 |
1 | |
When dealing with the OPM3 maturity model, who can benefit most from the data? |
| | A) | average worker |
| | B) | project team |
| | C) | analyst |
| | D) | b and c |
|
|
2 | |
It is inefficient to use lists of “frequently asked questions” (FAQs) and their answers to respond to concerns. |
| | A) | True |
| | B) | False |
|
|
3 | |
What project elements of the organizational environment need to be considered in creating an environment for success? |
| | A) | implementation environment |
| | B) | individual performance |
| | C) | project management support systems |
| | D) | business or work context |
| | E) | abilities of leaders in the organization |
| | F) | a, c, and d |
| | G) | a, b, and e |
| | H) | all of the above |
|
|
4 | |
Which elements exist in an ideal PMO situation? |
| | A) | critical information is available to the project manager and project team |
| | B) | a firm deadline is met regardless of circumstances |
| | C) | competing demands are placed on team members |
| | D) | all of the above |
|
|
5 | |
The effectiveness of an individual and team is enhanced or limited by the maturity of the management environment in which they operate. |
| | A) | True |
| | B) | False |
|
|
6 | |
Qualities of strong project offices include: |
| | A) | possessing a dedicated project management staff |
| | B) | taking responsibility for which projects receive scarce resources |
| | C) | managing key projects to completion |
| | D) | approving project changes |
| | E) | all of the above |
| | F) | none of the above |
|
|
7 | |
The OPM3 was written with the purpose of: |
| | A) | providing a means by which organizations can examine the maturity of their enterprise best practices for managing projects |
| | B) | adjusting the performance recognition and reward systems to shift management’s support to desired new behaviors |
| | C) | comparing processes and best practices to those used in other organizations |
| | D) | a and b |
| | E) | b and c |
| | F) | a and c |
| | G) | all of the above |
|
|
8 | |
One of the benefits of using a standard process and terminology is that it creates a common understanding of project management and project phases for effective communications between the organization and: |
| | A) | sponsor |
| | B) | management |
| | C) | project team |
| | D) | all of the above |
|
|
9 | |
A generic set of life-cycle stages would be (in order): |
| | A) | concept, design, construct/build/install, operate/maintain, test/verify/launch, retire/decommission |
| | B) | design, concept, test/verify/startup/launch, construct/build/install, operate/ maintain, retire/decommission |
| | C) | concept, design, construct/build/install, test/verify/startup/launch, operate/ maintain, retire/decommission |
| | D) | none of the above |
|
|
10 | |
The project manager of a project that is categorized as critical to the organization’s success is likely to have trouble competing for resources. |
| | A) | True |
| | B) | False |
|
|
11 | |
Since planning data become more accurate as more is known, project data are not very accurate in the project’s early stages. |
| | A) | True |
| | B) | False |
|
|
12 | |
What is the relationship between project progress and estimate accuracy? |
| | A) | as the project progresses, less estimation is required |
| | B) | as the project progresses, estimation accuracy decreases |
| | C) | as the project progresses, estimation accuracy increases |
| | D) | there is no change or relationship |
|
|
13 | |
The project charter is the document that puts management’s limits as well as expectations on paper. |
| | A) | True |
| | B) | False |
|
|
14 | |
The most efficient and effective method of damage control for a project team is: |
| | A) | anticipation and prevention |
| | B) | mobilization of the project team after an incident |
| | C) | use of prepared contingency plans for project mistakes |
| | D) | a and b |
| | E) | b and c |
| | F) | a and c |
| | G) | all of the above |
|
|
15 | |
Research shows that one minute spent planning saves three to four minutes in implementation. |
| | A) | True |
| | B) | False |
|
|
16 | |
Some principles for increasing acceptance for change include: |
| | A) | identifying people who are comfortable with change and having them serve as early adopters |
| | B) | explaining only what is going to happen and saving time by avoiding extraneous details |
| | C) | being explicit in describing the advantages of proposed change |
| | D) | trying to implement all changes at the same time in order to keep the project team moving |
| | E) | a and b |
| | F) | b and d |
| | G) | a and c |
| | H) | a and d |
| | I) | all of the above |
|
|
17 | |
Which of the following questions should be asked to assess readiness when preparing to implement something new and different? |
| | A) | is there a perceived advantage to the user? |
| | B) | are the consequences minimal if it fails? |
| | C) | is it compatible with the current method? |
| | D) | is it easy to revert back to the old way if the user does not like it? |
| | E) | a and b |
| | F) | a, c, and d |
| | G) | b and c |
| | H) | all of the above |
| | I) | none of the above |
|
|
18 | |
Inquiry is “an open process designed to generate multiple alternatives, foster the exchange of ideas, and produce a well-tested solution.” What is the purpose of inquiry and inquiry-focused groups? |
| | A) | to persuade a group to take a given point of view and come to agreement on that course of action |
| | B) | to consider a variety of options and work together to find the best solution |
| | C) | to encourage critical thinking |
| | D) | a and b |
| | E) | b and c |
| | F) | a and c |
| | G) | all of the above |
|
|
19 | |
Advocacy is a process that treats decision making as a contest where participants advocate for their position without considering other points of view. This benefits the project team by helping participants remain objective and conveys an evenhanded and balanced view. |
| | A) | True |
| | B) | False |
|
|
20 | |
A key way to generate support for a new project and build quality into the process is to involve others in the planning process. |
| | A) | True |
| | B) | False |
|
|
21 | |
Considering the three typical reasons for projects—revenue enhancement, expense reduction, and governmental/regulatory—what are the respective expected outcomes? |
| | A) | projects will decrease cost, projects will increase sales, and projects will produce required compliance |
| | B) | project will increase sales, projects will decrease cost, and projects will produce required compliance |
| | C) | project will produce required compliance, projects will decrease cost, and projects will increase sales |
| | D) | none of the above |
|
|
22 | |
When making a risk analysis chart, it is important to have which of the following information? |
| | A) | a. impact |
| | B) | b. probability |
| | C) | countermeasures |
| | D) | a and b |
| | E) | all of the above |
|
|
23 | |
Once the concepts are actually written down in documents, substantive objections will arise because people will see something in print that they either agree with or object to. |
| | A) | True |
| | B) | False |
|
|
24 | |
The viewpoints with similar technical backgrounds can aid in spotting problems in the early stages when the plan can be redefined easily. |
| | A) | True |
| | B) | False |
|
|
25 | |
It is primarily the responsibility of the project manager to move the project through its four main phases: initiation, planning, execution, and closeout. |
| | A) | True |
| | B) | False |
|
|
26 | |
Defining the status quo of scope is one of the first responsibilities of the project leader. |
| | A) | True |
| | B) | False |
|
|
27 | |
Many sectors of the economy are identifying project management as a new key business process. |
| | A) | True |
| | B) | False |
|
|
28 | |
One would expect to see more mature practices and more knowledgeable professionals in companies where project management serves a central role. |
| | A) | True |
| | B) | False |
|
|
29 | |
Why are strategic projects usually managed by senior members of the organization? |
| | A) | they are generally more complex projects to manage |
| | B) | they are generally more exciting |
| | C) | they are usually more important for the future of the company |
| | D) | they usually pay better |
|
|
30 | |
Small projects are not effective places for beginning project managers to gain experience. |
| | A) | True |
| | B) | False |
|
|
31 | |
How is productivity improved by using standardized templates? |
| | A) | generic information can be input ahead of time |
| | B) | standardizing forms convey knowledge through their design |
| | C) | templates aid in development of the project plan |
| | D) | a and b |
| | E) | b and c |
| | F) | a and c |
| | G) | all of the above |
|
|
32 | |
Presenting communications in the same format helps the receiver to quickly identify what is being presented and go right to the essence of the message. |
| | A) | True |
| | B) | False |
|
|
33 | |
To control a project during execution, the project manager must |
| | A) | make sure that the plan is sound |
| | B) | compare actual activities and numbers to what is in the plan |
| | C) | identify and understand variance |
| | D) | determine how to react |
| | E) | a, c, and d |
| | F) | a and b |
| | G) | b and d |
|
|
34 | |
Part of creating a project is defining adequate scope boundaries around the work. This replaces description of the project and naturally prevents unauthorized work. |
| | A) | True |
| | B) | False |
|
|
35 | |
What actions can project team members undertake to assess their ability to meet their estimates and deliver on time? |
| | A) | review the proposed project plan daily |
| | B) | check the accuracy of estimates against delivery of results early in the project |
| | C) | verify the scope of the project against proposed changes |
| | D) | a and b |
| | E) | b and c |
| | F) | a and c |
| | G) | all of the above |
|
|
36 | |
What is the term used to describe the evolving relationship between the expenditure of resources and the value being produced in relation to that expenditure? |
| | A) | project value ratio |
| | B) | planned value |
| | C) | earned value |
| | D) | total cost value (TCV) |
|
|
37 | |
The relationships between cost variances (CVs), schedule variances (SVs), and cost and schedule performance indices (CPIs and SPIs), estimated cost at completion (EAC), and earned value (EV) are: |
| | A) | SV = EV – PV |
| | B) | EV = AC/CPI |
| | C) | SPI = EV/PV |
| | D) | CPI = AC/EV |
| | E) | a and b |
| | F) | b and c |
| | G) | a and c |
| | H) | b and d |
| | I) | c and d |
| | J) | all of the above |
|
|
38 | |
After calculating and publishing earned value (which defines and qualifies variation), the project manager and team then can use the information to make decisions on how best to proceed. |
| | A) | True |
| | B) | False |
|
|
39 | |
What information does a team need to ensure that a project can be judged adequate on completion? |
| | A) | the acceptance criteria for the project |
| | B) | review from the customer board |
| | C) | definition of the desired state of the outcome |
| | D) | a review of the original (unedited) project contract |
| | E) | a and b |
| | F) | a, c, and d |
| | G) | a and c |
| | H) | b and c |
| | I) | all of the above |
|
|
40 | |
What is the primary purpose of risk management? |
| | A) | managing a risk that has turned into a problem |
| | B) | preventing problems by predicting and avoiding them |
| | C) | creating hypercautious team members and thereby avoiding potential careless mistakes |
| | D) | none; risk management wastes time by inciting fear about problems that will never happen |
|
|
41 | |
What are the purposes of team celebration? |
| | A) | signals to other groups that the project is over |
| | B) | relieves built-up tension between team workers |
| | C) | conveys a sense of success despite any ambiguity or unfinished issues |
| | D) | a and b |
| | E) | b and c |
| | F) | a and c |
| | G) | all of the above |
|
|
42 | |
What steps should you take in effective risk management? |
| | A) | develop an avoidance/mitigation plan |
| | B) | take out a risk transference policy |
| | C) | create a list of effective risk countermeasures |
| | D) | quantify the risk impact |
| | E) | all of the above |
|
|
43 | |
A project’s planning phase begins with a charter and ends with an approved plan. |
| | A) | True |
| | B) | False |
|
|
44 | |
The workload distribution scale, or subproject tree diagram, is a deliverable-oriented grouping of project elements that organizes and defines the total work scope of the project. |
| | A) | True |
| | B) | False |
|
|
45 | |
A truly effective plan is detailed enough to do the following things but still allows discretion in how the team chooses to carry out the work. |
| | A) | assign, delegate, monitor, and control |
| | B) | support, delegate, monitor, and control |
| | C) | assign, change, control, and delegate |
| | D) | monitor, support, change, and control |
|
|
46 | |
Once a project is planned and documented and the work plan is ready for execution, processes must be put in place to monitor progress. |
| | A) | True |
| | B) | False |
|
|
47 | |
Three of the knowledge areas on the project management professional certification test are: |
| | A) | project process management, project scope management, and project quality management |
| | B) | project team management, project time management, and project integration management |
| | C) | project cost management, project risk management, and project communications management |
| | D) | project procurement management, project deliverable management, and project human resources management |
|
|
48 | |
Creating a summary of key parts of the project plan should include a: |
| | A) | risk plan |
| | B) | project plan |
| | C) | project scope |
| | D) | customer contract |
|
|
49 | |
All projects go through the entire project life cycle. Products may go through only one or more on a project. |
| | A) | True |
| | B) | False |
|
|
50 | |
The Guide to the Project Management Book of Knowledge states, “a project is a temporary endeavor undertaken to create a unique product or service.” |
| | A) | True |
| | B) | False |
|
|
51 | |
You cannot execute what you have not planned, and you certainly cannot control what you have not planned. Without planning and control, your project probably will require quick fixes, damage control, and ad hoc activity. |
| | A) | True |
| | B) | False |
|
|
52 | |
In contrasting project life cycle and product life cycle, what are the odds that they will neatly overlap and why? |
| | A) | likely—without the project, there can be no product, so the cycles inherently overlap |
| | B) | 50/50—the ties between the project cycle and the product cycle are mostly unrelated |
| | C) | unlikely—any given product can exist over several project cycles |
| | D) | none of the above |
|
|
53 | |
What are some reasons why information and decisions are not adequate to proceed with a project? |
| | A) | a similar product or service did not exist, so there is no precedent to look to |
| | B) | the market is yet to be defined |
| | C) | there is dissention among the project team due to contrasting opinions |
| | D) | a and b |
| | E) | b and c |
| | F) | a and c |
|
|
54 | |
All projects must go through the following phases: initiation, planning, execution, and closeout. |
| | A) | True |
| | B) | False |
|
|
55 | |
The facilitating processes that focus on project planning execution is(are): |
| | A) | team management |
| | B) | resources development |
| | C) | public relations management |
| | D) | a and b |
| | E) | b and c |
| | F) | a and c |
| | G) | none of the above |
|
|
56 | |
The dominant four thinking styles are: |
| | A) | left brain, right brain, holistic, and analytical |
| | B) | active, passive, central, and frontal |
| | C) | organized, analytical, interpersonal, and holistic |
| | D) | introversion, extroversion, feeling, and sensation |
|
|
57 | |
There is typically more freedom to make changes toward the end of a project because at this stage interdependencies among deliverables and work activities would not be disturbed by broader changes. |
| | A) | True |
| | B) | False |
|
|
58 | |
According to Figure 8-3 (typical players/roles in projects), what accountability does a project manager have? |
| | A) | none |
| | B) | approves technical specifications |
| | C) | final deliverable |
| | D) | accountability for overall project results |
| | E) | total |
|
|
59 | |
It is helpful to post ground rules or principles that express how people agree they should work together and to enforce those rules when discussions get out of line. |
| | A) | True |
| | B) | False |
|
|
60 | |
A project manager is expected to analyze and manage project detail while simultaneously aligning the “big picture” of the project. |
| | A) | True |
| | B) | False |
|
|
61 | |
In an organization that is not mature in its project management processes and practices, high value is placed on the project manager who is able to fix unforeseen problems, push a project through despite roadblocks, or take on the role of the “hero” in saving failed projects. |
| | A) | True |
| | B) | False |
|
|
62 | |
Why do companies with more mature project management practices have better project performance? |
| | A) | companies with higher project management maturity tend to deliver projects on time and on budget |
| | B) | they get the benefits of innovative project managers and project teams |
| | C) | they have stronger knowledge of their technology |
| | D) | all of the above |
| | E) | none of the above |
|
|
63 | |
The project manager has to establish trust in her accuracy in reading the status quo, but trust is not necessary to gain the cooperation of others in moving the work of the project forward. |
| | A) | True |
| | B) | False |
|
|
64 | |
What is the most important quality for a project manager to possess and why (based on a study by Dr. Frank Tonkey). |
| | A) | education—training helps a project manager be able to handle different types of situations |
| | B) | intelligence—this allows the project manager to think quickly on his feet and manage any problems that may arise |
| | C) | experience—this allows the project manager to draw from a large pool of past events that aid her in solving current dilemmas |
| | D) | honesty—assures the stakeholders that the project manager is doing the best that he can do and possesses the desire to do the best he can |
|
|
65 | |
What are some of the definitions of success in project management? |
| | A) | “no surprises” |
| | B) | avoiding foreseeable problems |
| | C) | delivering desired results |
| | D) | and b |
| | E) | b and c |
| | F) | a and c |
| | G) | all of the above |
|
|
66 | |
Identifying a range to the risk estimate does which of the following? |
| | A) | limits the scope of responsibility |
| | B) | creates understanding of the accuracy of the estimate |
| | C) | raises awareness of the level of risk |
| | D) | a and b |
| | E) | b and c |
| | F) | a and c |
|
|
67 | |
Who can provide the best estimate of how much time and effort a task will require? |
| | A) | a person brought from another work context |
| | B) | a person with a different work approach to the task |
| | C) | the person doing the task |
|
|
68 | |
The effort estimates must be credible to the person carrying out the work to elicit her best effort. |
| | A) | True |
| | B) | False |
|
|
69 | |
What purposes does the schedule serve for a project? |
| | A) | flowchart showing the relationships of project activities |
| | B) | a communication device for the team and stakeholders |
| | C) | a reference tool for project scope |
| | D) | a and b |
| | E) | b and c |
| | F) | all of the above |
|
|
70 | |
Since the budget is a type of “contract” with senior management to accomplish certain results with a given amount of resources, it is in the best interest of the team and the project’s beneficiaries to accurately assess what it will take to do each part of the plan. |
| | A) | True |
| | B) | False |
|
|
71 | |
What are the two levels of change to consider when working on a project? |
| | A) | project controls (controls change) |
| | B) | project plan (baseline and revisions) |
| | C) | product development (scope change) |
| | D) | a and b |
| | E) | a and c |
| | F) | b and c |
|
|
72 | |
When choosing a physical site for a project area, it is important to consider how it will affect quality work production for the entire life cycle of the project. |
| | A) | True |
| | B) | False |
|
|
73 | |
What are some of the things that are important to manage when actively involving the customer in planning the implementation strategy? |
| | A) | customer expectations of their role |
| | B) | developing customer requirements |
| | C) | managing customer requirements |
| | D) | defining customer criteria |
| | E) | all of the above |
|