Question 1
Using baseline, scheduled, and actual data, MP can help to compare the effects of issues such as:
Future risks
Time and cost variances
Resource changes
All of the above
None of the above
Question 2
When determining a project's progress and results, which of the following are good areas to consider?
Internal project issues
Financial issues
Customer issues
All of the above
Question 3
Earned Value is a way to track project performance against a baseline. One way to use earned value is as a snapshot view of the current status when data was last gathered. Which of the following terms are associated with earned value as a current status?
To-Complete Performance Index (TCPI)
Planned Value (PV)
Schedule Variance (SV)
Cost Variance (CV)
All of the above
B, C, & D only
Question 4
The Balanced Scorecard Approach contends that performance can be determined by considering multiple perspectives, including financial, but in combination with others.
True
False
Question 5
Which of the following are common types of project control?
Negotiation Control
Go/No-Go Control
Steering Control
All of the above
B & C only
Question 6
Which of the following kinds of datasets are needed by MP to calculate a project's current status and future predictions?
Baseline Data
Scheduled Data
Actual Data
All of the above
Question 7
Explain the primary reason for tracking a project's progress. What does decision making have to do with it? Why and how?
Question 8
It doesn't matter when project team members give status updates on their assigned tasks just as long as they indicate that the tasks are 100% complete before the project ends.
True
False
Question 9
Which of the following are common quality control tools used in projects?
Control Chart
Flow Chart
Pareto Chart
SWOT Analysis
Histogram
All of the above
A, B, C, & E only
Question 10
A project manager can allow a member of the project team to authorize when to start some of the project work. The timing of tasks is based on work packages and put into the project plan. But which of the following are examples that can create new tasks that are not in the plan, and which someone must authorize when to start the work?
Uncovering an issue that must be fixed, such as a product defect
A tradeoff between low and high priority projects and the resources they share
Both of the above
Question 11
A critical role of the project manager is to control scope by avoiding or minimizing scope creep, which would alter one or more project deliverables.
True
False
Question 12
Using a balanced scorecard approach and the idea of control, the project manager should track a project's progress by first looking at the various elements involved in interrelationships in the project, and controlling each on its own. After thoroughly understanding each element, the project manager can judge how a change in one will likely impact the others.
True
False
Question 13
Sometimes projects plan for the potential of new, yet-unknown risks by creating a contingency reserve. Contingency reserves always consist solely of funds.
True
False
Question 14
The close relationship between scope, schedule, and costs are often controlled at the same time because of project changes to one affecting the others.
True
False
Question 15
With earned value, the variables of cost and schedule are viewed separately: Costs are evaluated to be either over or under budget, and the schedule is judged to be running on time or not.
True
False
Question 16
When quality standards are met, stakeholders are reassured that the project tasks are the right ones and that the project is progressing well.
True
False