Project Scope Management



Project Scope Management

Practice Questions

INSTRUCTIONS: Note the most suitable answer for each multiple-choice question in the appropriate space on the answer sheet.

1. Which statement about customer expectations is not true?

A. The product or service should be usable as intended.

B. Contractual provisions, including schedule and performance standards, should be met.

C. Changes should be made immediately, and all customer wants should be satisfied without bureaucratic hassle.

D. The seller should assume the responsibility of understanding customer needs and wants and addressing them effectively.

E. The seller should serve the customer competently and graciously.

Answer: C

2. All the following statements about a WBS are true except that it __________.

A. provides a framework for organizing and ordering a project's activities

B. can be similar in appearance to an organizational chart

C. breaks down a project into successively greater detail by level

D. is a scheduling method

E. is a planning tool

Answer: D

3. The document that describes the objectives, work content, deliverables, and end-product of a project is the __________.

A. project charter

B. product description

C. decomposition document

D. scope statement

E. WBS

Answer: D

4. When an organization chooses a project selection model, the most important criterion is __________.

A. flexibility

B. capability

C. realism

D. ease of use

E. cost

Answer: C

5. Maintenance is crucially important to projects and should __________.

A. be included as an activity to be performed during the closeout phase

B. have a separate phase in the life cycle in information systems projects because 60 to 70% of life-cycle costs of computer systems are generally devoted to maintenance

C. not be viewed as part of the project life cycle

D. be specified in terms of the forms it can take, such as debugging and making enhancements

E. always be viewed as a separate project

Answer: C

6. A project manager's company operates in a high-technology area requiring the integration and sharing of several functional specialties. The project manager is considering the appropriate organizational structure for a new project. The likely choice would be __________.

A. matrix

B. tight matrix

C. functional

D. projectized

E. None of the above

Answer: A

7. A project is an ideal environment in which to use the technique of management by objectives because __________.

A. project management involves setting organizational objectives

B. projects generally are handled through a matrix management environment

C. project managers' responsibilities are defined in terms of corporate objectives

D. all projects should be strongly oriented toward goals and objectives

E. top management policy and goals should flow down through the management hierarchy

Answer: D

8. Each project phase is marked by completion of one or more deliverables. The deliverable for the concept phase of a project is the __________.

A. project plan

B. contract terms and conditions

C. statement of work

D. project charter

E. resource spreadsheet

Answer: D

9. All the following are examples of benefit measurement methods of project selection except __________.

A. benefit-cost ratio

B. payback period

C. economic value added

D. peer review

E. multi-objective programming

Answer: E

10. A configuration control board can be a significant part of a large project. Which activity is not a function of the configuration control board?

A. Reviewing all requested changes to the project and identifying all impacts

B. Evaluating benefits, costs, and alternatives to requested changes

C. Accepting or rejecting requested changes

D. Documenting all actions and decisions

E. Serving as a communication link for all actions between the project and the customer

Answer: E

11. A clear, concise scope definition serves several purposes. Which of the following is not an objective of scope definition?

A. Improving the accuracy of cost, time, and resource estimates

B. Defining the baseline for performance measurement and control

C. Developing the scope management plan

D. Facilitating clear assignment of responsibility

E. All the above

Answer: C

12. As applied to projects, temporary means that __________.

A. projects are short in duration

B. every project has a definite beginning and end

C. the undertaking will end at an undetermined time in the future

D. projects can be canceled at any time

E. All the above

Answer: B

13. The principal objective of project stakeholder management is to __________.

A. identify all potential users of the project to ensure complete requirements analysis

B. thwart criticism of the project by developing a list of responses to known stakeholder concerns

C. be proactive in curtailing stakeholder activities that might adversely affect the project

D. discredit negative stakeholders so that their arguments and concerns will not have much credence

E. build goodwill in the case of schedule and cost overruns

Answer: C

14. A work package is __________.

A. a deliverable at the lowest level of the WBS

B. a task with a unique identifier

C. a description of work procedures

D. a required level of reporting

E. an item that cannot be broken down further

Answer: A

15. At a minimum, the project charter should __________.

A. describe the responsibilities and authority of the project manager and functional managers

B. discuss the risks and constraints of the project

C. designate the organizational structure of the project

D. state the business goals of the performing organization

E. detail the project deliverables

Answer: A

16. The review of deliverables and project performance at the conclusion of a project phase is called a __________.

A. phase-end review

B. phase exit

C. stage gate

D. kill point

E. All the above

Answer: E

17. The management-by-objectives technique __________.

A. establishes unambiguous and realistic objectives

B. periodically evaluates whether project objectives have been achieved

C. promotes participation and team building on the project

D. fosters commitment to the project

E. All the above

Answer: E

18. When choosing the most appropriate form of project organization, the first step is to __________.

A. develop the WBS and let it determine the project organizational structure

B. develop an initial project plan and determine the functional areas responsible for each task

C. refer to the project charter developed by top management

D. develop a project schedule, including a top-down flowchart, and identify the functional areas to perform each task

E. fit the structure to the contract task for greater cost control

Answer: B

19. During decomposition, the project manager should __________.

A. identify the major elements of the project

B. decide whether adequate cost and duration estimates can be developed at the level of detail for each element

C. identify constituent elements of the deliverable

D. verify the correctness of the decomposition

E. All the above

Answer: E

20. The 80-hour rule states that __________.

A. the activity durations of tasks should not be more than 80 hours

B. each task should be broken down into work packages that require no more than 80 hours of work to complete

C. no one should be assigned to the project unless able to work on it for at least 80 hours

D. a budget should be established for any task of 80 hours or more

E. performance should be measured on all tasks of least 80 hours or more

Answer: B

21 .The scope statement __________.

A. does not include project objectives such as cost, schedule, or quality measures

B. includes a description of project assumptions and constraints

C. provides a documented basis for preparing the pert/cpm network

D. is developed by functional managers during the concept phase of the project

E. is the basis for the contract between the buyer and seller

Answer: B

22. The project charter should be issued by __________.

A. the project manager

B. the head of the performing organization

C. a manager external to the project

D. functional managers and the project manager

E. the head of business development

Answer: C

23. To relate the functional organizations to the WBS elements, the project manager should use a __________.

A. WBS matrix

B. WBS index

C. project WBS

D. cost account matrix

E. work package assignment index

Answer: D

24. Completion of project scope activities is measured against the __________.

A. requirements

B. project plan

C. scope statement

D. customer's expectations

E. goals and objectives of the project

Answer: B

25. The three major causes of change on a project are __________.

A. replacement of the project manager or key project team members, changes in priorities by senior management, and contractual difficulties

B. changes in the relative importance of time, resources, or cost; new knowledge about the deliverable; and technological uncertainty

C. errors in the initial assessment of how to achieve the goal of the project, new information about the project deliverable, and a new mandate

D. introduction of new technology, financial difficulties of the parent organization, and lack of resources to commit to the project

E. unavailability of resources promised by the functional managers, cost overruns, and changes in customer requirements

Answer: C

26. A change request may be __________.

A. oral or written

B. direct or indirect

C. externally or internally initiated

D. legally mandated or optional

E. All the above

Answer: E

27. The practice of overlapping project activities is known as __________.

A. concurrent engineering

B. fast-tracking

C. leveling

D. smoothing

E. crashing

Answer: B

28. The greatest degree of uncertainty is encountered during which phase of the project life cycle?

A. Concept

B. Planning

C. Execution

D. Closeout

E. All phases involve uncertainty to the same degree

Answer: A

29. Scope verification __________.

A. improves cost and schedule accuracy, particularly on projects using innovative techniques or technology

B. is the last activity performed on a project before handoff to the customer

C. documents the characteristics of the product or service that the project was undertaken to create

D. differs from quality control in that scope verification is concerned with the acceptance-not the correctness -of the work results

E. verifies that the WBS was prepared in accordance with the organization's project management methodology

Answer: D

30. Specifying the technical requirements is an important step because they __________.

A. describe the characteristics of the deliverable in ordinary language

B. are used by the project staff to target efforts

C. are useful to both the project staff and the customers

D. are designed to ensure that customers know what they are getting from a project

E. All the above

Answer: B

31. A change control system should include all the following except __________.

A. procedures to handle changes that may be approved without prior review

B. procedures for automatic approval of defined categories of change

C. paperwork, tracking systems, and approval levels necessary for authorizing changes

D. a description of the powers and responsibilities of the change control board

E. procedures for conducting a mid-project control system review

Answer: E

32. Written change orders should be required on __________.

A. all projects, large and small

B. large projects

C. projects with a formal configuration management system in place

D. projects with a configuration change board

E. projects for which the cost of a change control system can be justified

Answer: A

33. Two fundamental objectives of project control are to __________.

A. achieve results by altering activities and managing organizational assets

B. eliminate unexpected technical problems and technical difficulties that require more resources

C. ensure that resources are available when needed and that the scope of work does not increase

D. ensure that the required input of material, personnel, and equipment is available when needed and that budgeting is adequate

E. avoid quality or reliability problems through incorrect task sequencing

Answer: A

34. The principal sources of project failure are __________.

A. lack of a projectized or strong matrix structure, poor scope definition, and lack of a project plan

B. lack of commitment or support by top management, disharmony on the project team, and lack of leadership by the project manager

C. poorly identified customer needs, a geographically dispersed project team, and little communication with the customer until the project is delivered

D. organizational factors, poorly identified customer needs, inadequately specified project requirements, and poor planning and control

E. None of the above

Answer: D

35. The project plan is important in change control because it __________.

A. provides the baseline against which changes are managed

B. provides information on project performance

C. alerts the project team to issues that may cause problems in the future

D. helps to apply technical and administrative direction and surveillance to the change control process

E. is not expected to change throughout the project

Answer: A

36. All the following statements are true about interface management except that it is __________.

A. considered to be the most difficult aspect of implementing the project plan

B. the process of coordinating the various elements of the project so that they meet their joint goals of performance, schedule, and budget

C. the responsibility of the project manager as part of the everyday task of managing the project

D. facilitated by use of the responsibility assignment matrix to display the ways people on the project interact and their duties and responsibilities

E. primarily concerned with the technical issues associated with linking system components in a configuration

Answer: E

37. Project A is being administered using a matrix form of organization. The project manager reports to a senior vice president who provides visible support to the project. In this scenario, which of the following statements best describes the relative power of the project manager?

A. In this strong matrix, the balance of power is shifted to the functional line managers.

B. In this tight matrix, the balance of power is shifted to the project manager .

C. In this strong matrix, the balance of power is shifted to the project manager .

D. The project manager will probably not be reassigned in times of crisis.

E. The project manager will probably not be challenged by project stakeholders.

Answer: C

38. The input to project initiation consists of __________.

A. the product or service description

B. the company's strategic plan

C. the project selection criteria

D. historical data

E. All the above

Answer: E

39. In all projects, needs must be tempered by schedule, cost, and resource constraints. Project success depends primarily on __________.

A. the quality of the schedule and cost control analysis

B. customer satisfaction

C. customer compromise in defining its needs

D. a and b

E. b and c

Answer: B

40. A WBS is a product-oriented "family tree" of project components. Each item in the WBS is generally assigned a unique identifier; these identifiers are known collectively as __________.

A. the chart of accounts

B. the code of accounts

C. work packages

D. WBS ID numbers

E. the WBS dictionary

Answer: B

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