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Project Management > Module 1 > Flashcards

Module 1 Flashcards

1
Q

A project is:
A. A temporary endeavor undertaken to create a
unique product, service, or result
B. A temporary endeavor without an end to
generate a unique product.
C. A set of sequential activities performed in a
system
D. A revenue-generating activity that needs to be
performed while achieving customer
satisfaction

A

A

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2
Q 
The project life cycle differs from the 
product life cycle in that the project 
life cycle:
A. Does not incorporate a methodology
B. Is different for each industry
C. Can spawn many projects
D. Describes project management activities
A

D

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3
Q 
Projects and operations have the 
following common characteristics 
except:
A. they are performed by people.
B. they are constrained by limited 
resources.
C. they are planned, executed, and 
controlled.
D. they attain their objectives and then 
terminate.
A

D

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4
Q

Which of the following describes a
program?
A. A collection of small projects with a common
goal
B. A group of related projects managed in a
coordinated way
C. A very large and complex project
D. A collection of subprojects with a common
customer

A

B

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5
Q

Which of the following is NOT true
about project stakeholders?
A. They are individuals and organizations that
are actively involved in the project
B. They are individuals or organizations whose
interests may be affected as a result of project
execution or project completion
C. They are individuals or organizations that are
supportive of the project
D. They are individuals or organizations that may
exert influence over the project’s objectives
and outcomes.

A

C

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6
Q 
Different or conflicting objectives 
among project stakeholders
A. must be discouraged.
B. must be ignored.
C. can make it difficult for project 
managers to manage stakeholder 
expectations.
D. should be brought into alignment by 
the project team.
A

C

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7
Q

Project Management Office (PMO)
has all of the following
characteristics except :
A. centralizes and coordinates the management
of projects under its domain.
B. may provide training, software, standardized
policies and procedures.
C. may be responsible for achieving the results
of the project.
D. should be located in a centralized area.

A

D

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8
Q 
Who has the MOST power in a 
projectized organization?
A. The project manager
B. The functional manager
C. The team
D. They all share power
A

A

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9
Q 
All of the following are parts of the 
team’s stakeholder management 
effort EXCEPT:
A. Giving stakeholders extras
B. Identifying stakeholders
C. Determining stakeholders’ needs
D. Managing stakeholders’ 
expectations
A

A

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10
Q

A project manager has very little project
experience, but she has been assigned as the
project manager of a new project. Because
she will be working in a matrix organization to
complete her project, she can expect
communications to be:
A. Simple
B. Open and accurate
C. Complex
D. Hard to automate

A

C

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11
Q 
Which project management process 
group is the project charter created in? 
A. Executing
B. Planning
C. Closing
D. Initiating
A

D

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12
Q

Reviewing the initiating processes
at the start of each phase:
A. is wasteful and should be avoided
whenever possible.
B. helps to keep the project focused on the
business need that the project was
undertaken to address.
C. helps ensure that the project continues
regardless of changes in the business
needs.
D. helps ensure continuous employment of
the project team members despite the fact
that the project is unlikely to satisfy the
business needs.

A

B

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13
Q 
Identifying which quality standards are 
relevant to the project and 
determining how to satisfy them 
should be addressed during which 
phase?
A. Initiation phase
B. Planning phase
C. Project implementation phase
D. Risk identification
A

B

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14
Q 
Which of the following is NOT an input 
to the initiating process group?
A. Company processes
B. The company culture
C. Historical WBSs
D. Project scope statement
A

D

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15
Q 
The Initiating Process Group 
consists of the processes that:
A. facilitate the formal authorization to 
start a new project or a project 
phase.
B. are used to deploy risk mitigation 
strategies.
C. establish and outline the need for a 
project selection process.
D. approve the market analysis to start 
a new project.
A

A

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16
Q 
The five Project Management 
Process Groups are:
A. Planning, checking, directing, 
monitoring and recording.
B. Initiating, planning, executing, 
monitoring and controlling and 
closing.
C. Planning, executing, directing, 
closing and delivering.
D. Initiating, executing, monitoring, 
evaluating and closing.
A

B

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17
Q 
A detailed project schedule can be 
created only after creating the:
A. Project budget
B. Work breakdown structure
C. Project management plan
D. Detailed risk assessment
A

B

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18
Q 
The project sponsor has just 
provided the preliminary project 
scope statement. What is the 
NEXT thing to do?
A. Begin to complete work packages
B. Complete scope verification
C. Start integrated change control
D. Start to create management plans
A

D

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19
Q 
The project manager is making sure 
that the product of the project has 
been completed according to the 
project management plan. What part 
of the project management process is 
he in?
A. Planning
B. Executing
C. Monitoring and Controlling
D. Closing
A

D

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20
Q 
A team member notifies the project 
manager that the activities 
comprising a work package are no 
longer appropriate. It would be 
BEST for the project manager to be 
in what part of the project 
management process?
A. Corrective action
B. Integrated change control
C. Monitoring and controlling
D. Project closing
A

C

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21
Q

A project is:
A. A set of sequential activities performed in a process or system.
B. A revenue-generating activity that needs to be accomplished while achieving customer satisfaction.
C. An ongoing endeavor undertaken to meet customer or market requirements.
D. A temporary endeavor undertaken to create a unique product, service, or result.

A

D

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22
Q

Project management is:
A. The integration of the critical path method and the Earned Value Management System.
B. The application of knowledge, skills, tools, and techniques to project activities to meet project requirements.
C. The application of knowledge, skills, wisdom, science, and art to organizational activities to achieve operational excellence.
D. A subset of most engineering and other technical disciplines.

A

B

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23
Q

Managing a project typically includes:
A. Balancing the competing project constraints including scope, quality, schedule, budget, resources, and risk.
B. Integrating requirements of profitability, low cost, and legal responsibility.
C. Implementation of software, hardware, and other systems to enhance organizational efficiency.
D. Supporting human factors, communications, discipline, and performance management.

A

A

24
Q

Portfolio management refers to:
A. Managing various contents of the project file.
B. Managing the levels of financial authority to facilitate project decision making.
C. Identifying, prioritizing, authorizing, managing, and controlling projects, programs, and other related work, to achieve
specific strategic business objectives.
D. Applying resource-leveling heuristics across all the organization’s projects to achieve the organization’s strategic objectives.

A

C

25
Q

Project success is measured by:
A. Degree to which the project satisfies its time and budget objectives.
B. Triple constraints of schedule, cost, and technical performance.
C. Product and project quality, timeliness, budget compliance, and degree of customer satisfaction.
D. Degree to which the project satisfies the needs for which it was undertaken and its long-term contribution to aggregate
performance of the organization’s portfolio

A

C

26
Q

A program is a:
A. Grouping of related tasks lasting one year or less.
B. Group of related projects managed in a coordinated way.
C. Project with a cost over $1 million.
D. Sequence of steps constituting a project.

A

B

27
Q

A primary function of a project management office (PMO) is to support the project manager in a variety of
ways which generally include all of the following EXCEPT:
A. Delivering specific project objectives and controlling the assigned project resources to best meet objectives of the project.
B Managing shared resources across all projects administered by the PMO.
C. Identifying and developing project management methodology, best practices, and standards.
D. Coaching, mentoring, training, and oversight

A

A

28
Q

All of the following are true about projects and operations EXCEPT:
A. Operations are ongoing, repetitive, and permanent endeavors while projects are temporary endeavors.
B. Projects require project management while operations require business process management or operations management.
C. Projects can intersect with operations at various points during the product life cycle. At each point, deliverables and
knowledge are transferred between the project and operations for implementation of the delivered work.
D. Projects, because of their temporary nature, cannot help achieve an organization’s goals. Therefore, strategic activities in
the organization can be generally addressed within the organization’s normal operations.

A

D

29
Q

The PMBOK® Guide is the standard for:
A. Managing all projects all of the time across all industries.
B. Managing all projects all of the time across some types of industries.
C. Managing most projects most of the time across many types of industries.
D. Managing some projects some of the time across few types of industries

A

C

30
Q

Enterprise environmental factors refer to both internal and external environmental factors that surround or
influence a project’s success. All of the following are true about these factors EXCEPT:
A. Enterprise environmental factors include organizational culture, structure, and processes.
B. Enterprise environmental factors include government or industry standards, such as regulatory agency regulations, codes of
conduct, product standards, quality standards, and workmanship standards.
C. Enterprise environmental factors include project management information systems (e.g., an automated tool, such as a
scheduling software tool, a configuration management system, an information collection and distribution system, or web
interfaces to other online automated systems).
D. Enterprise environmental factors do not include personnel administration functions (e.g., staffing and retention guidelines,
employee performance reviews and training records, overtime policy, and time tracking) because these are considered to
be functions of the Human Resources department.

A

D

31
Q

The collection of generally sequential and sometimes overlapping project phases, whose name and number
are determined by the management and control needs of the organization or organizations involved in the
project, is known as the:
A. Project waterfall.
B. Project life cycle.
C. Project life stages.
D. Project Management Process Groups.

A

B

32
Q

All of the following are true about project phases and the project life cycle EXCEPT:
A. Stakeholder influences, risk, and uncertainty are greatest at the start of the project. These factors decrease over the life of
the project.
B. The ability to influence the final characteristics of the project’s product, without significantly impacting cost, is highest at the
start of the project and decreases as the project progresses towards completion.
C. The cost of changes and correcting errors typically increases substantially as the project approaches completion.
D. Cost and staffing levels are generally steady throughout the project life cycle

A

D

33
Q

Which of the following is NOT true about project stakeholders?
A. They are persons or organizations that are actively supportive of the project.
B. They are persons or organizations who are actively involved in the project.
C. They are persons or organizations whose interests may be positively or negatively affected by the performance or
completion of the project.
D. They are persons or organizations that may exert influence over the project, its deliverables, and the project team members.

A

A

34
Q

In considering project stakeholders, the project management team must do all of the following EXCEPT:
A. Identify both internal and external stakeholders.
B. Determine project requirements and expectations of all parties involved.
C. As much as possible, create conflicts among various stakeholders to allow the project team to get its work done.
D. Manage the influence of the various stakeholders in relation to the project requirements to ensure a successful outcome.

A

C

35
Q

Organizational cultures and styles:
A. Are generally similar and manifest in similar ways.
B. Are generally similar but manifest in different ways.
C. Have no impact on a clearly defined project.
D. May have a strong influence on a project’s ability to meet its objectives.

A

D

36
Q 
The project manager has the greatest level of independence and authority in a \_\_\_\_\_\_\_\_\_\_\_\_\_organization.
A. Strong matrix
B. Weak matrix
C. Projectized
D. Functional
A

C

37
Q 
The project manager has the lowest level of authority in a\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ organization:
A. Functional
B. Weak matrix
C. Strong matrix
D. Projectized
A

A

38
Q 
A project coordinator may typically be found in a\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ organization.
A. Projectized
B. Strong matrix
C. Weak matrix
D. Balanced matrix
A

C

39
Q 
The project manager is more likely to have a full-time role in a\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ organization:
A. Functional
B. Weak matrix
C. Projectized
D. Small capitalization
A

C

40
Q 
A common title for the project manager's role in a projectized organization is:
A. Project Manager.
B. Project Coordinator.
C. Project Coach.
D. Project Expediter.
A

A

41
Q

All of the following are generally true about the project management office (PMO) EXCEPT:
A. It may provide project management support functions.
B. It should be generally located in a centralized, bright, well-ventilated area.
C. It may provide training, mentoring, and coaching of project managers.
D. It may actually be responsible for the direct management of a project.

A

B

42
Q

Different or conflicting objectives among project stakeholders:
A. Should be encouraged.
B. Should be ignored.
C. Can make it difficult for project managers to manage stakeholder expectations.
D. Generally make it easy for project managers to manage stakeholder expectations.

A

C

43
Q

For a large, complex project with cross-functional project needs, the following organizational structure gives
considerable authority to the project manager:
A. Strong matrix organization.
B. Balanced matrix organization.
C. Weak matrix.
D. Functional organization.

A

A

44
Q

All of the following statements about the level of authority of the project manager are true EXCEPT:
A. In a functional organization, the project manager has little or no authority.
B. In weak matrices, the project manager role is more that of a coordinator or expediter than that of a manager.
C. The balanced matrix organization does not provide the project manager with the full authority over the project and project
funding.
D. In a strong matrix organization, authority of the project manager is limited

A

D

45
Q

All of the following statements about the project life cycle and the product life cycle are true EXCEPT:
A. The product life cycle consists of generally sequential, non-overlapping product phases determined by the manufacturing
and control need of the organization.
B. The last product life cycle phase for a product is generally the product’s retirement.
C. Generally, a product life cycle is contained within the project life cycle.
D. Generally, a project life cycle is contained within one or more product life cycles.

A

C

46
Q

The five Project Management Process Groups are:
A. Planning, Checking, Directing, Monitoring, and Recording.
B. Initiating, Planning, Executing, Monitoring and Controlling, and Closing.
C. Planning, Executing, Directing, Closing, and Delivering.
D. Initiating, Executing, Monitoring, Evaluating, and Closing

A

B

47
Q

Project Management Process Groups are:
A. Overlapping activities that occur throughout the project.
B. Overlapping activities that generally occur at the same level of intensity within each phase of the project.
C. Generally discrete, one-time events.
D. Discrete, repetitive events that occur generally at the same level of intensity throughout each phase of the project

A

A

48
Q

The linkages between Project Management Process Groups are best described by the following:
A. The work breakdown structure links Process Groups.
B. Process Groups are linked by their planned objectives—the summary objective of one often becomes the detailed action
plan for another.
C. Process Groups are linked by the outputs they produce—the output of one process generally becomes an input to another
process or is a deliverable of the project.
D. There are no significant links between discrete Process Groups.

A

C

49
Q

The relationship between Project Management Process Groups and project life cycle phases is best
described by the following:
A. They are unrelated, incompatible concepts.
B. They are the same concept described by different terms to satisfy application area extensions.
C. Phases cross Process Groups such that closing one Process Group provides an input to initiating the next phase.
D. Process Groups interact within each project phase and are normally repeated for each phase.

A

D

50
Q

For a project to be successful, the project team must generally do all of the following EXCEPT:
A. Comply with requirements to meet stakeholder needs and expectations.
B. Balance the competing demands of scope, time, cost, quality, resources, and risk to produce the specified product, service,
or result.
C. Apply knowledge, skills, and processes within the Project Management Process Groups uniformly to meet the project
objectives.
D. Select appropriate processes within the Project Management Process Groups to meet the project objectives.

A

C

51
Q

All of the following are characteristics of Project Management Process Groups EXCEPT:
A. Project Management Process Groups are linked by the outputs they produce.
B. The Process Groups are seldom either discrete or one-time events; they are overlapping activities that occur throughout the
project.
C. All of the processes are generally needed on all projects, and all of their interactions apply to all projects or project phases.
D. When a project is divided into phases, the Process Groups are invoked as appropriate to effectively drive the project to
completion in a controlled manner.

A

C

52
Q

The Initiating Process Group consists of the processes performed to:
A. Define a new project or a new phase of an existing project by obtaining authorization to start the project or phase.
B. Deploy risk mitigation strategies to enhance the likelihood of project success.
C. Establish and describe the need for a project selection process.
D. Approve the market analysis to ensure resolution of potential contract disputes.

A

A

53
Q

Invoking the Initiating processes at the start of each phase:
A. Is wasteful and should be avoided whenever possible.
B. Helps keep the project focused on the business need the project was undertaken to address.
C. Helps ensure that the project continues regardless of changes in the success criteria.
D. Helps ensure continuous employment of project team members even if the project is unlikely to satisfy the business need
that it was undertaken to address.

A

B

54
Q

Identifying quality requirements and/or standards for the project and product and documenting how the
project will demonstrate compliance should be developed in the:
A. Concept phase.
B. Planning phase.
C. Project Implementation phase.
D. Indentify risk process.

A

B

55
Q

The schedule control process for a project:
A. Focuses on starting the project earlier than scheduled to help mitigate schedule risk.
B. Is necessary for monitoring the status of the project and managing changes to the schedule baseline.
C. Is concerned mainly with activities that are on the critical path.
D. Should focus entirely on activities that are difficult to carry out.

A

B

56
Q

All of the following processes are performed
in the Executing Process Group EXCEPT:
A. Completing the work defined in the project management plan to satisfy the project specifications
B. Coordinating people and resources in accordance with the project management plan.
C. Integrating and performing the activities of the project in accordance with the project management plan.
D. Finalizing all activities across all Project Management Process Groups to formally complete appropriate project phases or
contractual obligations.

A

D

Project Management (8 decks)

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