1. You have finished analyzing activity sequences and have determined the start and finish dates for the project activities. What else must you do before the schedule development process is complete?
A. Review your schedule in light of available resources and their constraints.
B. Consult with the customer and your top management to secure their approvals.
C. Determine the appropriate contingency time to be included in the schedule using PERT techniques.
D. Allocate the available budget to the various tasks.
2. Which of the following is not one of the inputs to quality planning?
A. Benchmarking
B. Government agency regulations
C. Historical databases
D. Acceptance criteria
3. Earned value (EV) refers to
A. the value of the planned amount of work, expressed in units of currency.
B. the value of the completed amount of work, expressed in units of currency.
C. the value expended in order to complete planned work, expressed in units of currency.
D. the value of planned work, expressed in units of equivalent time.
4. The order in which needs are addressed (from lowest to highest) according to Maslow is
A. Physiological, Social, Security, Ego and Self-Actualization.
B. Physiological, Ego, Social, Security and Self-Actualization.
C. Physiological, Security, Social, Esteem and Self-Actualization.
D. Physiological, Psychological, Sociological, Ego and Self-Actualization.
5. A team proposing an unusual or high-risk approach is more likely to secure approval in an aggressive or entrepreneurial organization. This is an example of what organizational influence?
A. Enterprise environmental factors.
B. Organizational process assets.
C. Organizational structure.
D. Organizational cultures and styles.
6. Which of the following is not true concerning status review meetings?
A. They should be regularly scheduled.
B. There are potentially different kinds of status review meetings depending on the needs of the particular stakeholders involved.
C. The objectives are to review what has happened on the project since the last status meeting and to build team spirit.
D. The should be planned as though they were mini-projects with clear definition of objectives, timeline, and expected “deliverables”.
7. The type of contract where the buyer incurs opportunity cost but little or no additional cost risk is called
A. Fixed-price with incentive.
B. Firm-fixed-price.
C. Fixed-price with economic price adjustment.
D. Fixed-price with right of renewal.
8. Documented direction for executing the project work to bring expected future performance of the project work in line with the project management plan is called
A. Corrective Action.
B. Preventive Action.
C. Response Action.
D. Adjustment Action.
9. The purpose of control charts is to determine if the process is in control. “In control” means
A. the process in question is being properly managed.
B. any unusual events which have occurred in the process have been identified.
C. established quality tolerances are being satisfied.
D. results are created by random variations.
10. The document which contains identified risks, risk owners, agreed-upon risk responses and other such items is called the
A. risk management plan.
B. risk register.
C. risk containment plan.
D. risk contingency plan.
Answers:1.A(The first iteration of the project schedule, based only on dependency relationships and activity durations, only indicates the most optimistic schedule assuming unlimited resources. Since this is rarely the case, the next step is to determine resource availability and the impact of external constraints so that the schedule can be appropriately adjusted. [6.5.2])
2.A(The first iteration of the project schedule, based only on dependency relationships and activity durations, only indicates the most optimistic schedule assuming unlimited resources. Since this is rarely the case, the next step is to determine resource availability and the impact of external constraints so that the schedule can be appropriately adjusted. [6.5.2]
3.B(The first iteration of the project schedule, based only on dependency relationships and activity durations, only indicates the most optimistic schedule assuming unlimited resources. Since this is rarely the case, the next step is to determine resource availability and the impact of external constraints so that the schedule can be appropriately adjusted. [6.5.2]
4.C(The first iteration of the project schedule, based only on dependency relationships and activity durations, only indicates the most optimistic schedule assuming unlimited resources. Since this is rarely the case, the next step is to determine resource availability and the impact of external constraints so that the schedule can be appropriately adjusted. [6.5.2]
5.D(Organizational cultures are reflected in numerous factors such as shared values, norms, beliefs and expectations, policies and procedures, view of authority relationships and work ethic and work hours. [2.3.2]
6.C(Status review meetings should also be used to look ahead at upcoming deadlines, identify possible new risks or looming problems, and ensure that everything is in place for the work that is to be completed. [10.3.3.3]
7.A(In a fixed-price with incentive contract, the buyer offers an additional fee based upon the seller providing something beyond the basic terms and conditions (quicker completion, higher quality, etc.). The additional value represents an opportunity cost to the buyer but little additional risk since, if the additional value is not delivered, he does not have to pay anything. Garrett, pp. 89-92 [12.1.2.3]
8.A(This is the glossary definition. [Glossary]
9.D(“Control charts may serve as a data gathering tool to show when a process is subject to special cause variation, which creates an out-of-control condition.” [8.3.2.2]
10.B(Other items in the risk register include specific implementation actions, symptoms and warnign signs of risk (triggers), residual and secondary risks, a watchlist of low priority risks, and the time and cost contingency reserves. [11.6.1.2]
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