PPM Quiz- All Questions and Correct Answers
.pdf
School
Birmingham City University**We aren't endorsed by this school
Course
CEBE ENG7143
Subject
Management
Date
Dec 20, 2024
Pages
29
Uploaded by BailiffWorld15643
Question 1 Correct Mark 1.00 out of 1.00 Which of the following is NOT considered to be a characteristic of a project? Select one: a. Specific time, cost and performance requirements b. Aclear beginning and end c. An established objective d. Forinternal use only e. Something never been done before Your answer is correct. Projects have an established objective, a defined life span, the involvement of several departments and professionals, is something that has never been done before, and it has specific time, cost and performance requirements. The correct answer is: For internal use only
Question 2 Correct Mark 1.00 out of 1.00 Which of the following activities is NOT considered a project? Select one: Q Developing a new software program b. Designing a space station c. Production of automobile tires d. Developing a new advertising program e. Preparing the site for the Olympic Games Your answer is correct. A project is not routine, repetitive work! Ordinary daily work typically requires doing the same or similar work over and over, while a project is done only once; a new product or service exists when the project is completed. The correct answer is: Production of automobile tires
Question 3 Correct Mark 1.00 out of 1.00 Which of the following represents the correct order of stages within the project life cycle? Select one: a. Planning, Defining, Closing, Executing b. Defining, Planning, Executing, Closing c. Executing, Defining, Planning, Closing d. Planning, Defining, Executing, Closing e. Closing, Planning, Defining, Executing Your answer is correct. The project life cycle passes sequentially through four stages: defining, planning, executing, and closing. The correct answer is: Defining, Planning, Executing, Closing
Question 4 Correct Mark 1.00 out of 1.00 In the stage of the project life cycle, a major portion of the physical project work performed. Select one: a. Defining b. Planning c. ldentifying d. Executing e. Closing Your answer is correct. A major portion of the project work takes place—both physical and mental—in the executing stage. The correct answer is: Executing
Question 5 Correct Mark 1.00 out of 1.00 In which of the following is the balance of authority strongly in favor of the functional managers? Select one: a. Matrix b. Strong matrix c. Weak matrix d. Neutral matrix e. Balanced matrix Your answer is correct. In a weak matrix, the functional managers call most of the shots and decide who does what and when the work is completed. The correct answer is: Weak matrix
Question 6 Correct Mark 1.00 out of 1.00 Q6 Project managers are expected to ensure that appropriate trade-offs are made between the time, cost, and performance v requirements of the project. < The first step in the risk management process is : risk identification v planning v v The project's schedule and budget will be determined in the stage of the project life cycle. Your answer is correct. During the planning stage, the level of effort increases, and plans are developed to determine what the project will entail, when it will be scheduled, whom it will benefit, what quality level should be maintained, and what the budget will be. Project managers are ultimately responsible for performance (frequently with too little authority). They must ensure that appropriate trade-offs are made between the time, cost, and performance requirements of the project. The four steps in the risk management process are risk identification, risk assessment, risk response development, and risk response control. The correct answer is: Project managers are expected to ensure that appropriate trade-offs are made between the time, cost, and requirements of the project. — performance, The first step in the risk management process is . — risk identification, The project's schedule and budget will be determined in the stage of the project life cycle. — planning
Question 7 Correct Mark 1.00 out of 1.00 Who is responsible for determining how tasks will be done in a weak matrix project management structure? Select one: a. Thereis no rule established for who takes responsibility b. The functional manager c. Both the functional manager and the project manager are responsible d. This is negotiated e. The project manager Your answer is correct. Matrix management is a hybrid organizational form in which a horizontal project management structure is "overlaid" on the normal functional hierarchy. In a matrix system, there are usually two chains of command, one along functional lines and the other along project lines. Instead of delegating segments of a project to different units or creating an autonomous team, project participants report simultaneously to both functional and project managers. The correct answer is: The functional manager
Question 8 Correct Mark 1.00 out of 1.00 Which structure would be most appropriate for developing a new, highly innovative product that has strict time constraints? Select one: a. Dedicated project team b. Weak matrix c. Balanced matrix d. Strong matrix e. Functional organization Your answer is correct. A dedicated project team is separate from the rest of the parent organization and appropriate when the project is highly innovative and when there are budget and time constraints. The correct answer is: Dedicated project team
Question 9 Correct Mark 1.00 out of 1.00 Q9 Because of their easy-to-understand visual format, charts are the most favored, used, and understandable Gantt tool used to report project schedule status. v, The project network schedule is derived from the and it serves as the baseline to compare against actual WBS performance. v planned value (PV) v No radical alteration in the design or operation of the parent organization is a major advantage of functional v The indicator that tells you the planned time-phased value of the work that is scheduled is the organization. Your answer is correct. * Once management decides to implement a project, the different segments of the project are delegated to the respective functional units with each unit responsible for completing its segment of the project. No change in the design or operation of the parent organization is a major advantage to a functional organization. e @Gantt and control charts serve well as a means for tracking and trending schedule performance. Their easy-to-understand visual formats make them favorite tools for communicating project schedule status—especially to top management, who do not usually have time for details. * The planned value (PV) is the budgeted cost of the work scheduled. * Monitoring schedule performance is relatively easy. The project network schedule is derived from the WBS and it serves as the baseline to compare against actual performance. The correct answer is. Because of their easy-to-understand visual format, charts are the most favored, used, and understandable tool used to report project schedule status. — Gantt, The project network schedule is derived from the and it serves as the baseline to compare against actual performance. — WBS, The indicator that tells you the planned time-phased value of the work that is scheduled v
is the . — planned value (PV), No radical alteration in the design or operation of the parent organization is a major advantage of organization. — functional Question 10 Correct Mark 1.00 out of 1.00 Scrum relies on three key roles. A person who acts on behalf of customers to represent their interests and who is responsible for ensuring that the development team focuses their efforts on developing a project that will fulfill the business objective of the projectis called a Select one: a. Project champion. b. Product owner. v c. Production coordinator. d. Customer liaison. e. Customer service representative. Your answer is correct. A product owner acts on behalf of customers to represent their interests. They are responsible for ensuring that the development team focuses their efforts on developing a product that will fulfill the business objective of the project. The correct answer is: Product owner.
Question 11 Correct Mark 1.00 out of 1.00 Scrum uses a series of coordinated meetings to manage the development process. During which of the following is it discussed what was done since the last meeting, what will be done before the next meeting, and if anything is limiting performance? Select one: a. Sprint review meeting b. Daily Scrum meeting c. Release planning meeting d. Sprint planning meeting e. Sprint retrospective meeting Your answer is correct. The heartbeat of an agile project is the daily meetings which are commonly referred to as the Scrum. Each day at the same time and place, team members stand in a circle and take turns answering the following questions: What have you done since the last Scrum? What will you do between now and the next Scrum? What is getting in the way of your performing your work as effectively as possible? The correct answer is: Daily Scrum meeting
Question 12 Incorrect Mark 0.00 out of 1.00 Resources are adequate, but demand varies widely over the life of the project. Delaying noncritical activities to lower peak demand on resources is known as resource Select one; a. Allocation. X b. Shifting. c. Effectiveness. d. Smoothing. e. Manipulating. Your answer is incorrect. If resources are adequate but the demand varies widely over the life of the project, it may be desirable to even out resource demand by delaying noncritical activities (using slack) to lower peak demand and, thus, increase resource utilization. This process is called resource smoothing. The correct answers are: Effectiveness., Smoothing.
Question 13 Correct Mark 1.00 out of 1.00 If resources are not adequate to meet peak demands, the resulting reschedule is termed Select one: a. Project resource adjustment. b. Time-constrained scheduling. c. Mandatory leveling. d. Resource-constrained scheduling. e. Allocation. Your answer is correct. If resources are not adequate to meet peak demands, the late start of some activities must be delayed, and the duration of the project may be increased. This process is called resource-constrained scheduling. The correct answer is: Resource-constrained scheduling.
Question 14 Correct Mark 1.00 out of 1.00 In a resource-constrained project, which of the following is most likely to be changed? Select one: a. The budget b. The completion date C. Scope creep d. Resource levels e. Project quality Your answer is correct. If resources are not adequate to meet peak demands and there is no access to further resources, activities might take longer than initially planned. Furthermore, activities that technically could be done at the same time will have to be done one after the other if the same resources are required for each. This will delay the completion date. The correct answer is: The completion date
Question 15 Correct Mark 1.00 out of 1.00 Tools such as a risk assessment form and a risk severity matrix are used to Select one: a. Respond to risks. b. Regulate risks. C. Assess risks. d. Identify risks. e. Control risks. Your answer is correct. A risk assessment form, a risk severity matrix and a probability analysis are all ways to assess risk. After the risk assessment you will know which risks need most attention. The correct answer is: Assess risks.
Question 16 Correct Mark 1.00 out of 1.00 Risks are evaluated in terms of Select one: a. Likelihood and impact. b. Impact and cost. c. Cost and schedule. d. Time and impact. e. Likelihood and cost. Your answer is correct. Risk management team members assess the significance of each risk event in terms of the probability or likelihood that the risk will occur and the impact of the event. The correct answer is: Likelihood and impact.
Question 17 Correct Mark 1.00 out of 1.00 A key distinction between a risk response and a contingency plan is Select one: a. Arisk response is established only for moderate risks while contingency plans are established for major risks. b. Arisk response is part of the actual implementation plan and action is taken before the risk can materialize, while a contingency plan v goes into effect only after the risk has transpired. c. Arisk response is action that is the response to a risk once it has happened and the contingency plan is created by the customer if the risk response fails. d. Arisk response is created by the project team and the project manager while the project manager and the customer agree on the contingency plan. e. Arisk response is only effective when you are able to assess the likelihood of the risk and its impact on the project; all other risks are covered by contingency planning. Your answer is correct. A key distinction between a risk response and a contingency plan is that a response is part of the actual implementation plan and action is taken before the risk can materialize, while a contingency plan is not part of the initial implementation plan and goes into effect only after the risk is recognized. The correct answer is: A risk response is part of the actual implementation plan and action is taken before the risk can materialize, while a contingency plan goes into effect only after the risk has transpired.
Question 18 Correct Mark 1.00 out of 1.00 The value that tells you the planned value of work that has actually been completed is the Select one: a. EV. b. SV. c. CV. d. AC. e. PV. Your answer is correct. The value that tells you the planned value of work that has actually been completed is the earned value. It is the percent complete multiplied by the original budget. The correct answer is; EV.
Question 19 Incorrect Mark 0.00 out of 1.00 Which of the following is NOT true regarding scope creep? Select one: a. Itwears down team motivation and cohesiveness b. Scope changes can represent significant opportunity c. Itcommonly occurs late in projects d. Project suppliers resent frequent changes e. Itis frequently unnoticed until time delays or cost overruns are observed Your answer is incorrect. Scope creep is common early in projects—especially in new-product development projects. Customer requirements for additional features, new technology, poor design assumptions, etc., all manifest pressures for scope changes. Frequently these changes are small and go unnoticed until time delays or cost overruns are observed. Scope creep affects the organization, project team, and project suppliers. Scope changes alter the organization's cash flow requirements in the form of fewer or additional resources, which may also affect other projects. Frequent changes eventually wear down team motivation and cohesiveness. Clear team goals are altered, become less focused, and cease being the focal point for team action. Starting over again is annoying and demoralizing to the project team because it disrupts project rhythm and lowers productivity. Project suppliers resent frequent changes because they represent higher costs and have the same effect on their team as on the project team. Although scope changes are usually viewed negatively, there are situations when they result in positive rewards and can represent significant opportunities. The correct answer is: It commonly occurs late in projects
Question 20 Correct Mark 1.00 out of 1.00 The most common circumstance for project closure is simply a project. Select one: a. Successful b. Underachieving c. Completed d. Overdue e. Over-budget Your answer is correct. The most common circumstance for project closure is simply a completed project. The correct answer is: Completed
Question 21 Correct Mark 1.00 out of 1.00 When the project may be completed early with some parts of the project eliminated this is considered to be closure. Select one: a. Premature b. Failed project c. Normal d. Changed priority e. Perpetual Your answer is correct. For a few projects, the project may be completed early with some parts of the project eliminated. For example, in a new-product development project, a marketing manager may insist on production models before testing. This is an example of premature project closure. The correct answer is: Premature
Question 22 Correct Mark 1.00 out of 1.00 Evaluation of performance is essential to encourage changes in behavior and to support individual career development and continuous improvement through organizational learning. Select one: True «/ False Evaluation of performance is essential to encourage changes in behavior and to support individual career development and continuous improvement through organizational learning. Evaluation implies measurement against specific criteria. Experience corroborates that before commencement of a project, the stage must be set so expectations, standards, supportive organizational culture, and constraints must be in place; if not, the effectiveness of the evaluation process will suffer. The correct answer is 'True'.
Question 23 Correct Mark 1.00 out of 1.00 Project managers should wait to give feedback to the project team and team members until the project has been completed. Giving feedback throughout the project can distract project teams. Select one: True False «/ Project managers should be constantly giving team members feedback throughout the project so that individual team members can have a pretty good idea how well they have performed and how the manager feels before a formal evaluation. The correct answer is 'False'. Question 24 Correct Mark 1.00 out of 1.00 Working in outsourcing teams, projects can be completed faster and more cheaply. Select one: True False Working in outsourcing teams, not only can work be done more cheaply, but it can also be done faster. Competitive pricing means more resources for the dollar. The correct answer is 'True'.
Question 25 Incorrect Mark 0.00 out of 1.00 When the new and unusual are welcomed you are experiencing which of the following stages of culture shock? Select one: a. Adaptation b. Gradual adjustment Cc. Repatriation d. Irritability and hostility e. Honeymoon Your answer is incorrect. The honeymoon stage is where you start your overseas assignment with a sense of excitement. The new and the unusual are welcomed. At first it is amusing not to understand or be understood. Soon a sense of frustration begins to set in. The correct answer is: Honeymoon
Question 26 Incorrect Mark 0.00 out of 1.00 Identify the missing words in the following sentence, PRINCE2 recommends three levels of .....to reflect the needs of the different levels of management involved in a project. Select one: a. time-driven controls b. plan c. stakeholder interests d. management strategies X Your answer is incorrect. There are three level of plans namely project, stage, and team. Each of these planning levels demands a different degree of planning detail. For example, the project plan demands less detail than the stage plans, since the reliability of forecasts diminishes over longer periods of time. The correct answer is: plan
Question 27 Correct Mark 1.00 out of 1.00 Which is part of the PRINCE 2 definition of a project? Select one: a. a description of what must be delivered in order to gain acceptance b. the total of a plan’s products c. an undertaking that consists of at least two management stages d. atemporary organisation that is created for the purpose of delivering business products Your answer is correct. In PRINCEZ2, a project is defined as “a temporary organization that is created for the purpose of delivering one or more business products according to an agreed business case.” The correct answer is: a temporary organisation that is created for the purpose of delivering business products
Question 28 Incorrect Mark 0.00 out of 1.00 Which PRINCE2 principle helps to address a concern that the project team may NOT have worked on a similar project? Select one: a. learn from experience b. defined roles and responsibilities C. manage by exception d. focus on products Your answer is incorrect. PRINCE2 project teams learn from previous experience. Lessons are recorded and acted upon throughout the life of the project: when starting a project, as the project progresses and as the project closes. It is the responsibility of everyone involved to seek lessons learned rather than waiting for someone else to provide them. The correct answer is: learn from experience
Question 29 Correct Mark 1.00 out of 1.00 Which does a project manager produce to define and control the work to be done? Select one: a. work package b. configuration item record 0 stage scope tolerance Q- team plan Your answer is correct. A work package is a set of information about one or more required products collated by the project manager to pass responsibility for work or delivery formally to a team manager or team member. The correct answer is: work package
Question 30 Not answered Marked out of 1.00 Which is assumed to be a supplier’s responsibility in the PRINCE2 customer/supplier environment? Select one: a. pay for the project b. provide the resources and skills to deliver the desired result 0 specify the benefits of the project Q- specify the desired result Your answer is incorrect. The creation of the project's outputs will need resources with certain skills. The supplier viewpoint should represent those who will provide the necessary skills and produce the project product. The project may need to use both in-house and external supplier teams to construct the project product. The Senior Supplier(s) will represent this stakeholder interest on the Project Board. The correct answer is: provide the resources and skills to deliver the desired result W1 Introduction to Project o0 o v « Individual Report Jump to... Management »