CAPM : Certified Associate in Project Management (PMI-100) : Part 26
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Which of the following characteristics are found in a functional organizational structure?
- Little or no project manager authority, little or no resource availability, and the functional manager controls the project budget
- Limited project manager authority, limited resource availability, and a part-time project manager’s role
- Low to moderate project manager authority, low to moderate resource availability, and a full-time project manager’s role
- High to almost total project manager authority, high to almost total resource availability, and full-time project management administrative staff
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The project manager at an organization has just realized that some of the engineering staff has been allocated to project Y and will not be available to finish task X. The project manager has also discovered that at the current pace, it will not be possible to complete the project on time. Due to cost constraints, hiring more work force is not a viable option. Which tools are at the manager’s disposal?
- Resource leveling and fast tracking
- Fast tracking and crashing
- Crashing and applying leads and lags
- Scheduling tools and applying leads and lags
Explanation:
6.6.2.7 Schedule Compression
Schedule compression techniques are used to shorten the schedule duration without reducing the project scope, in order to meet schedule constraints, imposed dates, or other schedule objectives. Schedule compression techniques include, but are not limited to:
– Crashing. A technique used to shorten the schedule duration for the least incremental cost by adding resources. Examples of crashing include approving overtime, bringing in additional resources, or paying to expedite delivery to activities on the critical path. Crashing works only for activities on the critical path where additional resources will shorten the activity’s duration. Crashing does not always produce a viable alternative and may result in increased risk and/or cost.
– Fast tracking. A schedule compression technique in which activities or phases normally done in sequence are performed in parallel for at least a portion of their duration. An example is constructing the foundation for a building before completing all of the architectural drawings. Fast tracking may result in rework and increased risk. Fast tracking only works if activities can be overlapped to shorten the project duration. -
Which process should be conducted from the project inception through completion?
- Monitor and Control Project Work
- Perform Quality Control
- Perform Integrated Change Control
- Monitor and Control Risks
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Which piece of information is part of the WBS Dictionary?
- Responsible organization
- Change requests
- Validated deliverables
- Organizational process assets
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When calculating the cost of quality (COQ) for a product or service, money spent for cost of conformance would include the areas of:
- training, testing, and warranty work.
- equipment, rework, and scrap.
- training, document processes, and inspections.
- inspections, rework, and warranty work.
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Which of the following is a tool or technique of the Define Activities process?
- Rolling wave planning
- Precedence diagramming method (PDM)
- Alternatives analysis
- Parametric estimating
Explanation:6.2.2.2 Rolling Wave Planning
Rolling wave planning is an iterative planning technique in which the work to be accomplished in the near term is planned in detail, while the work in the future is planned at a higher level. It is a form of progressive elaboration.
Therefore, work can exist at various levels of detail depending on where it is in the project life cycle. During early strategic planning, when information is less defined, work packages may be decomposed to the known level of detail. As more is known about the upcoming events in the near term, work packages can be decomposed into activities.Process: 6.2 Define Activities
Definition: The process of identifying and documenting the specific actions to be performed to produce the project deliverables.
Key Benefit: The key benefit of this process is to break down work packages into activities that provide a basis for estimating, scheduling, executing, monitoring, and controlling the project work.Inputs
1. Schedule management plan
2. Scope baseline
3. Enterprise environmental factors
4. Organizational process assets
Tools & Techniques
1. Decomposition
2. Rolling wave planning
3. Expert judgment
Outputs
1. Activity list
2. Activity attributes
3. Milestone list -
Which of the following is a set of interrelated actions and activities performed to achieve a prespecified product, result, or service?
- Portfolio
- Process
- Project
- Program
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Which degree of authority does a project manager have on a project in a strong matrix organizational structure?
- Limited
- Low to moderate
- Moderate to high
- High to almost total
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Which of the following is an information gathering technique in Identify Risks?
- Influence diagrams
- Brainstorming
- Assumption analysis
- SWOT analysis
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Documented identification of a flaw in a project component together with a recommendation is termed a:
- corrective action.
- preventive action.
- non-conformance report,
- defect repair.
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Which of the following is developed from the project scope baseline and defines only that portion of the project scope that is to be included within a related contract?
- Product scope description
- Procurement statement of work
- Project schedule
- Work breakdown structure (WBS)
Explanation:
12.1.3.2 Procurement Statement of Work
The statement of work (SOW) for each procurement is developed from the project scope baseline and defines only that portion of the project scope that is to be included within the related contract. The procurement SOW describes the procurement item in sufficient detail to allow prospective sellers to determine if they are capable of providing the products, services, or results. sufficient detail can vary based on the nature of the item, the needs of the buyer, or the expected contract form. Information included in a SOW can include specifications, quantity desired, quality levels, performance data, period of performance, work location, and other requirements.
The procurement SOW is written to be clear, complete, and concise. It includes a description of any collateral services required, such as performance reporting or post-project operational support for the procured item. In some application areas, there are specific content and format requirements for a procurement SOW. Each individual procurement item requires a SOW; however, multiple products or services can be grouped as one procurement item within a single SOW.
The procurement SOW can be revised and refined as required as it moves through the procurement process until incorporated into a signed agreement. -
Which of the following strategic considerations often results in project authorization?
- Customer requests and/or issue resolution
- Stakeholder expectations and/or strategic opportunity (business need)
- Technological advancement and/or senior executive request
- Market demand and/or legal requirements
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In which Process Group are lessons learned documented?
- Planning
- Closing
- Executing
- Initiating
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Tools and techniques used for Plan Communications include the communication:
- requirements analysis, communication technology, communication models, and communication methods.
- methods, stakeholder register, communication technology, and communication models.
- requirements, communication technology, communication requirements analysis, and communication methods.
- management plan, communication technology, communication models, and communication requirements analysis.
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In Project Cost Management, which input is exclusive to the Determine Budget process?
- Scope baseline
- Organizational process assets
- Project schedule
- Resource calendars
Explanation:7.3.1.6 Resource Calendars
Described in Sections 9.2.3.2 and 12.2.3.3. Resource calendars provide information on which resources are
assigned to the project and when they are assigned. This information can be used to indicate resource costs over the duration of the project.9.2.3.2 Resource Calendars
Resource calendars document the time periods that each project team member is available to work on the project.
Creating a reliable schedule (Section 6.6.3.1) depends on having a good understanding of each person’s availability and schedule constraints, including time zones, work hours, vacation time, local holidays, and commitments to other projects.12.2.3.3 Resource Calendars
The quantity and availability of contracted resources and those dates on which each specific resource or resource group can be active or idle are documented.Process: 7.3 Determine Budget
Definition: The process of aggregating the estimated costs of individual activities or work packages to establish an authorized cost baseline.
Key Benefit: The key benefit of this process is that it determines the cost baseline against which project performance can be monitored and controlled.Inputs
1. Cost management plan
2. Scope baseline
3. Activity cost estimates
4. Basis of estimates
5. Project schedule
6. Resource calendars
7. Risk register
8. Agreements
9. Organizational process assets
Tools & Techniques
1. Cost aggregation
2. Reserve analysis
3. Expert judgment
4. Historical relationships
5. Funding limit reconciliation
Outputs
1. Cost baseline
2. Project funding requirements
3. Project documents updates -
Which of the following is a conflict resolution technique that emphasizes areas of agreement rather than areas of difference?
- Compromising
- Collaborating
- Smoothing
- Problem Solving
Explanation:
There are five general techniques for resolving conflict. As each one has its place and use, these are not given in any particular order:
– Withdraw/Avoid. Retreating from an actual or potential conflict situation; postponing the issue to be better prepared or to be resolved by others.
– Smooth/Accommodate. Emphasizing areas of agreement rather than areas of difference; conceding one’s position to the needs of others to maintain harmony and relationships.
– Compromise/Reconcile. Searching for solutions that bring some degree of satisfaction to all parties in order to temporarily or partially resolve the conflict.
– Force/Direct. Pushing one’s viewpoint at the expense of others; offering only win-lose solutions, usually enforced through a power position to resolve an emergency.
– Collaborate/Problem Solve. Incorporating multiple viewpoints and insights from differing perspectives; requires a cooperative attitude and open dialogue that typically leads to consensus and commitment. -
A tool or technique in Perform Quality Control that a project manager would use is:
- quality audits.
- process analysis.
- benchmarking.
- inspection.
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The precedence diagramming method (PDM) is also known as:
- Arrow Diagram.
- Critical Path Methodology (CPM).
- Activity-On-Node (AON).
- schedule network diagram.
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Change request status updates are an output of which process?
- Perform Integrated Change Control
- Direct and Manage Project Execution
- Close Project or Phase
- Monitor and Control Project Work
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As the project progresses, which of the following is routinely collected from the project activities?
- Communication management activities
- Change requests
- Configuration verification and audit
- Work performance information