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Sample Test
|
Chapter_3___The_Project_Management_Process_Groups
True / False
|
|
1. Decisions and actions taken in
one knowledge area at a certain time rarely affect other knowledge areas.
|
ANSWER:
|
False
|
|
RATIONALE:
|
Feedback: Project management is an integrative endeavor;
decisions and actions taken in one knowledge area at a certain time usually
affect other knowledge areas.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Moderate
|
|
REFERENCES:
|
p.86
|
|
QUESTION TYPE:
|
True / False
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.15 – LO: 3-1
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Project Management Process Groups
|
|
KEYWORDS:
|
Bloom’s: Comprehension
|
|
DATE CREATED:
|
4/27/2018 3:49 PM
|
|
DATE MODIFIED:
|
5/17/2018 10:37 AM
|
|
|
2. Initiating processes take place
during each phase of a project.
|
ANSWER:
|
True
|
|
RATIONALE:
|
Feedback: Initiating processes include defining and
authorizing a project or project phase. Initiating processes take place
during each phase of a project.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p. 87
|
|
QUESTION TYPE:
|
True / False
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.15 – LO: 3-1
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Project Management Process Groups
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:49 PM
|
|
DATE MODIFIED:
|
4/27/2018 3:49 PM
|
|
|
3. Initiating processes are not
required to end a project.
|
ANSWER:
|
False
|
|
RATIONALE:
|
Feedback: Initiating processes are also required to end
a project. Someone must initiate activities to ensure that the project team
completes all the work, documents lessons learned, assigns project
resources, and that the customer accepts the work.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Moderate
|
|
REFERENCES:
|
p.87
|
|
QUESTION TYPE:
|
True / False
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.15 – LO: 3-1
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Project Management Process Groups
|
|
KEYWORDS:
|
Bloom’s:Comprehension
|
|
DATE CREATED:
|
4/27/2018 3:49 PM
|
|
DATE MODIFIED:
|
4/27/2018 3:49 PM
|
|
|
4. The level of activity and
length of each process group varies for every project.
|
ANSWER:
|
True
|
|
RATIONALE:
|
Feedback: The level of activity and length of each
process group varies for every project. Normally, executing tasks requires
the most resources and time, followed by planning tasks.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p.88
|
|
QUESTION TYPE:
|
True / False
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.15 – LO: 3-1
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Project Management Process Groups
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:49 PM
|
|
DATE MODIFIED:
|
4/27/2018 3:49 PM
|
|
|
5. Initiating and closing tasks
are usually the longest and require the most amount of resources and time.
|
ANSWER:
|
False
|
|
RATIONALE:
|
Feedback: Initiating and closing tasks are usually the
shortest (at the beginning and end of a project or phase, respectively),
and they require the least resources and time.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p.88
|
|
QUESTION TYPE:
|
True / False
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.15 – LO: 3-1
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Project Management Process Groups
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:49 PM
|
|
DATE MODIFIED:
|
4/27/2018 3:49 PM
|
|
|
6. The executing process group
generally requires the most resources.
|
ANSWER:
|
True
|
|
RATIONALE:
|
Feedback: The executing process group takes the actions
necessary to complete the work described in the planning activities. It should
overlap the other process groups, and generally requires the most
resources.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p.88
|
|
QUESTION TYPE:
|
True / False
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.15 – LO: 3-1
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Project Management Process Groups
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:49 PM
|
|
DATE MODIFIED:
|
4/27/2018 3:49 PM
|
|
|
7. Monitoring and controlling
processes overlap all of the other project management process groups.
|
ANSWER:
|
True
|
|
RATIONALE:
|
Feedback: Monitoring and controlling processes overlap
all of the other project management process groups because changes can
occur at any time.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p.90
|
|
QUESTION TYPE:
|
True / False
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.15 – LO: 3-1
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Project Management Process Groups
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:49 PM
|
|
DATE MODIFIED:
|
4/27/2018 3:49 PM
|
|
|
8. Key outcomes of the executing
process group are formal acceptance of the work and creation of closing
documents.
|
ANSWER:
|
False
|
|
RATIONALE:
|
Feedback: Key outcomes of the closing process group are
formal acceptance of the work and creation of closing documents, such as a
final project report and lessons-learned report.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p. 90
|
|
QUESTION TYPE:
|
True / False
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.15 – LO: 3-1
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Project Management Process Groups
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:49 PM
|
|
DATE MODIFIED:
|
4/27/2018 3:49 PM
|
|
|
9. Many project management
activities occur as part of the planning process group.
|
ANSWER:
|
True
|
|
RATIONALE:
|
Feedback: Because each project is unique, project teams
are always trying to do something that has not been done before. To
succeed at unique and new activities, projects teams must do a fair amount
of planning.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p.93
|
|
QUESTION TYPE:
|
True / False
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.20 – LO: 3-2
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: o Reflective Thinking –
BUSPROG: Analytic skills: Statistics and Management Science
|
|
TOPICS:
|
Mapping the Process Groups to the Knowledge Areas
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:49 PM
|
|
DATE MODIFIED:
|
4/27/2018 3:49 PM
|
|
|
10. Agile methods are used when
deliverables have a low degree of change.
|
ANSWER:
|
False
|
|
RATIONALE:
|
Feedback: Agile is an adaptive product life cycle used
when deliverables have a high degree of change and a high frequency of
delivery.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p. 93
|
|
QUESTION TYPE:
|
True / False
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.16 – LO: 3-3
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: o Reflective Thinking –
BUSPROG: Analytic skills: Statistics and Management Science
|
|
TOPICS:
|
Developing An IT Project Management Methodology
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:49 PM
|
|
DATE MODIFIED:
|
5/17/2018 11:03 AM
|
|
|
11. The Rational Unified Process
(RUP) framework is incompatible with the PMBOK process.
|
ANSWER:
|
False
|
|
RATIONALE:
|
Feedback: According to RUP expert Bill Cottrell, “RUP embodies
industry-standard management and technical methods and techniques to
provide a software engineering process particularly suited to creating and
maintaining component-based software system solutions.” Cottrell explained
that you can tailor RUP to include the PMBOK process groups because several
customers asked for that capability.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Moderate
|
|
REFERENCES:
|
p.94
|
|
QUESTION TYPE:
|
True / False
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.16 – LO: 3-3
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Developing An It Project Management Methodology
|
|
KEYWORDS:
|
Bloom’s: Comprehension
|
|
DATE CREATED:
|
4/27/2018 3:49 PM
|
|
DATE MODIFIED:
|
4/27/2018 3:49 PM
|
|
|
12. The DMAIC (Define, Measure,
Analyze, Improve, and Control) methodology of the Six Sigma projects, is used
to improve an existing business process.
|
ANSWER:
|
True
|
|
RATIONALE:
|
Feedback: Two main methodologies are used on Six Sigma
projects: DMAIC (Define, Measure, Analyze, Improve, and Control) is used to
improve an existing business process, and DMADV (Define, Measure, Analyze,
Design, and Verify) is used to create new product or process designs to
achieve predictable, defect-free performance.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Moderate
|
|
REFERENCES:
|
p.94
|
|
QUESTION TYPE:
|
True / False
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.16 – LO: 3-3
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Developing An IT Project Management Methodology
|
|
KEYWORDS:
|
Bloom’s:Comprehension
|
|
DATE CREATED:
|
4/27/2018 3:49 PM
|
|
DATE MODIFIED:
|
4/27/2018 3:49 PM
|
|
|
13. An organization’s project
management plan expresses the vision, mission, goals, objectives, and
strategies of the organization.
|
ANSWER:
|
False
|
|
RATIONALE:
|
Feedback: The organization’s strategic plan expresses
the vision, mission, goals, objectives, and strategies of the organization.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p.96
|
|
QUESTION TYPE:
|
True / False
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.17 – LO: 3-4
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Case Study 1: JWD Consulting’s Project Management
Intranet Site Project (Predictive Approach)
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:49 PM
|
|
DATE MODIFIED:
|
4/27/2018 3:49 PM
|
|
|
14. Identifying the project
sponsor is a pre-initiation task.
|
ANSWER:
|
True
|
|
RATIONALE:
|
Feedback: It is a good practice to lay the groundwork
for a project before it officially starts. Senior managers often perform
several tasks, sometimes called pre-initiation tasks. These include
identifying the project sponsor and selecting the project manager.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p.96
|
|
QUESTION TYPE:
|
True / False
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.17 – LO: 3-4
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Case Study 1: JWD Consulting’s Project Management
Intranet Site Project (Predictive Approach)
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:49 PM
|
|
DATE MODIFIED:
|
4/27/2018 3:49 PM
|
|
|
15. The output of the stakeholder
management strategy results is a project charter.
|
ANSWER:
|
False
|
|
RATIONALE:
|
Feedback: The output of the stakeholder management
strategy results is a stakeholder register.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p.101
|
|
QUESTION TYPE:
|
True / False
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.17 – LO: 3-4
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Case Study 1: JWD Consulting’s Project Management
Intranet Site Project (Predictive Approach)
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:49 PM
|
|
DATE MODIFIED:
|
4/27/2018 3:49 PM
|
|
|
16. The kick-off meeting is always
held before the business case and project charter are completed.
|
ANSWER:
|
False
|
|
RATIONALE:
|
Feedback: A kick-off meeting is a meeting held at the
beginning of a project so that stakeholders can meet each other, review the
goals of the project, and discuss future plans. The kick-off meeting is
often held after the business case and project charter are completed, but
it could be held sooner, as needed.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p.105
|
|
QUESTION TYPE:
|
True / False
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.17 – LO: 3-4
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Case Study 1: JWD Consulting’s Project Management
Intranet Site Project (Predictive Approach)
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:49 PM
|
|
DATE MODIFIED:
|
4/27/2018 3:49 PM
|
|
|
17. A milestone list is an output
associated with the Project Scope Management knowledge area.
|
ANSWER:
|
False
|
|
RATIONALE:
|
Feedback: A milestone list is an output associated with
the Project Schedule Management knowledge area.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p.106-107
|
|
QUESTION TYPE:
|
True / False
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.17 – LO: 3-4
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Case Study 1: JWD Consulting’s Project Management
Intranet Site Project (Predictive Approach)
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:49 PM
|
|
DATE MODIFIED:
|
5/17/2018 11:28 AM
|
|
|
18. The WBS provides a basis for
creating the project schedule and performing earned value management for
measuring and forecasting project performance.
|
ANSWER:
|
True
|
|
RATIONALE:
|
Feedback: The WBS is a very important tool in project
management because it provides the basis for deciding how to do the work.
The WBS also provides a basis for creating the project schedule and
performing earned value management for measuring and forecasting project
performance.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p.114
|
|
QUESTION TYPE:
|
True / False
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.17 – LO: 3-4
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Case Study 1: JWD Consulting’s Project Management
Intranet Site Project (Predictive Approach)
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:49 PM
|
|
DATE MODIFIED:
|
4/27/2018 3:49 PM
|
|
|
19. Project initiation involves
taking the actions necessary to ensure that activities in the project plan
are completed.
|
ANSWER:
|
False
|
|
RATIONALE:
|
Feedback: Executing the project involves taking the
actions necessary to ensure that activities in the project plan are
completed. It also includes work required to introduce any new hardware,
software, and procedures into normal operations.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p.117
|
|
QUESTION TYPE:
|
True / False
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.17 – LO: 3-4
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Case Study 1: JWD Consulting’s Project Management
Intranet Site Project (Predictive Approach)
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:49 PM
|
|
DATE MODIFIED:
|
4/27/2018 3:49 PM
|
|
|
20. In the Scrum method, team
members work as a self-directed group coached by the ScrumMaster.
|
ANSWER:
|
True
|
|
RATIONALE:
|
Feedback: Because Scrum implies that team members work
as a self-directed group, coached by the ScrumMaster, a team contract
should not be necessary.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p.122
|
|
QUESTION TYPE:
|
True / False
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.18 – LO: 3-5
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Case Study 2: JWD Consulting’s Project Management
Intranet Site Project (Agile Approach)
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:49 PM
|
|
DATE MODIFIED:
|
4/27/2018 3:49 PM
|
|
|
21. The burndown chart is a Scrum
created artifact that provides a list of features prioritized by business
value.
|
ANSWER:
|
False
|
|
RATIONALE:
|
Feedback: A burndown chart shows the cumulative work
remaining in a sprint on a day by- day basis.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p.131
|
|
QUESTION TYPE:
|
True / False
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.18 – LO: 3-5
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Case Study 2: JWD Consulting’s Project Management
Intranet Site Project (Agile Approach)
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:49 PM
|
|
DATE MODIFIED:
|
4/27/2018 3:49 PM
|
|
|
22. A sprint review is a meeting
in which the team demonstrates to the product owner what it has completed
during the sprint.
|
ANSWER:
|
True
|
|
RATIONALE:
|
Feedback: A sprint review is a meeting in which the team
demonstrates to the product owner what it has completed during the sprint.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p.131
|
|
QUESTION TYPE:
|
True / False
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.18 – LO: 3-5
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Case Study 2: JWD Consulting’s Project Management
Intranet Site Project (Agile Approach)
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:49 PM
|
|
DATE MODIFIED:
|
4/27/2018 3:49 PM
|
|
|
23. The pre-initiation phase of a
project using the Scrum method does not involve project charters, stakeholder
management strategy, and kick-off meetings.
|
ANSWER:
|
False
|
|
RATIONALE:
|
Feedback: A project charter, stakeholder register,
stakeholder management strategy, and kick-off meeting would be created as
part of initiation in a project using the Scrum method.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p.133
|
|
QUESTION TYPE:
|
True / False
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.18 – LO: 3-5
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Case Study 2: JWD Consulting’s Project Management
Intranet Site Project (Agile Approach)
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:49 PM
|
|
DATE MODIFIED:
|
4/27/2018 3:49 PM
|
|
|
24. The two main items for
monitoring and controlling in the Scrum framework are the daily Scrum
and the sprint retrospectives.
|
ANSWER:
|
True
|
|
RATIONALE:
|
Feedback: The two main items for monitoring and controlling
in the Scrum framework are the daily Scrum and the sprint review.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p.137
|
|
QUESTION TYPE:
|
True / False
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.18 – LO: 3-5
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Case Study 2: JWD Consulting’s Project Management
Intranet Site Project (Agile Approach)
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:49 PM
|
|
DATE MODIFIED:
|
5/17/2018 12:01 PM
|
|
|
25. Kick-off meeting agendas are
usually recorded in a Word document.
|
ANSWER:
|
True
|
|
RATIONALE:
|
Feedback: Kick-off meeting agendas are normally recorded
in the form of Word documents.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p.139-140
|
|
QUESTION TYPE:
|
True / False
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.17 – LO: 3-4
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Case study 1: JWD Consulting’s Project Management
Intranet Site Project (Predictive Approach)
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:49 PM
|
|
DATE MODIFIED:
|
5/17/2018 11:20 AM
|
|
|
26. What processes include
defining and authorizing a project or project phase?
|
|
a.
|
Initiating
|
b.
|
Planning
|
|
|
c.
|
Executing
|
d.
|
Monitoring and controlling
|
|
ANSWER:
|
a
|
|
RATIONALE:
|
Feedback: Initiating processes include defining and
authorizing a project or project phase. Initiating processes take place
during each phase of a project.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p.87
|
|
QUESTION TYPE:
|
Multiple Choice
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.15 – LO: 3-1
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Project Management Process Groups
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:49 PM
|
|
DATE MODIFIED:
|
5/17/2018 12:03 PM
|
|
|
27. What processes include
devising and maintaining a workable scheme to ensure that the project
addresses the organization’s needs?
|
|
a.
|
Initiating
|
b.
|
Planning
|
|
|
c.
|
Executing
|
d.
|
Monitoring and controlling
|
|
ANSWER:
|
b
|
|
RATIONALE:
|
Feedback: Planning processes include devising and maintaining
a workable scheme to ensure that the project addresses the organization’s
needs. Projects include several plans, such as the scope management plan,
schedule management plan, cost management plan, and procurement management
plan.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p.87
|
|
QUESTION TYPE:
|
Multiple Choice
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.15 – LO: 3-1
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Project Management Process Groups
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:49 PM
|
|
DATE MODIFIED:
|
5/17/2018 12:04 PM
|
|
|
28. Which processes include
acquiring and developing the project team, performing quality assurance,
distributing information, managing stakeholder expectations, and conducting
procurements?
|
|
a.
|
monitoring and controlling
|
b.
|
executing
|
|
|
c.
|
planning
|
d.
|
initiating
|
|
ANSWER:
|
b
|
|
RATIONALE:
|
Feedback: Executing processes include coordinating
people and other resources to carry out the various plans and create the
products, services, or results of the project or phase. Examples of
executing processes include directing and managing project work, managing
project knowledge, acquiring resources, and conducting procurements.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p.87
|
|
QUESTION TYPE:
|
Multiple Choice
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.15 – LO: 3-1
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Project Management Process Groups
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:49 PM
|
|
DATE MODIFIED:
|
5/17/2018 12:07 PM
|
|
|
29. Reporting performance, where
project stakeholders can identify any necessary changes that may be required
to keep the project on track, is a common part of which process?
|
|
a.
|
executing
|
b.
|
closing
|
|
|
c.
|
monitoring and controlling
|
d.
|
planning
|
|
ANSWER:
|
c
|
|
RATIONALE:
|
Feedback: Monitoring and controlling processes include
regularly measuring and monitoring progress to ensure that the project team
meets the project objectives. A common monitoring and controlling process
is reporting performance, where project stakeholders can identify any
necessary changes that may be required to keep the project on track.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p.87
|
|
QUESTION TYPE:
|
Multiple Choice
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.15 – LO: 3-1
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Project Management Process Groups
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:49 PM
|
|
DATE MODIFIED:
|
5/17/2018 12:13 PM
|
|
|
30. Administrative activities,
such as archiving project files, closing out contracts, documenting lessons
learned, and receiving formal acceptance of the delivered work as part of the
phase or project, are often involved in which processes?
|
|
a.
|
monitoring and controlling
|
b.
|
executing
|
|
|
c.
|
initiating
|
d.
|
closing
|
|
ANSWER:
|
d
|
|
RATIONALE:
|
Feedback: Closing processes include formalizing
acceptance of the project or project phase and ending it efficiently.
Administrative activities such as archiving project files, closing out
contracts, documenting lessons learned, and receiving formal acceptance of
the delivered work as part of the phase or project are often involved
in this process group.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p.87
|
|
QUESTION TYPE:
|
Multiple Choice
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.15 – LO: 3-1
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Project Management Process Groups
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:49 PM
|
|
DATE MODIFIED:
|
5/17/2018 12:15 PM
|
|
|
31. The organization recognizes
that a new project exists and completes a project charter during which
processes for a new project?
|
|
a.
|
initiating
|
b.
|
planning
|
|
|
c.
|
opening
|
d.
|
controlling
|
|
ANSWER:
|
a
|
|
RATIONALE:
|
Feedback: While initiating processes for a new project,
the organization recognizes that a new project exists, and completes a
project charter as part of this recognition.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p.89
|
|
QUESTION TYPE:
|
Multiple Choice
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.15 – LO: 3-1
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Project Management Process Groups
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:49 PM
|
|
DATE MODIFIED:
|
5/17/2018 12:17 PM
|
|
|
32. What process group does the
project integration management knowledge area map to through the activities
of developing project charters?
|
|
a.
|
initiating
|
b.
|
planning
|
|
|
c.
|
executing
|
d.
|
monitoring and controlling
|
|
ANSWER:
|
a
|
|
RATIONALE:
|
Feedback: The project integration management knowledge
area maps to the initiating process group through the activities of
developing project charters.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Moderate
|
|
REFERENCES:
|
p.91
|
|
QUESTION TYPE:
|
Multiple Choice
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.20 – LO: 3-2
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Mapping The Process Groups To The Knowledge Areas
|
|
KEYWORDS:
|
Bloom’s: Comprehension
|
|
DATE CREATED:
|
4/27/2018 3:49 PM
|
|
DATE MODIFIED:
|
5/17/2018 12:21 PM
|
|
|
33. The project scope management
knowledge area maps to which process group through the activities of scope validation
and scope control?
|
|
a.
|
initiating
|
b.
|
planning
|
|
|
c.
|
executing
|
d.
|
monitoring and controlling
|
|
ANSWER:
|
d
|
|
RATIONALE:
|
Feedback: The project scope management knowledge area
maps to the monitoring and controlling process group through the activities
of scope validation and scope control.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Moderate
|
|
REFERENCES:
|
p.91
|
|
QUESTION TYPE:
|
Multiple Choice
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.20 – LO: 3-2
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Mapping The Process Groups To The Knowledge Areas
|
|
KEYWORDS:
|
Bloom’s: Comprehension
|
|
DATE CREATED:
|
4/27/2018 3:49 PM
|
|
DATE MODIFIED:
|
5/17/2018 12:23 PM
|
|
|
34. The project schedule
management knowledge area maps to which process group through the activity of
schedule control?
|
|
a.
|
initiating
|
b.
|
planning
|
|
|
c.
|
executing
|
d.
|
monitoring and controlling
|
|
ANSWER:
|
d
|
|
RATIONALE:
|
Feedback: The project time management knowledge area
maps to the monitoring and controlling process group through the activity
of schedule control.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Moderate
|
|
REFERENCES:
|
p.91
|
|
QUESTION TYPE:
|
Multiple Choice
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.20 – LO: 3-2
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Mapping The Process Groups To The Knowledge Areas
|
|
KEYWORDS:
|
Bloom’s: Comprehension
|
|
DATE CREATED:
|
4/27/2018 3:49 PM
|
|
DATE MODIFIED:
|
5/17/2018 12:43 PM
|
|
|
35. What is developed in the
Project Integration Management knowledge area?
|
|
a.
|
schedule management plan
|
b.
|
project management plan
|
|
|
c.
|
WBS
|
d.
|
quality management
|
|
ANSWER:
|
b
|
|
RATIONALE:
|
Feedback: Developing a project management plan is a
planning process falling under the Project Integration Management knowledge
area.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p.91
|
|
QUESTION TYPE:
|
Multiple Choice
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW. 14.20 – LO: 3-2
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Mapping The Process Groups To The Knowledge Areas
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:49 PM
|
|
DATE MODIFIED:
|
5/17/2018 12:46 PM
|
|
|
36. The project cost management
knowledge area maps to which process group through the activities of
estimating costs and budget determination?
|
|
a.
|
initiating
|
b.
|
planning
|
|
|
c.
|
executing
|
d.
|
monitoring and controlling
|
|
ANSWER:
|
b
|
|
RATIONALE:
|
Feedback: The project cost management knowledge area
maps to the planning process group through the activities of estimating
costs and budget determination.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Moderate
|
|
REFERENCES:
|
p.91
|
|
QUESTION TYPE:
|
Multiple Choice
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.20 – LO: 3-2
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Mapping The Process Groups To The Knowledge Areas
|
|
KEYWORDS:
|
Bloom’s:Comprehension
|
|
DATE CREATED:
|
4/27/2018 3:49 PM
|
|
DATE MODIFIED:
|
5/17/2018 2:27 PM
|
|
|
37. Which planning process is
within the Project Scope Management knowledge area?
|
|
a.
|
Schedule development
|
b.
|
Developing a project management plan
|
|
|
c.
|
Creation of a WBS
|
d.
|
Quality planning
|
|
ANSWER:
|
c
|
|
RATIONALE:
|
Feedback: Creation of a WBS is a planning process
falling under the Project Scope Management knowledge area.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p.91
|
|
QUESTION TYPE:
|
Multiple Choice
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.20 – LO: 3-2
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Mapping The Process Groups To The Knowledge Areas
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:49 PM
|
|
DATE MODIFIED:
|
5/17/2018 12:48 PM
|
|
|
38. The project stakeholder
management knowledge area maps to which process group by identifying
stakeholders?
|
|
a.
|
initiating
|
b.
|
planning
|
|
|
c.
|
executing
|
d.
|
monitoring and controlling
|
|
ANSWER:
|
a
|
|
RATIONALE:
|
Feedback: The project stakeholder management knowledge
area maps to the initiating process group by identifying stakeholders.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Moderate
|
|
REFERENCES:
|
p.92
|
|
QUESTION TYPE:
|
Multiple Choice
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.20 – LO: 3-2
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Mapping The Process Groups To The Knowledge Areas
|
|
KEYWORDS:
|
Bloom’s: Comprehension
|
|
DATE CREATED:
|
4/27/2018 3:49 PM
|
|
DATE MODIFIED:
|
5/17/2018 12:49 PM
|
|
|
39. Which framework is an
iterative software development process that focuses on team productivity and
delivers software best practices to all team members?
|
|
a.
|
Agile Unified Process
|
b.
|
Dynamic Systems Development Method
|
|
|
c.
|
Rational Unified Process
|
d.
|
Six Sigma
|
|
ANSWER:
|
c
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p.94
|
|
QUESTION TYPE:
|
Multiple Choice
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.16 – LO: 3-3
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Developing An IT Project Management Methodology
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:49 PM
|
|
DATE MODIFIED:
|
5/17/2018 12:52 PM
|
|
|
40. Which is an example of a
pre-initiation task?
|
|
a.
|
Drawing up a work breakdown structure
|
b.
|
Developing a business case for a project
|
|
|
c.
|
Drafting the project charter
|
d.
|
Identifying stakeholders
|
|
ANSWER:
|
b
|
|
RATIONALE:
|
Feedback: It is good practice to lay the groundwork for
a project before it officially starts. Senior managers often perform
several tasks, sometimes called pre-initiation tasks which include the
development of a business case for a project.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p. 96
|
|
QUESTION TYPE:
|
Multiple Choice
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.17 – LO: 3-4
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Case Study 1: JWD Consulting’s Project Management
Intranet Site Project (Predictive Approach)
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:49 PM
|
|
DATE MODIFIED:
|
5/17/2018 12:54 PM
|
|
|
41. What is one of the main
outputs of the initiation process?
|
|
a.
|
creating the work breakdown structure
|
b.
|
selecting the project manager
|
|
|
c.
|
developing the project charter
|
d.
|
identifying the project sponsor
|
|
ANSWER:
|
c
|
|
RATIONALE:
|
Feedback: The main outputs of the initiation process are
a project charter and a stakeholder register.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p. 101
|
|
QUESTION TYPE:
|
Multiple Choice
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.17 – LO: 3-4
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Case Study 1: JWD Consulting’s Project Management
Intranet Site Project (Predictive Approach)
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:49 PM
|
|
DATE MODIFIED:
|
5/17/2018 12:55 PM
|
|
|
42. What is the main purpose of
project plans?
|
|
a.
|
schedule management plans
|
b.
|
define project scope
|
|
|
c.
|
estimate activity resources
|
d.
|
guide project execution
|
|
ANSWER:
|
d
|
|
RATIONALE:
|
Feedback: Developing a project management plan is a
planning process falling under the Project Integration Management knowledge
area.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Moderate
|
|
REFERENCES:
|
p.106
|
|
QUESTION TYPE:
|
Multiple Choice
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.17 – LO: 3-4
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Predictive Study 1: JWD Consulting’s Project Management
Intranet Site Project (Predictive Approach)
|
|
KEYWORDS:
|
Bloom’s: Comprehension
|
|
DATE CREATED:
|
4/27/2018 3:49 PM
|
|
DATE MODIFIED:
|
5/17/2018 12:57 PM
|
|
|
43. The project management plan is
the output of which project planning process?
|
|
a.
|
integration management
|
b.
|
quality management
|
|
|
c.
|
scope management
|
d.
|
procurement management
|
|
ANSWER:
|
a
|
|
RATIONALE:
|
Feedback: The project management plan,which is part of
the planning process, is the output of project integration management.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p. 106
|
|
QUESTION TYPE:
|
Multiple Choice
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.17 – LO: 3-4
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Case Study 1: JWD Consulting’s Project Management
Intranet Site Project (Predictive Approach)
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:49 PM
|
|
DATE MODIFIED:
|
5/17/2018 1:00 PM
|
|
|
44. What is often the most
difficult and unappreciated process in project management?
|
|
a.
|
initiating
|
b.
|
planning
|
|
|
c.
|
executing
|
d.
|
monitoring and controlling
|
|
ANSWER:
|
b
|
|
RATIONALE:
|
Feedback: Because planning is not always used to
facilitate action, many people view it negatively. However, the main
purpose of planning is to guide project execution. As such, plans must be
realistic and useful, so a fair amount of time and effort must go into the
process.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p. 106
|
|
QUESTION TYPE:
|
Multiple Choice
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.17 – LO: 3-4
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Case Study 1: JWD Consulting’s Project Management
Intranet Site Project (Predictive Approach)
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:49 PM
|
|
DATE MODIFIED:
|
5/17/2018 1:01 PM
|
|
|
45. Which planning process is
associated with project scope management?
|
|
a.
|
Collecting requirements
|
b.
|
Performing qualitative risk analysis
|
|
|
c.
|
Planning schedule management
|
d.
|
Estimating costs
|
|
ANSWER:
|
a
|
|
RATIONALE:
|
Feedback: Process improvement plans are an output of
project quality management.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Moderate
|
|
REFERENCES:
|
p.106
|
|
QUESTION TYPE:
|
Multiple Choice
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.17 – LO: 3-4
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Case Study 1: JWD Consulting’s Project Management
Intranet Site Project (Predictive Approach)
|
|
KEYWORDS:
|
Bloom’s:Comprehension
|
|
DATE CREATED:
|
4/27/2018 3:49 PM
|
|
DATE MODIFIED:
|
5/17/2018 1:03 PM
|
|
|
46. What tool provides a basis for
creating the project schedule and performing earned value management for
measuring and forecasting project performance?
|
|
a.
|
scope statement
|
b.
|
cost management plan
|
|
|
c.
|
work breakdown structure
|
d.
|
project charter
|
|
ANSWER:
|
c
|
|
RATIONALE:
|
Feedback: The WBS is a very important tool in project
management because it provides the basis for deciding how to do the work.
The WBS also provides a basis for creating the project schedule and
performing earned value management for measuring and forecasting project
performance.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p.114
|
|
QUESTION TYPE:
|
Multiple Choice
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.17 – LO: 3-4
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Case Study 1: JWD Consulting’s Project Management
Intranet Site Project (Predictive Approach)
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:49 PM
|
|
DATE MODIFIED:
|
5/17/2018 1:06 PM
|
|
|
47. Which are outputs of the
executing process of project integration management?
|
|
a.
|
Deliverables
|
b.
|
Issue logs
|
|
|
c.
|
Resource calendars
|
d.
|
Enterprise environmental factor updates
|
|
ANSWER:
|
a
|
|
RATIONALE:
|
Feedback: Deliverables are an output of the executing
process of project integration management.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty:Easy
|
|
REFERENCES:
|
p.118
|
|
QUESTION TYPE:
|
Multiple Choice
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.17 – LO: 3-4
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Case Study 1: JWD Consulting’s Project Management
Intranet Site Project (Predictive Approach)
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:49 PM
|
|
DATE MODIFIED:
|
5/17/2018 1:11 PM
|
|
|
48. What process provides
enterprise environmental factors as an output?
|
|
a.
|
project integration management
|
b.
|
project quality management
|
|
|
c.
|
project human resource management
|
d.
|
project procurement management
|
|
ANSWER:
|
c
|
|
RATIONALE:
|
Feedback: Enterprise environmental factors are an output
of the executing process of project human resource management.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p.118
|
|
QUESTION TYPE:
|
Multiple Choice
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.17 – LO: 3-4
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Case Study 1: JWD Consulting’s Project Management
Intranet Site Project (Predictive Approach)
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:49 PM
|
|
DATE MODIFIED:
|
5/17/2018 1:14 PM
|
|
|
49. Which process includes
measuring progress toward project objectives and taking corrective action to
match progress with the plan?
|
|
a.
|
Planning
|
b.
|
Monitoring and controlling
|
|
|
c.
|
Executing
|
d.
|
Initiating
|
|
ANSWER:
|
b
|
|
RATIONALE:
|
Feedback: Monitoring and controlling is done throughout
the life of a project and involves 9 of the 10 project management areas.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p.122
|
|
QUESTION TYPE:
|
Multiple Choice
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.17 – LO: 3-4
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Case Study 1: JWD Consulting’s Project Management
Intranet Site Project (Predictive Approach)
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:49 PM
|
|
DATE MODIFIED:
|
7/25/2018 5:22 PM
|
|
|
50. Which process involves gaining
stakeholder and customer acceptance of the final products and services and
bringing the project, or project phase, to an orderly end?
|
|
a.
|
executing
|
b.
|
closing
|
|
|
c.
|
planning
|
d.
|
monitoring
|
|
ANSWER:
|
b
|
|
RATIONALE:
|
Feedback: The closing process involves gaining
stakeholder and customer acceptance of the final products and services and
then bringing the project or project phase to an orderly end. It includes
verifying that all of the deliverables are complete, and it often includes
a final project report and presentation.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p.126
|
|
QUESTION TYPE:
|
Multiple Choice
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.17 – LO: 3-4
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Case Study 1: JWD Consulting’s Project Management
Intranet Site Project (Predictive Approach)
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:49 PM
|
|
DATE MODIFIED:
|
5/17/2018 1:20 PM
|
|
|
51. An organizational process
assets update is the output of which closing process?
|
|
a.
|
project integration management
|
b.
|
project quality management
|
|
|
c.
|
project procurement management
|
d.
|
project time management
|
|
ANSWER:
|
a
|
|
RATIONALE:
|
Feedback: The closing process involves gaining
stakeholder and customer acceptance of the final products and services and
then bringing the project or project phase to an orderly end. It includes
verifying that all of the deliverables are complete, and it often includes
a final project report and presentation.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p.127
|
|
QUESTION TYPE:
|
Multiple Choice
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.17 – LO: 3-4
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Case Study 1: JWD Consulting’s Project Management
Intranet Site Project (Predictive Approach)
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:49 PM
|
|
DATE MODIFIED:
|
5/17/2018 1:23 PM
|
|
|
52. Which is true about the agile
method?
|
|
a.
|
It is often used when a project team can express the
scope early in the product life cycle.
|
|
|
b.
|
It is used when a project team wants to provide a
potentially shippable product earlier rather than later.
|
|
|
c.
|
It uses several iterations or deliveries of software
instead of waiting until the end of the project to provide a product.
|
|
|
d.
|
It is used when project teams want to use the
predicative approach to a project.
|
|
ANSWER:
|
c
|
|
RATIONALE:
|
Feedback: An agile approach is often used for projects
in which the business team cannot clearly express the scope early in the
product life cycle, but the team does want to provide a potentially
shippable product earlier rather than later. An agile project team
typically uses several iterations or deliveries of software instead of
waiting until the end of the project to provide one product.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Moderate
|
|
REFERENCES:
|
p.130
|
|
QUESTION TYPE:
|
Multiple Choice
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.18 – LO: 3-5
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Case Study 2: JWD Consulting’s Project Management
Intranet Site Project (Agile Approach)
|
|
KEYWORDS:
|
Bloom’s: Comprehension
|
|
DATE CREATED:
|
4/27/2018 3:49 PM
|
|
DATE MODIFIED:
|
5/17/2018 1:25 PM
|
|
|
53. Which project would be
compatible with the use of the agile approach?
|
|
a.
|
Projects with inexperienced and dispersed teams
|
|
|
b.
|
Projects that have a fairly rigid completion date
|
|
|
c.
|
Projects with clear-up front requirements
|
|
|
d.
|
Projects that have more flexible scheduling
|
|
ANSWER:
|
d
|
|
RATIONALE:
|
Feedback: Projects with heavy constraints, inexperienced
and dispersed teams, large risks, generally clear up-front requirements,
and a fairly rigid completion date are best done using a predictive
approach. In contrast, projects with less rigid constraints, experienced
and preferably co-located teams, smaller risks, unclear requirements, and
more flexible scheduling would be more compatible with an agile approach.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Moderate
|
|
REFERENCES:
|
p.130
|
|
QUESTION TYPE:
|
Multiple Choice
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.18 – LO: 3-5
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Case Study 2: JWD Consulting’s Project Management
Intranet Site Project (Agile Approach)
|
|
KEYWORDS:
|
Bloom’s: Comprehension
|
|
DATE CREATED:
|
4/27/2018 3:49 PM
|
|
DATE MODIFIED:
|
5/17/2018 1:27 PM
|
|
|
54. Which activity is a part of
the Scrum planning process?
|
|
a.
|
Determining how many sprints will compose each release
|
|
|
b.
|
Demonstrating the product during a sprint review meeting
|
|
|
c.
|
Completing tasks each day during sprints
|
|
|
d.
|
Creating sprint backlog
|
|
ANSWER:
|
d
|
|
RATIONALE:
|
Feedback: Creating product backlogs, sprint backlogs and
release backlogs are all part of the planning process of the scrum.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Moderate
|
|
REFERENCES:
|
p.131
|
|
QUESTION TYPE:
|
Multiple Choice
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.18 – LO: 3-5
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Case Study 2: JWD Consulting’s Project Management
Intranet Site Project (Agile Approach)
|
|
KEYWORDS:
|
Bloom’s: Comprehension
|
|
DATE CREATED:
|
4/27/2018 3:49 PM
|
|
DATE MODIFIED:
|
5/17/2018 1:29 PM
|
|
|
55. In the Scrum method, during
which meeting is the improvement of the product and process discussed?
|
|
a.
|
sprint retrospective
|
b.
|
sprint review
|
|
|
c.
|
kick-off
|
d.
|
daily Scrum
|
|
ANSWER:
|
a
|
|
RATIONALE:
|
Feedback: The improvement of the product and process in
the Scrum method is discussed at the sprint reflection meeting.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Moderate
|
|
REFERENCES:
|
p.131
|
|
QUESTION TYPE:
|
Multiple Choice
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.18 – LO: 3-5
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Case Study 2: JWD Consulting’s Project Management
Intranet Site Project (Agile Approach)
|
|
KEYWORDS:
|
Bloom’s: Comprehension
|
|
DATE CREATED:
|
4/27/2018 3:49 PM
|
|
DATE MODIFIED:
|
5/17/2018 1:33 PM
|
|
|
56. A _____ is usually not
necessary to the Scrum method, because Scrum implies that team members work
as a self-directed group.
|
|
a.
|
team charter
|
b.
|
velocity estimate
|
|
|
c.
|
Gantt chart
|
d.
|
product backlog
|
|
ANSWER:
|
a
|
|
RATIONALE:
|
Feedback: Because Scrum implies that team members work
as a self-directed group, coached by the ScrumMaster, a team charter should
not be necessary.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p.134
|
|
QUESTION TYPE:
|
Multiple Choice
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.18 – LO: 3-5
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Case Study 2: JWD Consulting’s Project Management
Intranet Site Project (Agile Approach)
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:49 PM
|
|
DATE MODIFIED:
|
5/17/2018 1:36 PM
|
|
|
57. What important Scrum artifact
is used to graphically display progress on each sprint during the monitoring
and controlling process?
|
|
a.
|
WBS
|
b.
|
sprint backlog
|
|
|
c.
|
burndown chart
|
d.
|
product backlog
|
|
ANSWER:
|
c
|
|
RATIONALE:
|
Feedback: A burndown chart is an important artifact used
to graphically display progress on each sprint.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p.137
|
|
QUESTION TYPE:
|
Multiple Choice
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.18 – LO: 3-5
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Case Study 2: JWD Consulting’s Project Management
Intranet Site Project (Agile Approach)
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:49 PM
|
|
DATE MODIFIED:
|
5/17/2018 1:38 PM
|
|
|
58. A(n)_____ is a series of
actions directed toward a particular result.
|
ANSWER:
|
process
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p.87
|
|
QUESTION TYPE:
|
Completion
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.15 – LO: 3-1
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Project Management Process Groups
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:49 PM
|
|
DATE MODIFIED:
|
5/17/2018 1:39 PM
|
|
|
59. _____ progress from initiation
activities to planning activities, executing activities, monitoring and
controlling activities, and closing activities.
|
ANSWER:
|
Project management process groups
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p.87
|
|
QUESTION TYPE:
|
Completion
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.15 – LO: 3-1
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Project Management Process Groups
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:49 PM
|
|
DATE MODIFIED:
|
4/27/2018 3:49 PM
|
|
|
60. The ideal outcome of the _____
process group is to complete a project successfully by delivering the
agreed-upon project scope within time, cost, and quality constraints.
|
ANSWER:
|
monitoring and controlling
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Moderate
|
|
REFERENCES:
|
p.90
|
|
QUESTION TYPE:
|
Completion
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.15 – LO: 3-1
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Project Management Process Groups
|
|
KEYWORDS:
|
Bloom’s: Comprehension
|
|
DATE CREATED:
|
4/27/2018 3:49 PM
|
|
DATE MODIFIED:
|
4/27/2018 3:49 PM
|
|
|
61. _____ the project includes
work required to introduce any new hardware, software, and procedures into
normal operations.
|
ANSWER:
|
Executing
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p.90
|
|
QUESTION TYPE:
|
Completion
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.17 – LO: 3-4
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: – Comprehension
|
|
TOPICS:
|
Case Study 1: JWD Consulting’s Project Management
Intranet Site Project (Predictive Approach)
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:49 PM
|
|
DATE MODIFIED:
|
4/27/2018 3:49 PM
|
|
|
62. A(n) _____ describes how
things should be done.
|
ANSWER:
|
methodology
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p. 93
|
|
QUESTION TYPE:
|
Completion
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.16 – LO: 3-3
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Developing An IT Project Management Methodology
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:49 PM
|
|
DATE MODIFIED:
|
4/27/2018 3:49 PM
|
|
|
63. _____ is a project management
methodology that defines 45 separate subprocesses and organizes these into
eight process groups.
|
ANSWER:
|
PRojects IN Controlled Environments
PRINCE2
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p. 93
|
|
QUESTION TYPE:
|
Completion
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.16 – LO: 3-3
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Developing An IT Project Management Methodology
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:49 PM
|
|
DATE MODIFIED:
|
5/17/2018 1:44 PM
|
|
|
64. _____ are people involved in
or affected by project activities and include the project sponsor, project
team, support staff, customers, users, suppliers, and even opponents to the
project.
|
ANSWER:
|
Stakeholders
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p.101
|
|
QUESTION TYPE:
|
Completion
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.17 – LO: 3-4
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Case Study 1: JWD Consulting’s Project Management
Intranet Site Project (Predictive Approach)
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:49 PM
|
|
DATE MODIFIED:
|
4/27/2018 3:49 PM
|
|
|
65. A(n) _____ is a document that
includes stakeholders’ roles, names, organizations, and contact information.
|
ANSWER:
|
stakeholder register
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p.101
|
|
QUESTION TYPE:
|
Completion
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.17 – LO: 3-4
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Case Study 1: JWD Consulting’s Project Management
Intranet Site Project (Predictive Approach)
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:49 PM
|
|
DATE MODIFIED:
|
5/17/2018 1:46 PM
|
|
|
66. A(n) _____ is a meeting held
at the beginning of a project so that stakeholders can meet each other,
review the goals of the project, and discuss future plans.
|
ANSWER:
|
kick-off meeting
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p.105
|
|
QUESTION TYPE:
|
Completion
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.17 – LO: 3-4
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Case Study 1: JWD Consulting’s Project Management
Intranet Site Project (Predictive Approach)
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:49 PM
|
|
DATE MODIFIED:
|
4/27/2018 3:49 PM
|
|
|
67. A risk register is the output
of _____.
|
ANSWER:
|
risk management
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p.108
|
|
QUESTION TYPE:
|
Completion
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.17 – LO: 3-4
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Case Study 1: JWD Consulting’s Project Management
Intranet Site Project (Predictive Approach)
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:49 PM
|
|
DATE MODIFIED:
|
5/17/2018 1:50 PM
|
|
|
68. The _____ is a very
important tool in project management because it provides the basis for
deciding how to do the work.
|
ANSWER:
|
WBS
work breakdown structure
work breakdown structure (WBS)
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p.114
|
|
QUESTION TYPE:
|
Completion
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.17 – LO: 3-4
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Case Study 1: JWD Consulting’s Project Management
Intranet Site Project (Predictive Approach)
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:49 PM
|
|
DATE MODIFIED:
|
5/17/2018 2:12 PM
|
|
|
69. _________ issues often occur
during project execution, especially conflicts.
|
ANSWER:
|
Human resource
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p.119
|
|
QUESTION TYPE:
|
Completion
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.17 – LO: 3-4
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Case Study 1: JWD Consulting’s Project Management
Intranet Site Project (Predictive Approach)
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:49 PM
|
|
DATE MODIFIED:
|
4/27/2018 3:49 PM
|
|
|
70. A(n) _____ is the person
responsible for the business value of the project and for deciding what work
to do and in what order when using a Scrum method.
|
ANSWER:
|
product owner
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p.130
|
|
QUESTION TYPE:
|
Completion
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.18 – LO: 3-5
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Case Study 2: JWD Consulting’s Project Management
Intranet Site Project (Agile Approach)
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:49 PM
|
|
DATE MODIFIED:
|
4/27/2018 3:49 PM
|
|
|
71. A(n) _____ is a set period of
time, normally two to four weeks, during which specific work must be
completed and made ready for review when using Scrum methods.
|
ANSWER:
|
sprint
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p.130
|
|
QUESTION TYPE:
|
Completion
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.18 – LO: 3-5
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Case Study 2: JWD Consulting’s Project Management
Intranet Site Project (Agile Approach)
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:49 PM
|
|
DATE MODIFIED:
|
5/17/2018 1:57 PM
|
|
|
72. A(n) _____ is the person who
ensures that the team is productive, facilitates the daily Scrum, enables
close cooperation across all roles and functions, and removes barriers that
prevent the team from being effective.
|
ANSWER:
|
ScrumMaster
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p.130
|
|
QUESTION TYPE:
|
Completion
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.18 – LO: 3-5
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Case Study 2: JWD Consulting’s Project Management
Intranet Site Project (Agile Approach)
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:49 PM
|
|
DATE MODIFIED:
|
4/27/2018 3:49 PM
|
|
|
73. A(n) _____ is a
cross-functional team of five to nine people who organize themselves and the
work to produce the desired results for each sprint.
|
ANSWER:
|
Scrum team
development team
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p.130
|
|
QUESTION TYPE:
|
Completion
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.18 – LO: 3-5
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Case Study 2: JWD Consulting’s Project Management
Intranet Site Project (Agile Approach)
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:49 PM
|
|
DATE MODIFIED:
|
4/27/2018 3:49 PM
|
|
|
74. In Scrum, a(n) _____ is a
useful object created by people.
|
ANSWER:
|
artifact
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p.131
|
|
QUESTION TYPE:
|
Completion
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.18 – LO: 3-5
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Case Study 2: JWD Consulting’s Project Management
Intranet Site Project (Agile Approach)
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:49 PM
|
|
DATE MODIFIED:
|
4/27/2018 3:49 PM
|
|
|
75. A(n) _____ is a Scrum artifact
and consists of the highest-priority items from the product backlog to be
completed in a sprint.
|
ANSWER:
|
sprint backlog
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p.131
|
|
QUESTION TYPE:
|
Completion
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.18 – LO: 3-5
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Case Study 2: JWD Consulting’s Project Management
Intranet Site Project (Agile Approach)
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:49 PM
|
|
DATE MODIFIED:
|
4/27/2018 3:49 PM
|
|
|
76. _____ are short descriptions
written by customers of what they need a Scrum system to do for them.
|
ANSWER:
|
User stories
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p.135
|
|
QUESTION TYPE:
|
Completion
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.18 – LO: 3-5
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Case Study 2: JWD Consulting’s Project Management
Intranet Site Project (Agile Approach)
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:49 PM
|
|
DATE MODIFIED:
|
4/27/2018 3:49 PM
|
|
|
77. The most time and money should
be spent on ______.
|
ANSWER:
|
executing
execution
project execution
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p.136
|
|
QUESTION TYPE:
|
Completion
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.18 – LO: 3-5
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Case Study 2: JWD Consulting’s Project Management
Intranet Site Project (Agile Approach)
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:49 PM
|
|
DATE MODIFIED:
|
5/17/2018 2:03 PM
|
|
|
78. If done well, the _________
can produce several releases of useful software.
|
ANSWER:
|
agile approach
agile method
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p.139
|
|
QUESTION TYPE:
|
Completion
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.18 – LO: 3-5
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Case Study 2: JWD Consulting’s Project Management
Intranet Site Project (Agile Approach)
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:49 PM
|
|
DATE MODIFIED:
|
4/27/2018 3:49 PM
|
|
|
79. List and describe the five
process management groups.
|
ANSWER:
|
Initiating
processes include defining and authorizing a project
or project phase. Initiating processes take place during each phase of a
project. Therefore, you cannot equate process groups with project phases.
Recall that there can be different project phases, but all projects will
include all five process groups. For example, project managers and teams
should reexamine the business need for the project during every phase of
the project life cycle to determine if the project is worth continuing.
Initiating processes are also required to end a project. Someone must
initiate activities to ensure that the project team completes all the work,
documents lessons learned, assigns project resources, and that the customer
accepts the work.
Planning processes include devising and
maintaining a workable scheme to ensure that the project addresses the
organization’s needs. There are several plans for projects, such as the
scope management plan, schedule management plan, cost management plan,
procurement management plan, and so on, defining each knowledge area as it
relates to the project at that point in time. For example, a project team
must develop a plan to define the work that needs to be done for the
project, to schedule activities related to that work, to estimate costs for
performing the work, to decide what resources to procure to accomplish the
work, and so on. To account for changing conditions on the project and in
the organization, project teams often revise plans during each phase of the
project life cycle.
Executing processes include coordinating people
and other resources to carry out the various plans and produce the
products, services, or results of the project or phase. Examples of
executing processes include acquiring and developing the project team,
performing quality assurance, distributing information, managing
stakeholder expectations, and conducting procurements.
Monitoring and controlling processes include
regularly measuring and monitoring progress to ensure that the project team
meets the project objectives. The project manager and staff monitor and measure
progress against the plans and take corrective action when necessary. A
common monitoring and controlling process is reporting performance, where
project stakeholders can identify any necessary changes that may be
required to keep the project on track.
Closing processes include formalizing acceptance
of the project or project phase and ending it efficiently. Administrative
activities are often involved in this process group, such as archiving
project files, closing out contracts, documenting lessons learned, and
receiving formal acceptance of the delivered work as part of the phase or
project.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Moderate
|
|
REFERENCES:
|
p.87
|
|
QUESTION TYPE:
|
Essay
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.15 – LO: 3-1
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Project Management Process Groups
|
|
KEYWORDS:
|
Bloom’s: Comprehension
|
|
DATE CREATED:
|
4/27/2018 3:49 PM
|
|
DATE MODIFIED:
|
4/27/2018 3:49 PM
|
|
|
80. What is a methodology and what
are some methodologies other than the PMBOK Guide do organizations use as a
basis for project management methodology?
|
ANSWER:
|
A methodology describes how things
should be done, and different organizations often have different ways of
doing things.
In addition to using the PMBOK® Guide as a basis for project
management methodology, many organizations use others, such as the
following:
• PRojects IN Controlled Environments (PRINCE2): Originally developed
for information technology projects, PRINCE2 was released in 1996 as a
generic project management methodology by the U.K. Office of Government
Commerce (OCG). It is the de facto standard in the United Kingdom and is
used in over 50 countries. PRINCE2 defines 45 separate subprocesses and
organizes these into eight process groups as follows:
1. Starting up a project
2. Planning
3. Initiating a project
4. Directing a project
5. Controlling a stage
6. Managing product delivery
7. Managing stage boundaries
8. Closing a project
• Agile methodologies: Agile software development is a form of
adaptive software development. All agile methodologies include an iterative
workflow and incremental delivery of software in short iterations. Several
popular agile methodologies include extreme programming, scrum, feature
driven development, lean software development, Agile Unified Process (AUP),
Crystal, and Dynamic Systems Development Method (DSDM).
• Rational Unified Process (RUP) framework: RUP is an iterative software
development process that focuses on team productivity and delivers software
best practices to all team members. According to RUP expert Bill Cottrell,
“RUP embodies industry-standard management and technical methods and
techniques to provide a software engineering process particularly suited to
creating and maintaining component-based software system solutions.”
Cottrell explains that you can tailor RUP to include the PMBOK process
groups, since several customers asked for that capability. There are several
other project management methodologies specifically for software
development projects such as Joint Application Development (JAD) and Rapid
Application Development (RAD).
• Six Sigma methodologies: Many organizations have projects underway
that use Six Sigma methodologies. The work of many project quality experts
contributed to the development of today’s Six Sigma principles. Two main
methodologies are used on Six Sigma projects: DMAIC (Define, Measure,
Analyze, Improve, and Control) is used to improve an existing business
process, and DMADV (Define, Measure, Analyze, Design, and Verify) is used
to create new product or process designs to achieve predictable,
defect-free performance.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Moderate
|
|
REFERENCES:
|
p. 93-94
|
|
QUESTION TYPE:
|
Essay
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.16 – LO: 3-3
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Developing An IT Project Management Methodology
|
|
KEYWORDS:
|
Bloom’s: Comprehension
|
|
DATE CREATED:
|
4/27/2018 3:49 PM
|
|
DATE MODIFIED:
|
4/27/2018 3:49 PM
|
|
|
81. Describe the process of
initiating a project and the issues involved.
|
ANSWER:
|
In project management, initiating includes recognizing
and starting a new project. An organization should put considerable thought
into project selection to ensure that it initiates the right kinds of
projects for the right reasons. It is better to have a moderate or even
small amount of success on an important project than huge success on one
that is unimportant. The selection of projects for initiation, therefore,
is crucial, as is the selection of project managers. Ideally, the project
manager would be involved in initiating a project, but often the project
manager is selected after many initiation decisions have already been made.
Organizations must also understand and plan for the ongoing support that is
often required after implementing a new system or other product or service
resulting from a project.
It is important to remember that strategic planning should serve as
the foundation for deciding which projects to pursue. The organization’s
strategic plan expresses the vision, mission, goals, objectives, and
strategies of the organization. It also provides the basis for information
technology project planning. Information technology is usually a support
function in an organization, so it is critical that the people initiating
information technology projects understand how those projects relate to
current and future needs of the organization. Information systems must
support the firm’s business goals, such as providing consulting services
more effectively and efficiently.
An organization may initiate information technology projects for
several reasons, but the most important reason is to support business
objectives. Providing a good return on investment at a reasonable level of
risk is also important, especially in tough economic times.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Moderate
|
|
REFERENCES:
|
p. 96
|
|
QUESTION TYPE:
|
Essay
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.17 – LO: 3-4
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Case Study 1: JWD Consulting’s Project Management
Intranet Site Project (Predictive Approach)
|
|
KEYWORDS:
|
Bloom’s: Comprehension
|
|
DATE CREATED:
|
4/27/2018 3:49 PM
|
|
DATE MODIFIED:
|
4/27/2018 3:49 PM
|
|
|
82. What is a work breakdown
structure?
|
ANSWER:
|
The WBS is a very important tool in project management
because it provides the basis for deciding how to do the work. The WBS also
provides a basis for creating the project schedule and performing earned
value management for measuring and forecasting project performance.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Moderate
|
|
REFERENCES:
|
p. 114
|
|
QUESTION TYPE:
|
Essay
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.17 – LO: 3-4
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Case Study 1: JWD Consulting’s Project Management
Intranet Site Project (Predictive Approach)
|
|
KEYWORDS:
|
Bloom’s: Comprehension
|
|
DATE CREATED:
|
4/27/2018 3:49 PM
|
|
DATE MODIFIED:
|
4/27/2018 3:49 PM
|
|
|
83. In the Scrum method, what role
is played by the ScrumMaster?
|
ANSWER:
|
The ScrumMaster facilitates four ceremonies or meetings
when using Scrum methods:
• Sprint planning session: A meeting with the team to select a set of
work from the product backlog to deliver during a sprint. This meeting
takes about four hours to a full day.
• Daily Scrum: A short meeting for the development team to share
progress and challenges and plan work for the day. Ideally the team members
are in the same place, the meeting usually lasts no more than 15 minutes,
and it is held at the same time and place each day. If that is not possible,
teams can use videoconferencing to have short virtual meetings. The
ScrumMaster asks what work has been done since yesterday, what work is
planned for today, and what impediments or stumbling blocks might hamper
the team’s efforts. The ScrumMaster documents these stumbling blocks and
works with key stakeholders to resolve them after the daily Scrum. Many
teams use the term issues for items that do not have to be solved in the
next 24 hours and blockers for items that need to be addressed immediately.
This allows a ScrumMaster to maintain focus on highest-priority items
(blockers) first and then manage the resolution of other issues over the
next day or so.
• Sprint reviews: A meeting in which the team demonstrates to the
product owner what it has completed during the sprint.
• Sprint retrospectives: A meeting in which the team looks for ways to
improve the product and the process based on a review of the actual
performance of the development team.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Moderate
|
|
REFERENCES:
|
p. 131
|
|
QUESTION TYPE:
|
Essay
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.18 – LO: 3-5
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Case Study 2: JWD Consulting’s Project Management Intranet
Site Project (Agile Approach)
|
|
KEYWORDS:
|
Bloom’s: Comprehension
|
|
DATE CREATED:
|
4/27/2018 3:49 PM
|
|
DATE MODIFIED:
|
5/17/2018 2:13 PM
|
|
|
Chapter_5___Project_Scope_Management
True / False
|
|
1. Scope refers to all the work
involved in creating the products of the project and the processes used to
create them.
|
ANSWER:
|
True
|
|
RATIONALE:
|
Feedback: One of the most important and most difficult
aspects of project management is defining the scope of a project. Scope
refers to all the work involved in creating the products of the project and
the processes used to create them.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p.202
|
|
QUESTION TYPE:
|
True / False
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.31 – LO: 5-1
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
What Is Project Scope Management?
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:50 PM
|
|
DATE MODIFIED:
|
6/6/2018 6:11 PM
|
|
|
2. Deliverables are only
product-related, such as a piece of hardware or software.
|
ANSWER:
|
False
|
|
RATIONALE:
|
Feedback: Deliverables can be product-related, such as a
piece of hardware or software, or process-related, such as a planning
document or meeting minutes.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p.202
|
|
QUESTION TYPE:
|
True / False
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.31 – LO: 5-1
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: – Comprehension
|
|
TOPICS:
|
What Is Project Scope Management?
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:50 PM
|
|
DATE MODIFIED:
|
6/6/2018 6:11 PM
|
|
|
3. Project scope management includes
the processes involved in defining and controlling what is or is not included
in a project.
|
ANSWER:
|
True
|
|
RATIONALE:
|
Feedback: Project scope management includes the
processes involved in defining and controlling what work is or is not
included in a project. It ensures that the project team and stakeholders
have the same understanding of what products the project will produce and
what processes the project team will use to produce them.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p.202
|
|
QUESTION TYPE:
|
True / False
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.31 – LO: 5-1
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
What Is Project Scope Management?
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:50 PM
|
|
DATE MODIFIED:
|
6/6/2018 6:11 PM
|
|
|
4. The scope management plan can
be informal and broad or formal and detailed, based on the needs of the
project.
|
ANSWER:
|
True
|
|
RATIONALE:
|
Feedback: The scope management plan is a subsidiary part
of the project management plan. It can be informal and broad or formal and
detailed, based on the needs of the project.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p.203
|
|
QUESTION TYPE:
|
True / False
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.32 – LO: 5-2
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Planning Scope Management
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:50 PM
|
|
DATE MODIFIED:
|
6/6/2018 6:11 PM
|
|
|
5. The project’s size, complexity,
importance, and other factors do not affect how much effort is spent on
collecting requirements for scope planning.
|
ANSWER:
|
False
|
|
RATIONALE:
|
Feedback: The project’s size, complexity, importance,
and other factors affect how much effort is spent on collecting
requirements.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Moderate
|
|
REFERENCES:
|
p.208
|
|
QUESTION TYPE:
|
True / False
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.33 – LO: 5-3
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Collecting Requirements
|
|
KEYWORDS:
|
Bloom’s: Comprehension
|
|
DATE CREATED:
|
4/27/2018 3:50 PM
|
|
DATE MODIFIED:
|
6/6/2018 6:11 PM
|
|
|
6. Information from the project
charter provides a basis for further defining the project scope.
|
ANSWER:
|
True
|
|
RATIONALE:
|
Feedback: The charter describes the high-level scope,
time, and cost goals for the project objectives and success criteria, a
general approach to accomplishing the project’s goals, and the main roles
and responsibilities of important project stakeholders.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p. 210
|
|
QUESTION TYPE:
|
True / False
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.34 – LO: 5-4
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Defining Scope
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:50 PM
|
|
DATE MODIFIED:
|
6/6/2018 6:11 PM
|
|
|
7. Project scope statements must
include the project boundaries, constraints, and assumptions.
|
ANSWER:
|
False
|
|
RATIONALE:
|
Feedback: Project scope statements should include at
least a product scope description, product user acceptance criteria, and
detailed information on all project deliverables. It is also helpful to
document other scope-related information, such as the project boundaries,
constraints, and assumptions.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p.210
|
|
QUESTION TYPE:
|
True / False
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.34 – LO: 5-4
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Defining Scope
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:50 PM
|
|
DATE MODIFIED:
|
6/6/2018 6:11 PM
|
|
|
8. The scope of a project is clear
and specific from the start.
|
ANSWER:
|
False
|
|
RATIONALE:
|
Feedback: As time progresses, the scope of a project
should become more clear and specific.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Moderate
|
|
REFERENCES:
|
p.211
|
|
QUESTION TYPE:
|
True / False
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.34 – LO: 5-4
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Defining Scope
|
|
KEYWORDS:
|
Bloom’s: Comprehension
|
|
DATE CREATED:
|
4/27/2018 3:50 PM
|
|
DATE MODIFIED:
|
6/6/2018 6:11 PM
|
|
|
9. Many information technology
projects also require detailed functional and design specifications for
developing software, which also should be referenced in the detailed scope
statement.
|
ANSWER:
|
True
|
|
RATIONALE:
|
Feedback: Many IT projects require detailed functional
and design specifications for developing software, which also should be
referenced in the detailed scope statement.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Moderate
|
|
REFERENCES:
|
p.211
|
|
QUESTION TYPE:
|
True / False
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.34 – LO: 5-4
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Defining Scope
|
|
KEYWORDS:
|
Bloom’s: Comprehension
|
|
DATE CREATED:
|
4/27/2018 3:50 PM
|
|
DATE MODIFIED:
|
6/6/2018 6:11 PM
|
|
|
10. The project scope statement
should reference supporting documents, such as product specifications that
will affect what products are produced or purchased, or corporate policies,
which might affect how products or services are produced.
|
ANSWER:
|
True
|
|
RATIONALE:
|
Feedback: The project scope statement should reference
supporting documents, such as product specifications that will affect what
products are created or purchased, or corporate policies, which might
affect how products or services are produced.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p.211
|
|
QUESTION TYPE:
|
True / False
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.34 – LO: 5-4
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Defining Scope
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:50 PM
|
|
DATE MODIFIED:
|
6/6/2018 6:11 PM
|
|
|
11. The project management plan,
project documents, enterprise environmental factors, and organizational
process assets are the primary inputs for creating a WBS.
|
ANSWER:
|
True
|
|
RATIONALE:
|
Feedback: The project management plan, project
documents, enterprise environmental factors, and organizational process
assets are the primary inputs for creating a WBS.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p.213
|
|
QUESTION TYPE:
|
True / False
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.35 – LO: 5-5
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Creating The Work Breakdown Structure
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:50 PM
|
|
DATE MODIFIED:
|
6/6/2018 6:11 PM
|
|
|
12. The scope baseline in a WBS
consists of the requirements documentation and enterprise environmental
factors.
|
ANSWER:
|
False
|
|
RATIONALE:
|
Feedback: The scope baseline includes the approved
project scope statement and its associated WBS and WBS dictionary.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p.213
|
|
QUESTION TYPE:
|
True / False
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.35 – LO: 5-5
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Creating The Work Breakdown Structure
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:50 PM
|
|
DATE MODIFIED:
|
6/6/2018 6:11 PM
|
|
|
13. The main purpose of the WBS is
to define all of the work required to complete a project.
|
ANSWER:
|
True
|
|
RATIONALE:
|
Feedback: The main purpose of the WBS is to define all
of the work required to complete a project.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p.215
|
|
QUESTION TYPE:
|
True / False
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.35 – LO: 5-5
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Creating The Work Breakdown Structure
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:50 PM
|
|
DATE MODIFIED:
|
6/6/2018 6:11 PM
|
|
|
14. A work package represents one
component of the product that the project aims to deliver.
|
ANSWER:
|
False
|
|
RATIONALE:
|
Feedback: A work package is a task at the lowest level
of the WBS. It represents the level of work that the project manager
monitors and controls.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p.215
|
|
QUESTION TYPE:
|
True / False
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.35 – LO: 5-5
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Creating The Work Breakdown Structure
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:50 PM
|
|
DATE MODIFIED:
|
6/6/2018 6:11 PM
|
|
|
15. A work package must always
represent less than 80 hours of work.
|
ANSWER:
|
False
|
|
RATIONALE:
|
Feedback: A work package represents the level of work
that the project manager monitors and controls. If a project has a
relatively short time frame and requires weekly progress reports, a work
package might represent work completed in one week or less. If a project
has a very long time frame and requires quarterly progress reports, a work
package might represent work completed in one month or more.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p.215
|
|
QUESTION TYPE:
|
True / False
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.35 – LO: 5-5
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Creating The Work Breakdown Structure
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:50 PM
|
|
DATE MODIFIED:
|
6/6/2018 6:11 PM
|
|
|
16. Given the project management
software that is available, it is relatively easy to create a good WBS.
|
ANSWER:
|
False
|
|
RATIONALE:
|
Feedback: It is very difficult to create a good WBS.
In order to do so, you must understand the project and its scope and
incorporate the needs and knowledge of the stakeholders.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p.216
|
|
QUESTION TYPE:
|
True / False
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.35 – LO: 5-5
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: – Comprehension
|
|
TOPICS:
|
Creating The Work Breakdown Structure
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:50 PM
|
|
DATE MODIFIED:
|
6/6/2018 6:11 PM
|
|
|
17. The tasks in a WBS must be
developed as a sequential list of steps.
|
ANSWER:
|
False
|
|
RATIONALE:
|
Feedback: A concern when creating a WBS is how to
organize it to provide the basis for the project schedule. You should focus
on what work needs to be done and how it will be done, not when it will be
done. In other words, the tasks do not have to be developed as a sequential
list of steps.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Moderate
|
|
REFERENCES:
|
p. 217
|
|
QUESTION TYPE:
|
True / False
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.35 – LO: 5-5
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Creating The Work Breakdown Structure
|
|
KEYWORDS:
|
Bloom’s: Comprehension
|
|
DATE CREATED:
|
4/27/2018 3:50 PM
|
|
DATE MODIFIED:
|
6/6/2018 6:11 PM
|
|
|
18. The executing tasks of the WBS
remain constant from project to project.
|
ANSWER:
|
False
|
|
RATIONALE:
|
Feedback: The executing tasks vary the most from project
to project, but many of the tasks under the other project management
process groups would be similar for all projects.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p.217
|
|
QUESTION TYPE:
|
True / False
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.35 – LO: 5-5
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Creating The Work Breakdown Structure
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:50 PM
|
|
DATE MODIFIED:
|
6/6/2018 6:11 PM
|
|
|
19. Many organizations provide
different guidelines and templates for developing WBSs.
|
ANSWER:
|
True
|
|
RATIONALE:
|
Feedback: Many organizations provide guidelines and
templates for developing WBSs, as well as examples of WBSs from past
projects. Microsoft Project 2016 comes with several templates, and more are
available on Microsoft’s Web site and other sites.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p.219
|
|
QUESTION TYPE:
|
True / False
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.35 – LO: 5-5
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Creating The Work Breakdown Structure
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:50 PM
|
|
DATE MODIFIED:
|
6/6/2018 6:11 PM
|
|
|
20. Mind mapping allows people to
write and even draw pictures of ideas in a nonlinear format.
|
ANSWER:
|
True
|
|
RATIONALE:
|
Feedback: Instead of writing down tasks in a list or
immediately trying to create a structure for tasks, mind mapping allows
people to write and even draw pictures of ideas in a nonlinear format. This
more visual, less structured approach to defining and then grouping tasks can
unlock creativity among individuals and increase participation and morale
among teams.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p.221
|
|
QUESTION TYPE:
|
True / False
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.35 – LO: 5-5
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Creating The Work Breakdown Structure
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:50 PM
|
|
DATE MODIFIED:
|
6/6/2018 6:11 PM
|
|
|
21. The format of the WBS
dictionary is essentially the same for all projects.
|
ANSWER:
|
False
|
|
RATIONALE:
|
Feedback: WBS dictionary is a document that provides
detailed information about each WBS item. The format of the WBS dictionary
can vary based on project needs.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p.223
|
|
QUESTION TYPE:
|
True / False
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.35 – LO: 5-5
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Creating The Work Breakdown Structure
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:50 PM
|
|
DATE MODIFIED:
|
6/6/2018 6:11 PM
|
|
|
22. A unit of work should appear
at only one place in the WBS.
|
ANSWER:
|
True
|
|
RATIONALE:
|
Feedback: A basic principle of creating a good WBS and
its WBS dictionary is that a unit of work should appear at only one place
in the WBS.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Moderate
|
|
REFERENCES:
|
p.224
|
|
QUESTION TYPE:
|
True / False
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.35 – LO: 5-5
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Creating The Work Breakdown Structure
|
|
KEYWORDS:
|
Bloom’s: Comprehension
|
|
DATE CREATED:
|
4/27/2018 3:50 PM
|
|
DATE MODIFIED:
|
6/6/2018 6:11 PM
|
|
|
23. Scope creep if not managed
well can lead to the failure of information technology projects.
|
ANSWER:
|
True
|
|
RATIONALE:
|
Feedback: Even when the project scope is fairly well
defined, many IT projects suffer from scope creep—the tendency for project
scope to keep getting bigger and bigger. Many IT projects fail due to scope
creep.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p.225
|
|
QUESTION TYPE:
|
True / False
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.36 – LO: 5-6
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: – Comprehension
|
|
TOPICS:
|
Validating Scope
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:50 PM
|
|
DATE MODIFIED:
|
6/6/2018 6:11 PM
|
|
|
24. Which term describes a
product produced as part of a project?
|
|
a.
|
variance
|
b.
|
scope
|
|
|
c.
|
deliverable
|
d.
|
work package
|
|
ANSWER:
|
c
|
|
RATIONALE:
|
Feedback: The term deliverable describes a product
created as part of a project. Deliverables can be product related, such as
a piece of hardware or software, or process-related, such as a planning
document or meeting minutes.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p.202
|
|
QUESTION TYPE:
|
Multiple Choice
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.31 – LO: 5-1
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
What Is Project Scope Management?
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:50 PM
|
|
DATE MODIFIED:
|
6/6/2018 6:11 PM
|
|
|
25. Which statement best describes
scope?
|
|
a.
|
each level of work that is outlined in a work breakdown
structure
|
|
|
b.
|
end product created as part of a project that is
delivered to the client
|
|
|
c.
|
tasks that are decomposed into smaller tasks in a work
breakdown structure
|
|
|
d.
|
work involved in creating the products and the processes
used to create them
|
|
ANSWER:
|
d
|
|
RATIONALE:
|
Feedback: Scope refers to all the work involved in
creating the products of the project and the processes used to create them.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p.202
|
|
QUESTION TYPE:
|
Multiple Choice
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.31 – LO: 5-1
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
What Is Project Scope Management?
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:50 PM
|
|
DATE MODIFIED:
|
6/6/2018 6:11 PM
|
|
|
26. Which action involves
defining and documenting the features and functions of the products produced
during the project as well as the processes used for creating them?
|
|
a.
|
Collecting requirements
|
b.
|
Defining scope
|
|
|
c.
|
Controlling scope
|
d.
|
Validating scope
|
|
ANSWER:
|
a
|
|
RATIONALE:
|
Feedback: Collecting requirements involves defining and
documenting the features and functions of the products for the project as
well as the processes used for creating them. The project team creates
requirements documentation and a requirements traceability matrix as
outputs of the requirements collection process.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p.202
|
|
QUESTION TYPE:
|
Multiple Choice
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.31 – LO: 5-1
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
What Is Project Scope Management?
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:50 PM
|
|
DATE MODIFIED:
|
6/6/2018 6:11 PM
|
|
|
27. Which action involves
reviewing the project charter, requirements documents, and organizational
process assets to create a scope statement, adding more information as
requirements are developed and change requests are approved?
|
|
a.
|
Creating scope
|
b.
|
Defining scope
|
|
|
c.
|
Controlling scope
|
d.
|
Validating scope
|
|
ANSWER:
|
b
|
|
RATIONALE:
|
Feedback: Defining scope involves reviewing the scope
management plan, project charter, requirements documents, and
organizational process assets to create a scope statement, adding more
information as requirements are developed and change requests are approved.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p.203
|
|
QUESTION TYPE:
|
Multiple Choice
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.31 – LO: 5-1
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
What Is Project Scope Management?
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:50 PM
|
|
DATE MODIFIED:
|
6/6/2018 6:11 PM
|
|
|
28. Which action involves
normalizing acceptance of the project deliverables and during this phase the key
project stakeholders, such as the customer and sponsor for the project,
inspect and then formally accept the deliverables?
|
|
a.
|
Creating scope
|
b.
|
Defining scope
|
|
|
c.
|
Controlling scope
|
d.
|
Validating scope
|
|
ANSWER:
|
d
|
|
RATIONALE:
|
Feedback: Validating scope involves formalizing
acceptance of the project deliverables. Key project stakeholders, such as
the customer and sponsor for the project, inspect and then formally accept
the deliverables during this process.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p.203
|
|
QUESTION TYPE:
|
Multiple Choice
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.31 – LO: 5-1
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
What Is Project Scope Management?
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:50 PM
|
|
DATE MODIFIED:
|
6/6/2018 6:11 PM
|
|
|
29. Creating the WBS is a
subprocess associated with which process in project scope management?
|
|
a.
|
planning
|
b.
|
monitoring and controlling
|
|
|
c.
|
closing
|
d.
|
executing
|
|
ANSWER:
|
a
|
|
RATIONALE:
|
Feedback: Creating the WBS is a subprocess associated
with the planning process of the project scope management.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p.203
|
|
QUESTION TYPE:
|
Multiple Choice
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.32 – LO: 5-2
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Planning Scope Management
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:50 PM
|
|
DATE MODIFIED:
|
6/6/2018 6:11 PM
|
|
|
30. Which output documents how
project needs will be analyzed, documented, and managed?
|
|
a.
|
requirements traceability matrix
|
b.
|
requirements management plan
|
|
|
c.
|
WBS
|
d.
|
project scope statement
|
|
ANSWER:
|
b
|
|
RATIONALE:
|
Feedback: The requirements management plan documents how
project requirements will be analyzed, documented, and managed.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty:Easy
|
|
REFERENCES:
|
p.203
|
|
QUESTION TYPE:
|
Multiple Choice
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.32 – LO: 5-2
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Planning Scope Management
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:50 PM
|
|
DATE MODIFIED:
|
6/6/2018 6:11 PM
|
|
|
31. Which process involves
generating ideas by comparing specific project practices or product
characteristics to those of other projects or products inside or outside the
performing organization?
|
|
a.
|
variance
|
b.
|
benchmarking
|
|
|
c.
|
prototyping
|
d.
|
decomposition
|
|
ANSWER:
|
b
|
|
RATIONALE:
|
Feedback: Benchmarking, or generating ideas by comparing
specific project practices or product characteristics to those of other
projects or products inside or outside the performing organization, can be
used to collect requirements.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p.208
|
|
QUESTION TYPE:
|
Multiple Choice
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.33 – LO: 5-3
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Collecting Requirements
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:50 PM
|
|
DATE MODIFIED:
|
6/6/2018 6:11 PM
|
|
|
32. What is a table that lists requirements,
their various attributes, and the status of the requirements to ensure that
all are addressed referred to as?
|
|
a.
|
requirements traceability matrix
|
b.
|
Gantt chart
|
|
|
c.
|
state transition table
|
d.
|
entity-attribute-value model
|
|
ANSWER:
|
a
|
|
RATIONALE:
|
Feedback: A requirements traceability matrix (RTM) is a
table that lists requirements, their various attributes, and the status of
the requirements to ensure that all are addressed.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p.209
|
|
QUESTION TYPE:
|
Multiple Choice
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.33 – LO: 5-3
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Collecting Requirements
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:50 PM
|
|
DATE MODIFIED:
|
6/6/2018 6:11 PM
|
|
|
33. Which document contains a
deliverable-oriented grouping of the work involved in a project that defines
the total scope of the project?
|
|
a.
|
project charter
|
b.
|
business case
|
|
|
c.
|
project scope statement
|
d.
|
work breakdown structure
|
|
ANSWER:
|
d
|
|
RATIONALE:
|
Feedback: After collecting requirements and defining
scope, the next step in project scope management is to create a work breakdown
structure. A work breakdown structure (WBS) is a deliverable oriented
grouping of the work involved in a project that defines its total scope.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p.213
|
|
QUESTION TYPE:
|
Multiple Choice
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.35 – LO: 5-5
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Creating The Work Breakdown Structure
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:50 PM
|
|
DATE MODIFIED:
|
6/6/2018 6:11 PM
|
|
|
34. What is the main technique
used in creating a WBS, which involves subdividing project deliverables into
smaller pieces?
|
|
a.
|
conglomeration
|
b.
|
accumulation
|
|
|
c.
|
decomposition
|
d.
|
catalyzation
|
|
ANSWER:
|
c
|
|
RATIONALE:
|
Feedback: The main tool or technique involved in
creating a WBS is decomposition—that is, subdividing project deliverables
into smaller pieces.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p.213
|
|
QUESTION TYPE:
|
Multiple Choice
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.35 – LO: 5-5
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Creating The Work Breakdown Structure
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:50 PM
|
|
DATE MODIFIED:
|
6/6/2018 6:11 PM
|
|
|
35. Which task is at the lowest
level of the WBS?
|
|
a.
|
variance
|
b.
|
objective
|
|
|
c.
|
deliverable
|
d.
|
work package
|
|
ANSWER:
|
d
|
|
RATIONALE:
|
Feedback: A work package is a task at the lowest level
of the WBS.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p.215
|
|
QUESTION TYPE:
|
Multiple Choice
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.35 – LO: 5-5
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Creating The Work Breakdown Structure
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:50 PM
|
|
DATE MODIFIED:
|
6/6/2018 6:11 PM
|
|
|
36. Which document should list and
describe all of the deliverables required for the project?
|
|
a.
|
project charter
|
b.
|
scope statement
|
|
|
c.
|
WBS
|
d.
|
Gantt chart
|
|
ANSWER:
|
b
|
|
RATIONALE:
|
Feedback: The scope statement should list and describe
all of the deliverables required for the project. It is very important to ensure
consistency between the project charter, scope statement, WBS, and Gantt
chart to define the scope of the project accurately.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p.218
|
|
QUESTION TYPE:
|
Multiple Choice
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.35 – LO: 5-5
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Creating The Work Breakdown Structure
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:50 PM
|
|
DATE MODIFIED:
|
6/6/2018 6:11 PM
|
|
|
37. Which approach for
constructing a WBS uses a similar project’s WBS as a starting point?
|
|
a.
|
top-down
|
b.
|
bottom-up
|
|
|
c.
|
mind-mapping
|
d.
|
analogy
|
|
ANSWER:
|
d
|
|
RATIONALE:
|
Feedback: A method for constructing a WBS is the analogy
approach. In the analogy approach, you use a similar project’s WBS as a
starting point.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p.219
|
|
QUESTION TYPE:
|
Multiple Choice
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.35 – LO: 5-5
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Creating The Work Breakdown Structure
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:50 PM
|
|
DATE MODIFIED:
|
6/6/2018 6:11 PM
|
|
|
38. Which approach for
constructing a WBS involves refining the work into greater and greater levels
of detail?
|
|
a.
|
analogy
|
b.
|
bottom-up
|
|
|
c.
|
top-down
|
d.
|
mind mapping
|
|
ANSWER:
|
c
|
|
RATIONALE:
|
Feedback: To use the top-down approach, start with the largest
items of the project and break them into subordinate items. This process
involves refining the work into greater and greater levels of detail.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p.220
|
|
QUESTION TYPE:
|
Multiple Choice
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.35 – LO: 5-5
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Creating The Work Breakdown Structure
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:50 PM
|
|
DATE MODIFIED:
|
6/6/2018 6:11 PM
|
|
|
39. Which approach for
constructing a WBS starts with the largest items of the project and breaks
them into subordinate items?
|
|
a.
|
analogy
|
b.
|
bottom-up
|
|
|
c.
|
top-down
|
d.
|
mind mapping
|
|
ANSWER:
|
c
|
|
RATIONALE:
|
Feedback: To use the top-down approach, start with the
largest items of the project and break them into subordinate items. The
top-down approach is best suited to project managers who have vast
technical insight and a big-picture perspective.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p.220
|
|
QUESTION TYPE:
|
Multiple Choice
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.35 – LO: 5-5
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Creating The Work Breakdown Structure
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:50 PM
|
|
DATE MODIFIED:
|
6/6/2018 6:11 PM
|
|
|
40. Which technique is
used for creating a WBS uses branches radiating from a core idea to
structure thoughts and ideas instead of writing down tasks in a list or
immediately trying to create a structure for tasks?
|
|
a.
|
analogy
|
b.
|
bottom-up
|
|
|
c.
|
top-down
|
d.
|
mind mapping
|
|
ANSWER:
|
d
|
|
RATIONALE:
|
Feedback: Mind mapping is a technique that uses branches
radiating from a core idea to structure thoughts and ideas. Instead of
writing down tasks in a list or immediately trying to create a structure
for tasks, mind mapping allows people to write and even draw pictures of
ideas in a nonlinear format.
|
|
POINTS:
|
1
|
|
DIFFICULTY:
|
Difficulty: Easy
|
|
REFERENCES:
|
p.221
|
|
QUESTION TYPE:
|
Multiple Choice
|
|
HAS VARIABLES:
|
False
|
|
LEARNING OBJECTIVES:
|
INFO.SCHW.14.35 – LO: 5-5
|
|
NATIONAL STANDARDS:
|
United States – BUSPROG: Analytic
|
|
TOPICS:
|
Creating The Work Breakdown Structure
|
|
KEYWORDS:
|
Bloom’s: Knowledge
|
|
DATE CREATED:
|
4/27/2018 3:50 PM
|
|
DATE MODIFIED:
|
6/6/2018 6:11 PM
|
|
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