Contemporary Project Management 3rd Edition Timothy Kloppenborg- Test Bank
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Sample Test
Chapter 3 – Organizational Capability: Structure, Culture and
Roles
TRUE/FALSE
1. In a
functional organization, staff are grouped by areas of specialization and
managed by a person with expertise in that area.
ANS:
T
DIF:
Easy
REF: P.
54
OBJ: CPMT.KLOP.15.03.01
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Knowledge
2. In a projectized
organization the functional manager has the most control.
ANS:
F
DIF: Moderate
REF: P. 55
OBJ: CPMT.KLOP.15.03.01
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Comprehension
3. In a
functional organization workers can learn readily from others in their
discipline and keep their skills sharp.
ANS:
T
DIF:
Easy
REF: P.
54
OBJ: CPMT.KLOP.15.03.01
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Knowledge
4. In a
projectized organization most people are assigned to a project and report
upward through the project manager.
ANS:
T
DIF:
Easy
REF: P.
55
OBJ: CPMT.KLOP.15.03.01
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Knowledge
5. In a
projectized organization the project manager has extensive authority for
budgets, personnel and decision making.
ANS:
T
DIF: Moderate
REF: P. 54-55
OBJ: CPMT.KLOP.15.03.01
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Comprehension
6. Projectized
organizations are especially effective at helping team members to maintain
their discipline-specific competencies.
ANS:
F
DIF: Challenging REF: P.
54-55 OBJ:
CPMT.KLOP.15.03.01
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Comprehension
7. A
matrix organization is any organizational structure in which the project
manager shares responsibility with the functional manager for assigning
priorities and directing the work of persons assigned to the project.
ANS:
T
DIF: Moderate
REF: P. 56
OBJ: CPMT.KLOP.15.03.01
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Comprehension
8. A
form of matrix organization in which the functional manager and project manager
have equal amounts of power is called a weak matrix.
ANS:
F
DIF: Moderate
REF: P.57
OBJ: CPMT.KLOP.15.03.01
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Comprehension
9. If
the project scope is hard to define early in the project or much change is
expected, a traditional or plan-driven approach should be adopted.
ANS:
F
DIF: Moderate
REF: P. 64
OBJ: CPMT.KLOP.15.03.04
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Comprehension
10.
Organizational culture is comprised of the values, social
rituals, and symbols that are shared among members of the organization and
taught to new members.
ANS:
T
DIF:
Easy
REF: P.
59
OBJ: CPMT.KLOP.15.03.02
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Knowledge
11.
In “role cultures” reliable workers have the utmost respect for regulations
and laws.
ANS:
T
DIF:
Easy
REF: P.
60
OBJ: CPMT.KLOP.15.03.02
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Knowledge
12.
Hallmarks of “personal cultures” are skill-based
assignments, self-motivated workers, and more deference paid to knowledge than
to formal authority.
ANS:
F
DIF: Moderate
REF: P. 60
OBJ: CPMT.KLOP.15.03.02
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Comprehension
13.
In “personal cultures” people display an attitude that
collaboration is satisfying and stimulating.
ANS:
T
DIF:
Easy
REF: P.
60
OBJ: CPMT.KLOP.15.03.02
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Knowledge
14.
When the project sponsor and manager are determining how to
create the project culture, it is important to make the project culture as
ethical as possible.
ANS:
T
DIF:
Easy
REF: P. 61
OBJ: CPMT.KLOP.15.03.02
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Knowledge
15.
While differing in details, all of the major types of project
life cycle models have a series of exactly four phases with activities that
need to be completed and approvals that must be received before the project can
proceed to the next phase.
ANS:
T
DIF: Challenging REF: P.
62
OBJ: CPMT.KLOP.15.03.04
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Application
16.
The project sponsor is the person or group that provides
resources and support for the project and is accountable for enabling project
success.
ANS:
T
DIF:
Easy
REF: P.
66
OBJ: CPMT.KLOP.15.03.05
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Knowledge
17.
A scrum master is a project manager who serves and leads in a
collaborative, facilitating manner.
ANS:
T
DIF: Moderate
REF: P. 72
OBJ: CPMT.KLOP.15.03.05
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Comprehension
18.
The steering team is often responsible for ensuring that several
customer related tasks are performed, including identification of the customers
and prioritization of their desires.
ANS:
F
DIF: Challenging REF: P. 65,
67 OBJ:
CPMT.KLOP.15.03.05
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Comprehension
19.
Among the most important behaviors required of project managers
are honoring trust, protecting people, establishing a culture of honesty,
defending core values and leading major change.
ANS:
T
DIF:
Easy
REF: P.
70
OBJ: CPMT.KLOP.15.03.05
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Knowledge
20.
The decision to kill a project if needed is typically reached
jointly through agreement between the project customer and the project
contractor.
ANS:
F
DIF: Moderate
REF: P. 67
OBJ: CPMT.KLOP.15.03.05
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Comprehension
21.
Core teams on agile projects need strong direction from the
sponsor and project manager.
ANS:
F
DIF: Moderate
REF: P.
74
OBJ: CPMT.KLOP.15.03.05
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Comprehension
22.
It is generally unnecessary to have every function represented
on the core team of the project, as that would make communications and
scheduling of meetings more difficult.
ANS:
T
DIF: Moderate
REF: P. 73
OBJ: CPMT.KLOP.15.03.05
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Comprehension
MULTIPLE CHOICE
1. Which
of the following characteristics is NOT associated with a
functional organization?
|
a. |
Each employee has one clear superior. |
|
b. |
Resources are easily shared between
departments and projects. |
|
c. |
Staff are managed by a person with
expertise in their area. |
|
d. |
Staff are grouped by areas of
specialization. |
ANS:
B
DIF: Moderate
REF: P. 54, 56
OBJ: CPMT.KLOP.15.03.01
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Comprehension
2. Which
of the following is an advantage associated with managing projects in a
functional organization?
|
a. |
Each unit contains a variety of
specialists suited to solving complex problems. |
|
b. |
Unity of command – one clear supervisor
for each worker. |
|
c. |
Rapid communication between the various
functions working on the project. |
|
d. |
Combines task focus with technical
capability. |
ANS:
B
DIF: Moderate
REF: P. 54
OBJ: CPMT.KLOP.15.03.01
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Comprehension
3. All
of the following are advantages associated with managing projects in a
projectized organization EXCEPT:
|
a. |
One boss – the project manager |
|
b. |
Response times and decision making are
swift. |
|
c. |
Departmental barriers are reduced. |
|
d. |
New assignment is guaranteed after the
project ends |
ANS:
D
DIF: Moderate
REF: P. 56
OBJ: CPMT.KLOP.15.03.01
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Comprehension
4. Projectized
organizations often adopt which of the following techniques where project team
members are physically placed close to one another to improve communications
and working relationships?
|
a. |
collaboration |
|
b. |
co-location |
|
c. |
coordination |
|
d. |
consolidation |
ANS:
B
DIF: Challenging REF: P.
56
OBJ: CPMT.KLOP.15.03.01
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Application
5. Which
of the following is a disadvantage associated with managing projects in a
projectized organization?
|
a. |
Response times and decision making are
slow. |
|
b. |
Team members assigned to a project are
often underutilized. |
|
c. |
Team members have difficulty focusing
on project issues. |
|
d. |
Traditional department barriers are
reduced. |
ANS:
B
DIF: Moderate
REF: P. 56
OBJ: CPMT.KLOP.15.03.01
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Comprehension
6. Which
of the following organizational structures is designed to achieve a balance of
task focus and technical capability?
|
a. |
functional organization |
|
b. |
projectized organization |
|
c. |
matrix organization |
|
d. |
siloed organization |
ANS:
C
DIF: Moderate
REF: P. 56
OBJ: CPMT.KLOP.15.03.01
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Comprehension
7. Which
of the following organizational structures runs contrary to the unity of
command principle – that each employee works for a single supervisor?
|
a. |
functional organization |
|
b. |
projectized organization |
|
c. |
matrix organization |
|
d. |
siloed organization |
ANS:
C
DIF: Moderate
REF: P. 57
OBJ: CPMT.KLOP.15.03.01
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Comprehension
8. Which
of the following is an advantage associated with the matrix organization?
|
a. |
Resources can be shared between
departments and projects. |
|
b. |
Unity of command – one clear supervisor
for each employee. |
|
c. |
Faster response times and decision
making. |
|
d. |
Having multiple bosses. |
ANS:
A
DIF: Moderate
REF: P. 56-57
OBJ: CPMT.KLOP.15.03.01
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Comprehension
9. Through
shared values, organizational cultures can informally do all the following
EXCEPT:
|
a. |
motivate the ethical actions and
communications of managers and subordinates. |
|
b. |
determine how people are treated,
controlled and rewarded. |
|
c. |
establish how cooperation, competition,
conflict and decision making are handled. |
|
d. |
eliminate politics in the workplace |
ANS:
D
DIF: Moderate
REF: P. 59
OBJ: CPMT.KLOP.15.03.02
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Comprehension
10.
When trying to understand a corporate culture, it is helpful to
understand the types of power that are used. In “power cultures”:
|
a. |
workers closely follow their appointed
roles. |
|
b. |
supervisors exert a great deal of
economic and political power. |
|
c. |
deference is paid to knowledge rather
than authority. |
|
d. |
collaboration is believed to be
satisfying and stimulating. |
ANS:
B
DIF: Easy
REF: P.
60
OBJ: CPMT.KLOP.15.03.02
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Comprehension
11.
Some organizational culture characteristics make project success
more likely. These characteristics include all of the following EXCEPT:
|
a. |
collaboration to meet organizational
goals |
|
b. |
lack of appreciation for project
management |
|
c. |
engagement of stakeholders |
|
d. |
teamwork across cultures |
ANS:
B
DIF:
Easy
REF: P. 60
OBJ: CPMT.KLOP.15.03.02
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Comprehension
12.
The project life cycle where the majority of the project work is
conducted in iterations (sometimes called sprints) is called:
|
a. |
Construction project life cycle |
|
b. |
DMAIC model |
|
c. |
Agile project life cycle |
|
d. |
R & D project life cycle |
ANS:
C
DIF: Moderate
REF: P. 63-64
OBJ: CPMT.KLOP.15.03..04
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Comprehension
13.
Project planning teams use project life cycle models because
various types of projects have differing demands. Which of the following
sequences of stages is most appropriate for a life cycle model for construction
projects?
|
a. |
define – measure – analyze – improve –
control |
|
b. |
concept definition – demonstration –
development – production |
|
c. |
pre-planning – design – procurement –
construction – start up |
|
d. |
concept – requirements – design – code
– test – turnover |
ANS: C
DIF:
Easy
REF: P. 63
OBJ: CPMT.KLOP.15.03.04
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Knowledge
14.
Project planning teams use project life cycle models because
various types of projects have differing demands. Which of the following
sequences of stages is most appropriate for a life cycle model for research and
development (R & D) projects?
|
a. |
define – measure – analyze – improve –
control |
|
b. |
project envisioning – requirements
gathering – incremental implementation – production release |
|
c. |
pre-planning – design – procurement –
construction – start up |
|
d. |
idea generation – idea screening –
concept development – validation – transition |
ANS:
D
DIF: Moderate
REF: P. 63-64
OBJ: CPMT.KLOP.15.03.04
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Comprehension
15.
In agile projects, the individual who leads in a collaborative
manner by guiding teams and removing obstacles to their progress is called the:
|
a. |
project manager |
|
b. |
sponsor |
|
c. |
scrum master |
|
d. |
facilitator |
ANS:
C
DIF: Moderate
REF: P. 72
OBJ: CPMT.KLOP.15.03.05
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Comprehension
16.
According to PMI’s “Code of Ethics and Professional Conduct”,
project managers should exhibit all of the following behaviors EXCEPT:
|
a. |
authority – exert economic and
political power |
|
b. |
fairness – make decisions and act
impartially |
|
c. |
honesty – understand the truth and act
in a truthful manner |
|
d. |
responsibility – take ownership for
decisions |
ANS:
A
DIF:
Easy
REF: P.
61
OBJ: CPMT.KLOP.15.03.03
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Knowledge
17.
Which of the following executive roles is responsible for
overall priority setting, project selection and prioritization, general
guidance and encouragement?
|
a. |
Steering Team |
|
b. |
Sponsor |
|
c. |
Project Management Office |
|
d. |
Chief Projects Officer |
ANS:
A
DIF: Moderate
REF: P. 65
OBJ: CPMT.KLOP.15.03.05
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Comprehension
18.
During project execution, the project sponsor’s responsibilities
include all of these EXCEPT:
|
a. |
ensure communications |
|
b. |
charter the project |
|
c. |
nurture key stakeholders |
|
d. |
ensure quality |
ANS:
B
DIF: Moderate
REF: P. 66
OBJ: CPMT.KLOP.15.03.05
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Comprehension
19.
The Chief Projects Officer (CPO) is responsible for the
individuals working on a project in all of the following ways EXCEPT:
|
a. |
that they follow the detailed project
plan that the CPO has created. |
|
b. |
that they capture lessons learned from
completed projects. |
|
c. |
that they use templates and standards
when appropriate. |
|
d. |
that they receive the training they
need. |
ANS: A
DIF: Moderate
REF: P. 69
OBJ: CPMT.KLOP.15.03.05
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Comprehension
20.
Which of the following are among the challenges faced by project
managers?
|
a. |
They frequently have more authority
than responsibility. |
|
b. |
They must determine how networks of
people function in the organization. |
|
c. |
They must learn how to accomplish
project work unilaterally – on their own. |
|
d. |
They are not allowed to be flexible
about how the project should be accomplished. |
ANS:
B
DIF: Challenging REF: P.
70-71 OBJ:
CPMT.KLOP.15.03.05
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Comprehension
21.
There are several tasks that a project customer (or sponsor
acting in that capacity) can do to enhance the probability of success.
Which of the following are generally performed independent of the project
contractor who will perform the work?
|
a. |
conduct kick-off meeting |
|
b. |
develop clear requirements |
|
c. |
prioritize project |
|
d. |
write and sign the project charter |
ANS:
C
DIF:
Easy
REF: P.
67
OBJ: CPMT.KLOP.15.03.05
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Knowledge
22.
There are several tasks that a project customer (or sponsor
acting in that capacity) can do to enhance the probability of success.
All of the following are generally performed jointly with the project
contractor who will perform the work EXCEPT:
|
a. |
terminate project if needed |
|
b. |
develop clear requirements |
|
c. |
use a control system |
|
d. |
conduct a kick-off meeting |
ANS:
A
DIF:
Easy
REF: P.
67
OBJ: CPMT.KLOP.15.03.05
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Knowledge
23.
In agile projects, overall planning is at a high level, and only
the near-term work is planned in detail. The project work is conducted in
iterations (sprints) that are normally:
|
a. |
no more than one calendar year |
|
b. |
a variable length depending on project
scope |
|
c. |
a fixed length of two or four
weeks |
|
d. |
assigned to one person on the team |
ANS:
C
DIF: Challenging REF: P.
64
OBJ: CPMT.KLOP.15.03.04
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Application
24.
Which of the following roles and attributes do NOT describe
the core team members on a project?
|
a. |
Core team members often make project
decisions jointly with the project manager. |
|
b. |
Core team members are the small group
of people who are usually on the project from start to finish. |
|
c. |
Core team members join the project on a
temporary basis to perform specific project activities as necessary. |
|
d. |
Core team members may supervise the
work of subject matter experts. |
ANS:
C
DIF: Moderate
REF: P. 73
OBJ: CPMT.KLOP.15.03.05
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Comprehension
25.
Subject matter experts often perform specific project activities
when necessary. Which of the following statements regarding subject
matter experts is accurate?
|
a. |
The number of subject matter experts is
generally limited to fewer than the number of core team members. |
|
b. |
The subject matter experts are
typically assigned to the project from start to finish. |
|
c. |
The subject matter experts may not
relate strongly with a project due to the temporary nature of their
involvement. |
|
d. |
The subject matter experts should only
be used for staff augmentation. |
ANS:
C
DIF: Moderate
REF: P. 74
OBJ: CPMT.KLOP.15.03.05
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Comprehension
ESSAY
1. The
PMI “Code of Ethics and Professional Conduct” provides guidelines for ethical
behavior by project management practitioners. It describes four main
values that should guide a project manager’s actions. List these four
values and give one example per value of why it should guide a project manager’s
actions.
ANS:
Key concepts to be covered in the response could include, but
are not limited to:
Responsibility – A project manager
should create an atmosphere of integrity and trust within their team. One
way to do this is to have the courage to take responsibility for your actions
as a project manager, to do what you said you would do and to acknowledge any
mistakes that you’ve made. Your team will see the value of taking
ownership for their actions, especially if any errors or mistakes are handled
in a constructive rather than punitive way.
Respect – To be respected, one must act
respectfully towards others. If the project manager models this behavior
with their team as well as their superiors it will send a strong message that
team members should treat one another with respect and cooperation.
Fairness – Regardless of any friendships
or personal affinities towards certain team members, the project manager should
not show any bias or favoritism. All team members should be held to the same
standard, and given the same opportunities for growth and achievement.
This will contribute to high team morale if people are confident that their
efforts will be rewarded.
Honesty – A project manager should insist
that all information communicated regarding the project be truthful and
accurate. They should demonstrate to the team that they have the courage to
share bad news with the sponsor or other stakeholders if this is warranted.
This behavior by the project manager should contribute to a culture of
transparency, where it is safe to tell the truth.
DIF: Challenging
REF: P.
61
OBJ: CPMT.KLOP.15.03.03
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Application
2. How
might the behaviors of a project manager be different in an agile project life
cycle, versus a plan-driven or traditional project life cycle?
ANS:
Key concepts to be covered in the response could include, but
are not limited to:
Plan-driven or traditional project life cycle:
After project initiation, the project manager is responsible for
overseeing the creation of a detailed project plan prior to any project
execution. The project scope, schedule, cost, quality and other plans are
fully developed. The project plan is a formal, detailed document that is
signed off by the sponsor and key stakeholders prior to project execution.
During project execution the project manager monitors progress,
manages resources and communicates project progress against the plan.
Their role is to manage and control performance and to provide overall
direction when the project is underway.
Change-driven or agile project life cycle:
At the beginning of an agile project the overall project scope
is unknown, and the project plan is created at a very high level. Detailed
planning is done only for the work to be done in the short term. The
majority of the project work is performed in short iterations, or sprints, of
two or four weeks. The project team agrees to deliver something of value at the
end of each iteration.
Each iteration has initial planning, a brief daily planning
meeting, a demonstration of the value at the end of the iteration, and a
retrospective meeting at the end to learn and apply the learnings to the next
iteration.
In an agile project, the project manager is sometimes called a
scrum master to emphasize that their role is to facilitate and remove obstacles
rather than command and control. The team needs to be self-directed, with
high trust. Customer and stakeholder involvement is also high.
DIF: Challenging
REF: P.
64
OBJ: CPMT.KLOP.15.03.05
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Application
3. Describe
the role of the steering team with respect to projects.
ANS:
Key concepts to be covered in the response could include, but
are not limited to:
The steering team is typically composed of top executives in the
organization. They are responsible for:
Setting overall priorities for the organization.
Selecting projects and prioritizing them based on the criteria
that have been established.
Selecting the sponsor for those projects that have been
approved.
Providing general guidance for projects in the form of formal
reviews at set calendar dates or project milestones, and informal suggestions
any time.
Providing encouragement to the project team to demonstrate to
the team that their work has value and high visibility in the organization.
DIF: Challenging
REF: P. 65-66
OBJ: CPMT.KLOP.15.03.05
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Application
Chapter 5 – Stakeholder Analysis and Communication Planning
TRUE/FALSE
1. A
project management plan is a formal document that defines how the project will
be initiated and planned.
ANS: F
DIF: Moderate
REF: P. 118
OBJ: CPMT.KLOP.15.05.01
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Comprehension
2. Plan
Communications is the process of developing an appropriate approach and
plan for project communications based on stakeholders’ information needs and
requirements and available organizational assets.
ANS:
T
DIF:
Easy
REF: P.
118
OBJ: CPMT.KLOP.15.05.03
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s:Knowledge
3. Stakeholders
include both those who will use the
result of a project as well as those who will be affected by the result of a
project.
ANS:
T
DIF:
Easy
REF:
P.119
OBJ: CPMT.KLOP.15.05.01
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Knowledge
4. Stakeholders
include those affected by the result of the project, but not those affected by
the process of performing the project.
ANS:
F
DIF: Moderate
REF: P.
119
OBJ: CPMT.KLOP.15.05.01
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Comprehension
5. Stakeholders
include people who have their routines disrupted by the project.
ANS:
T
DIF: Easy
REF: P.
119
OBJ: CPMT.KLOP.15.05.01
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Knowledge
6. Authority
and urgency are among the aspects that project managers should consider in
prioritizing stakeholders.
ANS:
T
DIF: Moderate
REF: P.
120
OBJ: CPMT.KLOP.15.05.01
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Comprehension
7. Project
managers should purposefully plan and carry out relationship building
activities that lead to respect and trust.
ANS:
T
DIF:
Easy
REF: P.
122
OBJ: CPMT.KLOP.15.05.02
NAT: BUSPROG.CPMT.KLOP.15.03
MSC: Bloom’s: Comprehension
8. Project
relationship building activities include encouraging open communications and
using shared learning.
ANS:
T
DIF: Moderate
REF: P. 122, 124 OBJ:
CPMT.KLOP.15.05.02
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Comprehension
9. Establishing
a positive relationship with all key stakeholders early in the project helps to
create a desire among those stakeholders to support the project, and builds the
communications foundation for the project.
ANS:
T
DIF:
Easy
REF: P.
125
OBJ: CPMT.KLOP.15.05.02
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Knowledge
10.
The communications management plan is finalized during project
planning, and should only be changed through a formal change control process.
ANS: F
DIF: Moderate
REF: P. 126
OBJ: CPMT.KLOP.15.05.03
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Comprehension
11.
Common purposes for project communications include status
reporting and efforts to obtain approval of project outputs.
ANS:
T
DIF:
Easy
REF: P.
128
OBJ: CPMT.KLOP.15.05.03
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Knowledge
12.
The primary output of the “Identify Stakeholders” process is the
project communications plan.
ANS:
F
DIF: Moderate
REF: P. 122
OBJ: CPMT.KLOP.15.05.03
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Comprehension
13.
Contemporary project communications typically include both push
methods such as blogs, and pull methods such as voice mail.
ANS:
F
DIF: Challenging REF: P.
128
OBJ: CPMT.KLOP.15.05.03
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Comprehension
14.
One common feature of agile projects is the “stand-up meeting”.
ANS:
T
DIF:
Easy
REF: P.
130
OBJ: CPMT.KLOP.15.05.05
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Knowledge
15.
A stakeholder engagement matrix is a tool that classifies the
engagement levels of project stakeholders, including whether they are unaware,
resistant, or supportive.
ANS:
T
DIF:
Easy
REF: P.
125
OBJ: CPMT.KLOP.15.05.01
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Knowledge
16.
The plan-do-check-act model used to improve processes is also an
effective model that project managers can use to improve project meetings.
ANS:
T
DIF: Moderate
REF: P. 131
OBJ: CPMT.KLOP.15.05.05
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Comprehension
17.
In order to be sure a project meeting runs according to plan,
the project manager should develop an agenda in advance and deliver it to
participants as they arrive at the meeting.
ANS:
F
DIF: Moderate
REF: P. 131
OBJ: CPMT.KLOP.15.05.05
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Comprehension
18.
An issue log is a document that identifies the specific issues
that must be resolved before a particular project management meeting adjourns.
ANS:
F
DIF: Moderate
REF: P. 132
OBJ: CPMT.KLOP.15.05.05
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Comprehension
19.
A virtual team is a group of persons with a shared goal, who
fulfill their roles largely through face-to-face communications.
ANS:
F
DIF: Moderate
REF: P. 135
OBJ: CPMT.KLOP.15.05.06
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Comprehension
20.
While expensive, it is often advisable for virtual team members
who live across the globe to meet face-to-face at least once, especially early
in the project.
ANS:
T
DIF: Moderate
REF: P.
136
OBJ: CPMT.KLOP.15.05.06
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Comprehension
21.
Project team member preferences related to the type and
frequency of communication may vary depending upon their country and cultural
differences.
ANS:
T
DIF: Moderate
REF: P. 136
OBJ: CPMT.KLOP.15.05.06
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Comprehension
MULTIPLE CHOICE
1. Which
of the following statements accurately describes a project management plan?
|
a. |
a formal document that describes how
the project will be initiated and planned |
|
b. |
a formal document that describes how
the project will be executed, monitored and controlled |
|
c. |
a formal document that defines how the
project will be terminated and closed |
|
d. |
a formal document that focuses on
how the project’s financial results will be tracked |
ANS:
B
DIF: Moderate
REF: P. 118
OBJ: CPMT.KLOP.15.05.03
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Comprehension
2. All
of the following statements accurately describe a project management plan
EXCEPT:
|
a. |
It serves as an informal contract
between the project team and the sponsor |
|
b. |
It may be a general, summary document
or quite detailed. |
|
c. |
It may be composed of one or more
subsidiary plans. |
|
d. |
It is developed iteratively, starting
at a high level and becoming progressively more detailed as information
becomes available. |
ANS: A
DIF: Moderate
REF: P. 117 – 118 OBJ: CPMT.KLOP.15.05.03
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Comprehension
3. A
project communications management plan generally includes all of the following
information EXCEPT:
|
a. |
communication methods |
|
b. |
communication timing |
|
c. |
communication cost |
|
d. |
communication purpose |
ANS:
C
DIF: Moderate
REF: P. 128
OBJ: CPMT.KLOP.15.05.03
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Comprehension
4. Project
management plans generally include all of the following elements EXCEPT:
|
a. |
schedules and budgets |
|
b. |
business case and recommendations |
|
c. |
risks and quality considerations |
|
d. |
communications and stakeholders |
ANS:
B
DIF: Moderate
REF: P. 118
OBJ: CPMT.KLOP.15.05.03
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Comprehension
5. Stakeholders
include all of the following people EXCEPT:
|
a. |
those who work on the project |
|
b. |
those who provide people or resources
for the project |
|
c. |
those whose routines may be disrupted
by the project |
|
d. |
those who will not be impacted by the
project |
ANS: D
DIF:
Easy
REF: P. 119
OBJ: CPMT.KLOP.15.05.01
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Knowledge
6. The
process of “systematically gathering and analyzing quantitative and qualitative
information to determine whose interests should be taken into account
throughout the project” is called:
|
a. |
develop project management plan |
|
b. |
stakeholder analysis |
|
c. |
communications management |
|
d. |
i.d. stakeholders |
ANS: B
DIF: Moderate
REF: P. 120
OBJ: CPMT.KLOP.15.05.01
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Comprehension
7. Project
stakeholders can be prioritized based on a number of factors, including one of
the following:
|
a. |
fame |
|
b. |
impact |
|
c. |
tenure |
|
d. |
personality |
ANS:
B
DIF: Moderate
REF: P. 120
OBJ: CPMT.KLOP.15.05.01
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Comprehension
8. By
identifying stakeholders and their needs, project managers can be more
effective in all the following ways EXCEPT:
|
a. |
prioritize among competing objectives. |
|
b. |
derive the final budget |
|
c. |
serve as good stewards of the
organization’s resources. |
|
d. |
develop a shared sense of risk. |
ANS:
B
DIF:
Easy
REF: P.
120
OBJ: CPMT.KLOP.15.05.01
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Comprehension
9. Which
of the following activities can be used to build relationships within the core
project team?
|
a. |
emphasize individual learning
opportunities |
|
b. |
establish independent agendas |
|
c. |
regularly celebrate small successes |
|
d. |
use conflict resolution techniques |
ANS:
C
DIF: Moderate
REF: P.
125
OBJ: CPMT.KLOP.15.05.02
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Comprehension
10.
The final item to be recorded on the project meeting minutes is
an evaluation of both good and poor points from the meeting. On agile
projects, this evaluation is called the ____:
|
a. |
stakeholder analysis |
|
b. |
lessons learned |
|
c. |
plus-delta process |
|
d. |
retrospective |
ANS:
D
DIF: Challenging REF: P.
133
OBJ: CPMT.KLOP.15.05.05
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Comprehension
11.
Which of these is not one of the primary types of information
captured in a project meeting?
|
a. |
action items agreed to. |
|
b. |
evaluation of the meeting. |
|
c. |
new issues raised and old issues
closed. |
|
d. |
assumptions and constraints. |
ANS:
D
DIF:
Easy
REF: P.
132
OBJ: CPMT.KLOP.15.05.05
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Knowledge
12.
Project managers can encourage open communication by employing
all of the following tactics EXCEPT:
|
a. |
demonstrating that the inputs from
others are valued |
|
b. |
using group decision making techniques
in every case |
|
c. |
keeping people informed |
|
d. |
respecting confidentiality |
ANS:
B
DIF: Moderate
REF: P. 124
OBJ: CPMT.KLOP.15.05.02
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Comprehension
13.
Several factors can contribute to building relationships among
project team members. Which of the following is NOT a contributor to
relationship building within the core team?
|
a. |
Ensure team members understand what is
expected of them. |
|
b. |
Foster a closed environment of secrecy. |
|
c. |
Ensure team member’s opinions are
considered. |
|
d. |
Provide opportunities to grow and
develop. |
ANS:
B
DIF:
Easy
REF: P.
124
OBJ: CPMT.KLOP.15.05.02
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Comprehension
14.
A principal idea in agile is that relationships with
stakeholders need to be based on collaboration, communications and ____.
|
a. |
trust |
|
b. |
power |
|
c. |
confidentiality |
|
d. |
urgency |
ANS:
A
DIF: Moderate
REF: P.
122
OBJ: CPMT.KLOP.15.05.02
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Comprehension
15.
The sponsor, project manager and team can establish powerful
relationships with key stakeholders. This starts with an understanding of
what motivates each stakeholder, which can be summarized by the old saying
______:
|
a. |
the early bird catches the worm. |
|
b. |
what gets planned gets done. |
|
c. |
you get what you pay for. |
|
d. |
what’s in it for me? |
ANS: D
DIF:
Easy
REF: P. 125
OBJ: CPMT.KLOP.15.05.02
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Knowledge
16.
Communications to stakeholders are necessary for which of the
following reasons?
|
a. |
to help them take ownership of the
project and make timely decisions |
|
b. |
to keep them at arms length so progress
can continue |
|
c. |
to shift the burden of risk from the
project team to the stakeholders |
|
d. |
to provide input to team performance
reviews |
ANS:
A
DIF: Moderate
REF: P. 126
OBJ: CPMT.KLOP.15.05.02
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Comprehension
17.
A project communications matrix includes all of the following
information EXCEPT:
|
a. |
Who |
|
b. |
Why |
|
c. |
What |
|
d. |
When |
ANS:
B
DIF: Moderate
REF: P. 129
OBJ: CPMT.KLOP.15.05.03
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Comprehension
18.
In the project communications matrix, all of the following “who”
items are typically included EXCEPT:
|
a. |
Who does the project team need to learn
from? |
|
b. |
Who does the project team need to share
with? |
|
c. |
Who take the minutes at the next status
meeting? |
|
d. |
Who on the project team is responsible
for a communication? |
ANS:
C
DIF: Moderate
REF: P. 129
OBJ: CPMT.KLOP.15.05.03
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Comprehension
19.
In order to plan for a project meeting, project managers should
develop an agenda. All of the following statements accurately describe
the development and use of a project meeting agenda EXCEPT:
|
a. |
the agenda should only be shared with
senior management |
|
b. |
the agenda should provide time to summarize
decisions made |
|
c. |
the agenda should provide time to
evaluate the meeting |
|
d. |
the agenda should state the purpose of
the meeting |
ANS:
A
DIF: Moderate
REF: P. 131
OBJ: CPMT.KLOP.15.05.05
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Comprehension
20.
A point or matter in question or in dispute, not settled or over
which there are opposing views or disagreements is called a(n) _____:
|
a. |
constraint |
|
b. |
issue |
|
c. |
risk |
|
d. |
assumption |
ANS:
B
DIF: Moderate
REF: P. 132
OBJ: CPMT.KLOP.15.05.05
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Comprehension
21.
Virtual project teams often encounter increased
challenges. All of the following items are among these increased
challenges EXCEPT:
|
a. |
it is more difficult to understand the
stakeholders |
|
b. |
it takes more time to build
relationships |
|
c. |
differences in time zones are an
advantage |
|
d. |
change control must rely more upon
facilitating than directing |
ANS:
C
DIF:
Easy
REF: P.
135
OBJ: CPMT.KLOP.15.05.06
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Comprehension
ESSAY
1. Describe
how you would use the plan-do-check-act model to plan, conduct and improve
project meetings.
ANS:
Key concepts to be covered in the response could include, but
are not limited to:
The plan-do-check-act model is a process improvement model that
can be applied to project meetings in the following way:
Plan: Meetings should be planned
and the agenda distributed well in advance so that everyone can be
prepared. A project meeting agenda template could include: meeting
logistics, purpose, list of topics, person responsible, and time estimates.
Do & Check: The meeting is
conducted and minutes are recorded. The information captured includes:
decisions made, new issues surfaced, action items agreed to, and an evaluation
of the meeting. An easy way to capture these evaluations is with a Plus-Delta
template.
Act: After the meeting every team
member should complete the action items they committed to, and the project
manager should follow up to resolve any problems that are preventing team
members from completing their work.
When all of the steps in the PDCA cycle are applied to project
meetings, they are more productive and the project benefits.
DIF: Challenging
REF: P. 130 – 134 OBJ: CPMT.KLOP.15.05.05
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Application
2. Describe
the importance of project communications, and the essential factors to be
considered when creating a project communications plan.
ANS:
Key concepts to be covered in the response could include, but
are not limited to:
Projects have many challenges, including the need to communicate
with people from various locations, functional areas, companies and
cultures. The communications plan should be used to establish and manage
expectations from all stakeholders, and to ensure that project work is complete
properly and on time.
Purpose: The first factor that
the team should consider is the purpose for each communication. Purposes might
include: outgoing communications to set and manage stakeholders’ expectations,
incoming information from stakeholders such as requirements or authorizations,
or planning the management and escalation of issues that cannot be handled by
the project manager.
Structures: Existing organizational
communications structures should be used if available. Following a pre-existing
structure should enable stakeholders to understand the communication more
easily.
Methods: Projects may use a
combination of “pull” ,“push” or interactive methods of communication
depending on the type of communication that is appropriate.
Timing: Three levels of timing should
be considered in the communication plan: the project life cycle stages,
the organizational structure that might include regularly scheduled meetings,
and an as-needed basis for other project issues.
DIF: Challenging
REF: P.126 – 129 OBJ:
CPMT.KLOP.15.05.03
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Application
3. Describe
the approach you would use to build relationships among the core members of the
project team.
ANS:
Key concepts to be covered in the response could include, but
are not limited to:
Understand and acknowledge personal goals and individual motives
for involvement in the project.
Encourage open communication by keeping people informed, valuing
everyone’s input, personally sharing feelings, and respecting confidentiality.
Work together to jointly establish project meeting agendas so
that all team members feel their concerns are being addressed.
Team members should also be encouraged to share in meaningful
project learning, and share enjoyment of working on the project.
The project manager should also reinforce the appropriate
decision making and problem solving by the individuals that should be involved.
DIF: Challenging
REF: P. 124 – 125 OBJ: CPMT.KLOP.15.05.02
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Comprehension
4. Describe
the approach you would use to build relationships with key external
stakeholders.
ANS:
Key concepts to be covered in the response could include, but
are not limited to:
Establishing strong relationships with key stakeholders early in
the project ensures their interest in the project and builds a strong
foundation for communications.
A tool for building these relationships is a stakeholder
management plan. Within this plan a stakeholder engagement matrix assists
the project manager in classifying different stakeholders into categories such
as unaware, resistant, or supportive. These categories can help the
project manager understand what each stakeholder wants, and to develop a
strategy for managing their engagement throughout the project.
Developing trust and respect among the project team and all
stakeholders is an effort that will continue throughout the project.
DIF: Challenging
REF: P. 125 – 126 OBJ: CPMT.KLOP.15.05.02
NAT: BUSPROG.CPMT.KLOP.15.03
KEY: Bloom’s: Comprehension
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