Scope ,Time,Cost Exam 4

8/19/2019 Scope ,Time,Cost Exam 4

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• 3- Your customer wants some change to be efected in theproject scope. You determine that the change in scope willnot impact the project schedules but will cost the project anadditional $50,000. What should you do !"#%

•

Choice 1 Try crashing or fast tracking the project.• Choice 2 Do not allow the customer to change the

project scope.

• Choice 3 Let the customer know about the impact ofthe change in project scope and ask for additional

funding.• Choice Discuss with your project sponsor.


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• !uestion "o # $

• !n your project, you wish to include certain signi+canteents in the milestone list &or the project based onhistorical in&ormation. #uch milestones are'

•

Choice 1 %ptional• Choice 2 &andatory

• Choice 3 'tatutory

• Choice (uthori)ed


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• !uestion "o # 13

• he project charter has been deeloped, and the project hasbeen &ormally authoried. / &ull-time project manager isappointed &or the project. here is clarity about the business

needs, high-leel project description, and productreuirements that the project is to address. / summarybudget has also been approed. ien this in&ormation, whatactiity should the project manager per&orm !"# &rom theaailable options%

• Choice 1 Lead and perform the work de*ned in theproject management plan and implement appro+edchanges to achie+e the project,s objecti+es.

• Choice 2 De*ne- prepare- and coordinate all subsidiaryplans and integrate them into a comprehensi+e project

management plan.• Choice 3 Track- re+iew- and report the progress to

meet the performance objecti+es de*ned in the projectmanagement plan.

• Choice e+iew all change re/uests- appro+e

changes- and manage changes to the deli+erables-or ani)ational rocess assets ro ect documents and


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• !uestion "o # 1

• Which o& the &ollowing is not an accepted &orm &or the W1#structure%

• Choice 1 0sing phases of the project life cycle as thesecond le+el of decomposition- with the product andproject deli+erables inserted at the third le+el.

• Choice 2 0sing major deli+erables as the secondle+el of decomposition.

• Choice 3 0sing work packages as the *rst le+el ofdecomposition.

• Choice ncorporating subcomponents which maybe de+eloped by organi)ations outside the projectteam- such as contracted work.


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• !uestion "o # 1$

• !n the )ontrol #chedule process, changes to projectschedule can result in change reuests to'

• Choice 1 'chedule baseline

•

Choice 2 Components of project plan• Choice 3 (cti+ity attributes

• Choice 'chedule baseline andor components ofproject plan


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• !uestion "o # 1

• !n your project, you estimate the cost o& indiidual actiitiesor wor2 pac2ages, and then roll up the indiidual estimates&or subseuent reporting and trac2ing purposes. his can

be done using'• Choice 1 4ottom5up estimating

• Choice 2 (nalogous estimating

• Choice 3 6arametric modeling

• Choice Top5down estimating


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• While managing a project &or a manu&acturing company,you receie a change reuest &rom the customer &or aminor alteration to the product con+guration. !n thiscontet, which o& the &ollowing is 4 a step you wouldta2e net%

• Choice 1 7+aluate the impact of the change

• Choice 2 78amine other options

• Choice 3 'eek appro+al from change control board

• Choice eject the change re/uest as this wouldchange the product con*guration

•


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• !uestion "o # 2

• / baseline is the approed time-phased plan 6&or a project,a W1#, a wor2 pac2age, or a schedule actiity7, plus orminus approed changes. !n this contet, any modi+cationsto the agreed project scope baseline are due to'

• Choice 1 Change re/uests

• Choice 2 6erformance reports

• Choice 3 6roject management plan updates

• Choice 6roject document updates


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• !uestion "o # 2$

• You are the project manager oerseeing construction o& a

resort on prime ocean&ront property in 4ew Yor2. When youestimate costs &or your project, you should also closelycoordinate that with'

• Choice 1 De*ne (cti+ities

• Choice 2 7stimate (cti+ity Durations

• Choice 3 7stimate (cti+ity esources

• Choice 'e/uence (cti+ities


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• !uestion "o # 2

• !n your project, you use a hierarchical structure o& resourcesby resource category and resource type to deelop

resource-limited schedules. his hierarchical structure isalso called as'

• Choice 1 6roject hierarchy

• Choice 2 %rgani)ation hierarchy

• Choice 3 esource breakdown structure

• Choice 6roject breakdown structure•


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• 8roject initiation consists o& processes that &acilitate the&ormal authoriation to start a new project or a projectphase. !n this contet, which o& the &ollowing is notper&ormed during project initiation%

• Choice 1 Create the project charter

• Choice 2 Di+ide large or comple8 projects intophases

• Choice 3 n+ol+e customers and stakeholders

•Choice Create project scope statement


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• /s a project manager, what should be your objectie whilemanaging change reuests%

• Choice 1 &aintenance of an issue log for change

re/uests• Choice 2 gnoring change re/uests from e8ternal

stakeholders

• Choice 3 6re+ention of unnecessary changes

• Choice 9eeping the sponsors informed of all the

change re/uests


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• !uestion "o # 3

• he project scope statement consists o& the product scopedescription and project delierables. !t also de+nes the'

• Choice 1 'cope 4aseline

•

Choice 2 :4'• Choice 3 6roduct acceptance criteria

• Choice :4' dictionary

•


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• !uestion "o # 2

• he project manager o& a critical project in your companyhas to go on leae and you hae to ta2e up hisresponsibility. !n the project brie+ng, the outgoing projectmanager tells you that the scope statement &or the projecthas been documented, W1# has been created bysubdiiding the major project delierables into smaller,more manageable components and an actiity list has beenprepared. What should you do 49:%

• Choice 1 Create 'chedule "etwork Diagrams

• Choice 2 dentify important project stakeholders

• Choice 3 Create the project management plan

• Choice Create the project deli+erables


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• !uestion "o # 3

• /s a project manager, your 2ey responsibility is to'

• Choice 1 6re+ent changes in the project

• Choice 2 &anage project core teams, appraisal

• Choice 3 6erform project integration and uphold theproject,s interest

• Choice &aintain good relationship with +endors


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• !uestion "o # $1

• You hae recently ta2en oer a project &rom another projectmanager, who le&t the company. You realie that the projectis behind schedule and oer budget, but the seniormanagement is unaware o& this &act. !n this contet, whatshould you do !"#%

• Choice 1 Do not continue to manage the project.

• Choice 2 0pdate the management with the status ofthe project.

•

Choice 3 4ring the project on schedule and theninform the management about the status of theproject.

• Choice Do crashing and fast5tracking of theproject.


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• / project team member in&orms you that a particular tas2 ista2ing much more time than what was budgeted. You aresurprised because you, as a project manager, had notanticipated this delay, and you as2 &or status reports and&orecasts &rom all project team members. Which processgroup are you in%

• Choice 1 nitiating

• Choice 2 78ecuting

•

Choice 3 &onitoring and Controlling• Choice 6lanning


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• *eelop 8roject )harter is the process o& deeloping adocument that &ormally authories a project or a phase anddocumenting initial project reuirements. !n this contet,which o& the &ollowing statements relating to 1usiness 4eedand 1usiness )ase &or a project is correct%

• Choice 1 4usiness Case is referenced in thestatement of work

• Choice 2 4usiness Case usually includes the costbene*t analysis for the project

• Choice 3 4usiness "eed is an output of the Create6roject Charter process

• Choice 4usiness "eed arises only because ofmarket demand or technology changes


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• !uestion "o # $$

• You are a principal at an architecture +rm which has madeyou the 8roject ;anager in charge o& building &our newapartment and o


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• !uestion "o #

• You would li2e to use decomposition &or diiding andsubdiiding the project scope and project delierables intosmaller, more manageable parts. Which o& the &ollowingstatements about decomposition is incorrect%

• Choice 1 (ll deli+erables ha+e similar le+els ofdecomposition.

• Choice 2 The project team needs to seek a balancebetween too little and too much in the le+el of :4'planning detail.

• Choice 3 The decomposition of the upper le+el :4'components re/uires subdi+iding the work for eachof the deli+erables or subprojects into itsfundamental components.

•

Choice Decomposition is done as part of Create:4' process


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• !uestion "o # sneeds. ?oweer, recti+cation o& the minor =aw will reuire alot o& changes and ta2e @ more months. !n this contet, youwill'

• Choice 1 Close out the project.

• Choice 2 e+iew the situation with your customerand sponsor.

• Choice 3 ectify the =aw and then close out theproject.

• Choice Close the project and then inform the


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• !uestion "o #


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• !uestion "o # acilitated workshops

• Choice 2 >ocus ?roups

• Choice 3 ?roup creati+ity techni/ues

• Choice ?roup decision making techni/ues


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• !uestion "o #


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• !uestion "o # @2

• !n your project, you are &ormaliing acceptance o& the completedproject delierables. his is done during'

• Choice 1 6erform ntegrated Change Control

• Choice 2 ;alidate 'cope

• Choice 3 Control 'cope• Choice Control Communications


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• !uestion "o # @

• You hae recently joined as a project manager o& aneuipment manu&acturing company. Your project sponsorstresses the importance o& obtaining sta2eholders> &ormal

acceptance o& completed delierables. his should be done'

• Choice 1 (t the end of the project

• Choice 2 (t the end of each project phase

• Choice 3 (fter deli+erables are completed and ready

for re+iew• Choice (fter project milestones are de*ned

• .

•


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• !uestion "o # @

• / project was epected to cost $A million &or three months./t the end o& one month, you use earned aluemanagement as a per&ormance management techniueand get the &ollowing in&ormation' 9arned alue 69(7 B $C.5million 8lanned alue 68(7 B [email protected] million /ctual cost 6/)7 B$@.@ million !n this contet, what would be the scheduleariance%

• Choice 1 5 AB.3 million

• Choice 2 5 A1 million

• Choice 3 A1 million

• Choice AB.< million

•


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• !uestion "o # 2

• You are a project manager with 4/#/ and are inoled indesigning satellite systems. !n this contet, who among the&ollowing cannot initiate your new project%

•

Choice 1 ?o+ernment• Choice 2 6roject Team

• Choice 3 6ortfolio %rgani)ation of "('(

• Choice Company in 7ngland- which wants aparticular type of satellite to be de+eloped by "('(


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• !uestion "o # 3

• You are nearing project completion and want to get&eedbac2 about the oerall project per&ormance. romproject management perspectie, a project is considered tobe success&ul when'

• Choice 1 The project manager announces thecompletion of the project.

• Choice 2 The project is completed within theconstrains appro+ed between the project managersand senior management and meets the statedproject objecti+es.

• Choice 3 The sponsor announces the completion ofthe project.

• Choice The customer is happy because youpro+ided additional features which she had note8pected


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• !uestion "o # $

• You are managing the construction project o& a highwayoerpass. he project is critical, and must stay on schedule

in order to not cause delays in subseuent projects beingplanned. Your sponsor has placed a lot o& pressure on youto ensure that you do a good job o& planning the schedule&or this project so it can be submitted to the projectmanagers o& those subseuent projects to be ta2en intoaccount during their planning processes. You would li2e touse the best practices in the road construction industry tohelp you in your project. Which o& the &ollowing tools o&#euence /ctiities process are based on these bestpractices%

• Choice 1 &andatory dependencies

• Choice 2 Discretionary dependencies

• Choice 3 ndustry norms

• Choice 4est 6ractice standards for '% BB1certi*cation


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Documents

Scope ,Time,Cost Exam 4