated to a group of experts and provides an unbiased assessment of the risks. [PMBOK 5th edition, Page 324] [Project Risk Management] 28. A - A review of procurement process originating from the Plan Procurement Management through Control Procurements is conducted during the Close Procurements process and not during the Control Procurements process. Procurement performance review is a tool and technique of the Control Procurements process and includes activities such as reviewing seller-prepared documentation and buyer inspections, identifying performance successes or failures, and determining progress against procurement statement of work. [PMBOK 5th edition, Pages 383, 388] [Project Procurement Management] 29. D - Project should never be prioritized based on their budgets. Selecting the projects that maximize organizational revenue or selecting the projects that maximize the business value seem good options. However, adding to business value takes precedence over adding the organizational revenue, since there can be projects that add more to the revenue but add less to the business value. [PMBOK 5th edition, Page 15] [Project Integration Management] 30. B - Communication, trust building, and interpersonal skills are the actions used to close the gaps. Please note that the question is asking about a technique that can be used to identify these actions. PMBOK recommends expert judgment as an appropriate identification technique in this situation. [PMBOK 5th edition, Page 403] [Project Stakeholder Management] 31. B - Stage Gates, Phase Gates and Kill Points all refer to a phase end review with the objective of obtaining authorization to close the current phase and start the next one. This is a retrospective review of the current phase. Phase planning, on the other hand, is performed early during the planning phase of the project. [PMBOK 5th edition, Page 41] [Project Framework] 32. A - The question is asking for a tool and technique used during the Control Quality process. The SIPOC model is a specific type of a flowchart which is a tool and technique of the Control Quality process. [PMBOK 5th edition, Pages 236, 237] [Project Quality Management] 33. D - Requirements Traceability Matrix is an output of the Collect Requirements process. It is used for tracing requirements to project scope, objectives, and test strategy. Tracing requirements to project risk is not a valid use. [PMBOK 5th edition, Pages 117, 118] [Project Scope Management] 34. A - The Bill of Material (BOM) is not used as an input in the Create WBS process. The other three are valid inputs. [PMBOK 5th edition, Page 125] [Project Scope Management] 35. A - There is nothing such as earned cost or accrued rate of return. The total cost of ownership is the purchase price of an asset plus the costs of operation. [PMBOK 5th edition, Pages 369] [Project Integration Management] 36. C - The Identify Risks process is an ongoing, iterative process as risks are often identified throughout the project's life cycle. [PMBOK 5th edition, Page 321] [Project Risk Management] 37. D - Risk categories provide a structure that ensures a comprehensive process of systematically identifying risks and that contributes to the effectiveness and quality of the process. [PMBOK 5th edition, Page 317] [Project Risk Management] 38. A - Create WBS is a process in the Project Scope Management area. The other options are all Project Time Management processes. [PMBOK 5th edition, Pages 105, 141] [Project Time Management] 39. A - The method used by most project management software packages to construct a project schedule network diagram is Activity-On-Node (AON). This method uses boxes or rectangles, called nodes, to represent activities. It connects the nodes with arrows showing the logical relationships among them. [PMBOK 5th edition, Page 156] [Project Time Management] 40. A - The WBS is a hierarchical decomposition of the work to be performed by the project team. It defines the total scope of the project. It represents the work specified in the currently approved project scope statement. [PMBOK 5th edition, Page 126] [Project Scope Management] 41. C - Creating the WBS is a very important process, but often a previous WBS can be used as a template to save time and avoid the risk of forgetting something important. [PMBOK 5th edition, Page 127] [Project Scope Management] 42. A - Finish-to-Start relationships indicate that the next task is not able to start until the one preceding it is completed. This is the most commonly used type of activity relationship. [PMBOK 5th edition, Page 157] [Project Time Management] 43. A - Since you have little authority over the projects you manage, you are working for a weak matrix organization. In such organizations, the functional managers have more authority. To obtain the required resources from the functional managers, you need to use the "Negotiation" tool and technique from the Acquire Project Team process. [PMBOK 5th edition, Page 270] [Project Human Resource Management] 44. A - To provide the best results, a quality audit should be a structured process performed by an independent entity. [PMBOK 5th edition, Page 247] [Project Quality Management] 45. C - A hierarchical-type organization chart can clearly show roles and reporting relationships within a team. [PMBOK 5th edition, Page 165] [Project Human Resource Management] 46. D - The identification of key project deliverables can only be done once the project requirements are collected, analyzed and documented. This is done during the Collect Requirements process. Further, the key project deliverables are documented in the project scope statement which is an output of the Define Scope process. The best position of the newly proposed "Identify Key Deliverables" process should be between the Collect Requirement and Define Scope processes. [PMBOK 5th edition, Pages 110, 120] [Project Integration Management] 47. A - The ability of stakeholders to influence the project is typically highest during the initial stages and gets progressively lower as the project progresses. The project manager should more actively manage the project stakeholders during the project initiation and planning phases in comparison to the later stages of the project. [PMBOK 5th edition, Page 406] [Project Stakeholder Management] 48. D - While it is not feasible to invite everyone to the risk identification meetings, everyone should be encouraged to identify risks as they encounter them. [PMBOK 5th edition, Page 321] [Project Risk Management] 49. C - Upper and lower control limits allow the control chart to serve its purpose of indicating when a process is in or out of control. [PMBOK 5th edition, Page 238] [Project Quality Management] 50. A - Rolling Wave Planning is a technique used to create a more detailed work plan while keeping the right level of detail for each activity: Activities happening sooner have more detail than those further in the future. [PMBOK 5th edition, Page 152] [Project Time Management]