Question 1 1 points Save Which of the following is an

Question 1 1 points   Save   Which of the following is an example of a project? a. Maintaining e-mail addresses b. Capacity planning c. Submitting travel and expense reports d. Sending monthly reports to top management   Question 2 1 points   Save   An effective project manager must: a. Tell his team members what to do b. Be the most capable person on the team technically c. Be focused on achieving results d. Not trust his team members to achieve results without his personal attention to detail   Question 3 1 points   Save   A key characteristic of an effective project team is that: a. Members have graduate degrees in project management b. Members come from the same professional background c. Members see themselves as stakeholders in the project d. Members adhere to a prescribed pecking order   Question 4 1 points   Save   A challenge of the matrix project organization is that: a. Team members are full of ego b. Team members are selected from the same functional area c. Team members have divided loyalties d. It enables functional managers to provide career guidance to their workers   Question 5 1 points   Save   A key weakness of the Benefit-Cost ratio project selection mechanism is that: a. It only focuses on things that can be measured b. It takes time frame into consideration c. It is too much based on subjective judgment d. It does not entail prioritizing   Question 6 1 points   Save   A major strength of task Gantt charts is that they can: a. Offer a sophisticated model of a project b. Show how many resources will be used on the project c. Show the interdependencies of tasks d. Show actual versus planned schedule status   Question 7 1 points   Save   If you want to shorten the length of a project, you must: a. Shorten the critical path b. Shorten the free float c. Spend more money d. Cut back on the features you plan to deliver   Question 8 1 points   Save   The critical path: a. Provides the duration of a project b. Has the shortest duration on a project c. Is the most expensive path to implement d. Contains the project’s most significant tasks   Question 9 1 points   Save   A tool that graphically shows cost variance is: a. A chart of accounts b. A code of accounts c. A histogram (also called a resource loading chart) d. A cumulative cost curve (also called S-curve)   Question 10 1 points   Save   Which of the following methods involves performing tasks in parallel? a. Crashing b. Fast tracking c. Leveling d. Hammocking   Question 11 1 points   Save   Top-down estimates (also called parametric estimates): a. Are based on historical trends b. Can be derived from the WBS c. Can be determined by analyzing work packages d. Provide accurate assessments of project costs   Question 12 1 points   Save   Bottom-up estimates: a. Are based on historical trends b. Can be derived from the WBS c. Must employ Monte Carlo simulation d. a and c   Question 13 1 points   Save   Definitive estimates are generally derived from: a. Bottom-up estimates b. Top-down estimates c. Expert judgment cost estimates d. Order of magnitude estimates   Question 14 1 points   Save   The resource planning tool that enables us to identify who we need to carry out what tasks is called: a. A resource Gantt chart b. A resource matrix (also called the responsibility chart) c. A resource ogive d. A resource loading chart (also called a resource histogram)   Question 15 1 points   Save   Which of the following shows resource allocation over time? a. Resource Gantt chart b. Resource matrix c. S-Curve d. Resource leveling   Question 16 1 points   Save   What is the function of a change control board (CCB) in configuration management? a. To assess the management impacts of change requests b. To initiate changes needed on the project c. To focus on the technical implication of change requests d. To approve change requests coming from senior management   Question 17 1 points   Save   Good functional requirements a. Describe how the deliverable should be developed b. Provide detailed technical insights into what the deliverable will do c. Describe what the deliverable looks like and what it should do d. Are created after development of the technical specifications   Question 18 1 points   Save   The type of management whose focus is on activities whose variances lie outside the acceptable range is: a. Management by Objectives b. Management by Exception c. Management by Walking Around d. Management by Control Limits   Question 19 1 points   Save   Which of the following is a characteristic of an effective reporting system? a. SMART b. KISS c. MBO d. LOWBALLING   Question 20 1 points   Save   Which of the following is an elapsed time task? a. Paint is drying b. A painter paints the wall c. Software is being written d. A sandwich is being made   Question 21 1 points   Save   An autocratic management style: a. Is effective in most project management situations b. Is effective in highly routine efforts c. Is effective in high flux, state-of-the-art projects d. Will lead to the tyranny of the majority   Question 22 1 points   Save   A project team structure that closely reflects the physical structure of the deliverable is known as: a. Egoless b. Specialty c. Surgical d. Isomorphic   Question 23 1 points   Save   The purpose of mid-project evaluation is: a. Continual monitoring of budget and estimates b. To focus on achievement of individual element of the project plan c. To determine whether the original objectives are still relevant d. To re-baseline the project budget   Question 24 1 points   Save   If the latest time you can start a task is five hours into the project, and the earliest time is three and a half hours into the project, how much slack (also called float) does the task have? a. 0.5 hours b. 1.5 hours c. 2.5 hours d. 8.5 hours   Question 25 1 points   Save   In risk management, insurance is an example of: a. Risk avoidance b. Risk deflection c. Risk acceptance d. Contingency planning   Question 26 1 points   Save   A four step risk assessment process reflecting standard risk management good practice consists of: a. Risk identification, Risk deflection, Risk impact analysis, Risk monitoring and control b.  Risk acceptance, Risk impact analysis, Risk response planning, Risk monitoring and control c. Risk deflection, Contingency planning, Risk impact analysis, Risk monitoring and control d. Risk identification, Risk impact analysis, Risk response planning, Risk monitoring and control   Question 27 1 points   Save   Structured Walk-Through is a methodology used in: a. PERT b. GERT c. VERT d. Project Evaluation   Question 28 1 points   Save   If review of a project’s status indicates that EV = $400, AC = $400, and PV = $500, the project is: a. On budget, behind schedule b. On budget, ahead of schedule c. Over budget, behind schedule d. Over budget, ahead of schedule   Question 29 1 points   Save   The poor man’s hierarchy is a method for: a. Project estimation b. Project scheduling c. WBS construction d. Project selection Show transcribed image text Which of the following is an example of a project? Question 29 answers a. Project estimation b. Project scheduling c. WBS construction d. Project selection Question 29 text Question 29 1 points Save The poor man’s hierarchy is a method for: Question 28 answers a. On budget, behind schedule b. On budget, ahead of schedule c. Over budget, behind schedule d. Over budget, ahead of schedule Question 28 text Question 28 1 points Save If review of a project’s status indicates that EV = $400, AC = $400, and PV = $500, the project is: Question 27 answers a. PERT b. GERT c. VERT d. Project Evaluation Question 27 text Question 27 1 points Save Structured Walk-Through is a methodology used in: Question 26 answers a. Risk identification, Risk deflection, Risk impact analysis, Risk monitoring and control b. Risk acceptance, Risk impact analysis, Risk response planning, Risk monitoring and control c. Risk deflection, Contingency planning, Risk impact analysis, Risk monitoring and control d. Risk identification, Risk impact analysis, Risk response planning, Risk monitoring and control Question 26 text Question 26 1 points Save A four step risk assessment process reflecting standard risk management good practice consists of: Question 25 answers a. Risk avoidance b. Risk deflection c. Risk acceptance d. Contingency planning Question 25 text Question 25 1 points Save In risk management, insurance is an example of: Question 24 answers a. 0.5 hours b. 1.5 hours c. 2.5 hours d. 8.5 hours Question 24 text Question 24 1 points Save If the latest time you can start a task is five hours into the project, and the earliest time is three and a half hours into the project, how much slack (also called float) does the task have? Question 23 answers a. Continual monitoring of budget and estimates b. To focus on achievement of individual element of the project plan c. To determine whether the original objectives are still relevant d. To re-baseline the project budget Question 23 text Question 23 1 points Save The purpose of mid-project evaluation is: Question 22 answers a. Egoless b. Specialty c. Surgical d. Isomorphic Question 22 text Question 22 1 points Save A project team structure that closely reflects the physical structure of the deliverable is known as: Question 21 answers a. Is effective in most project management situations b. Is effective in highly routine efforts c. Is effective in high flux, state-of-the-art projects d. Will lead to the tyranny of the majority Question 21 text Question 21 1 points Save An autocratic management style: Question 20 answers a. Paint is drying b. A painter paints the wall c. Software is being written d. A sandwich is being made Question 20 text Question 20 1 points Save Which of the following is an elapsed time task? Question 19 answers a. SMART b. KISS c. MBO d. LOWBALLING Question 19 text Question 19 1 points Save Which of the following is a characteristic of an effective reporting system? Question 18 answers a. Management by Objectives b. Management by Exception c. Management by Walking Around d. Management by Control Limits Question 18 text Question 18 1 points Save The type of management whose focus is on activities whose variances lie outside the acceptable range is: Question 17 answers a. Describe how the deliverable should be developed b. Provide detailed technical insights into what the deliverable will do c. Describe what the deliverable looks like and what it should do d. Are created after development of the technical specifications Question 17 text Question 17 1 points Save Good functional requirements Question 16 answers a. To assess the management impacts of change requests b. To initiate changes needed on the project c. To focus on the technical implication of change requests d. To approve change requests coming from senior management Question 16 text Question 16 1 points Save What is the function of a change control board (CCB) in configuration management? Question 15 answers a. Resource Gantt chart b. Resource matrix c. S-Curve d. Resource leveling Question 15 text Question 15 1 points Save Which of the following shows resource allocation over time? Question 14 answers a. A resource Gantt chart b. A resource matrix (also called the responsibility chart) c. A resource ogive d. A resource loading chart (also called a resource histogram) Question 14 text Question 14 1 points Save The resource planning tool that enables us to identify who we need to carry out what tasks is called: Question 13 answers a. Bottom-up estimates b. Top-down estimates c. Expert judgment cost estimates d. Order of magnitude estimates Question 13 text Question 13 1 points Save Definitive estimates are generally derived from: Question 12 answers a. Are based on historical trends b. Can be derived from the WBS c. Must employ Monte Carlo simulation d. a and c Question 12 text Question 12 1 points Save Bottom-up estimates: Question 11 answers a. Are based on historical trends b. Can be derived from the WBS c. Can be determined by analyzing work packages d. Provide accurate assessments of project costs Question 11 text Question 11 1 points Save Top-down estimates (also called parametric estimates): Question 10 answers a. Crashing b. Fast tracking c. Leveling d. Hammocking Question 10 text Question 10 1 points Save Which of the following methods involves performing tasks in parallel? Question 9 answers a. A chart of accounts b. A code of accounts c. A histogram (also called a resource loading chart) d. A cumulative cost curve (also called S-curve) Question 9 text Question 9 1 points Save A tool that graphically shows cost variance is: Question 8 answers a. Provides the duration of a project b. Has the shortest duration on a project c. Is the most expensive path to implement d. Contains the project’s most significant tasks Question 8 text Question 8 1 points Save The critical path: Question 7 answers a. Shorten the critical path b. Shorten the free float c. Spend more money d. Cut back on the features you plan to deliver Question 7 text Question 7 1 points Save If you want to shorten the length of a project, you must: Question 6 answers a. Offer a sophisticated model of a project b. Show how many resources will be used on the project c. Show the interdependencies of tasks d. Show actual versus planned schedule status Question 6 text Question 6 1 points Save A major strength of task Gantt charts is that they can: Question 5 answers a. It only focuses on things that can be measured b. It takes time frame into consideration c. It is too much based on subjective judgment d. It does not entail prioritizing Question 5 text Question 5 1 points Save A key weakness of the Benefit-Cost ratio project selection mechanism is that: Question 4 answers a. Team members are full of ego b. Team members are selected from the same functional area c. Team members have divided loyalties d. It enables functional managers to provide career guidance to their workers Question 4 text Question 4 1 points Save A challenge of the matrix project organization is that: Question 3 answers a. Members have graduate degrees in project management b. Members come from the same professional background c. Members see themselves as stakeholders in the project d. Members adhere to a prescribed pecking order Question 3 text Question 3 1 points Save A key characteristic of an effective project team is that: Question 2 answers a. Tell his team members what to do b. Be the most capable person on the team technically c. Be focused on achieving results d. Not trust his team members to achieve results without his personal attention to detail Question 2 text Question 2 1 points Save An effective project manager must: Question 1 answers a. Maintaining e-mail addresses b. Capacity planning c. Submitting travel and expense reports d. Sending monthly reports to top management

< a href="/order">