The Right Decisions

1. The construction manager is away from the project and is replaced by a new one. The project manager meets with the replace­ment construction manager and his team. In this meeting, what is the first issue the project manager should start on in the meeting?

• Introduce team members.

• Communicate the objectives of the project.

• Clarify the authority.

• Create a communication plan.

2. After you have been assigned to a project, according to the sched­ule 50% of the project should be completed. You discover that the project is running far behind schedule. The project will probably take double the time originally estimated by the previous project manager. On the other hand, you discover that upper management has been informed that the project is on schedule. What will be the BEST action?

• Try to restructure the schedule to meet the project deadline.

• Turn the project back to the previous project manager.

• Report your assessment to upper management.

• Move forward with the schedule as planned by the previous project manager and report at the first missed milestone.

3. You are a project manager on an international project of great importance to the client. The client is from another country and is so excited by how well the project is going that he presents you with a company automobile for your personal use. The BEST thing for you to do would be to:

• thank him and offer a gift in exchange.

• politely turn down the gift.

• ask that the gift be changed to something that can be shared by the team.

• ask for a gift that can be used before you return home.

4. The client project manager asks you to provide a written cost estimate that is 30% higher than your estimate of the project’s cost. He explains that the budgeting process requires managers to esti­mate pessimistically to ensure enough money is allocated for proj­ects. What is the BEST way to handle this?

• Add the 30% as a lump sum contingency fund to han­dle project risks.

• Add the 30% to your cost estimate by spreading it evenly across all project tasks.

• Create one cost baseline for budget allocation and a second one for the actual project plan.

• Ask for information on risks that would cause your estimate to be too small.

5. You are reviewing bids from various contractors for work on your project. One of the bidding contractors has a history of deliv­ering on time within budget, and you have personally worked with this company successfully on previous engagements. You receive a call from the manager submitting the bid inquiring about how the process is going. He asks to have lunch with you to discuss the bid. What is the BEST response?

• Do not mention the other bidders but simply inform him that based on past experience, he has a good chance of winning the business.

• Inform him that it would be inappropriate to discuss the matter at all, and inform the customer or a team member of the conversation.

• Inform him that it would not be appropriate to dis­cuss the matter over the phone during business hours, but that an informal lunch discussion would be more appropriate.

• Politely avoid continuing the conversation and disre­gard the bid.

6. All of the following are part of the team’s stakeholder manage­ment effort EXCEPT?

• Giving stakeholders extras

• Identifying stakeholders

• Determining stakeholders’ needs

• Managing stakeholders’ expectations

7. There are over 20 stakeholders on your project. The project is running in another country with people from three countries as team members. Which of the following is the MOST important thing to keep in mind?

• The communication channels will be narrow.

• Many competing needs and objectives must be satisfied.

• There must be one sponsor from each country.

• Conflicts of interest must be disclosed.

8. Your management has decided that all orders will be treated as "projects" and that project managers will be used to update orders daily, resolving issues and ensuring that the customer formally accepts the product within 30 days of completion. The revenue from the individual orders can vary from US $100 to US $150,000. The project manager will not be required to perform planning or provide documentation other than daily status. How would you define this situation?

• Because each individual order is a "temporary endeavor," each order is a project – this is truly project management.

• This is program management since there are multiple projects involved.

• This is a recurring process.

• Orders incurring revenue over US $100,000 would be considered projects and would involve project management.

9. Who determines the role of each stakeholder?

• The stakeholder and the sponsor.

• The project manager and the stakeholder.

• The project manager and the sponsor.

• The team and the project manager.

10. A project manager has a problem with a team member’s per­formance. Choose the best way of communication to address this problem:

• Formal written communication

• Formal verbal communication

• Informal written communication

• Informal verbal communication

11. You are the project manager for a large government project. This project has a multi-million dollar budget which will be spent over 2 years and the contract was signed 6 months ago. You were not involved in contract negotiations or setting up procedures for managing changes, but now you are involved with changes from the customer and from people inside your organization. Who is normally responsible for formally reviewing major changes in the project or contract?

• The change control board

• The contracting/legal department

• The project manager

• Senior management

12. You are a new project manager for company (X). You previ­ously worked for company (Y) that had an extensive project man­agement practice. Company (X) has its own procedures, but you are more familiar with and trust those from company (Y). What should you do?

• Use the practices from company (Y) but include any forms from company (X).

• Use the forms from company (X) and begin to instruct them on ways to upgrade their own.

• Talk about changes to the change control board of company (X).

• Interact with others in an ethical way by sharing the good aspects of company (Y)’s procedures.

13. You as the project manager discover a defect in a deliverable that should be sent to the client under contract today. The proj­ect manager knows the client does not have the technical under­standing to notice the defect. The deliverable technically meets the contract requirements, but it does not meet the project manageds fitness of standard use. What should the project manager do in this situation?

• Issue the deliverable and get formal acceptance from the customer.

• Note the problem in the lessons learned so future proj­ects do not encounter the same problem.

• Discuss the issue with the customer.

• Inform the customer that the deliverable will be late.

14. Your customer requires a 3,000 call capacity for the new call center project. However, one of your company’s technical experts believes a 4,000 call capacity can be reached. Another thinks that based on the technical needs of the customer, the capacity needs to be only 2,500 calls. What is the BEST thing to do?

• Meet with the customer to better understand the rea­sons behind the 3000 call capacity.

• Set the goal at 4,000 calls.

• Meet with the technical experts and help them to agree on a goal.

• Set the goal at 3,000 calls.

15. One employee is three days late with a report. Five minutes before the meeting where the topic of the report is to be discussed, he gives you the report. You notice that there are some serious errors in it. What will be your action?

• Cancel the meeting and reschedule when the report is fixed.

• Go to the meeting and tell the other attendees there are errors in the report.

• Force the employee to do the presentation and remain silent as the other attendees find the errors.

• Cancel the meeting and rewrite the report yourself.

16. You are a project manager working on a 700 million dollar proj­ect. As the project has progressed, you have become friends with the general contractor. You are working on a $100,000 change request. He has offered to let you use his villa on the coast for the next week end as he will be away in another country.

• What should you do?

• Accept the offer with thanks

• Decline the offer

• Decline the offer and report it to your supervisor

• Ask your boss to approve your use of the boat

17. You are working on a large construction project that is progress­ing within the schedule. Resource usage has remained steady, and your boss has just awarded you a prize for your performance. One of your team members returns from a meeting with the customer and tells you the customer said he is not happy with the project progress. What is the FIRST action you should take?

• Tell your manager.

• Complete a team building exercise and invite the cus­tomer’s representatives.

• Change the schedule baseline.

• Meet with the customer to uncover details.

18. An employee approaches you and asks if he can tell you some­thing in confidence. He advises you that he has been performing illegal activities within the company for the last year. He is feeling guilty about it and is telling you to receive advice as to what he should do. What should you do?

• Ask for full details.

• Confirm that the activity is really illegal.

• Inform your manager of the illegal activity.

• Tell the employee to inform their boss.

19. Although your company is not the lowest bidder for a project, the client has come to expect good performance from your com­pany and wants to award the contract to you. To win the contract, the client asks you to eliminate your project management costs. The client says that your company has good project processes, and proj­ect controls unnecessarily inflate your costs. What should you do under these circumstances?

• Eliminate your project management costs and rely on experience.

• Remove costs associated with project team communi­cations, meetings and customer reviews.

• Remove meeting costs but not the project manager’s salary.

• Describe the costs incurred on past projects that did not use project management.

20. Near the end of the project, additional requirements were demanded by a group of stakeholders when they knew that would be affected by your project. This became a problem because you had not included the time or cost in the project plan to perform these requirements. What is the learned lesson from this crisis?

• Review the WBS dictionary more thoroughly, looking for incomplete descriptions.

• Review the charter more thoroughly, examining the business case for "holes."

• Pay more attention to stakeholder management.

• Do a more thorough job of solicitation planning.

21. Your organization is having a difficult problem in time man­agement all of its projects. The CEO asks you to help senior man­agement get a better understanding of the problems. What is the FIRST thing you should do?

• Meet with individual project managers to get a bet­ter sense of what is happening.

• Send a formal memo to all project managers request­ing their project plans.

• Meet with senior managers to help them develop a new tracking system for managing projects.

• Review the project charters and Gantt charts for all projects.

22. You are a project manager for a large installation project when you realize that there are over 100 potential stakeholders on the project. Which will be the best action?

• Eliminate some stakeholders.

• Contact your manager and ask which ones are more important.

• Gather the needs of all the most influential stakeholders.

• Find an effective way to gather the needs of all stakeholders.

23. What is the right way to overcome the cultural differences between employees in an international project?

« Training through project management

• Training for the different languages in the project

• Training about different cultures and civilizations

• Training about the differences in nationalities

24. You have just been assigned to take over a project that your management has told you is "out of control." When you asked your management what the problems were, they had no specifics, but said that the project was behind schedule, over budget and the cli­ent was dissatisfied. Which of the following should be of the MOST concern to you?

• The project is over budget and behind schedule.

• There is very little documentation related to the project.

• The client is very dissatisfied with the project’s progress.

• Your management is looking for rapid and visible action on this project to rectify the problems.

25. During a meeting with some of the project stakeholders, you as a project manager were asked to add work to the project scope of work. You had access to correspondence about the project before the charter was signed and remember that the project sponsor spe­cifically denied funding for the scope of work mentioned by these stakeholders. What is the best action to take?

• Let the sponsor know of the stakeholders’ request.

• Evaluate the impact of adding the scope of work.

• Tell the stakeholders the scope cannot be added.

• Add the work if there is time available in the project schedule.

26. What are the project management process requirements?

• Initiating, developing, implementing, supporting

• Initiating, planning, executing, controlling, closing

• Feasibility, planning, design, implementation, supporting

• Requirements analysis, design, coding, testing, instal­lation, conversion, operation

27. One of your team members informs you that he does not know which of the many projects he is working on is the most important. Who should determine the priorities among projects in a company?

• Project manager

• Sponsor

• Senior management

• Team

28. You are trying to help project managers in your organiza­tion understand the project management process groups and the project management life cycle. Many of them are confusing the project life cycle with the project management life cycle. Which of the following identifies the DIFFERENCE between these two life cycles?

• The project life cycle is created based on the top level of the work breakdown structure.

• The project management life cycle is longer.

• The project management life cycle only applies to some projects.

• The project life cycle describes what you need to do to complete the work.

29. Which of the following statements BEST describes why stake­holders are necessary on a project?

• They determine the project schedule, deliverables and requirements.

• They help to determine the project constraints and product deliverables.

• They supply the resources and resource constraints on the project.

• They help provide assumptions, the WBS, and the management plan.

30. You are in the middle of a new project when you discover that the previous project manager made a US $2,000,000 payment that was not approved in accordance with your company policies. Therefore, the project CPI is 1.2. What should you do?

• Bury the cost in the largest cost center available.

• Put the payment in an escrow account.

• Contact your manager.

• Ignore the payment.

31. While working on a project in another country, you are asked to pay under table money to facilitate the work to let the country officials issue a work order. What should you do?

• Make the payment.

• Ask the person for proof that the payment is required.

• Seek legal advice on whether such a payment is a bribe.

• Do not pay and see what happens.

32. Which of the following describes the BEST use of historical records?

• Estimating, life cycle costing, and project planning

• Risk management, estimating, and creating lessons learned

• Project planning, estimating, and creating a status report

• Estimating, risk management, and project planning

33. At which step of risk management does a determination of risk mitigation strategies take place?

• Risk identification

• Risk quantification

• Risk response planning

• Risk response control

34. A project manager for an offshore project is unsure how much cost contingency to add to the project. There is a 50% chance of a weather delay causing an impact of US $100,000 and a 20% chance of a delay in the testing center with a US $20,000 impact. How much should the cost reserve be?

• Less than $50,000

• More than $120,000

• Less than $20,000

• More than $54,000

35. You’ve just completed the initiating phase of a small project and are moving into the planning phase when a project stakeholder asks you for the project’s budget and cost baseline. What should you tell her?

• The project budget can be found in the project’s charter, which has just been completed.

• The project budget and baseline will not be finalized and accepted until the planning phase is completed.

• The project plan will not contain the project’s budget and baseline; this is a small project.

• It is impossible to complete an estimate before the project plan is created.

36. Why is quality planned and not inspected?

• It reduces quality and is less expensive.

• It improves quality and is more expensive.

• It reduces quality and is more expensive.

• It improves quality and is less expensive.

37. Which of the following sequences represents straight line depreciation?

• $200, $200, $200

• $140, $120, $100

• $160, $120, $100 • $120, $140, $160

38. An analysis shows that you will have a cost overrun at the end of the project. Which of the following should you do?

• Evaluate options to crash or fast track the project and then evaluate options.

• Meet with management to find out what to do.

• Meet with the customer to look for costs to eliminate.

• Add a reserve to the project.

39. Your best professional structure engineer is a freelancer. Recently, you found out that he is working on a project in the eve­ning for one of your competitors. What is best action to take?

• Replace him.

• Get him to sign a nondisclosure agreement.

• Inform him that you do not allow your contractors to work with your competition, and ask him to choose.

• Limit his access to sensitive data.

40. What is meant by your product or service completely meets a customer’s requirements?

• Quality is achieved.

• The cost of quality is high.

• The cost of quality is low.

• The customer pays the minimum price.

41. A project is seriously delayed. Earned value analysis shows that the project needs to be completed 10% faster than the work has been going. To get the project back on track, management wants to add 10 people to a task currently assigned to one person.

The project manager disagrees, noting that such an increase will not produce an increase in speed. This is an example of:

• law of diminishing returns.

• fast tracking.

• earned value.

• life cycle costing.

42. Which of the following are represented by a bar chart rather than network diagrams?

• Logical relationships

• Critical paths

• Resource trade-off

• Progress or status

43. All of the following are part of quality control EXCEPT?

• Cost of quality

• Inspection

• Control charts

• Flowcharting

44. A project is in progress and the project manager is working with the quality assurance department to improve stakeholders’ confidence that the project will satisfy the quality standards. Which is the gain from this process?

• Quality problems

• Checklists

• Quality improvement

• Quality audits

45. You are finalizing the monthly projects status report due now to your manager when you discover that several project leads disciplines are not reporting actual hours spent on project tasks. Consequently, this results in skewed project plan statistics. What is the MOST appropriate action to be taken?

• Discuss the impacts of these actions with team member(s).

• Report team member actions to functional manager.

• Continue reporting information as presented to you.

• Provide accurate and truthful representations in all project reports.

46. You are in a project startup. As a project manager you are invited to meetings with the project execution team. What should you include in these meetings that would have the biggest impact on the project?

• Review of the action item list

• Review of identified risks

• Assignment of tasks to team members

• Estimating costs

47. After analyzing the status of your project, you determine that the earned value is lower than the planned value. What should you expect as an outcome if this trend continues?

• The actual cost will be lower than planned.

• The estimate at completion will be lower than planned.

• The project will finish behind schedule.

• The project will finish below the original cost estimate.

48. By which of the following techniques can you calculate the risk assessment?

• Arrow diagramming method

• Network diagramming

• Critical path method

• Program evaluation and review technique

49. One of the risks your team has discovered is a high probabil­ity that the separator you are constructing will not perform safely under operation pressure. In order to handle this risk, you have chosen to test the separator materials and review design. This is an example of risk:

• mitigation

• avoidance

• transference

• acceptance

50. Which part of the risk management process uses data precision as an input?

• Risk management

• Qualitative risk analysis

• Quantitative risk analysis

• Risk response planning

51. An example of the contract price in a cost plus fixed fee contract is:

• $20,000 plus fee.

• costs, whatever they are, plus $20,000 as fee.

• $20,000.

• $250 per hour.

52. Which of the following factors can govern the project contract type?

• How your company does business

• How complete the scope of work is

• Type of contract the law requires

• Type of contract you have experience with

53. A company has just contracted with a well-known soft­ware developer to provide services during planning and design phases of your project. Invoicing requirements were specifically defined within the contract, but expense limits were overlooked. As the project manager, which form of corrective action should you take?

• Modify the terms of the contract.

• Define acceptable limits to be adhered to.

• Proceed in good faith.

• Terminate the contract.

54. You have just completed the design phase for a client’s proj­ect and are about to enter the execution phase. All of the following need to be done EXCEPT:

• Lessons learned

• Updating records

• Formal acceptance

• Completion of the product of the project

55. All of the following are generally part of the contract docu­ments EXCEPT:

• Proposal

• Scope of work

• Terms and conditions

• Negotiation process

56. Your company is receiving a shipment of goods from the seller when you get a call from the contracting officer who tells you that the shipment does not meet the requirements of the contract. You look at the shipment yourself and determine that the shipment meets the needs of the project. What should you do?

• Send the shipment back.

• Accept the shipment.

• Issue a change order to change the contract specifications.

• Expect to receive a claim from the seller.

57. During the execution phase of the contract, the project manager should be concerned about conflict with the contract administrator because:

• in many cases, the contract administrator is the only one who can change the contract.

• the contract administrator is not interested in the contract.

• the company favors the contract administrator rather than the project manager.

• the contract is complex.

58. Your contract mentions that the maximum charge for services from the vendor will be US $40K/month. However the actual invoices have been US $90,000 for the past three months. Stopping the vendor’s service will impact the project schedule. Under these circumstances, the BEST thing to do is to review the:

• contract change control system.

• scope change control system.

• performance reporting system.

• cost change control system.

59. An advantage of a fixed price contract for the owner is:

• cost risk is higher.

• cost risk is lower.

• there is little risk.

• risk is shared by all parties.

60. A project manager has just been notified by the vendor that the cost increased. What should you determine first as the project manager?

• There is enough reserve to handle the change.

• Another vendor can provide it at the original cost.

• Another task can save money.

• The task is on the critical path.

61. An engineering office is giving you so much trouble that your time available allocated to the project has gone from 20% to over 80% for this small piece of the overall project. Most of the avail­able engineering office’s deliverables are late and inaccurate and you have little confidence in this company’s ability to complete the project. What should you do?

• Terminate the engineering office for convenience and hire another seller.

• Assign a group within your team to meet with the engineering office and reassign project work so that the engineering office work is easier to accomplish.

• Meet with the engineering office to discover the cause of the problem.

• Provide some of your own staff to augment the engi­neering office’s staff.

62. The vendor on your project abruptly goes out of business. What should you do?

• File for a portion of the company’s assets.

• Hire a new vendor immediately under a time and materials contract.

• Terminate the project.

• Terminate the contract.

63. You are in the process of having work crews dig a trench to lay fiber for a high-speed internet connection. All of the work permits have been obtained and funding has been approved. There have been several weather related delays, but due to perseverance of the entire team, the project is on time. It is the customer’s respon­sibility to provide entrance into facilities so the connection into the building can be made. You discover the customer does not have adequate facilities and will not have them in time. What should you do?

• Slow down the work, allowing the team time off but ensuring that you will be completed before the cus­tomer finishes their portion of the work.

• Continue working according to your contract. Remind the customer both verbally and in writing of the customer’s responsibilities. Provide the customer with an estimate of the impact if they do not meet their responsibilities.

• Continue working with your company’s portion of the work according to the contract. As a project manager, your job is done once this work is completed.

• Stop all work and request that the customer contact you when they have fulfilled their responsibilities.

64. IT manager says to you that he receives 35 new computers from the seller, but they were expecting only 30. In looking at the con­tract, you see that it says "seller to provide thirty (35) computers. What should you do?

• Call the seller and ask for clarification.

• Return the five extra computers.

• Make payment for the 35 computers.

• Issue a change order through the contract manager.

65. From the contractor’s point of view, the contract is considered closed when:

• scope of work is complete.

• lessons learned is complete.

• final payment is made.

• the archives document are completed.

66. Bidders’ conferences can have a negative effect on the project if the project manager does not remember to make sure:

• all questions are put in writing and sent to all contractors.

• all contractors get answers to their questions only.

• to hold separate meetings with each bidder to ensure you receive proprietary data.

• there is room in the meeting for all contractors.

67. Two days ago, you joined a consulting company as project man­ager to lead an existing project for a client. Today a major change is requested. What should be done FIRST?

• Quickly develop a change control board to approve or disapprove changes.

• Approve the change if your sponsor approved it, oth­erwise suggest a review by the project team.

• Hire an outside consultant to develop and manage overall change control.

• Find out if any formal overall change control plans and procedures are in place for this project.

68. While testing the strength of concrete poured on your project, you discover that over 35% of the concrete does not meet your com­pany’s quality standards. You feel certain the concrete will function as it is, and you don’t think the concrete needs to meet the quality level specified. What should you do?

• Change the quality standards to meet the level achieved.

• List in your reports that the concrete simply "meets our quality needs."

• Ensure the remaining concrete meets the standard.

• Report the lesser quality level and try to find a solution.

69. You are working on your research and development project when your customer asks you to include a particular component in the project. You know this represents new work, and you do not have excess funds available. What should you do?

• Delete another lower priority task to make more time and funds available.

• Use funds from the management reserve to cover the cost.

• Follow the contract change control process.

• Ask for more funds from the project sponsor.

70. Your company is very happy to work on this major new project. Noting that the contract is not yet signed, your management wants you to go ahead and begin to staff the project. What should you do as the project manager?

• Wait until the last minute to do so.

• Ask the customer for a letter of intent.

• Only start to collect resumes and not commit any funds.

• Explain to management that this would not be a good idea at this point.

71. You have been working for eight months on a 12 months proj­ect time. The project is ahead of schedule when one of the func­tional managers tells you the resources committed to the project are no longer available. After investigating, you discover the company has just started another project and is using the resources commit­ted to your project. You believe the new project is not critical, but

the project manager is the son of a board member. What is the best action in this situation?

• Determine when resources will become available.

• Ask upper management to formally prioritize the projects.

• Use the reserve to hire contractors to complete the work.

• Negotiate a new schedule with the other project manager.

72. Maintenance and on-going operations are very important to projects and should:

• be included as activities to be performed during the project closure phase.

• have a separate phase in the project life cycle because a large portion of life cycle costs is devoted to mainte­nance and operations.

• not be viewed as part of a project~a project is tempo­rary with a definite beginning and end.

• be viewed as a separate project.

73. The project has a critical deliverable that requires certain spe­cialized and competent engineers to complete. The engineer who is working to complete the task has left the company and there is no one who can complete the work within the company. For this reason, the project manager needs to acquire the services of a con­sultant as soon as possible. What is the best action as the project manager?

• Follow the legal requirements set up by the company for using outside services.

• Bypass the company procedures as they are not rel­evant to the situation.

• Expedite and go directly to his/her preferred consultant.

• Ask his manager what to do.

74. What is one of the KEY objectives during negotiations?

• Obtain a fair and reasonable price.

• Negotiate a price under the contractor’s estimate.

• Ensure that all project risks are thoroughly delineated.

• Ensure that an effective communication plan is established.

75. You have just been assigned to a project that is in the middle of the execution phase. What is the best way to control the project as the project manager?

• Use a combination of communication methods.

• Hold status meetings because they have worked best for you in the past.

• Refer to the Gantt chart weekly.

• Meet with management regularly.

76. Your company is purchasing the services of a consultant. You know one of the consulting companies interested in the work. What should you do?

• Work hard to get the consulting company selected for the project.

• Tell your manager and remove yourself from the selection committee.

• Tell the people from the consulting company that you hope they get the work.

• Keep the information to yourself.

77. What leadership style should you employ during the first two weeks of project planning?

• Coaching

• Directing

• Supporting

• Facilitating

78. You have just been hired as a project manager and you are trying to gain the cooperation of others. What in your opinion is the BEST form of power for gaining cooperation under these circumstances?

• Formal

• Referent

• Penalty

• Expert

79. During project planning in a matrix organization, the project manager determines that additional human resources are needed. From whom would he request these resources?

• Project manager

• Functional manager

• Team

• Project sponsor

80. A team member who doesn’t have the required skills or knowl­edge was assigned to a team. Who is responsible for ensuring that he receives the proper training?

• Sponsor

• Functional manager

• Project manager

• Training coordinator

81. All of the following are correct statements about project manag­ers EXCEPT:

• they are assigned after performance reports are distributed.

• they have the authority to say no when necessary.

• they manage changes and factors that create change.

• they are held accountable for project success or failure.

82. A project manager must publish a project schedule. Activities, start/end times, and resources are identified. What should the proj­ect manager do next?

• Distribute the project schedule according to the com­munications plan.

• Confirm the availability of the resources.

• Refine the project plan to reflect more accurate costing information.

• Publish a Gantt chart illustrating the timeline.

83. You work in a matrix organization when a team member comes to you to admit he is having trouble with his task. Although not yet in serious trouble, the team member admits he is uncertain of how to perform part of the work on the task. He suggests a train­ing class available next week. Where should the cost of the training come from?

• Switch to a trained resource to avoid the cost

• The human resource department budget

• The team member’s functional department budget

• The project budget

84. Which of the following is an output of team development?

• Management plan

• Staffing management plan

• Performance improvements

• Reward system

85. You have been working on a project for six months with the same team, yet the team still shows a lack of support for the project. What should you do as a project manager to obtain the team’s support for the project?

• Reevaluate the effectiveness of the reward system in place.

• Talk to each team member’s boss with the team member present.

• Find someone else to be project manager.

• Tell the team he/she needs its support, and ask them why they do not support the project.

86. You have just been informed that one of your team members has not been adequately trained to complete project tasks as assigned to him. How would you handle this situation?

• Replace this team member with someone more qualified.

• Request proper training be provided through the func­tional manager.

• Revise the schedule to account for the decreased effec­tiveness of this resource.

• Mentor this resource during the remainder of project duration.

87. You are now a project manager for an international project and you use people from different countries. What should you expect as a project manager?

• Added costs due to shoddy or incomplete work

• Language or cultural differences that preclude effec­tive team work

• Increased organizational planning and coordination activities

• Team building activities become impractical, and the cost is prohibitive

88. A senior engineer assigned to your project contacts you, try­ing to get off the team. He knows that an important project in his department is going to be approved and will take place at the same time as yours. He wants to work on the other project. What is the best action?

• Release him from the team.

• Talk to the functional manager about releasing him from the team.

• Release him after he finds a suitable replacement.

• Speak with the project sponsor about releasing him from the team.

89. Two lead processes and piping are having a big disagreement about how to accomplish a project from a technical point of view. The client is upset from that as it impacts time. What should you do as a project manager?

• Make the decision.

• Send the team members to their managers for advice on resolving the dispute.

• Ask for a benchmark analysis.

• Have the team members compromise.

90. Saying "Do the work because I have been put in charge!" is an example of what type of power?

• Formal

• Penalty

• Effective

• Expert

91. Which of the following is the BEST method to making a reward systems MOST effective?

• Pay a large salary increase to the best workers.

• Give the team a choice of rewards.

• Make the link between performance and reward clear.

• Present notifications of rewards within the company.

92. A project manager says to a team member, "If you cannot com­plete this task according to the quality standards you set in place, I will remove you from the team that is going to Paris for the mile­stone party with the customer." What form of power is the project manager is using?

• Reward power

• Formal power

• Penalty power

• Referent power

93. You are a project manager and your project schedule is tight and in danger of falling behind when structure and piping leads to disrupting status meetings by arguing with each other. What action should you take?

• Separate the two until the project is back on track.

• Speak with each team member and give each a verbal warning.

• Discuss the problem with the manager of the two team members.

• Meet with both team members and their function manager to determine the source of conflict.

94. What conflict resolution technique is a project manager using when he says, "I cannot deal with this issue now!"

• Problem solving

• Forcing

• Withdrawal

• Compromising

95. A team member complains to the project manager that another team member has once again failed to provide necessary infor­mation. The project manager meets with both team members to uncover the reason for the problem. This is an example of:

• withdrawal.

• confronting.

• compromising.

• smoothing.

96. The forms below present a power derived from the project manager all EXCEPT:

• Formal

• Reward

• Penalty

• Expert

97. In which phase of the project should the project manager provide more direction?

• Initiating

• Planning

• Executing

• Controlling

98. A project manager has just been assigned a team that comes from many countries including Brazil, Japan, the US, and Britain. What is his or her BEST tool for success?

• The Responsibility Assignment Matrix (RAM)

• The teleconference

• Team communication with the WBS

• Communication and well developed people skills

99. A project manager needs to determine the resources needed for the project. Select the primary tool from the following:

• Work breakdown structure

• Schedule

• Expert advice from functional managers

• Expert advice from management

100. Your role is a project manager for a large project. One of your key resources has started to do his task behind schedule and work quality is beginning to suffer as well. You are confi­dent that this person is well aware of the work schedule and required quality specifications. What action should you take?

• Report the problem to HR for corrective action.

• Reassign some work to other team members until per­formance starts to improve.

• Meet with the employee in private and try to deter­mine the factors impacting performance.

• Escalate the situation to the employee’s functional manager and ask for assistance.

[1] Identify the work to the level of small tasks

• Identify relations between activities and tasks and clearly define them

[2] The department is in charge not only of the project but also of the daily departmental routine, which may have negative impacts on how much time is reserved for implementing the project.

• Although technical problems may be solved relati­vely easily as personnel are working in their usual job function, but they usually avoid the administrative work as they unfamiliar on it.

[3] The project manager has full authority to manage the project and reports to the Executive Director in the organization.

• Everyone in the team reports directly to the project manager.

• A separate working group is given a sense of inde­pendence, which creates a high level of commitment, including commitment to precision, in work.

• In this organization, understanding of work orders and the implementation are direct and not complex.

• There will be powerful, fast decision-making and vitality throughout the project.

• Communication between individuals in the project and the people who work in the company head office will be reduced to minimum or eliminate.

[4] At any point in time, while more than one project is being executed, functional departments have exper­tise available (technical engineers or other specialists).

• Upon completion of the project, no further responsi­bility for the careers of individuals who work in the project devolves upon the organization.

[5] The foundation with cost: $150,000

• The first floor with cost: $60,000

• The other floors: $400,000

[6] Measured contract

• Lump-sum

• Cost-plus contract

[7] Public (open) tender

• Limited tender

• Negotiated tender

• Direct order

[8] To make sure that the final product is in conformity with the specifications, and the employment is highly qualified and able to achieve a high quality of the product through the administrative system

• To ensure the application of the company’s established characteristics among all sectors in the factory, regard­less of personnel

• The benefits of the application of quality assurance systems can be summed up in that it gives the ability to produce a product identical with the required

[9] Philosophy provides GSA’s definition and expectations for commissioning.

[10] As described in previous sections, the owner’s proj­ect requirements are developed as part of GSA’s project planning processes and established base­line criteria for facility function, performance, and maintainability.

• The Basis of Design (BOD) is developed by the engi­neering office early in the Design Stage based on th owner’s project requirements. It is the primary docu­ment that translates the GSA’s and customer agency’s needs into building components such as HVAC sys­tems, building envelope, security systems, building automation system, etc.

• The BOD describes the technical approach planned for the project as well as the design parameters to be used. The BOD is typically developed by the engineer­ing office and done in technical terms, whereas the owner’s project requirements are developed by GSA

[11] Description of issue

• Cause

• Recommendation

• Cost and schedule implications (on design, construc­tion, and facility operations)

• Priority

Leave a reply

You may use these HTML tags and attributes: <a href="" title=""> <abbr title=""> <acronym title=""> <b> <blockquote cite=""> <cite> <code> <del datetime=""> <em> <i> <q cite=""> <s> <strike> <strong>