Term
1. You are a project manager for a growing dairy farm. It offers organic dairy products
regionally and is expanding its operations to the West Coast. It is in the process of purchasing
and leasing dairy farms to get operations underway. You are in charge of the network
operations part of this project. An important deadline that depends on the successful
completion of the testing phase is approaching. You’ve detected some problems with your
hardware in the testing phase and discover that the hardware is not compatible with other
network equipment. You take corrective action and exchange the hardware for more compatible
equipment. Which of the following statements is true?
A. This is not a corrective action because corrective action involves human resources, not
project resources.
B. Corrective action is taken here to make sure the future project outcomes are aligned
with the project management plan.
C. Corrective action is not necessary in this case because the future project outcomes
aren’t affected.
D. Corrective action serves as the change request to authorize exchanging the equipment. |
|
Definition
1. B. Corrective action brings anticipated future project outcomes back into alignment with
the project management plan. Because an important deadline that depends on a positive
outcome of this test is looming, the equipment is exchanged so that the project plan and
project schedule are not impacted. |
|
|
Term
2. You are a project manager for a growing dairy farm. It offers organic dairy products
regionally and is expanding its operations to the West Coast. It’s in the process of purchasing
and leasing dairy farms to get operations under way. The subproject manager in charge
of network operations has reported some hardware problems to you. You’re also having
other problems coordinating and integrating other elements of the project. Which of the
following statements is true?
A. You are in the Direct and Manage Project Work process.
B. Your project team doesn’t appear to have the right skills and knowledge needed to perform
this project.
C. You are in the norming stage of team development.
D. Your project team could benefit from some team-building exercises. |
|
Definition
2. A. The most difficult aspect of the Direct and Manage Project Work process is coordinating
and integrating all the project elements. The clue to this question is in the next-to-last
sentence. |
|
|
Term
3. Which of the following process groups serve as inputs to each other?
A. Executing, Monitoring and Controlling
B. Executing, Closing
C. Planning, Monitoring and Controlling
D. Executing, Initiation |
|
Definition
3. A. The Executing process group and Monitoring and Controlling process group serve as
inputs to each other. |
|
|
Term
4. Your team members have just completed training on specialized equipment. This is one of
the work results you’ve gathered and recorded. Which of the following outputs of the Direct
and Manage Project Work process does this describe?
A. Work performance data
B. Deliverable
C. Preventive action
D. Project documents updates |
|
Definition
4. B. This question describes the deliverable output. Deliverables can be intangibles, such as
the completion of training. |
|
|
Term
5. You are reporting on project elements such as schedule status, deliverables completion, lessons
learned, and resource utilization. Which of the following outputs of the Direct and
Manage Project Work does this describe?
A. Project management plan updates
B. Project documents updates
C. Preventive action
D. Work performance data |
|
Definition
5. D. Work performance data includes elements such as schedule status, the status of deliverables
completion, lessons learned, and resource utilization. |
|
|
Term
6. You are in the process of making project staff assignments. You have several candidates for
a position on the project team that requires specific qualifications. All the candidates seem
to meet the qualifications. You also consider prior experience, their interest in the project,
cost rates, and availability of these potential candidates. Which of the following is true?
A. You are considering the resource calendars input of the Develop Project Team process.
B. You are considering the project staff assignments input of the Develop Project Team
process.
C. You are considering the enterprise environmental factors input of the Acquire Project
Team process.
D. You are considering the project management plan input of the Acquire Project Team
process. |
|
Definition
6. C. The enterprise environmental factors input of the Acquire Project Team process considers
elements such as prior experience, interest in working on the project, cost rates, and
availability of potential team members. |
|
|
Term
7. During a recent team meeting, you reached a resolution to a problem that’s been troubling
the team for several weeks. It turned out that there was a problem with one of the manufactured
parts required for the project. Once this was corrected, the remaining production run
went off without a hitch. You took responsibility for searching out the facts of this problem
and implemented a change request to resolve the issue. Which of the following is true
regarding this question?
A. This is a defect repair, which is performed during the Direct and Manage Project Work
process.
B. This is a corrective action, which is performed during the Direct and Manage Project
Work process.
C. This is a preventive action, which is performed during the Direct and Manage Project
Work process.
D. This is an unapproved change request and must first go through the Perform Integrated
Change Control process. |
|
Definition
7. A. This question describes a defect repair that was discovered and implemented. Defect repairs
come about as a result of approved changes. Approved changes are implemented in the Direct
and Manage Project Work process. The question implies that the change request was approved
because the problem was corrected and the rest of the production run went smoothly. |
|
|
Term
8. You are the project manager for a cable service provider. Your team members are amiable
with each other and are careful to make project decisions jointly. Which of the following
statements is true?
A. They are in the forming stage of team development.
B. They are in the norming stage of team development.
C. They are in the storming stage of team development.
D. They are in the adjourning stage of team development. |
|
Definition
8. B. Teams in the norming stage of team development exhibit affection and familiarity with
one another and make joint decisions. |
|
|
Term
9. You are the project manager for a cable service provider. Your project team is researching
a new service offering. They have been working together for quite some time and are in the
performing stage of team development. A new member has been introduced to the team.
Which of the following statements is true?
A. The team will start all over again with the storming stage.
B. The team will continue in the performing stage.
C. The team will start all over again with the forming stage.
D. The team will start all over again at the storming stage but quickly progress to the performing
stage. |
|
Definition
9. C. The introduction of a new team member will start the formation and development of the
team all over again with the forming stage. |
|
|
Term
10. You are the project manager for a cable service provider. Your project team is researching a
new service offering. They have been working together for quite some time and have a good
understanding of the task at hand. They will not likely need any direction from you to complete
this task. According to Blanchard, what type of leadership style does this describe?
A. Supporting
B. Autocratic
C. Laissez-faire
D. Delegating |
|
Definition
10. D. Delegating is a situational leadership style that is used when team members have performed
the task before and need little to no input from the manager. The supporting style
requires some input from the leader. An autocratic manager makes all the decisions with
no input from the team, and the laissez-faire leader lets the team make all the decisions and
has little involvement with the team. Neither the autocratic nor laissez-faire leadership style
is a named style in the Blanchard Situational Leadership II Model. |
|
|
Term
11. You’ve promised your team two days of paid time off plus a week’s training in the latest
technology of their choice if they complete their project ahead of schedule. This is an example
of which of the following?
A. Achievement Theory
B. Expectancy Theory
C. Maslow’s Theory
D. Contingency Theory |
|
Definition
11. B. The Expectancy Theory says that people are motivated by the expectation of good outcomes.
The outcome must be reasonable and attainable. |
|
|
Term
12. Your team is split between two buildings on either side of town. As a result, the team isn’t
very cohesive because the members don’t know each other very well. The team is still in the
storming stage because of the separation issues. Which of the following should you consider?
A. Corrective action
B. Co-location
C. Training
D. Conflict resolution |
|
Definition
12. B. Co-location would bring your team members together in the same location and allow
them to function more efficiently as a team. At a minimum, meeting in a common room,
such as a war room, for all team meetings would bring the team closer together. |
|
|
Term
13. Which conflict resolution technique offers project managers the best option for resolution?
A. Smooth/accommodate
B. Collaborate/problem solve
C. Compromise/reconcile
D. Force/direct |
|
Definition
13. B. Collaborate/problem solve is a problem-solving technique that seeks to determine the
facts and find solutions based on the facts. It involves hearing multiple viewpoints and
examining several perspectives. This results in a win-win resolution for all parties. |
|
|
Term
14. You are a fabulous project manager, and your team thinks highly of you. You are well
respected by the stakeholders, management team, and project team. When you make decisions,
others follow your lead as a result of which of the following?
A. Referent power
B. Expert power
C. Legitimate power
D. Punishment power |
|
Definition
14. A. Referent power is power that is inferred on a leader by their subordinates as a result of
the high level of respect for the leader. |
|
|
Term
15. Theory Y managers believe which of the following?
A. People are motivated only by money, power, or position.
B. People will perform their best if they’re given proper motivation and expectations.
C. People are motivated to achieve a high level of competency.
D. People are motivated by expectation of good outcomes. |
|
Definition
15. B. Theory Y managers believe that people will perform their best if they’re provided with
the proper motivation and the right expectations. |
|
|
Term
16. When working in a matrix environment, all of the following are true regarding the Manage
Project Team process except for which one?
A. Improving competencies, team interactions, and the team environment can help
enhance project performance.
B. Managing project teams in a matrix environment is often a critical success factor for
the project.
C. It’s the project manager’s responsibility to make certain this dual reporting relationship
is managed effectively.
D. Loyalty issues might arise when managing projects in a matrix environment. |
|
Definition
16. A. Improving competencies, team interactions, and the team environment are characteristics
of the Develop Project Team process, not the Manage Project Team process. |
|
|
Term
17. You are preparing project performance appraisals and have decided you’d like each team
member to receive feedback regarding their performance from several sources, including
peers, superiors, and subordinates. Which of the following is true?
A. This is called 360-degree feedback and is part of the input to the organizational project
performance appraisals, which is part of the organizational process assets updates
input of the Manage Project Team process.
B. This is called 360-degree feedback and is considered part of the team performance
assessment input of the Manage Project Team process.
C. This is called 360-degree feedback and is considered part of the Work performance
data input of the Manage Project Team process.
D. This is called 360-degree feedback and is part of the project performance appraisals
tool and technique of the Manage Project Team process. |
|
Definition
17. D. This technique is called 360-degree feedback. It’s part of the project performance
appraisals tool and technique of the Manage Project Team process. |
|
|
Term
18. Specific team members were promised for your project as part of the project proposal. You
speak with the functional managers to assure their availability. All of the following are true
regarding this question except for which one?
A. This is a preassignment, which is a tool and technique of the process to which this
question refers.
B. Team members promised as part of the project proposal should be noted in the project
charter.
C. The other tools and techniques of the process this question refers to are negotiation,
virtual teams, and resource availability.
D. Team members might be promised as part of a project that’s put out for bid or of internal
projects. |
|
Definition
18. C. This question refers to preassignments, which are a tool and technique of the Acquire
Project Team process. The other tools and techniques of this process are negotiation, acquisition,
virtual teams, and multicriteria analysis. |
|
|
Term
19. These two conflict resolution techniques are known as lose-lose techniques.
A. Accommodating and forcing
B. Smoothing and withdrawal
C. Compromise and reconcile
D. Avoidance and forcing |
|
Definition
19. B. Smoothing (also known as accommodating) and withdrawal (also known as avoidance)
are both lose-lose techniques. Forcing is a win-lose technique. Compromise or reconcile is
where neither side wins or loses. |
|
|
Term
20. You are a project manager who believes people will have high productivity, morale, and
satisfaction if offered a job for life. Which theory do you subscribe to?
A. Theory X
B. Hygiene Theory
C. Theory Y
D. Theory Z |
|
Definition
20. D. Theory Z encourages employee loyalty because jobs are offered for life. This leads to
increased productivity, morale, and high employee satisfaction. |
|
|
