|
|
201.Which of the following is not provided by the framework of a Work Breakdown
structure?
A. All tasks to be performed can be identified and resources allocated to them
B. 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
202.According to James P. Lewis, which of the following is not provided by the
framework of a Work Breakdown structure?
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. Performance can be tracked against the identified cost, schedule, and resource
allocations
E. Assignment of responsibility for each element can be made
ANS: A
Reference: Project Planning, Scheduling & control, Lewis p. 75
203. As a project manager in a project organization you are constantly dealing with
conditions that breed conflict as you execute your project. Which of the following is
not a condition of conflict in a project organization?
A. High stress
B. Multiple bosses
C. Ambiguous roles
D. Low position power
ANS: D
Reference: The Principles of Project Management p. 104
204. You are in the implementation phase of a project. At this point, which of the
following is the lowest source of conflict for you?
A. Conflict over technical opinions
B. Conflict over schedule and cost
C. Conflict over personnel resources
D. Conflict over personality issues
ANS: D
Reference: The Principles of Project Management p. 189
205. According to John R. Adams Ph.D., there are five sources of power that people
have: legitimate, coercive, reward, expert and referent. If the team knows that the
project manager who is managing the project is reporting straight up to the
President, what type of power is most prevalent?
A. Legitimate
B. Coercive
C. Referent
D. Reward
ANS: C
Reference: The Principles of Project Management p. 190-191
206. Two weeks ago the project manager was fired for not managing the project
well. The project is behind schedule, over cost and the morale on the team is very
low. The new project manager is having a team meeting. She starts out by telling
the team about the last three projects she worked on, how they were similar to this
one and how she brought them in ahead of schedule and on budget. What type of
power is she establishing?
A. Legitimate
B. Expert
C. Referent
D. Reward
ANS: B
Reference: The Principles of Project Management p. 190-191
207. The BCWP is 65~/o, the BCWS is 70~/o. The project manager wants to make up
for the S0/o. The project sponsor has set aside 00 as a reserve to remedy this
situation. Instead of using it to hire temporary labor, or pay overtime, the project
manager is using it as an incentive for the team to catch up in 60 days. If they do,
the money will be used to take the team members and their guests to Catalina for an
all expenses paid weekend. What type of power is the project manager referencing?
A. Referent
B. Coercive
C. Reward
D. Expert
ANS: C
Reference: The Principles of Project Management p. 190-191
208. Project execution is very much an integrative process whereby all the work that
was planned is actually accomplished. During this integrative process, what is the
area that the project manager will spend the least amount of time on?
A. Conflict resolution
B. Documentation and planning
C. Prioritization and removal of road blocks
D. Trade off among schedule, cost and scope
ANS: B
Reference: The Principles of Project Management p. 73
209. The CFO wants to know how the project is going. You put together a
presentation that shows the milestones, progress to date against schedule and
budget, and projected progress in the next 30 days. What type of power does this
demonstrate to senior management?
A. Coercive
B. Reward
C. Legitimate
D. Expert
ANS: D
Reference: The Principles of Project Management p. 190-191
210. What two main knowledge areas are not listed in the execution process of the
project, but rather a part of the controlling process?
A. Schedule and cost
B. Cost and communication
C. Quality and risk
B. D. Risk and procurement
ANS: A
Reference: PMBOK 3.3.3
211. Coordinating changes across knowledge areas is a function of:
A. Scope change control
B. Project plan execution
C. Overall change control
D. Baseline management
ANS: C
Reference: PMBOK 4.3
212. Making need information available to project stakeholders in a timely manner is
called:
A. Performance reporting
B. Information distribution
C. Trend analysis
D. Variance analysis
ANS: B
Reference: PMBOK 10.2
213. A vendor has notified you that a shipment will be 3 weeks late. This will also
delay the manufacturing of several other items. Recognizing that you will need to
make some changes to the project, what is your next step?
A. Reference the penalty clause in the vendor contract
B. Coordinate the change across all impacted areas
C. Change the schedule baseline
D. Ensure that the change is reflected in the product definition
ANS: B
Reference: PMBOK 4.3
214. In communication, which of the following is not a responsibility of the sender?
A. Making sure that the information is clear
B. Making sure that the information is unambiguous
C. Making sure that the information is complete
D. Making sure that the information is received
ANS: D
Reference: PMBOK 10.2.2.1
215. As a software development manager in a boutique software shop that sells
custom solutions, you have designed a system that helps you control change. This
system identifies the version number of releases, identifies any unique code, and has
records of all the different variations and who the customer is. This system is
formally known as:
A. Overall change control
B. Subsidiary change control
C. Software management
E. Configuration management
ANS: D
Reference: PMBOK 4.3.2.2
216. A set of manual files made available to all team members is called:
A. A communication management plan
B. An information retrieval system
C. An information distribution system
D. A performance reporting system
ANS: B
Reference: PMBOK 10.2.2.3
217. In reviewing your earned value reports you notice that your application
integration testing is moving along 2O~/o ahead of schedule. You realize that you can
have them test some of the enhancements, thereby improving the quality of the
product, while staying on schedule and within budget. This is an example of:
A. Performance reporting
B. Overall change control
C. Schedule change control
D. Earned value
ANS: B
Reference: PMBOK 4.3
218. An ad hoc group that discusses variances to the baselines, a documented
process to manage variances, and procedures to update documents are all part of:
A. Scope change control
B. Project plan execution
C. Configuration management
D. Change control system
ANS: D
Reference: PMBOK 4.3.2.1
219. Which of the following is an input to the information distribution process?
A. Communication skills
B. Work results
C. Performance reports
D. Change requests
ANS: B
Reference: PMBOK 10.2.1.1
220.The customer has decided that he wants blue walls instead of gray. You have
not painted the walls yet. What should you do?
A. Document the change order and buy blue paint
B. Change the scope document to reflect the change
C. Update the schedule to reflect the change
D. See if the contract allows a lS~/o surcharge for changes
PMIP Preparation (I) & A Part-I Answers 1-220
ANS: A
Reference: PMBOK 4.3
|
|
