pmi 3

You are in charge of constructing the Ferris wheel in each town a carnival visits. However, this is something you have never done before, and you are getting different opinions from others on how long it takes. Joe is new and has given you what you believe to be an optimistic estimate of three hours; Bill says it will take 10 hours, which seems too long to you and quite pessimistic. Last, Margie, who is the most experienced at this task, is telling you it will take eight hours. You are not sure whom to believe, so you decide to do three-point estimation (based on beta distribution). Based on this, how many hours will it take you to assemble the Ferris wheel?. 3.5 hours. 7.5 hours. 15 hours. 7 hours.

During the trial period of a sensitive, specialized electronic device, two experts are available for two weeks but the schedule, at times, calls for 3 or 4 experts to participate in the trial. Adjustments to the schedule are made to accommodate the limited availability of experts. This is called: Rolling-wave Planning. Resource Leveling. Crashing. Resource Smoothing.

For a long-term infrastructure project, the project manager must acquire supplies with the lowest possible risk for the project, due to the global business climate. Which type of contract would be the best for the project manager to use?. Firm fixed price (FFP). Fixed price incentive fee (FPIF). Fixed price with economic price adjustment (FP-EPA). Cost plus fixed fee (CPFF).

In agile teams, the use of visual tools such as Kanban boards make project work visible to the team. Making project work visible to the team and stakeholders provides all of the following advantages except: Facilitate knowledge transfer. Capture and oversee critical project elements. Display the critical path. Empower team members and stakeholders to identify issues.

As part of your multidisciplinary PMO, you provide services such as training, developing standards and facilitating organizational learning. A stakeholder who is running an agile project has heard that your PMO also provides both coaching and mentoring. She approaches you and asks you to explain the difference. You advise her that in Agile: Coaching is an agile technique, mentoring a waterfall technique. Coaching implies a career-focused relationship, mentoring task oriented. Effectively there is no difference. Mentoring implies a career-focused relationship, coaching is oriented towards implementing the agile mindset.

You are working at Smart & Beauty as a Project Manager. Smart & Beauty is a company producing healthcare products. You are continuously monitoring the business environment if any changes are affecting your project. You are using the PESTEL analysis for environmental scanning. Which of the following does not belong to PESTEL categories?. One of the project team members in your project has just resigned, and you heard rumors that he will be working at Smart & Beauty s competitor. There has been government tensions with one of your target countries and they banned the use of Smart & Beauty s products in their country. You are working in the US market, and the FDA launched a new regulation for healthcare products. Health Pro, a competitor of Smart & Beauty, has launched a new technological product that can be a game-changer in the market.

A complicated software project was authorized by a project sponsor. However, the users who were intended to use the product found it extremely difficult to articulate their requirements. What technique can be employed to elicit requirements for such a project?. Job overlaying. Job duplication. Hidden participant. Job shadowing.

Your project management plan results in a project schedule that is too long. If the project network diagram cannot change but you have extra personnel resources, what is the best thing to do?. Fast track the project. Crash the project. Level the resources. Use Monte Carlo analysis.

In discussions about making your quality control leaner for your project, it has been agreed that you will replace a variable sampling approach with an attribute sampling approach. The new approach involves which: Defining pass or fail criteria. Identifying allowable tolerance for conformity. Defining the degree or range of acceptance. Using a continuous scale to determine acceptance.

From a business perspective, a project is aimed at moving an organization from one state to another state in order to achieve a specific objective. Before the project begins, the organization is commonly referred to as ... Being stagnate. Being in transition state. Being stable. Being in the current state.

You're managing a construction project to install several hundred electrical panels in a new office building. Every floor has identical panels. The customer, a construction contracting company, has provided specifications for the installations. The team is using a process to install and verify each panel. As the team completes each panel, your team's quality control inspector measures it and adds the data point to a control chart. You examine the control chart and discover that the process is out of control and you need to take a close look at it immediately. Which of the following best describes what you found on the control chart?. At least seven consecutive measurements are inside of the control limits. At least one point is above or below the mean. At least one point is inside of the control limits. At least seven consecutive measurements are either above or below the mean but within the control limits.

You are a senior project manager working for a retail shopping network that sells various consumer products. As part of the expansion plan approved by the board of directors, you are a project manager for a new plant. Due to transportation problems, the project has experienced delays: the SPI is at 0.6 and the CPI is at 0.7. However, you expect some improvements over the next few weeks, which may increase the SPI to 1.1 and the CPI to 0.9. Which of the following statements is true if your anticipated changes materialize?. The project is overspent and behind schedule. The project is on schedule and under budget. The project is under budget but behind schedule. The project is overspent but ahead of schedule.

You are a project manager for a state wide telecom network deployment project. You found out that you are not allowed to start any civil works before obtaining a government agency's permit, which could take quite a while. The project deadlines are aggressive and you could incur penalties if you don't meet them. Obtaining the government agency's permit prior to civil works on any site is an example of which of the following?. Project constraint. Project requirement. External dependency. Mandatory dependency.

An activity has an early start (ES) of day 3, a late start (LS) of day 13, an early finish (EF) of day 9, and a late finish (LF) of day 19. The activity: Is on the critical path. Has a lag. Is progressing well. Is not on the critical path.

A commonly used method for determining the performance of a project at a specific point in time by comparing planned results with actual results and then reporting the project performance as it relates to an integrated view of scope, time, and cost is: Trend analysis. Variance analysis. Earned value analysis. Project presentations and review.

Incentives and awards are used in contracts to: Assure early payment by buyer. Align the objectives of buyer and seller. Determine ways to disqualify or punish poor performing vendors. Get the best product quality from seller.

During every project team meeting, the project manager asks each team member to describe the work he or she is doing, and the project manager assigns new activities to team members. The length of these meetings has increased because there are many different activities to assign. This could be happening for all the following reasons except: Lack of a WBS. Lack of a responsibility assignment matrix. Lack of resource leveling. Lack of team involvement in project planning.

John, a project manager, was comparing expenditure of funds with funding limits on the commitment of funds for the project. John found a large variance between the funding limits and planned expenditures. As a result, he decided to reschedule work to level out the rate of expenditures. This is called: Funding limit constraints. Funding limit appropriation. Funding limit reconciliation. Funding limit expenditure.

Sue is working as a Scrum Master in a Scrum Team. There are five developers in the team. Rick is one of the developers in the team and Sue noticed that Rick is applying a different approach to complete Sprint tasks faster. Which one is the best course of action to do for Sue?. Call the entire team immediately for a meeting and tell them that Rick has a new approach to complete tasks faster. Ask Rick to stop his task, and prepare a detailed guide regarding how to apply this approach. Then, distribute to the team. During the retrospective, ask Rick to share his approach with the team and ask the team if it is applicable for every developer. Ask Rick in the next daily standup meeting why he did not share this approach with the team.

Yvette, an experienced project manager, tells you that there are some discretionary dependencies on your project. Unlike a situation where a prototype must be built before being tested, your project has some tasks which may be done in parallel, or, if possible, in a particular sequence, based on best practice. This is sometimes referred to as: Crashing. Agile Methodology. Reverse Task Dependency. Soft Logic.

You are Scrum Master on a newly forming agile team. At the end of the first iteration, the team has not been able to reach its full performance level or capacity due to some misunderstandings among the team. In order to determine the root cause of these issues, the team decides to have a meeting to address them. The best method of doing this would be to hold a: Meeting with the sponsor. Sprint review. Daily stand-up. Retrospective.

Project managers need to be aware of the Student Syndrome. What does that mean?. People who consider themselves students of project management tend to apply PMBOK principles better. People go through a learning curve whenever they are engaged in a project. People start to apply themselves only at the last possible moment before the deadline. People who undertake studies during their professional careers tend to be better project managers.

You are a project manager working on a project to create high-efficiency electric motors for a company introducing a new electric golf cart. Your company s president is keenly interested in the project and requests a chart that shows the number of defects by type ordered by their frequency of occurrence. Which type of chart would best meet this request?. Control chart. Statistical Sampling. Scatter Diagram. Histogram.

During a review of project deliverables scheduled for completion in the first phase of your project, one of your team members notices that the initial product scope did not include an important functional requirement. His assessment indicates that failure to include this requirement could impact the overall quality and performance of the desired project outcome. As the project manager, your most appropriate next action is: Direct the design team to modify the product and include the missing function. Obtain supporting information about the team member's assessment. Advise the team that the function is outside the approved scope and can be included in the next version update of the product. Direct the team member to initiate a change request.

You are accustomed to your role in managing projects that use a predictive development life cycle, but you have just been assigned to a project that is working in an adaptive environment. How will your role as project manager change?. Expectations of you as the project manager will not be changed. Your role will become more of a scheduler. Your role will change making you more of a follower of the team. Your role will change to be more of a coach.

One of the most important elements required for effective project control is: Clearly defined and approved requirements. Upper management support of the project. Significant contingency and management reserve. Clearly defined responsibility for scope development.

Projects operating in agile environments where a high degree of uncertainty exists and where the scope is not yet fully defined, may not benefit from detailed cost calculations due to frequent changes. Instead, lightweight estimation methods can be used to generate a fast, high-level forecast of project labor costs, which can then be easily adjusted as changes arise. Detailed estimates are: Reserved for short-term planning horizons in a just-in-time fashion. Never developed in an agile project. Only developed if the project stakeholders allow the project manager to do so. Developed early during the project but are never updated due to frequent changes.

You've been managing a project with an estimated expenditure of $720,000. The current cost report reveals that you've spent $277,000. Due to recent economic issues your executive management team is considering cancellation of your project. If the project gets cancelled, the term which best describes the project expenditure of $277,000 would be: The earned value. A sunk cost. An opportunity cost. The Net Present Value.

You are a project manager for an electronics product project. Your team purchased a component for use in manufacturing of the product, but they run into defects when they use it. Those defects slow your progress down considerably. Fixing the bugs in the component will double your production schedule and building your own component will take even longer. You work with your team to evaluate the cost and impact of all of your options and recommend hiring the engineers from the company that built the component to help you address problems in it. That will cost more but it will reduce your delay by a month. What is your next step?. Change the Scope Baseline to include your recommendation. Fix the component with your existing team. Start Procurement Planning so you can get the contract ready for the vendor. Write up the change request and take it to the change control board.

How does time-boxing help minimize scope creep in agile projects?. It forces the team to create project WBS using the user stories. It forces the team to convert the user stories into epics. It forces the team to process essential features first, then other features. It forces the sponsor to allocate a Scrum master who helps in eliminating scope creep.

Your project team works in two different offices across the city. The team has been struggling to perform effectively and has a difficult time resolving problems. What would be the BEST team development technique to resolve this issue?. Training. Co-location. Rewards. Mentoring.

According to the managerial concepts of Douglas McGregor regarding Theory X and Theory Y managers, which of the following is true?. Theory Y managers consider their subordinates to be lazy and require constant supervision. Theory X managers practice a Laissez-Faire approach. Theory X managers willingly delegate authority. Theory Y managers believe their subordinates are trustworthy.

The project team has a choice to make: Choice Alpha has a 20% probability of losing $50,000.00 and an 80% probability of gaining $20,000.00, whereas choice Beta has an 80% probability of losing $40,000.00 and a 20% probability of gaining $20,000.00. What is the EMV of each and which choice should be taken?. "Alpha EMV = $6000.00; Beta EMV = -$28,000.00; Select Alpha ". "Alpha EMV = $12,000.00; Beta EMV = $18,000.00; Select Beta ". "Alpha EMV = - $6,000.00; Beta EMV = -$8,000.00; Select Alpha ". " Alpha EMV = $16,000.00; Beta EMV = $32,000.00; Select Beta ".

During a meeting with some of the project stakeholders, the project manager is asked to add work to the project scope. The project manager had access to correspondence about the project before the project charter was signed and remembers that the project sponsor specifically denied funding for the scope mentioned by these stakeholders. The best thing for the project manager to do is to: Let the sponsor know of the stakeholders request. Evaluate the impact of adding the scope. Tell the stakeholders the scope cannot be added. Add the work if there is time available in the project.

While approaching the Scope Management process using the agile/adaptive lifecycle you realize that there are several differences regarding scope management compared to what you have been accustomed to when using predictive life cycles. Which of the following is most accurate about the agile lifecycle?. Because of the fast pace and demands of time, the sponsors and customers will not be as involved. Control scope is an on-going process. Validate scope and control scope are repeated for each iteration. Validate scope occurs with each deliverable or phase review.

Which of the following statements regarding Resource Leveling and Resource Smoothing is correct: Neither Resource Leveling nor Resource Smoothing alters the project s critical path. Resource Leveling can cause the projects critical path to change, while Resource Smoothing doesn t alter the project s critical path. Both Resource Leveling and Resource Smoothing can alter the project s critical path. Resource Smoothing can cause the original critical path to change, while Resource Leveling doesn t alter the project s critical path.