Project Basics Flashcards

Question

During the Closing phase of the project, what two activities are conducted? A. Accept project deliverables and perform quality assurance. B. Finalize project work and close all vendor contracts. C. Manage stakeholder expectations and close all vendor contracts. D. Finalize project work and perform quality assurance.

Answer 1

B. Finalize project work and close all vendor contracts. Performing quality assurance would take place during Monitor and Control, and managing stakeholder expectations should occur throughout the project. The Closing phase is responsible for transition/integration plan, project sign-off, archiving project documents, lessons learned, releasing of resources, and closing of contracts.

Answer 2

C. Execution The kickoff meeting is where the project team members and stakeholders are introduced, and it’s held at the beginning of the Execution phase.

Answer 3

E. Closing Other closing activities would include getting project sign-off, gathering and documenting lessons learned, and conducting training as a part of the transition/integration plan.

Answer 4

A. A checkpoint between project phases where approval is obtained to move forward A governance gate is a checkpoint between project phases where approval is obtained to move forward. Usually, project reports are sent to a steering committee to help ensure accountability on the project for time, money, and scope.

Answer 5

A. Has a definitive start and end date C. Creates a unique product or service The two most correct answers are that the project has a definitive start and end date and that it creates a unique product or service. Projects are considered a success when the goals they set out to accomplish are fulfilled and the stakeholders are satisfied with the results.

Answer 6

B. A collection of programs, subportfolios, and projects that support strategic business goals or objectives A portfolio is a collection of programs, sub-portfolios, and projects that support strategic business goals or objective. Programs and projects within a portfolio are not necessarily related to one another in a direct way, and projects may independently exist within the portfolio.

Answer 7

D. Initiation The project charter is prepared and agreed to in the Initiation phase of a project. This document provides formal approval for the project to begin and authorizes the project manager to apply resources to the project.

Answer 8

C. Kickoff meeting This is where the project team members and stakeholders are introduced and the goals for the project are outlined.

Answer 9

B. Leadership, time management, team building, listening Leadership, time management, team building, and listening are soft skills that are important for a project manager. Critical path diagrams are an artifact, and the creation of them would be considered a hard skill, so answers A and C are incorrect. Following and independence are soft skills, but not typically associated with project management, so D is also incorrect.

Answer 10

B. Project charter The project charter is where high-level risks should be documented, which occurs in the Initiation phase.

Answer 11

D. Determines start and finish dates for project activities A project schedule determines start and finish dates for project activities and will also have activity durations and order of precedence.

Answer 12

C. Using a similar, past project to develop a high-level estimate This type of estimating can also be called an order-of-magnitude estimate.

Answer 13

A. When the project manager declares the project is complete The project manager is not the critical role in this answer. Unless it falls into one of the other three phases, this does not hold true.

Answer 14

C. Actual cost This may include both direct and indirect costs, but it must correspond to the budget for the activity. Actual cost is an example of project cost control.

Answer 15

C. Gather bread, peanut butter, and jelly; get a knife; place bread on a plate; spread peanut butter on one slice of bread; spread jelly on the other slice of bread; put both slices of bread together; serve. Determining activity sequence is an important part of project management, and you will probably see a question like this on the test. For this question, the correct order is: gather bread, peanut butter, and jelly; get a knife; place bread on a plate; spread peanut butter on one slice of bread; spread jelly on the other slice of bread; put both slices of bread together; serve.

Answer 16

A. Determine tasks D. Sequence the tasks F. Identify the critical path Some of the important steps required in the development of the critical path include determining the tasks, determining task start/finish dates, determining task durations and milestones, putting them in sequential order by identifying predecessors and setting dependencies, and identifying the critical path. Scheduling activities also address the allocation of resources, setting baselines, and quality/governance gates.

Answer 17

C. Work effort estimate Also known as a person-hour estimate, this is used in the creation of cost estimates.

Answer 18

B. Planning This includes identifying both what resources are needed and when they will be needed.

Answer 19

C. Confronting This technique may also be called problem solving, and it is a superior way to resolve a conflict. The correct solution to a problem can reveal itself, and the facts will contribute to discovering the solution.

Answer 20

A. Team-building activities C. Recognition and rewards E. Setting the ground rules Using team-building activities, using recognition and rewards, and setting the ground rules are some of the tools that you can use to develop an effective project team.

Answer 21

D. Performing This is the ideal state teams are shooting for, where the team is productive and effective. Not all teams are able to achieve this stage of development.

Answer 22

B. Collocation When quality is a key concern, it means that it is more important than cost. Therefore, it would be beneficial to have the team collocated so that the communication is quicker, corrections are more timely, and the team is not disrupted by time-zone differences.

Answer 23

A. Agile approach When requirements are changing, an Agile approach allows an organization to be readily able to adapt to the environment.

Answer 24

D. Projectized The project manager has the authority to task team resources and conduct performance evaluations, making this a projectized organizational structure.

Answer 25

B. Short stories about someone using the product or service The user story helps focus on how the product is going to be used to help shape how it is designed.

Answer 26

D. Functional More established organizations with mature processes and tenured staff would most likely have a functional organizational structure centered around specialties.

Answer 27

C. Project management plan PMP is common shorthand for the project management plan. In the project management world, it can also stand for Project Management Professional, an individual certified from the Project Management Institute (PMI®).

Answer 28

B. Backlog A backlog is the artifact that is used within an Agile methodology to keep track of all the elements that need to be included in a project but may not be a part of this sprint.

Answer 29

C. Initiation, Planning, Execution, Monitor and Control, Closing Initiation, Planning, Execution, Monitor and Control, and Closing are the standard project phases. The project phases are tightly linked, and outputs from one phase usually become inputs of another phase.

Answer 30

D. Major events in a project used to measure progress Milestones are major events in a project used to measure progress.

Answer 31

B. Bottom-up estimating A work package represents the lowest level of decomposition within the work breakdown structure (WBS). By beginning at the work package level of the WBS, the cost for each activity is calculated and assigned to that work package.

Answer 32

A. Developing a team that lasts longer than the project Although this would be a nice outcome, it is not the purpose of developing a project team.

Answer 33

D. Backlog In the Agile methodology, tasks can get recorded and identified in a backlog, but it is not a dependency important to task sequencing.

Answer 34

B. Scope creep is occurring on the project. Remember that a project is temporary in nature, and at times adding too much to the scope changes the temporary aspect of the endeavor. Adding unapproved scope to the project is considered to be scope creep.

Answer 35

B. WBS components should always happen concurrently with determining major deliverables. Identification of lower-level WBS components occurs after the major deliverables have been identified.

Answer 36

B. Compromising Compromising is when each party gives up something to reach a solution in a conflict.

Answer 37

B. Start-to-start The framing of the walls must begin before the installation of the network cabling can begin, leading to a start-to-start relationship. The wiring must be in place before dry walling and insulation can begin.

Answer 38

B. 9 days The critical path has A (2 days), C (2 days), D (2 days), and E (3 days), for a total of 9 days.

Answer 39

C. Resource calendar The resource calendar will also let you know the dates resources are active or idle.

Answer 40

A. Team discord D. Project phase completion F. Change in project manager When there is no harmony within the team, team-building exercises can assist in restoring morale. When a phase is completed, it can be beneficial to celebrate the progress on the project and recognize the contributions of the team. Any kind of change in the team dynamic can impact the project, especially when the leadership is new.

Answer 41

D. Use remote teams The space constraints for this organization will force the team to use remote or virtual teams.

Answer 42

D. Weak-matrix While Nyssa is assigned to the project, it is clear that the power rests with the functional manager, undercutting the project manager’s authority.

Answer 43

A. Stakeholder expectations have been met. Stakeholder expectations having been met is the most critical factor involved when determining whether a project is a success.

Answer 44

B. The design for a new product A deliverable can be any tangible or intangible product or service produced as the result of a project.

Answer 45

D. Estimating the costs and dependencies of the project activities The project sponsors’ responsibilities include helping define and develop the high-level requirements for the project, functioning as the approval authority, removing roadblocks, marketing the project across the organization, controlling the direction of the project, and defining the business case for the project.

Answer 46

D. All of the above The business case can include justification, alternative solutions, alignment to the strategic plan, recommended solution, and a feasibility study.

Answer 47

A. Time, budget, scope All projects are constrained by what is typically referred to as the “triple constraints,” which include time, budget, and scope as they pertain to quality. Typically, you can manipulate two elements and will have to live with how they constrain the third element. You can have cheap, feature rich, or fast: pick two of three.

Answer 48

C. The project is authorized to begin. The charter gives formal authorization to begin and to commit resources to the project. Accordingly, project team selection and procurement can begin at this point.

Answer 49

D. Monitoring of the risks and issues log In addition to archival of project documents, release of team members, and review of lessons learned, Closing consists of the following: transition/integration plan, training, closing of contracts, and project sign-off. Monitoring the risks and issues log is considered to be a process within the Monitor and Control phase.

Answer 50

C. WBS The WBS is a project artifact, not resources in the resource management context.

Answer 51

A. Top-down estimating Top- down estimating, or analogous estimating, is when high-level project cost estimates are used by comparing to a similar project from the past.

Answer 52

C. The value of the work completed to date compared to the budgeted amount This number is expressed as a percentage.

Answer 53

A. Performing two tasks in parallel that were previously scheduled to start sequentially Fast tracking is a schedule compression technique that involves completing two tasks in parallel that were previously scheduled to start sequentially. This can come with a higher cost and with increased risk, but it will help the project be completed faster.

Answer 54

C. Execution Deliverables are generated during the Direct and Manage Project Work process, during the Execution phase.

Answer 55

B. Not enough resources are available for the task, leading to over allocation. There are not enough resources for the task, leading to overallocation. An individual’s workload becomes more severe, leading to longer hours and a higher potential for burnout.

Answer 56

E. Adjourning Adjourning refers to the dissolving of the team when work has been completed.

Answer 57

C. Virtual teams When cost is the most important element of the project, virtual teams can help keep costs lower. It can come at the cost of communication efficiency and potentially make quality more difficult to realize.

Answer 58

B. Procurement plan This document details how the procurement process will be managed.

Answer 59

A. Traditional, or waterfall A more solid organization that is working with a fixed budget or other constraints would be best suited for more traditional project management approaches.

Answer 60

C. Development This may be an activity during either the planning or execution phase, depending on the nature of the industry the project is in.

Answer 61

A. Helps vet and manage changes to the scope A change control board (CCB), in conjunction with the change control process, will approve or reject changes to the scope of the project.

Answer 62

A. Project management office (PMO) While not listed, this function could also be done by a program or portfolio within those units only. The PMO performs this function across the organization.

Answer 63

B. When the risk is triggered A risk becomes an active issue when it is triggered. For instance, if the cost of materials starts to rise, it might trigger a budget risk that gets moved to the issue log to be actively managed.

Answer 64

A. Smoothing The project manager is attempting to make the conflict appear less important than it really is by implying that they would have to work on the upcoming weekend if they didn’t stay that night. No attempt is made to see if there was another solution, like coming in early the next day.

Answer 65

D. First meeting with a new team member Whenever a team member joints the project, or at the beginning of the project when multiple people join, is when expectations should be set, including roles, due dates, norms, and team interactions.

Answer 66

B. WBS The work breakdown structure is characteristic of a more deliberate, up-front requirements gathering, when many of the requirements are identified early in the project.

Answer 67

B. Outsourcing Outsourcing is where work is transferred from employees within the organization to contractors or vendors.

Answer 68

B. Forming, Storming, Norming, Performing, Adjourning This is the model that was developed by Dr. Bruce Tuckman, and it is known as the stages of team development.

Answer 69

A. Daily standup meetings Daily standup meetings are typically used with an Agile methodology. As such, a daily standup meeting would not have a governance body in attendance and would normally be attended by project team members.

Answer 70

D. Project management office This helps keep roles like the project manager and project team accountable from a more strategic standpoint.

Answer 71

A. It is a successor task. Construction would come after the blueprinting is approved.

Answer 72

B. Functional C. Matrix E. Projectized The three types of organizational structures are functional, matrix, and projectized. In a functional organization, decisions and control are driven by the specialized function (IT, accounting, HR, and so on). With a projectized organization, the project manager has decision-making authority and control over resources. A matrixed organization is a blended model between functional and projectized.

Answer 73

D. -$2,500 and the project is over budget A positive cost variance (CV) means that the project is under budget, and a negative CV means that the project is over budget. $7,000 − $9,500 = −$2,500; therefore, the project is over budget.

Answer 74

A. Formal acceptance and turnover to ongoing maintenance and support The primary purpose of the Closing phase is to document the formal acceptance of the project work and to hand off the completed product to the organization for ongoing maintenance and support.

Answer 75

B. Provides governance for projects D. Maintains standard documentation and templates E. Establishes key performance indicators and parameters The PMO provides guidance to project managers and helps present a consistent, reliable approach to managing projects across the organization. Responsibilities include providing governance for projects, maintaining standard documentation and templates, and establishing key performance indicators and parameters.

Answer 76

A. Project sponsor or champion The “champion” role of the sponsor is really important both initially and as the project commences in order to keep the energy and focus of the whole organization committed to its success.

Answer 77

C. Related projects that are coordinated and managed with similar techniques A program is a group of related projects that are managed together with coordinated processes and techniques. Make sure that you know the difference between a project and a portfolio.

Answer 78

C. Project coordinator These are all roles performed by a project coordinator.

Answer 79

C. CPI Cost Performance Index (CPI). The formula is CPI = Earned Value (EV) / Actual Cost (AC).

Answer 80

C. Balanced-matrix In a balanced-matrix organization, the project manager and the functional manager both control the budget and share power and authority.

Answer 81

C. Work package This lowest level recorded in the WBS is the work package. This is the level where resources, time, and cost estimates are determined.

Answer 82

B. Smoothing E. Negotiating Smoothing and negotiating are conflict resolution techniques. Storming and norming are stages of group development that were first proposed by Bruce Tuckman. Threatening is an interpersonal response that typically leads to conflict.

Answer 83

B. Storming This stage is a process of establishing who is the most influential, and there is jostling for position.

Answer 84

C. Interproject resource dependencies When a project, or a portion of a project, must be completed prior to another project beginning, it is an example of an interproject dependency.

Answer 85

C. Project scheduler The project scheduler gets status updates on the tasks and then communicates the updated timeline and changes to the project team.

Answer 86

B. Customer prioritized functionality list that still needs to be added to the product This can be recorded through the use of user stories or short descriptions of the functionality.

Answer 87

C. Recognize the different time zones/schedules being used. If your project spans multiple time zones and/or there are a variety of schedules being used, take these factors into consideration when scheduling the meeting.

Answer 88

B. Project management office The project management office’s responsibilities include setting standards and practices for an organization, providing tools such as previous project documentation, and delivering standardized documentation and templates.

Answer 89

C. Developing the project charter and stakeholder identification Developing the project charter and stakeholder identification are the two activities that occur during the initiation phase. Other activities, like holding a project kickoff meeting and creating the project plan, will take place during the planning and execution phases.

Answer 90

D. Procurement plan This document will include the approach to obtaining outside products and services and the rational for choosing whether to insource or outsource the effort.

Answer 91

D. Pareto diagramming Pareto diagramming, or producing a Pareto chart or diagram, is a tool used to focus attention on the most critical issues. It is not used to estimate activity duration.

Answer 92

B. Project team members Team members are responsible for producing the deliverables spelled out in the project charter and scope statement.

Answer 93

C. Parametric estimating Parametric estimating often uses a quantity of work multiplied by the rate formula for computing costs.

Answer 94

C. Issues log E. Action items The issues log and action items are created during the Execution phase. The project charter is created during the Initiation phase. The communication plan is created during the Planning phase. Lessons learned are generally done in the Closing phase, but some projects may choose to do them during Monitor and Control.

Answer 95

D. Up to 90% Project managers can spend up to 90% of their time communicating with the stakeholders and the project team.

Answer 96

B. Vested interest, providing input and requirements, project steering, expertise Vested interest, providing input and requirements, project steering, and expertise are examples of stakeholder responsibilities. Stakeholder expectation setting and engagement are key elements to project success.

Answer 97

A. Project stakeholder In this case, Jenny is considered to be a project stakeholder. Remember that a team member is also a form of a stakeholder.

Answer 98

A. Project sign-off Project sign-off occurs in the Closing phase, not the Initiation phase.

Answer 99

D. Project team Although many roles are responsible for identifying risk, the project team plays a key role because they are more likely to recognize risk as subject-matter experts.

Answer 100

B. Communication plan C. Organizational chart E. Project schedule The communication plan, organizational chart, and project schedule are all created in the Planning phase. Status reports and action items are developed and communicated during the Monitor and Control phase. Other examples of activities that are a result of the Planning phase are identifying resources, capturing detailed risks and requirements, documenting the change management plan and procurement plan, and developing the budget.

Answer 101

D. Project manager The project manager is responsible for all artifacts produced during the course of doing project work.

Answer 102

B. Characteristics of deliverables that must be met Characteristics of deliverables that must be met are known as requirements. Distance traveled on a project is good information for expense tracking and reporting. Checkpoints are gate checks on a project. Major events to track progress are milestones.

Answer 103

A. Define activities, sequence activities, estimate resources, estimate duration Define activities, sequence activities, estimate resources, and estimate duration are all key activities that must occur in order to develop the project schedule.

Answer 104

C. Execution The project kick-off meeting is held after the project charter is signed and approved. The project kickoff meeting normally introduces the project team. Project team creation doesn’t happen until the Execution phase. Note: In the real world, a kickoff meeting can happen in any of the first three phases, but for the test know that it is the Execution phase.

Answer 105

A. Expenditure tracking This activity also includes measuring the project spending to date.

Answer 106

C. Set a realistic backlog of items completed during this iteration The sprint planning meeting establishes what can realistically be accomplished during the sprint.

Answer 107

D. Burn rate The burn rate is how fast the project is spending its allotted budget, or how fast the rate money is being expended over a period of time.

Answer 108

A. Managing quality assurance D. Managing the team, communication, scope, risk, budget, and time The project manager is responsible for managing the team, communication, scope, risk budget, and time of the project, as well as project artifacts and quality assurance.

Answer 109

C. Project charter The project charter sets the scope, assumptions, budget, and constraints at a high level for the project. As the project advances through the phases, this information will become more precise.

Answer 110

B. Creating and verifying deliverables Creating and verifying deliverables is the key output of the Execution phase. Performance measuring and reporting occurs during Monitor and Control, whereas key stakeholder identification and determining project resources occur during planning.

Answer 111

A. Explanations of team member’s roles and responsibilities This information would generally be found in a responsibility assignment matrix instead of the WBS dictionary.

Answer 112

B. In the creation of the procurement plan The procurement plan explains the decisions made on what will be made and what will be purchased by the organization.

Answer 113

B. Program Evaluation and Review Technique (PERT) Program Evaluation and Review Technique (PERT) is a statistical tool used to analyze and represent tasks, not costs.

Answer 114

A. .82 The cost performance index (CPI) is EV/AC. Therefore, 900 / 1100 = .82.

Answer 115

B. Projectized In a projectized organizational structure, the project manager has the most authority, and resources report directly to the project manager.

Answer 116

B. Start-to-deferred Rather than start-to-deferred, the missing relationship is start-to-start, meaning that one task must wait for a different task to start for work to begin.

Answer 117

C. Iterative approach A traditional waterfall methodology will be progressively iterative, similar to the iterative approach used with the Agile methodology.

Answer 118

B. Process for creating the scope statement C. Definition of how the deliverables will be validated D. Process for creating, maintaining, and approving the WBS The scope management includes the process for creating the scope statement, the definitions of how the deliverables will be validated, and the process for creating, maintaining, and approving the WBS. It also will define the process for controlling scope change requests, including the procedure for requesting changes.

Answer 119

D. Confronting Confronting is also called problem solving, and it is the best way to resolve conflict. By setting out on a fact-finding mission, the correct solution to the problem will present itself to the parties.

Answer 120

A. Resources are assigned on an ad hoc basis. Due to the temporary nature of projects, resources are not permanently assigned to any one project or function.

Answer 121

B. NDA A nondisclosure agreement (NDA) helps protect an organization’s intellectual property when the project is completed or if there is turnover on the project.

Answer 122

D. When an organization is dealing with a rapidly changing environment The other options would not take advantage of the flexible, easily changing environment of the project.

Answer 123

C. Execution The Execution phase is where most of the expenditures on materials and labor will occur.

Answer 124

C. Compromising This is where both parties give up something to help reach a workable solution. The commitment to meeting the deadline and the agreement to allow for time off, while adjusting the timing, are the key decision points.

Answer 125

C. Balanced-matrix Authority and power are shared between the functional manager and the project manager.

Answer 126

B. This not a project because the regular releases are a continuing effort. D. This is not a project because the product being produced is not unique. This is an example of ongoing operations that are not temporary in nature and do not have an end date. Additionally, the work effort does not produce a unique product.

Answer 127

D. Agile methodology With values born out of Lean principles, this is an iterative, incremental approach to managing the activities on a project.

Answer 128

C. Remove the team member from the project and seek a replacement. There are times where the best course of action for the entire project team is to move on without the disgruntled team member.

Answer 129

C. Email Because of the varied time zones, a phone call or video conference would require an additional level of coordination. Therefore, email would be the most efficient what to handle the update.

Answer 130

A. Forming Team members are brought together and told why they’re working together. Individuals tend to be the most reserved and formal during this stage.

Answer 131

A. Negotiating The use of a third party, like the project manager in the question, can help in producing a positive outcome and the third party’s neutrality can assist in reaching an agreement.

Answer 132

A. Individuals who are finished with the project but haven’t yet started a new assignment Individuals who are finished with the project but haven’t started a new assignment represent benched resources whose skills are not being utilized. This is costly for an organization because team members are being paid, but revenue is not being generated.

Answer 133

D. Resource overallocation Tiffany is overallocated for the project assignments because there is more work to do than time to work on it.

Answer 134

D. Shared Reporting to both the project manager and the functional manager means that Amy is a shared resource.

Answer 135

A. Discretionary A discretionary dependency is defined by the project management team, and they are normally process or procedure driven.

Answer 136

D. High-level scope definition The high-level scope definition documents the reason for the project and the problem you’re trying to solve and provides a high-level description of some of the deliverables needed to make the project a success.

Answer 137

B. Support for the project manager C. Time and resource scheduling A project coordinator supports the project manager and performs time and resource scheduling. This individual also provides cross-functional coordination and documentation and administrative support, and checks for quality.

Answer 138

D. SCRUM retrospective This is a form of a lessons-learned meeting used in the Agile methodology to help improve future sprints.

Answer 139

E. Closing During the transition from the project to normal operations, training of the new specifications will occur.

Answer 140

B. All requirements must be gathered up front With an Agile approach, the result is that requirements can be adjusted as results are developed during the iterations.

Answer 141

E. Forcing The project manager is asserting his or her will without consideration of Jessie’s position. Although this is a permanent solution, it is not a particularly good one.

Answer 142

B. This effort is a project because the product being developed is unique. C. This effort is a project and will be a part of a program. E. This meets the requirements for a project because it creates a unique product and is temporary in nature. This meets the requirements for a project because Wigitcom is creating a new product or service, and the effort is temporary in nature. It would also be a part of a program, or related projects, that share resources. In this case, the security team’s resources would be shared with this project.

Answer 143

B. Burndown chart Commonly a bar chart, the burndown chart depicts the progress made with each iteration approaching the completion of the project.

Answer 144

C. Virtual teams With the aid of email, videoconferencing, and other technologies, providing the ability to communicate with team members all over the globe, projects are able to be completed successfully using virtual teams.

Answer 145

A. Interproject resource contention A resource shortage might be a tempting answer here, but the key is the involvement of multiple projects. Hence, resource contention exists between projects.

Answer 146

C. Norming After the team has formed and stormed, this is where familiarity with one another helps to settle things down and individuals begin to deal with project problems instead of people problems.

Answer 147

B. Avoiding Avoiding never results in problem resolution, and it is potentially the least effective technique.

Answer 148

C. Costly because individuals are being paid to sit around Benched resources often occur in projectized organizations where there are resources on the payroll but they are not currently assigned to a project.

Answer 149

B. The project manager has full authority and controls time and tasks. The project manager has full authority and controls time and tasks. As a project manager, you need to be wary of having low-quality resources assigned to a project, because sometimes functional managers will try to give you their lowest-caliber individuals.

Answer 150

B. Mandatory An example of a mandatory dependency might be pouring the concrete foundation and letting it cure prior to framing a building.

Answer 151

B. Planning The WBS is developed during the Planning phase. The WBS is a deliverables-oriented hierarchy that defines all of the work of the project.

Answer 152

B. Quality gates Predefined acceptance criteria help ensure quality and minimize work. They can be used in both the Agile and waterfall methods.

Answer 153

B. Subprojects C. Project phases E. Major deliverables The ways to organize the WBS are by subprojects (where the project managers of the subprojects each create a WBS), by project phases, or by major deliverables.

Answer 154

D. Avoiding This is also known as withdrawal, and it never results in a resolution of the problem. It is also an example of a lose-lose conflict resolution technique.

Answer 155

D. Following the communication plan The communication plan sets out who needs to be informed of what types of project changes, and it will direct which method of communication should be used.

Answer 156

D. Project sponsor Project sponsors should use their influence to help remove obstacles like nonparticipation on the project.

Answer 157

C. Team building Effective team building can help create efficient and effective groups focused on getting the work done, oftentimes with team members enjoying the work immensely.

Answer 158

D. Collocation Collocation is when team members are physically working in the same place. Remember, this is not restricted just to consulting resources. In-house resources, or those who work for the same company, even in the same building, might be collocated to work in the same room or suite for a project.

Answer 159

B. As soon as possible so a correction can occur or help can be provided When an employee is not meeting expectations, it is important for the project manager to intervene, making sure that the expectations are clear, inquire if there is a problem, and enforce the expectations.

Answer 160

D. Project team The project team contributes their expertise to the project and gives their estimates for task duration, cost estimates, and dependencies.

Answer 161

B. The process of elaborating deliverables or project phases into differing levels of the WBS This helps depict the differing levels of decomposition depending on the expected date of work.

Answer 162

C. Project Level 1 of the WBS is the project level. The first level of decomposition can commonly be the second level of the WBS (deliverables, phases, projects).

Answer 163

B. Expenditure reporting Expenditure reporting includes a breakdown of expenditures to date, and it will compare the financial outcome with the budget projections and remaining budget on the project.

Answer 164

D. Burndown chart The burndown chart is a visual representation and measurement tool showing the completed work against a time interval to forecast project completion.

Answer 165

A. List of scheduled milestones C. Criteria for acceptance D. Description of work component Among items contained in a WBS dictionary are the list of scheduled millstones, criteria for acceptance, and descriptions of the work components.

Answer 166

A. Set the approach to conflict resolution This is not an element of the scope baseline but a management skill used to help get teams unstuck.

Answer 167

C. Agile approach The iterative nature of an Agile approach, which emphasizes continuous feedback and interactions, would be the best approach in this situation.

Answer 168

A. Strict adherence to a change control process This is indicative of a more traditional waterfall approach where the scope is controlled with a more rigid change process.

Answer 169

C. Factors considered to be true for planning purposes Assumptions are events, actions, or conditions that are believed to be true for planning purposes.

Answer 170

C. Setting a realistic backlog of items completed during this iteration The sprint planning meeting sets what can realistically be accomplished during the sprint.

Answer 171

A. Self-organized teams B. Sprint planning E. Continuous requirements gathering Agile is characterized by self-organized and self-directed teams, sprint planning, and continuous requirements gathering. Projects using a waterfall technique would have characteristics of formally organized teams and saving feedback for lessons learned meetings at the end of the project.

Answer 172

A. It creates a shared understanding of what is included and excluded from the project. A high-level scope definition creates a shared understanding of what is included and excluded from the project. This information will serve as the basis for the development of the project charter.

Answer 173

A. Develops the business case and justification B. Functions as the approval authority for funding E. Helps to control the project’s direction Option C is not correct because that is the responsibility of the project management office. Option D is the role of a project stakeholder, and option F is the function of the project manager.

Answer 174

D. Smoothing No real or permanent solution is achieved. This can be an example of a lose-lose result as neither side achieves resolution of their issues.

Answer 175

B. Looking at cost and schedule trade-offs such as adding more resources Crashing is a schedule compression technique that typically allocates additional resources to complete tasks quicker. Adding more resources will increase the costs of the project.

Answer 176

C. Lessons learned Lessons learned occurs during the Closing phase of the project.

Answer 177

C. The project is under budget. A CPI over 1 means that the project is spending below the budget forecast at the measurement date.

Answer 178

A. Project scheduler The project scheduler is responsible for communicating the timeline and any changes.

Answer 179

C. Low-quality resources Low-quality resources do not have the required experience, are not accomplished with the skill set, have poor passion for the project, or carry a bad attitude to work. Low-quality resources can sometimes be replaced, but they will always need to be managed in some form.

Answer 180

B. Team selection A project is represented by the individuals on the team, and ensuring the correct skills, level of experience, availability, and interest are all part of the team selection process.