1.
Effective project integration
usually requires an emphasis on:
A.
The personal careers of the team
members.
B.
Timely updates to the project
management plan.
C.
Effective communication at key
interface points.
D.
Product control.
2.
The need for ______ is one of the major
driving forces for communication in a project.
A.
Optimization
B.
Integrity
C.
Integration
D.
Differentiation
3.
Which of the following describes
the BEST use of historical records from previous projects?
A.
Estimating, life cycle costing, and
project planning
B.
Risk management, estimating, and
creating lessons learned
C.
Project planning, estimating, and
creating a status report
D.
Estimating, risk management, and
project planning
4.
When it comes to changes, the
project managers attention is BEST focused on:
A.
Making changes.
B.
Tracking and recording changes.
C.
Informing the sponsor of changes.
D.
Preventing unnecessary changes.
5.
A project manager has managed four
projects for the company and is being considered to join the project management
office team. The following is discovered during the evaluation of his
performance. The project managers first project had an ending cost variance
of-500, used two critical resources, needed to rework the project charter
during project executing, and was ranked 14th in priority within the company.
The second project finished with a schedule variance of+100, was completed with
a vastly compressed schedule, and received a letter of recommendation from the
sponsor, but the product of the project was not used. The third project had 23
percent more changes than expected, had an SPI of 0.90, and 25 open items in
the issue log when the project was completed.
Each
of these projects had a cost budget of $10,000 and 20 to 28 percent more
changes than others of its size. The project management office decided not to
add this project manager to the team. Which of the following BEST describes why
this might have happened?
A.
The project manager has only
managed low-priority projects, and he had to compress the schedule, showing
that he does not have the skill to work in the project management office.
B.
Issue logs should not be used on
projects of this size, showing that the project manager does not have the
knowledge to work in the project management office.
C.
The project manager did not
effectively involve the stakeholders, showing that he does not have the
knowledge to work in the project management office.
D.
The project manager had two
critical resources on his team and still needed to rework the project charter,
showing that he does not have the discipline to work in the project management
office.
6.
All of the following are parts of
an effective change management plan EXCEPT:
A.
Procedures.
B.
Standards for reports.
C.
Meetings.
D.
Lessons learned.
7.
A work authorization system can be
used to:
A.
Manage who does each activity.
B.
Manage when and in what sequence
work is done.
C.
Manage when each activity is done.
D.
Manage who does each activity and
when it is done.
8.
A project is plagued by changes to
the project charter. Who has the primary responsibility to decide if these
changes are necessary?
A.
The project manager
B.
The project team
C.
The sponsor
D.
The stakeholders
9.
Integration is done by the:
A.
Project manager.
B.
Team.
C.
Sponsor.
D.
Stakeholders.
10. Which
of the following BEST describes the project manager’s role as an integrator?
A.
Help team members become familiar with
the project.
B.
Put all the pieces of a project
into a cohesive whole.
C.
Put all the pieces of a project
into a program.
D.
Get all team members together into
a cohesive whole.
11. Approved
corrective actions are an input to which of the following processes?
A.
Verify Scope
B.
Direct and Manage Project Execution
C.
Develop Project Charter
D.
Develop Schedule
12. Double
declining balance is a form of:
A.
Decelerated depreciation.
B.
Straight line depreciation.
C.
Accelerated depreciation.
D.
Life cycle costing.
13. You
are a new project manager who has never managed a project before. You have been
asked to plan a new project. It would be BEST in this situation to rely on during planning in order to improve
your chance of success.
A.
Your intuition and training
B.
Stakeholder analysis
C.
Historical information
D.
Configuration management
14. Which
of the following BEST describes a project management plan?
A.
A printout from project management
software
B.
A bar chart
C.
Risk, staffing, process
improvement, and other management plans
D.
The project scope
15. Which
of the following is TRUE about the development of a project charter?
A.
The sponsor creates the project
charter, and the project manager approves it.
B.
The project team creates the
project charter, and the PMO approves it.
C.
The executive manager creates the
project charter, and the functional manager approves it.
D.
The project manager creates the
project charter, and the sponsor approves it.
16. A
project management plan should be realistic in order to be used to manage the
project. Which of the following is the BEST method to achieve a realistic
project management plan?
A.
The sponsor creates the project
management plan based on input from the project manager.
B.
The functional manager creates the
project management plan based on input from the project manager.
C.
The project manager creates the
project management plan based on input from senior management.
D.
The project manager creates the
project management plan based on input from the team.
17. You
are taking over a project during project planning and discover that six
individuals have signed the project charter. Which of the following should MOST
concern you?
A.
Who will be a member of the change
control board
B.
Spending more time on configuration
management
C.
Getting a single project sponsor
D.
Determining the reporting structure
18. The
project charter for a project was approved for planning and you have just been
assigned as project manager. Realizing that project planning is an ongoing
effort throughout the project, which processes are you MOST likely to combine?
A.
Create WBS and Define Activities
B.
Estimate Activity Durations and
Develop Schedule
C.
Develop Human Resource Plan and
Estimate Costs
D.
Estimate Costs and Determine Budget
19. All
of the following are parts of the Direct and Manage Project Execution process
EXCEPT:
A.
Identifying changes.
B.
Using a work breakdown structure.
C.
Implementing corrective actions.
D.
Setting up a project control
system.
20. A
project manager is appointed to head a highly technical project in an area with
which this person has limited familiarity. The project manager delegates the processes
of Develop Schedule, Estimate Costs, Define Activities, and Estimate Activity
Resources to various project team members, and basically serves as an
occasional referee and coordinator of activities. The results of this approach
are likely to be:
A.
A team functioning throughout the
project at a very high level, demonstrating creativity and commitment.
B.
A team that initially experiences
some amounts of confusion, but that after a period of time becomes a cohesive
and effective unit.
C.
A team that is not highly
productive, but that stays together because of the work environment created by
the project manager.
D.
A team that is characterized by
poor performance, low morale, high levels of conflict, and high turnover.
21. You
are in the middle of executing a major modification to an existing product when
you learn that the resources promised at the beginning of the project are not
available. The BEST thing to do is to:
A.
Show how the resources were
originally promised to your project.
B.
Replan the project without the resources.
C.
Explain the impact if the promised
resources are not made available.
D.
Crash the project.
22. You
have been assigned to manage the development of an organizations first Web
site. The site will be highly complex and interactive, and neither your project
team nor the client has much experience with Web site development.
The
timeline is extremely aggressive. Any delay will be costly for both your firm
and the client. You have a project sponsor and have achieved agreement and
sign-off on both the project charter and the project management plan. Client
personnel have been kept fully informed of the project’s progress through
status reports and regular meetings. The project is on schedule and within
budget, and a final perfunctory review has been scheduled.
Suddenly
you hear that the entire effort may be cancelled because the product developed
is totally unacceptable. What is the MOST likely cause of this situation?
A.
A key stakeholder was not
adequately involved in the project.
B.
The project charter and project
management plan were not thoroughly explained or adequately reviewed by the
client.
C.
Communications arrangements were
inadequate and did not provide the required information to interested parties.
D.
The project sponsor failed to
provide adequate support for the project.
23. The
project manager has just received a change from the customer that does not
affect the project schedule and is easy to complete. What should the project
manager do FIRST?
A.
Make the change happen as soon as
possible.
B.
Contact the project sponsor for
permission.
C.
Go to the change control board.
D.
Evaluate the impacts on other
project constraints.
24. Your
company just won a major new project. It will begin in three months and is
valued at US $2,000,000. You are the project manager for an existing project. What
is the FIRST thing you should do once you hear of the new project?
A.
Ask management how the new project
will use resources.
B.
Resource level your project.
C.
Crash your project.
D.
Ask management how the new project
will affect your project.
25. You
are a project manager who was just assigned to take over a project from another
project manager who is leaving the company. The previous project manager tells
you that the project is on schedule, but only because he has constantly pushed
the team to perform. What is the FIRST thing you should do as the new project
manager?
A.
Check risk status.
B.
Check cost performance.
C.
Determine a management strategy.
D.
Tell the team your objectives.
26. You
are assigned as the project manager in the middle of the project. The project
is within the baselines, but the customer is not happy with the performance of
the project. What is the FIRST thing you should do?
A.
Discuss it with the project team.
B.
Recalculate baselines.
C.
Renegotiate the contract.
D.
Meet with the customer.
27. It
is the middle of the project when the project manager is informed by her
scheduler that the project control limits are secure. That same morning she
receives a note from a team member about a problem he is having. The note says,
“This activity is driving me crazy, and the manager of the accounting
department won’t help me until the activity’s float is in jeopardy.” In
addition, the project manager has e-mails from a minor stakeholder and 14
e-mails from team members. While she is reading the e-mails, a team member
walks into the project manager’s office to tell her a corrective action was
implemented by a team member from the project management office, but was not
documented. What should the project manager do NEXT?
A.
Report the documentation violation
to the project management office, evaluate the security of the control limits,
and review the e-mailing rules in the communications management plan.
B.
Clarify the reasoning behind
documentation being a problem, get the accounting department to assist the team
member, and respond to the minor stakeholder.
C.
Add the implemented corrective
action to the historical records, discuss the value of documentation at the
next team meeting, and smooth the team member with the accounting department
problem.
D.
Find out who caused the problem
with the accounting department, respond to the minor stakeholder before
responding to the other e-mails, and review the process listed in the
communications management plan for reporting concerns with the team member
having the documentation problem.
28. The
client demands changes to the product specification that will add only two
weeks to the critical path. Which of the following is the BEST thing for the
project manager to do?
A.
Compress the schedule to recover
the two weeks.
B.
Cut scope to recover the two weeks.
C.
Consult with the sponsor about
options.
D.
Advise the client of the impact of
the change.
29. During
project executing, the project manager determines that a change is needed to
material purchased for the project. The project manager calls a meeting of the
team to plan how to make the change. This is an example of:
A.
Management by objectives.
B.
Lack of a change management plan.
C.
Good team relations.
D.
Lack of a clear work breakdown
structure.
30. The
project was going well when all of a sudden there were changes to the project
coming from multiple stakeholders. After all the changes were determined, the
project manager spent time with all the stakeholders to find out why there were
changes and to discover any more.
The
project work has quieted down when a team member casually mentions to the
project manager that he added functionality to a product of the project. “Do
not worry,” he says, “I did not impact time, cost, or quality!” What should the
project manager do FIRST?
A.
Ask the team member how the need
for the functionality was determined.
B.
Hold a meeting to review the team
member’s completed work.
C.
Look for other added functionality.
D.
Ask the team member how he knows
there is no time, cost, or quality impact.
31. You
are asked to prepare a budget for completing a project that was started last
year and then shelved for six months. All the following would be included in
the project budget EXCEPT:
A.
Fixed costs.
B.
Sunk costs.
C.
Direct costs.
D.
Variable costs.
32. Which
of the following sequences represents straight line depreciation?
A.
$100, $100, $100
B.
$100, $120, $140
C.
$100, $120, $160
D.
$160, $140, $120
33. This
project is chartered to determine new ways to extend the product life of one of
the company’s medium-producing products. The project manager comes from the
engineering department, and the team comes from the product management and
marketing departments.
The
project scope statement and project planning are completed when a stakeholder
notifies the team that there is a better way to complete one of the work
packages. The stakeholder supplies a technical review letter from his
department proving that the new way to complete the work package will actually
be faster than the old way.
The
project manager has had similar experiences with this department on other
projects, and was expecting this to happen on this project. What is the FIRST
thing the project manager should do?
A.
Contact the department and complain
again about their missing the deadline for submission of scope.
B.
Look for how this change will
impact the cost to complete the work package and the quality of the product of
the work package.
C.
See if there is a way to change
from a matrix organization to a functional organization so as to eliminate all
the interference from other departments.
D.
Ask the department if they have any
other changes.
34. Project
A has an internal rate of return (IRR) of 21 percent. Project B has an IRR of 7
percent. Project C has an IRR of 31 percent. Project D has an IRR of 19
percent. Which of these would be the BEST project?
A.
Project A
B.
Project B
C.
Project C
D.
Project D
35. An
output of the Close Project or Phase process is the creation of:
A.
Project archives.
B.
A project charter.
C.
A project management plan.
D.
A risk management plan.
36. All
of the following occur during the Close Project or Phase process EXCEPT:
A.
Creating lessons learned.
B.
Formal acceptance.
C.
Performance reporting.
D.
Performing cost benefit analysis.
37. Which
of the following is included in a project charter?
A.
A risk management strategy
B.
Work package estimates
C.
Detailed resource estimates
D.
The business case for the project
38. A
project manager is trying to convince management to use more formal project
management procedures and has decided to start improving the company’s project
management by obtaining a project charter for each of his projects. Which of
the following BEST describes why a project charter would help the project
manager?
A.
It describes the details of what
needs to be done.
B.
It lists the names of all team
members.
C.
It gives the project manager
authority.
D.
It describes the project’s history.
39. Linear
programming is an example of what type of project selection criteria?
A.
Constrained optimization
B.
Comparative approach
C.
Benefit measurement
D.
Impact analysis
40. You
have created the project charter, but could not get it approved. Your manager
and his boss have asked that the project begin immediately. Which of the
following is the BEST thing to do?
A.
Set up an integrated change control
process.
B.
Show your manager the impact of
proceeding without approval.
C.
Focus on completing projects that
have signed project charters.
D.
Start work on only the critical
path activities.
41. The
engineering department has uncovered a problem with the cost accounting system
and has asked the systems department to analyze what is wrong and fix the
problem. You are a project manager working with the cost accounting programs on
another project. Management has issued a change request to the change control
board to add the new work to your project.
Your
existing project has a cost performance index (CPI) of 1.2 and a schedule
performance index (SPI) of 1.3, so you have some room to add work without
delaying your existing project or going over budget. However, you cannot see
how the new work fits within the project charter for your existing project.
After some analysis, you determine that the new work and existing work do not
overlap and can be done concurrently. They also require different skill sets.
Which of the following is the BEST thing to do?
A.
Develop a project charter.
B.
Reestimate the project schedule
with input from the engineering department.
C.
Verify the scope of the new work
with the help of the stakeholders.
D.
Identify specific changes to the
existing work.
42. All
technical work is completed on the project. Which of the following remains to
be done?
A.
Verify Scope
B.
Plan Risk Responses
C.
Create a staffing management plan
D.
Complete lessons learned
43. Your
company can accept one of three possible projects. Project A has a net present
value (NPV) of US $30,000 and will take six years to complete. Project B has an
NPV of US $60,000 and will take three years to complete. Project C has an NPV
of US $90,000 and will take four years to complete. Based on this information,
which project should the company choose?
A.
They all have the same value.
B.
Project A
C.
Project B
D.
Project C
1.
Answer
C
Explanation
This question is asking for the most important of the choices. Think about what
is involved in integration: project management plan development, project
management plan execution, and integrated change control. Updates and product
control are parts of project monitoring and controlling, while integration
includes more than control. Advancing the careers of team members falls under
project executing (the Develop Project Team process). In order to integrate the
project components into a cohesive whole, communication is key whenever one
activity will interface with another or one team member will interface with
another, and when any other form of interfacing will occur.
2.
Answer
C
Explanation
The project manager is an integrator. This is a question about your role as an
integrator and communicator.
3.
Answer
D
Explanation
Historical records are not generally used for life cycle costing, lessons
learned, or creating status reports. They are useful in estimating, risk
management, and overall project planning.
4.
Answer
D
Explanation
Project managers should be proactive. The only proactive answer here is
preventing unnecessary changes.
5.
Answer
C
Explanation
This is a very confusing question. Did you notice all the distracters that may
or may not be relevant? Most project schedules are compressed by the project
manager during project planning, so that is not a logical reason and cannot be
the best choice. Issue logs can be used on smaller projects, which means the
project managers use of issue logs is not the best choice. The number of
critical (or hard-to-get) resources noted has no bearing on the need to rework
the project charter. Therefore, that cannot be the best choice. Take another
look at the second and third projects. In the second project, the product of
the project was not used. This implies many things, including the possibilities
that either the project manager did not identify the requirements of all the
stakeholders or that the business need for the project changed dramatically and
the project manager did not notice. This indicates a major flaw in the project
managers abilities. In the third project, there were 25 concerns of the
stakeholders that were not addressed before the project was completed. Again,
this shows a major lack of project management knowledge. The needs of the
stakeholders and not just the sponsor must be taken into account on all
projects. This makes the project managers failure to effectively involve the
stakeholders the best choice.
6.
Answer
D
Explanation
A change management plan includes the processes and procedures that allow
smooth evaluation and tracking of changes. Lessons learned are reviews of the
processes and procedures after the fact, to improve them on future projects.
7.
Answer
B
Explanation
Who does each activity is managed with the responsibility assignment matrix.
When each activity is done is managed with the project schedule. A work
authorization system is used to coordinate when and in what order the work is
performed so that work and people may properly interface with other work and
other people.
8.
Answer
C
Explanation
The sponsor issues the project charter and so he or she should help the project
manager control changes to the charter. The primary responsibility lies with
the sponsor.
9.
Answer
A
Explanation
Integration is a key responsibility of the project manager.
10. Answer B
Explanation
Integration refers to combining activities, not team members.
11. Answer B
Explanation
Direct and Manage Project Execution is the only correct response.
12. Answer C
Explanation
Double declining balance is a form of depreciation. That eliminates the choice
of life cycle costing. The choices of decelerated depreciation and straight
line depreciation are also incorrect because double declining balance is a form
of accelerated depreciation.
13. Answer C
Explanation
Because you have no experience, you will have to look at the experience of
others. This information is captured in the historical records from previous
projects.
14. Answer C
Explanation
The project management plan contains more than just a bar chart and the project
manager’s plan for completing the work. It includes all the management plans
for the project.
15. Answer D
Explanation
The project manager creates the project charter, but it is approved and
authorized by the project sponsor, giving the project manager authority to
proceed with the project.
16. Answer
D
Explanation
If we were to rephrase the question, it is asking, “Who creates the project
management plan?” The best answer is that the project management plan is
created by the project manager but requires input from the team.
17. Answer
B
Explanation
Determining who will be on the change control board and determining the
reporting structure may have already been done. In any case, these choices are
not directly impacted by the number of sponsors who have signed the charter.
Having a single project sponsor is not necessary. This situation implies that
there are six areas concerned with this project. In addition to added
communications requirements, you should be concerned with competing needs and
requirements impacting your efforts on configuration management.
18. Answer
A
Explanation
The Create WBS process consists of subdividing major project deliverables
(scope) into smaller, more manageable work packages. The Define Activities
process defines the activities that must take place to produce those
deliverables. Therefore, it would be the most practical choice to combine those
processes.
19. Answer
D
Explanation
A WBS is created in project planning, but can be used to help manage the
project during project executing. The wording here was not “creating a WBS,”
but “using a WBS.” A project control system is set up during project planning,
not during project executing, and therefore is the exception.
20. Answer
D
Explanation
A project manager must manage a project. If all activities are delegated, chaos
ensues and team members will spend more time jockeying for position than
completing activities.
21. Answer
C
Explanation
Crashing and replanning are essentially delaying the situation. Instead, the
project manager should try to prevent the situation by showing the consequences
if the resources are not available. This is a more effective strategy than
saying, “But you gave them to me.”
22. Answer
A
Explanation
A single high-level executive can end an entire project if he or she is not
satisfied with the results, even if that person has, by choice, been only
tangentially involved in the project.
It is critical
to ensure that all of the final decision makers have been identified early in a
project in order to ensure that their concerns are addressed.
23. Answer
D
Explanation
The other impacts to the project should be evaluated first. Such impacts
include scope, cost, quality, risk, resources, and customer satisfaction. Once
these are evaluated, the change control board, if one exists, can approve or
deny the change.
24. Answer
D
Explanation
You do not have enough information to consider resource leveling or crashing
this project. As you work on any project, you need to constantly reevaluate the
project objectives and how the project relates to other concurrent projects. Is
your project still in line with corporate objectives? If the other project will
impact yours, you need to be proactive and work on options now.
25. Answer
C
Explanation
Before you can do anything else, you have to know what YOU are going to do.
Developing the management strategy will provide the framework for all the rest
of the choices presented and the other activities that need to be done.
26. Answer
D
Explanation
First, you need to find out why the customer is not happy. Then meet with the
team and determine options.
27. Answer
C
Explanation
Notice how many situations are thrown at you in this question. It is important
to practice reading through questions to discover what is important and what is
just background information. In this question, the only thing relevant was the
corrective action taken. Once you discover what the primary issue is, look at
the choices to find out which is best for addressing that issue. What is the
primary issue here? Did you realize the team member s note is about a
noncritical path activity? (“Until the project float is in jeopardy” means
there is float and, thus, it is not on the critical path.) So is the issue the
noncritical path activity or the documentation? You might disagree with the
logic, but in this case the answer is the documentation. In the real world,
problems often repeat. Without a record of what was done, there is no
opportunity to consider the same solution for future problems. Documentation is
critical to projects. Because documentation becomes part of the historical
records database, it is best to first record the corrective action taken, then
discuss the value of documentation at the next team meeting, and smooth the
team member with the accounting department problem.
28. Answer
C
Explanation
Do you remember what to do when there is a change? Evaluate first. You wouldn’t
take action before getting approval, so compressing the schedule or cutting
scope would happen after consulting the sponsor and/or advising the client of
the impact of the change. You would not go to the customer before going to your
internal management, so advising the client is not the correct thing to do
next. The next step is to discuss options with the sponsor.
29. Answer
B
Explanation
The project manager is asking how to make a change. Such a question cannot be
resolved using management by objectives, team relations, or a work breakdown
structure. The procedures, forms, sign-offs, and other similar requirements for
handling changes should have already been determined in the change management
plan. Because they were not, the project manager will waste valuable work time
trying to figure it out after the fact.
30. Answer
D
Explanation
Notice that the first paragraph is extraneous. Also notice that the question
states that the change has already been made. The project manager’s actions
would be different if the change had not been made. It is the project manager’s
job to investigate impacts, as the project manager is the only one who can tell
how a change impacts the project as a whole. Asking the team member how he
knows there is no impact on time, cost, or quality is the best answer. This
begins the project manager’s analysis of the impacts to the project as a whole
by finding out what analysis has already been done. He can then determine how
he must finalize the analysis as it applies to the entire project.
31. Answer
B
Explanation
Sunk costs are expended costs. The rule is that they should not be considered
when deciding whether to continue with a troubled project.
32. Answer
A
Explanation
Straight line depreciation uses the same amount each time period.
33. Answer
B
Explanation
Complaining about the missed deadline could be done, but it is not proactive.
It would be helpful to get to the root cause of why this department always
comes up with such ideas or changes after the project begins. However, this is
not the immediate problem; the change is the immediate problem, and therefore
complaining is not best. The type of project organization described is a matrix
organization. There is not anything inherently wrong with such an organization,
nor is there anything in this particular situation that would require it to be
changed, so changing way the company is organized cannot be best. The
department’s history indicates that asking if the department has other changes
is something that should definitely be done, but the proposed change needs more
immediate attention. Looking at impacts of the change begins integrated change
control.
34. Answer
C
Explanation
Remember, the internal rate of return is similar to the interest rate you get
from the bank. The higher the rate, the better the return.
35. Answer
A
Explanation
The project charter is created in initiating. The project management plan and
risk management plans are outputs of project planning. Project records are
archived in the Close Project or Phase process.
36. Answer
D
Explanation
Cost benefit analysis is done earlier in the project to help select between
alternatives. All the other choices are done during the Close Project or Phase
process. Therefore, performing cost benefit analysis must be the best answer.
37. Answer
D
Explanation
A risk management strategy and work package estimates are not created until
project planning, but the project charter is created in initiating. A project
charter may include the names of some resources (the project manager, for
example), but not detailed resource estimates. Of the choices given, only the
business case for the project is included in the project charter.
38. Answer
C
Explanation
The exam will ask questions like this to make sure you know the benefits you
should be getting out of the processes and tools of project management. The
details of what needs to be done are found in the WBS dictionary. The names of
team members are included in the responsibility assignment matrix and other
documents. Project history is found in the lessons learned and other historical
records. A major benefit of a project charter is that it documents the
authority given to the project manager.
39. Answer
A
Explanation
Constrained optimization uses mathematical models. Linear programming is a
mathematical model.
40. Answer
B
Explanation
The best thing to do would be to show the impact. This is the only choice that
prevents future problems—always the best choice. The other choices just pretend
the problem does not exist.
41. Answer
A
Explanation
How long did it take you to read this question? Expect long-winded questions on
the exam. Take another look at the choices before you continue reading. Did you
notice that each of the choices occurs during a different part of the project
management process?
This question is
essentially asking if the new work should be added to the existing project.
There may be many business reasons to try to do this, but from a project
management perspective, major additions to the project are generally
discouraged. In this case, the new work is a self- contained unit of work, has
no overlap with the existing work, does not fit within the project charter, and
needs a different skill set. Therefore, it is best to make it a new project.
The first step
to answering this question is to realize that the work should be a separate
project. The second step is to look at the choices and see which relates to
initiating a new project. Reestimating the project sounds like the best choice
only if you did not realize that the new work should be a separate project.
Verifying scope is done during project monitoring and controlling, and does not
relate to the decision of whether to add work to the project. Identifying scope
changes also implies that the new work has been accepted as an addition to the
existing project. Developing a project charter is among the first steps of
initiating a new project, and the best choice in this situation.
42. Answer
D
Explanation
Did you pick Verify Scope? Then you may have forgotten that the Verify Scope
process is done during project monitoring and controlling, not project closing.
Planning the risk responses and creating the staffing management plan are done
earlier in the project. The lessons learned can only be completed after the
work is completed. Explanation
43. Answer
D
Explanation
Remember, project length is incorporated when computing NPV, so the references
to how long the projects will take is extraneous information. You would choose
the project that provides the most value, in this case the project with the
highest NPV.
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