ASSIGNMENT #4

Submit on 28 September 2019

1. What is the purpose of a project charter?2

a. To formally authorize a project or a phase and document initial requirements which satisfy the
stakeholder’s needs and expectations.
b. To document how the project will be planned, executed, monitored/controlled, and closed.
c. To link the project, which is going to be planned, executed, and monitored/controlled to the
ongoing work of the organization.
d. To describe the process of performing the work defined in the project management plan in
order to achieve the project’s objectives.

2. _________are usually not a manifestation of unique organizational cultures and styles. 7

a. Shared visions, values, norms, beliefs, and expectations
b. Individual traits and attitudes of co-workers
c. Views of authority relationships
d. Policies, methods, and procedures

3. You were able to obtain measuring equipment with very high accuracy and precision. You used
it to make a sequence of measurements directly at a production process output and depicted the
results on the following control chart.

4. Which statement is the best conclusion from these results? 9

a. The process has high precision but low accuracy. It should be adjusted.
b. The process has high precision but low accuracy. It should be improved.
c. The process has high accuracy but low precision. It should be adjusted.
d. The process has high accuracy but low precision. It should be improved

4. As the project manager, you decided to arrange a team meeting to identify and analyze lessons
learned from quality control with stakeholders. What should you do with them?10
a. Document them and make them part of the historical database for the project and the
performing organization.
b. Discuss them with management and make sure that they remain otherwise confidential
c. Publish them in the corporate newsletter.
d. Follow your strategic decisions, independent from lessons learned. These decisions have been
made and should be implemented whatever the outcomes are.

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5. Which of the following documents is not used as input for the validate scope process? 11
a. The project management plan, containing the scope baseline consisting of the project scope
statement and its associated WBS and WBS dictionary.
b. The verified deliverables, completed and checked for correctness by the Control quality
process.
c. The requirements traceability matrix, linking requirements to their origin and tracing them
throughout the project lifecycle.
d. The RACI matrix, describing accountabilities in case of product rejection.

6. How should change management be planned for? 12

a. Changes are generally not predictable, therefore planning for change management cannot be
reasonable.
b. Planning for change management should be done while the various change control processes
are being applied.
c. Change management can be planned in a set of management plans or a specific change
management plan.
d. Changes are a sign of bad planning. One should avoid changes during a project, thus
eliminating the need to manage them.

7. What is not a reason for companies to organize lessons learned?

a. Lessons learned databases are an essential element of the organizational process assets.
b. Lessons learned should focus on identifying those accountable for errors and failures.
c. Lessons learned sessions should bring about recommendations to improve future performance
on projects.
d. Phase-end lessons learned sessions provide a good team building exercise for project staff
members.

8. A customer is requiring a minor scope change and expects you to do this without delays and
additional costs. You believe that you have adequate authorization to make the decision by
yourself, but you are not quite sure. What should be your next steps?17
a. A requested change is always an opportunity to get more money paid by the customer and to
secretly solve schedule and quality problems. You should make some reasonable estimates on
time, costs, risks etc. and then add a nice margin on top of that to calculate the new price.
b. Customer satisfaction is your top priority. The customer gives you an opportunity to increase
their satisfaction, which you should use to the maximum benefit. Most project managers have
contingencies to cover risks; these can be used to pay the additional costs.
c. Before making a decision you should have a look at the customer’s parking lot. If you find
there many expensive, new models, it is likely that you can use the requested change to
increase the profit from the contract. Otherwise you should reject the request.
d. Handle the request according to the integrated change control processes described in your
management plans. Then make a decision together with the appropriate change control body,
whether the increased customer satisfaction will be worth the extra costs, work, risks etc.

9. As the project manager in a software project which is currently initiated, you want to assess
high-level risks. What should you do?19

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a. Develop the project charter and a risk management plan to start identifying risks based on
those and other documents.
b. Identify and analyze risk events using qualitative and quantitative techniques.
c. Develop contingency plans and fallback plans in case the original plan proves wrong.
d. Discuss the risks documented in your Risk register with the project key stakeholders.

10. What should managers consider before conducting a performance evaluation interview with a
project team member? 21
a. Which management fallacies can most easily be delegated to the worker?
b. How can discussion of the manager’s leadership style be avoided?
c. Has the employee been provided with sufficient instructions and work tools?
d. How can dispute related to unsatisfactory performance be avoided?

11. Which statement describes best handling of assumptions during the initiating processes?22
a. It is the responsibility of the sales person in charge to identify all risks related to a customer
project.
b. Managing and organizing assumptions means avoiding risks right from the start of the project.
c. Organizational, environmental and external assumptions should be addressed by the project
charter.
d. Risks are a sign of uncertainty. Avoiding all uncertainties means that a project should have no
risks at all.

12. A WBS dictionary is a document which…23

a. … describes technical terms used for scope management.
b. … describes the details for each component in the WBS.
c. … translates essential WBS terms for global project teams.
d. … helps translate functional into technical requirements.

13. You are in the process of contacting sellers to obtain bids and proposals. You found out that it
might become a time-consuming procedure to ensure that the sellers get a clear and common
understanding of the procurement process and of the needs of your project. Which technique
may help you save time?24
a. Bidder conferences
b. Advertising
c. Qualified sellers list
d. Four-eyes meetings

14. You have just taken over as manager of a project that will create many benefits for the
performing organization, but you sense a high level of resistance in various stakeholders right
from the start. What is the most appropriate action to resolve the problem?27
a. Develop a responsibility assignment matrix (RAM) which clearly shows the responsibility of
each stakeholder for the various project activities and who needs to be consulted and informed.
b. Develop an organization diagram, which places each of the stakeholders at an appropriate
position inside the project and allows for certain lines of communication while disallowing
others.

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c. Schedule a meeting with these stakeholders to present the project, discuss and establish ground
rules, ensure their involvement and identify initial personal and organizational issues.
d. Do not talk to these stakeholders too much at this time, instead create faits accomplis, which
will later force the stakeholders to support the project due to a lack of alternatives for them.

15. You are in the process of planning a project and found that stakeholders often have varying
objectives and requirements. This makes it hard to come up with a plan with which all
objectives will be met. What is probably most helpful to ensure common understanding?28
a. Ask the project stakeholders to build focus groups in order to discuss and remedy conflicting
interests.
b. Create an exhaustive document describing your point of view and ask stakeholders to review it.
c. Let each stakeholder write a statement of work, merge the documents to a project scope
statement.
d. Use your authorization as the project manager to clearly prioritize the different objectives.

16. What is typical for critical path project management?30

a. Forward and backward pass analysis
b. Level-of-effort activities
c. Management of security protocols
d. Management of resource over-allocations

17. You are the project manager for the development of a new type of power plant. Your project is
making fast progress, and it is getting nearer to the day of product acceptance. Which technique
will be most important for product acceptance?31
a. Inspection
b. Quality audit
c. Impact analysis
d. Team review

18. What are the cost types in modern quality management?32

a. Costs of good quality – costs of bad quality
b. Planning costs – assurance costs – control costs
c. Planning costs – doing costs – checking costs – acting costs
d. Prevention costs – appraisal costs – failure costs

19. During execution in a project to build a major road bridge, your team found a major flaw in the
technical drawings. On an ad-hoc base, they had to find and implement a workaround to avoid
delays and mitigate technical problems. What should you do next?35
a. Meticulously document the problem and the workaround to create a requested change to the
project management plan, which will then be passed to the body responsible for the change
control decision.
b. The workaround was performed on a technical level only. As long as it does not influence the
function of the bridge or the organizational configuration of the project, a change request will
not be necessary.

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c. A retroactive formal change request side is not reasonable. Create some additional documents
describing the workaround and sign them by yourself, you can present them during the next
regular CCB meeting.
d. It is normal in projects that during project execution inconsistencies arise between planning
documents and actual implementation. This is no problem as long as the functional status of the
product is maintained.

20. You recently took over the assignment for a project. The project charter has been developed.
What is an appropriate next step for you?36
a. Develop the risk register.
b. Develop the project milestone schedule.
c. Develop management plans.
d. Get approval for the project management plan.

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