Q & As for the PMBOK® Guide Sixth Edition
352
Q & As for the PMBOK® Guide Sixth Edition
352eBook
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Overview
Product Details
| ISBN-13: | 9781628254624 |
|---|---|
| Publisher: | Project Management Institute |
| Publication date: | 10/19/2017 |
| Sold by: | Barnes & Noble |
| Format: | eBook |
| Pages: | 352 |
| File size: | 426 KB |
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CHAPTER 1
Questions
Introduction
(Section 1 of the PMBOK® Guide)
1. 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.
2. 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 the 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.
3. 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. The centralized management of one or more portfolios to achieve strategic objectives.
D. Applying resource-leveling heuristics across all the organization's projects to achieve the organization's strategic objectives.
4. All of the following are questions that the key stakeholders and project managers should answer to develop the project success measures EXCEPT:
A. What does success look like for the project?
B. How will success be measured?
C. What are the communication requirements?
D. What factors may impact success?
5. A program is a:
A. Group of related tasks lasting one year or less.
B. Group of related projects, subsidiary programs, and program activities managed in a coordinated manner.
C. Large projects with significant cost and resource requirements.
D Sequence of activities constituting a major project.
6. All of the following are true about projects and operations EXCEPT:
A. Operations are ongoing endeavors that produce repetitive outputs, with resources assigned to do basically the same set of tasks according to the standards institutionalized in a product life cycle, whereas projects are temporary endeavors.
B. Projects require project management activities and skill sets, whereas operations require business process management, operations management activities, and skill sets.
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. Because of their temporary nature, projects cannot help achieve an organization's long-term goals. Therefore, strategic activities in the organization can be generally addressed within the organization's normal operations.
7. Your job responsibility is to align components (projects, programs, or related operations) to the organizational strategy, organized into portfolios or subsidiary portfolios to optimize project or program objectives, dependencies, costs, timelines, benefits, resources, and risks. This is known as:
A. Components management.
B. Process management.
C. Program management.
D. Portfolio management.
8. The PMBOK® Guide is the standard for:
A. Managing all projects all of the time.
B. Managing all projects most of the time.
C. Managing most projects most of the time.
D. Managing some projects some of the time.
9. 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.
10. 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 toward 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.
11. All of the following statements about the project life cycle and the product life cycle are true EXCEPT:
A. In the project predictive life cycle, the project scope and the time and cost required to deliver that scope are determined as early in the project life cycle as practically possible.
B. In the project iterative and incremental life cycles, project phases intentionally repeat one or more project activities as the project team's understanding of the product increases.
C. The product life cycle is the series of phases that represent the evolution of a product, from concept through delivery, growth, maturity, and to retirement.
D. The product life cycle is contained within the predictive project life cycle.
12. You are managing a project in which you intend to respond to high levels of change and ongoing stakeholder involvement. The most suitable project life cycle for your project is the:
A. Predictive life cycle.
B. Adaptive life cycle.
C. Waterfall life cycle.
D. Configuration management life cycle.
13. 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 Commissioning.
D. Initiating, Executing, Monitoring, Evaluating, and Closing.
14. Project Management Processes:
A. May be overlapping activities that occur throughout the project.
B. May be overlapping activities that generally occur at the same level of intensity within each phase of the project.
C. Are generally discrete, one-time events.
D. Are discrete, repetitive events that occur generally at the same level of intensity throughout each phase of the project.
15. The linkages between project management processes are best described by the following:
A. The work breakdown structure links processes.
B. Processes are linked by their planned objectives — the summary objective of one often becomes the detailed action plan for another within the project, subproject, or project phase.
C. Processes are linked by the outputs that are produced — the output of one process generally becomes an input to another process or is a deliverable of the project, subproject, or project phase.
D. There are no significant links between discrete processes.
16. For a project to be successful, the project should generally achieve all of the following EXCEPT:
A. Achieving stakeholder satisfaction.
B. Striving to obtain acceptable customer/end-user adoption.
C. Appling knowledge, skills, and processes within the Project Management Process Groups uniformly to meet the project objectives.
D. Fulfilling other agreed-upon success measures or criteria.
17. The project business case is all of the following EXCEPT:
A. Documented economic feasibility study used to establish the validity of the benefits of a selected component lacking sufficient definition and that is used as a basis for the authorization of further project management activities.
B. A document that lists the objectives and reasons for project initiation.
C. A document that serves as an important input to the project initiation and is seldom used after the project is approved.
D. An important document that may result in a go/no-go decision for the project.
18. The key elements of the benefits management plan are all of the following EXCEPT:
A. Work Breakdown Structure.
B. Benefits owner.
C. Assumptions.
D. Strategic alignment.
19. A significant amount of data is collected and analyzed throughout the project. All of the following are examples of project data and information EXCEPT:
A. Work performance data.
B. Work performance analysis.
C. Work performance information.
D. Work performance reports.
20. Project tailoring is an important consideration for most projects. Which of the following is the least likely project consideration?
A. Project manager's skills and competency.
B. Each project is unique.
C. Addressing competing constraints.
D. Level of project governance varies.
The Environment in Which Projects Operate (Section 2 of the PMBOK® Guide)
21. 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 information technology software (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 exclude personnel administration functions (e.g., staffing and retention guidelines, employee performance reviews and training records, and time tracking) because these are considered to be functions of the human resources department.
22. The types of project management office (PMO) structures in organizations include all of the following EXCEPT:
A. Supportive PMOs that provide a consultative role to projects by supplying templates, best practices, training, access to information, and lessons learned from other projects.
B. Controlling PMOs that provide support and require compliance through various means.
C. Harmonizing PMOs that strive to reduce conflict and improve harmony among project team members.
D. Directive PMOs that take control of the projects by directly managing the projects.
23. A primary function of a project management office (PMO) is to support project managers in a variety of ways, which may include all of the following EXCEPT:
A. Intervening in project execution directly and without involving the project manager.
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.
24. All of the following are potential information in organizational knowledge repositories EXCEPT:
A. Metrics used to collect and make available measurement data on processes and products.
B. Configuration management.
C. Tacit knowledge of previous projects such as project performance data and lessons learned.
D. Issue and defect management data.
25. All of the following are external environmental factors EXCEPT:
A. Legal restrictions.
B. Organizational values and principles.
C. Competitive movements.
D. Economic conditions.
26. Organizational process assets (OPAs) influence the management of projects. Which one of the following best describes the important categories of OPAs?
A. Organizational knowledge bases and processes.
B. Processes, policies, procedures, tools, and techniques.
C. Organizational knowledge bases, processes, policies, and procedures.
D. Organizational knowledge bases, tools, and techniques.
27. The organization's processes and procedures for conducting project work during project initiation and planning include all of the following EXCEPT:
A. Preapproved supplier list.
B. Traceability matrices.
C. Tailoring guidelines for project management processes and procedures.
D. Product and project life cycles, and methods and procedures.
28. The organization's processes and procedures for conducting project work during Executing, Monitoring, and Controlling include all of the following EXCEPT:
A. Change control procedure.
B. Issue and defect management procedures.
C. Resource availability control and assignment management.
D. Project closing guidelines.
29. Projects operate within the constraints imposed by the organization through their structure and governance framework. The system factors include all of the following EXCEPT:
A. Management elements.
B. Governance framework.
C. Organizational structure types.
D. Project management processes.
30. The interaction of the various system components creates the organizational culture and capabilities that are important for projects. Which role is typically responsible for establishing the system?
A. Organization's management.
B. Project sponsor.
C. Project manager.
D. Project team.
31. Governance is the framework within which authority is exercised in organizations. This framework includes all of the following components EXCEPT:
A. Rules.
B. Policies.
C. Techniques.
D. Relationships.
32. Which of the following best describe management elements?
A. Management elements are the components that comprise the key functions or principles of general management in the organization.
B. Management elements are the project management principles that guide how projects are executed in the organization.
C. Management elements are established by PMOs to guide project implementation.
D. Management elements are influenced by the governance framework, established for effective implementation of projects.
The Role of the Project Manager
(Section 3 of the PMBOK® Guide)
33. All of the following are generally true about leadership in a project environment EXCEPT:
A. It involves focusing the efforts of a group of people toward a common goal and enabling them to work as a team.
B It is the ability to get things done through others.
C. Respect and trust, rather than fear and submission, are the key elements of effective leadership.
D. Although important throughout all project phases, effective leadership is critical during the Closing phase of a project when the emphasis is on stakeholder acceptance of the project.
34. Project managers spend the majority of their time communicating with team members and other project stakeholders. To communicate effectively, the project manager should generally perform all of the following EXCEPT:
A. Calculating the potential number of communication channels accurately.
B. Developing finely tuned skills using multiple methods of communication.
C. Incorporating feedback channels.
D. Seeking to understand project stakeholders' communication needs.
35. All of the following are components of culture EXCEPT:
A. Values.
B. Norms.
C. Intelligence.
D. Beliefs.
36. When performing integration on the project, the role of the project manager is:
A. To work with the project sponsor to understand the strategic objectives and ensure the alignment of the project objectives and results with those of the project and business area.
B. To perform all of the work that is required to get the project approved and baselined for communication to the team.
C. To complete the project charter and seek formal approval from the sponsor of the project.
D. To involve the team in group activities to facilitate teamwork, which builds an integrated project organizational structure.
37. Performing integration is a cornerstone skill for all project managers; the following describe the three different levels of performing integration EXCEPT:
A. Cognitive level.
B. Process level.
C. Complexity level.
D. Context level.
38. Complexity within projects is a result of many different organizational behaviors; the dimensions of complexity include all of the following EXCEPT:
A. System behavior.
B. Human behavior.
C. Ambiguity.
D. Process behavior.
39. Which of the following is least likely to be a project manager's role?
A. Evaluation and analysis of project-related activities prior to project initiation.
B. Consulting with business leaders on advancing strategic objectives.
C. Assisting in business analysis, business case development, and aspects of portfolio management for a project.
D. Ensuring that organizations are operating efficiently.
40. Which of the following is least likely to be within the project manager's sphere of influence?
A. Government.
B. Project team.
C. Sponsors.
D. Customers.
41. The following are all key competencies of a project manager EXCEPT:
A. Technical project management.
B. Operational management.
C. Leadership.
D. Strategic management.
42. The following are all key differences between management and leadership EXCEPT:
A. Directing vs. influencing.
B. Focus on systems vs. focus on relationships.
C. Accept status quo vs. challenge status quo.
D. Concentrate on project activities vs. emphasis on results.
(Continues…)
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Table of Contents
PREFACE,
QUESTIONS,
Section 1: Introduction,
Section 2: The Environment in Which Projects Operate,
Section 3: The Role of the Project Manager,
Section 4: Project Integration Management,
Section 5: Project Scope Management,
Section 6: Project Schedule Management,
Section 7: Project Cost Management,
Section 8: Project Quality Management,
Section 9: Project Resource Management,
Section 10: Project Communications Management,
Section 11: Project Risk Management,
Section 12: Project Procurement Management,
Section 13: Project Stakeholder Management,
Appendix X3 Agile, Iterative, Adaptive, and Hybrid Project Environments,
Appendix X4 Summary of Key Concepts for Knowledge Areas,
Appendix X5 Summary of Tailoring Considerations for Knowledge Areas,
Glossary,
ANSWERS,
Section 1: Introduction,
Section 2: The Environment in Which Projects Operate,
Section 3: The Role of the Project Manager,
Section 4: Project Integration Management,
Section 5: Project Scope Management,
Section 6: Project Schedule Management,
Section 7: Project Cost Management,
Section 8: Project Quality Management,
Section 9: Project Resource Management,
Section 10: Project Communications Management,
Section 11: Project Risk Management,
Section 12: Project Procurement Management,
Section 13: Project Stakeholder Management,
Appendix X3,
Agile, Iterative, Adaptive, and Hybrid Project Environments,
Appendix X4,
Summary of Key Concepts for Knowledge Areas,
Appendix X5,
Summary of Tailoring Considerations for Knowledge Areas,
Glossary,