606: A new testing center is going to be constructed over the next two years. The project sponsor and project manager have been identified and high-level estimates begun. It is expected that the project can be completed within budget and on schedule. The only difficulty is in acquiring the number of team resources with the correct expertise to complete the work. Under these circumstances, the project manager should spend more time creating a Resource-limited schedule.A responsibility assignment matrix shows who is responsible for what, as does a responsibility chart. These will not help you manage the project with limited resources. Only a resource-limited schedule will help meet the defined need. A risk analysis may help, but not as much as a resource-limited schedule.
620: You just completed a cost estimate on the project, and you're assuming there is a 15 percent chance you will exceed this estimate. You are Above the mean.With normal distribution, the mean indicates you have a 50 percent chance of being over or under your estimate. Since you have only a 15 percent chance of being over, you are above (or to the right of) the mean.
623: The best description of costs that are directly impacted by the amount of production is Variable costs.Fixed costs do not vary with the amount produced. Direct costs could be either fixed or variable. Sunk costs are already spent.
630: Halfway through project executing, a team member alerts you to a potential cost overrun for a specific deliverable. Determine the cause of the overage you do first.A project manager must always evaluate the situation before making a decision.
638: Direct type of cost is team training.You are training the team on skills required for the project. The cost is directly related to the project and is therefore a direct cost.
655: You are a project manager for a small construction project. Your project was budgeted for US $72,000 over a six-week period. As of today, you've spent US $22,000 of your budget to complete work that you originally expected would cost US $24,000. According to your schedule, you should have spent US $30,000 by this point. Based on these circumstances, your project could be best described as Under budget.CPI = EV/AC. In this case CPI = 24,000/22,000 or 1.09. A CPI of 1.09 indicates you are under budget.
672: During the execution of the project, a new ISO version of standard 9000 is issued, and the project team is meeting with the quality department to determine how the standard will apply to the project. This is part of Plan Quality Management process.In Plan Quality Management, we determine what quality standards are applicable to the project and how to implement and control them. In this case, a potential new standard has been identified during the execution of the project. Team members will need to review the changes to the standard, and determine if the updated standards will require change requests, including corrective actions. Determining what standards to use is part of the Plan Quality Management process. Don't get fooled because this situation is occurring during project executing.
698: The Validate Scope process is different than the Control Quality process in that Control Quality focuses on the quality of the project, while Validate Scope focuses on customer acceptance.Both Control Quality and Validate Scope occur during project monitoring and controlling. Therefore, neither of these processes are parts of Plan Quality Management.
709: A project manager is working with quality professionals in the Manage Quality process of the project. Determining if the right processes are being used activities is being performed.Determining what process should be used describes Plan Quality Management. Evaluating quality describes Control Quality. In the Manage Quality process, quality audits are performed to make sure the correct processes are being used and that they are effective.
713: It is more expensive to determine quality by inspection than by planning best reflects the phrase, 'Quality is planned in, not inspected in'.Quality is addressed during all parts of the project, not just during planning. Planning for quality is done before the work is done, not after.
786: You are planning a project. The functional managers will not commit any particular people to your project because it will not begin for a few months. It will be difficult for you to estimate the duration of the work without knowing who will be assigned to the team, and what their exact skill levels are. Use the average productivity factor for each department, Use expert judgment to determine the number of hours, and Use the average daily rate of the resources in each department times the number of resources needed of each resource type methods could be used to handle this situation.
829: Expectancy theory proposes/states that employees who believe their efforts will lead to effective performance and they will/who expect to be rewarded for their accomplishments will stay productive as rewards meet their expectations.
This is why the project manager performs evaluations of team members, and provides recognition and rewards accordingly.
857: A project manager is trying to settle a dispute between two team members. One says the systems should be integrated before testing, and the other maintains each system should be tested before integration. The project involves over 30 people, and 12 systems need to be integrated. The sponsor is demanding that integration happens on time. Let's do limited testing before integration and finish testing after integration is the best for the project manager can make to resolve the conflict.
859: A team member complains to the project manager that another team member has once again failed to provide necessary information. The project manager meets with both team members to uncover the reason for the problem. This is an example of Collaborating.In this situation, the project manager is problem-solving, or facilitating collaboration.
883: At the end of a two-year project, the key stakeholders agree that the project has met all the objectives outlined in the project charter and further defined in the project scope statement. The project was within budget and finished on time. The management of one of the functional areas is quite upset because over half of his staff quit during the project, citing long hours and lack of management support. The project manager did not obtain adequate resources and did not set a realistic deadline based on resources available.The project manager is responsible for obtaining upper management buy-in to provide adequate resources, set realistic schedules, and promote team building.