Project Management Exam 3

C. Adjusting the data

A project monitoring system involves all of the following except:
A. Determining what data to collect
B. Determining how, when, and who will collect the data
C. Adjusting the data
D. Analysis of the data
E. Reporting current progress

E. A, B, and C are all correct

Adequate project controls have the advantage(s) of:
A. Holding people accountable
B. Prevents small problems from getting large
C. Keeping focus
D. Both A and B are correct
E. A, B, and C are all correct

E. All of these are typical sections

A typical project progress report would contain all of the following sections except
A. Progress since last report
B. Problems and issues since last report
C. Current status of project
D. Corrective action planned
E. All of these are typical sections

A. Set a baseline plan

The first step in the project control process of the measurement and evaluation of project
performance is to
A. Set a baseline plan
B. Determine the project objectives
C. Determine the project deliverables
D. Analyze the project budget
E. Review the project priority matrix

D. Measure progress and performance

The second step in the project control process of the measurement and evaluation of project
performance is to
A. Review the baseline plan with top management
B. Analyze inputs to control system
C. Compare plan against actual
D. Measure progress and performance
E. Review spending with team members

C. Compare the plan against actual performance

The third step in the project control process of the measurement and evaluation of project
performance is to
A. Review the baseline plan with top management
B. Analyze inputs to the control system
C. Compare the plan against actual performance
D. Measure both progress and performance
E. Review spending with team members

A. Take appropriate action

The last step in the project control process of the measurement and evaluation of project
performance is to
A. Take appropriate action
B. Prepare a report to top management
C. Follow up on corrective action
D. Measure progress and performance
E. Review spending with team members

C. Project network schedule derived from the WBS/OBS

In monitoring project time (schedule) performance actual performance should be compared to
A. Budgets for the current year
B. Top management's targets
C. Project network schedule derived from the WBS/OBS
D. Progress on similar past projects
E. Previous status reports

B. Gantt Chart

A typical tool used to communicate project status is a
A. Project network diagram
B. Gantt Chart
C. A PERT chart
D. Both A and B are correct
E. A, B, and C are all correct

A. Project schedule control chart

A tool used to monitor past project schedule performance, current performance, and to
estimate future schedule trends is a simple line chart known as a
A. Project schedule control chart
B. Gantt chart
C. PERT chart
D. Network diagram
E. Milestone chart

D. Both A and B are correct

An Earned Value System used to monitor project progress includes comparison of
A. Actual costs versus budget
B. Schedule progress versus plan
C. Quality progress versus plan
D. Both A and B are correct
E. A, B, and C are all correct

D. Percent of the original budget that has been earned by actual work

The earned value of a project is the
A. Project cost to date adjusted for project scope changes
B. Total project cost to date
C. Cost incurred minus the planned cost
D. Percent of the original budget that has been earned by actual work
E. None of these are correct

A. EV-AC

The cost variance for a project is calculated by
A. EV-AC
B. AC-SV
C. PV-EV
D. CU-EV
E. EU-PV

E. EV-PV

The schedule variance for a project is calculated by
A. EV-AC
B. AC-SV
C. PV-EV
D. CU-EV
E. EV-PV

B. Time-phasing the work packages

Baseline project budgets are derived from
A. The organization's overall budget
B. Time-phasing the work packages
C. Top management directions
D. Both A and C are correct
E. A, B, and C are all correct

E. All of these are usually included

Of the following costs, which are not included in baseline?
A. Materials
B. Equipment
C. Labor
D. A and C but not B
E. All of these are usually included

E. Percent complete rule

The method most frequently used in measuring project progress is the
A. 0/100 percent rule
B. 75/25 percent rule
C. 50/50 percent rule
D. 25/75 percent rule
E. Percent complete rule

D. Both A and B are correct

Generally the method for measuring accomplishments centers on comparing
A. Earned value with the expected schedule value
B. Earned value with the actual costs
C. Actual costs with budgeted costs
D. Both A and B are correct
E. A, B, and C are all correct

D. PV, EV, and AC

Which of the following are required to assess the current status of a project using the earned-
value cost/schedule system?
A. BAC, EAC, and ETC
B. VAC, EAC, and BAC
C. CV, SU, and BAC
D. PV, EV, and AC
E. TCPI, EV, and PV

D. VAC

Which of the following methods of variance analysis is the best indicator of how far off the
budget a project will be at completion?
A. BAC
B. EAC
C. ETC
D. VAC
E. TCPI

C. EV/AC

Which of the following methods will measure the cost efficiency of the work accomplished to
date?
A. SV/CV
B. EV/PV
C. EV/AC
D. AC/SV
E. AC/CV

B. EV/PV

Which of the following methods will measure the scheduling efficiency of the work
accomplished to date?
A. SV/CV
B. EV/PV
C. EV/AC
D. AC/SV
E. AC/CV

D. Over cost or behind schedule

An index value less than one indicates that the project is
A. Under cost or behind schedule
B. Over cost or ahead of schedule
C. Under cost or ahead of schedule
D. Over cost or behind schedule
E. On cost or on schedule

E. A, B, and C are all correct

Scope creep affects
A. The organization
B. The project team
C. The project suppliers
D. Both A and B are correct
E. A, B, and C are all correct

B. Scope creep

Small refinements that eventually build to be major changes are known as
A. Project erosion
B. Scope creep
C. Specification adjustments
D. Specification refinements
E. Continuous improvements

A. EV/BAC

The percent complete index that looks at percent complete in terms of budgeted amounts is
calculated by which of the following?
A. EV/BAC
B. (EV-PV)/BAC
C. AC/EAC
D. (EV-AC)/BAC
E. (EV-PV)/EAC

C. AC/EAC

The percent complete index that looks at percent complete in terms of actual amounts is
calculated by which of the following?
A. EV/BAC
B. (EV-PV)/BAC
C. AC/EAC
D. (EV-AC)/BAC
E. (EV-PV)/EAC

B. (BAC-EV)/(EV/AC)

Which of the following will calculate the estimated cost to complete the project?
A. (VAC-EV)/(PV/AC)
B. (BAC-EV)/(EV/AC)
C. (PV/AC)/(VAC-EV)
D. (EV/AC)/(BAC-EV)
E. (BAC-EV)/(BAC-AC)

E. (BAC-EV)/(BAC-AC)

Which of the following will calculate the To Complete Performance Index?
A. (VAC-EV)/(PV/AC)
B. (BAC-EV)/(EV/AC)
C. (PV/AC)/(VAC-EV)
D. (EV/AC)/(BAC-EV)
E. (BAC-EV)/(BAC-AC)

A. It is common late in projects

Which of the following is not true regarding scope creep?
A. It is common late in projects
B. It is frequently unnoticed until time delays or cost overruns are observed
C. It wears down team motivation and cohesiveness
D. Project suppliers resent frequent changes
E. All of these are true

C. EV = BAC

At the completion of a project, the following must be true:
A. AC = EV
B. AC = PV
C. EV = BAC
D. CPI = 1.0
E. None of the above

D. The information is insufficient to make an assessment.

As of the fourth month on the Acme project, cumulative planned expenditures were $100,000.
Actual expenditures totaled $120,000. How is the Acme project doing?
A. The project is behind schedule.
B. The project is in trouble because of a cost overrun.
C. The project should easily finish within the original budget.
D. The information is insufficient to make an assessment.
E. The project is ahead of schedule.

A. Completed

The most common circumstance for project closure is simply a project.
A. Completed
B. Overdue
C. Overbudget
D. Under achieving

E. All the above are correct

D. Profit report

What is not a wrap-up closure activity?
A. Facilities
B. Vendors
C. Customer
D. Profit report
E. Report

A. Retrospectives

________of lessons learned are designed to improve performance on current and future
projects.
A. Retrospectives
B. Corrective action plans
C. Introspective
D. Culmination
E. Evolution

E. All the above are correct

The content of the final report typically includes the following topics:
A. Lessons learned
B. Review and analysis
C. Recommendations
D. Executive summary
E. All the above are correct

B. Premature

When the project may be completed early with some parts of the project eliminated this is
considered to be _______ closure.
A. Normal
B. Premature
C. Perpetual
D. Changed Priority
E. Failed Project

C. Perpetual

This type of closure occurs when the project may never seem to end. This is considered to be
closure.
A. Normal
B. Premature
C. Perpetual
D. Changed Priority
E. Failed Project

D. Failed Project

Many projects will fail because of circumstances beyond the control of the project team is
called:
A. Normal
B. Premature
C. Perpetual
D. Failed Project
E. Changed Priority

E. Changed Priority

When a project may start with a high priority but see its rank erode or crash during its project
life cycle as conditions change this is an example of:
A. Normal
B. Premature
C. Perpetual
D. Failed Project
E. Changed Priority

D. E-mail the project team that the project is complete.

Implementing closedown includes the following major activities except:
A. Getting delivery acceptance from the customer.
B. Shutting down resources and releasing to new uses.
C. Closing accounts and seeing all bills are paid.
D. E-mail the project team that the project is complete.
E. Creating a final report.

E. All are included.

Which is not part of the team portion of the Wrap-up closure checklist?
A. Has a schedule for reducing project staff been developed and accepted?
B. Has staff been offered outplacement services and career counseling activities?
C. Have performance reviews for team members been conducted?
D. Has staff been released or notified of new assignments?
E. All are included.

C. Customer/Users

Under which heading of the Wrap-up closure checklist should the question "Has an in-depth
project review and evaluation interview with the customer been conducted?" be answered.
A. Team
B. Vendors/contractors
C. Customer/Users
D. Equipment and facilities
E. Profit and loss statement

B. Vendors/contractors

Under which heading of the Wrap-up closure checklist should the question "Have project
accounts been finalized and all billing closed?" be answered.
A. Team
B. Vendors/contractors
C. Customer/Users
D. Equipment and facilities
E. Profit and loss statement

A. Gradually

Releasing the project team typically occurs _______ during the closure phase.
A. Gradually
B. Rarely
C. Without bombast
D. Rapidly
E. All at once

C. End-users

In the Snapshot from Practice, New Balls Goes Flat in NBA, is an example of a project gone
wrong when the ________ is/are not consulted.
A. Manufacture
B. Equipment and facilities managers
C. End-users
D. Project manager
E. The Fans

E. Contracts

Closing out ________ is often messy and filled with untied ends.
A. Project review meetings
B. Reports
C. Invoices
D. Teams
E. Contracts

C. Classification of project

Information on the project type, size, number of staff, and technology level would be
included in which section of the audit report?
A. Analysis
B. Recommendations
C. Classification of project
D. Lessons learned
E. Strategic objectives

A. Analysis

Project mission and objectives, procedures and systems used, and organization resources
used typically appear in the ________ section of the final project report.
A. Analysis
B. Recommendations
C. Classification of project
D. Lessons learned
E. Strategic objectives

B. Recommendations

Items technical in nature and focus on solutions to problems that surfaced would typically
appear in the __________ section of the final project report.
A. Analysis
B. Recommendations
C. Classification of project
D. Lessons learned
E. Strategic objectives

D. Lessons learned

The section of the final project report that new project teams are likely to find most useful is
the:
A. Analysis
B. Recommendations
C. Classification of project
D. Lessons learned
E. Strategic objectives

B. Recommendations

Corrective actions that should take place (such as shifting to more resilient building material)
would typically appear in the section of the final project report.
A. Analysis
B. Recommendations
C. Classification of project
D. Lessons learned
E. Strategic objectives

D. The Red Cross

In the Snapshot from Practice, the results of analyzing the Katrina hurricane resulted in a new
evaluation plan from:
A. The state legislature
B. The governor of Louisiana
C. The city of New Orleans
D. The Red Cross
E. The national guard

C. Project completion after modification of costs, schedule, or quality

The most common circumstance for project closure is:
A. Premature completion with some features eliminated
B. Project completion meeting costs, schedule, and quality
C. Project completion after modification of costs, schedule, or quality
D. Project termination due to technical difficulties
E. Perpetual projects that seem to go on and on before completion

E. All of these are categories for project closure

Project closures can fall into all of the following categories except:
A. Premature
B. Perpetual
C. Failed
D. Changed priority
E. All of these are categories for project closure

D. Proper planning

In the Research Highlight, Chaos: Software Projects, the criterion which was deemed the
most important for project success was
A. Realistic expectations
B. Hard-working, focused staff
C. User involvement
D. Proper planning
E. Clear vision and objectives

A. Process Review

_________ begins with a review of the strategic intent of the project, selection criteria,
project charter, project objectives, project scope, and acceptance criteria.
A. Process Review
B. Project Overview
C. Analysis
D. Recommendations
E. Directing

A. Fixed Scope

What is not an advantage of Agile Project Management
A. Fixed Scope
B. High Customer Interaction
C. Embrace Change
D. Flexible Scope
E. High Uncertainty

D. All of the above

What are the key roles to the scrum process
A. Product Owner
B. Development Team
C. Scrum Master
D. All of the above
E. None of the above

E. All of the above

What scrum meetings are used to manage the development process
A. Sprint review meetings
B. Sprint retrospective meetings
C. Sprint planning meetings
D. Daily scrum meeting
E. All of the above

B. Agile Certified Practitioner

What does PMI’s ACP stand for?
A. Automatic Colt Program
B. Agile Certified Practitioner
C. American College of Practitioners
D. Agile Change Program
E. None of the above

E. All of the above

Why do organizations not choose traditional project management over agile project
management?
A. Design up front
B. Fixed scope
C. Low uncertainty
D. Avoid change
E. All of the above