|
|
181. The docunrnt that describes the project抯 scope baseline is:
A. The master schedule
B. The Project Definition document
C. The Scope Paper
D. The Work Breakdown Structure
ANS: D
Reference: PMBOKS.3.3.1
182. The two closing procedures are called:
A. Contract close out and scope verification
B. Contract close out and administrative closure
C. Project closure and product verification
D. Project closure and lessons learned
ANS: B
Reference: PMBOI( 12.6 and 10.4
183. A work package is:
A. A task on the Work Breakdown Structure
B. A level 1 activity on the Work Breakdown Structure
C. A deliverable at the lowest level of the Work Breakdown Structure
D. An activity on the Project Schedule
ANS: C
Reference: PMBOKS.3.3
184. Ascope change is:
A. Any change to the agreed upon project scope as defined by the approved WBS
B. A precursor to changes in the schedule and cost baselines
C. A result of poor planning
D. An output of conective action
ANS: A
Reference: PMBOK 5.5.3
185. Overall change control requires all of the following except:
A. Maintaining the integrity of the baseline
B. Ensuring that changes to the product scope are reflected in the project scope
C. Coordinating changes across knowledge areas
D. Making process adjustnrnts as a result of deficiencies
ANS: D
Reference: PMBOK4.3
186. Overall change control is concerned with all of the following except:
A. Determining that a change has occurred
B. Managing changes as they occur
C. Creating change requests
D. Influencing factors that create change to ensure that changes are beneficial
ANS: D
Reference: PMBOK 4.3
187. Which of the following is not an input to overall change control?
A. Configuration managenrnt system
B. Perfonntnce reports
C. Change requests
D. Project plan
ANS: A
Reference: PMBOK4.3.1
188. Your current project has over 200 specs, 350 engineering drawings and 5500 parts. What
tool do you use to apply technical and administrative direction to identiU the functional and
physical characteristics of items, and control changes to those characteristics?
A. Change control system
B. Configuration management
C. Inventory control
D. Operational definitions
ANS: B
Reference: PMBOK4.3.2.2
189. Configuration managenrnt dces all of the following except:
A. Control changes to functional and physical characteristics of an item or a system
B. Record and report changes to any functional and physical characteristics of an item or a system
C. Defines the steps by which official project documents may be changed
D. Audits items and systems to ensure confonntnce to requirements
ANS: C
Reference: PMBOI( 4.3.2.2 configuration management does all of the following except:
190. At the outset of a project you should define the processes necessary to aocount for change.
Which of the following is not a standard inclusion in a change control system?
A. Perfonmnce reports
B. Procedures to handle changes that may be approved without prior review
C. How to handle changes in emergencies
D. The responsibilities of the change control board
ANS: A
Reference: PMBOK4.3.2.1
191. Which of the following is not a type of baseline from which to measure change?
A. Project plan
B. WBS
C. Operational definitions
D. Project schedule
ANS: C
Reference: PMBOK4.3.1, 5.5.1, 6.5.1, 8.1.3
192. There are three outputs that are common to scope, schedule and cost control processes.
Which of the following is not a common output to these control processes?
A. Baseline updates/changes
B. Lessons learned
C. Conective action
D. Process adjustments
ANS: D
Reference: PMBOK4.3.3, 5.5.3, 6.5.3, 8.3.3
193. Perfonmnce reports are an input to overall change control. Which of the following
statements is not necessarily true about performance reports?
A. They provide infonmtion on past project perfonmnce
B. They provide information on current status
C. They may alert the team to potential future problems
D. They are the outcome of project reviews
ANS: D
Reference: PMBOK 4.3.1.2, 10.3
194. You are continually faced with tasks coming in late because your resources are
being pulled off to handle other 搖rgent?situatins. You have set up a conference
with several of the managers who have been doing this on a regular basis. What
technique might you use to alleviate the cunent situation?
A. Forcing
B. Problem solving
C. Smoothing
D. Ignoring
ANS: B
Reference: The Principles of Project Management p.178
195. In a team meeting, two of the managers start a discussion that escalates
into an argument. In order to restore peace to the meeting you point out the part
of the conThct that they both agree to and using friendly tones try to defuse the
current situation This is an exanple of what type of conflict management?
A. Smoothing
B. Problem solving
C. Withdrawal
D. Compromising
ANS: A
Reference: The Principles of Project Management p.178
196. A WBS provides a framework from which all of the following can be done except:
A. All tasks to be performed can be identified and resources allocated to them
B. Once resource levels have been allocated to tasks, estimates of task duration can be made
C. A network diagram, illustrating task dependencies, can be constructed
D. All cost and resource allocations can be totaled to develop the overall project budget
ANS: c
Reference: Project Planning, Scheduling & control, Lewis p.75
197. A WBS provides a framework from which all of the following can be done except:
A. A network diagram, illustrating task dependencies, can be constructed
B. All cost and resource allocations can be totaled to develop the overall project budget.
C. Perfonmnce can be tracked against the identified cost, schedule, and resource allocations
D. Assignment of responsibility for each element can be made
ANS: A
Reference: Project Planning, Scheduling & control, Lewis p.75
198. Part of being a project manager involves dealing with conflict. According to John Adams,
Ph.D., there are five methods for dealing with conflict. Some of them are used for temporary
fixes, some provide more penmnent resolutions. Which of the following is used for temporary
resolution?
A. Smoothing
B. Problem solving
C. Forcing
D. Compromising
ANS: A
Reference: The Principles of Project Management p. 178
199. A Work Breakdown Structure provides a framework from which all of the following can be
done except:
A. Task durations can be used in developing a working schedule for the project
B. A network diagram, illustrating task dependencies, can be constructed
C. Perfonmnce can be tracked against the identified cost, schedule, and resource allocations
D. Assignment of responsibility for each element can be made
ANS: B
Reference: Project Planning, Scheduling & control, Lewis p. 75
200. Which of the following is least likely to be a source of conflict in a matrix environment?
A. Competing priorities between the project and functional manager
B. Competing for resources between the functional and project manager
C. Project team member working at a different site than the project manager
D. Ambiguous lines of authority between the functional and project manager
ANS: c
Reference: The Principles of Project Management p. 184-186
|
|
