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Your project is four weeks behind schedule, and you have been asked to crash the project to make up for the lost time. The tasks listed in the table below are all on the critical path. Which of the tasks below would you crash?
A. Tasks C & E
B. Tasks B & D
C. Tasks D & E & F
D. Task A
Question 31 Explanation: When crashing a project, you will always hit tasks with the smallest crash cost. While all of these answers will give you a 4-week reduction in duration, crashing tasks C & E is the cheapest option:
Task A = 6,500
Tasks C & E = 2,000 + 3,500 = 5,500
Tasks B & D = 2,500 + 3,500 = 6,000
Tasks D & E & F = 3,500 + 3,500 + 4,000 = 11,000
You are managing a project, and one of your close friends is also a manager at the client organization. During the project execution, your friend asks for changes to be made in the project scope, and with the reasoning that the changes are critical to the project’s success, he asks you to handle them on an informal basis. He argues that if you want to follow the routine change procedures, you will lose considerable time. What should you do in this situation?
A. Since what the manager has asked you is unethical, and you should refuse the changes.
B. Explain to the manager that the change should be handled through the formal change management process and documented.
C. Comply with the manager’s request since it is critical to the project’s success.
D. Perform the changes according to the manager’s request because they are crucial to the project’s success, but document them later on when the project is on track, and there are no more changes to be made.
Question 32 Explanation: The correct response is to explain to the manager that you would need to formally document these as part of a project scope change and put it through the change management process. Complying with the manager’s request is incorrect and violates the code of ethics and professional responsibility you have towards your organization. Refusing to take up the changes may be too drastic a step.
As a project manager, you are using a fishbone diagram to find your project’s potential risks. Which process are you in?
A. Perform Qualitative Risk Analysis
B. Control Quality
C. Plan Risk Response
D. Identify Risk
Question 33 Explanation: A fishbone diagram (also called cause and effect analysis or Ishikawa diagram) is used in the Identify Risks process to determine the potential risks that might affect the project.
As a project manager, you are currently involved in a Close Project or Phase process. In this situation which one of the following activities would be your lowest priority?
A. Finalizing all activities across all of the Project Management Process Groups.
B. Performing activities such as finalizing open claims, updating records to reflect final results, and archiving such information for future use.
C. Measuring the project scope against the project management plan.
D. If a project is terminated before completion, starting procedures to investigate and document the reasons for this early termination.
Question 34 Explanation: Closing a contract involves administrative activities such as finalizing open claims, updating records to reflect final results, and archiving such information for future use. Procurement Close could be done at any stage of the project and is not associated only with Close Project or Phase process.
You are the construction project manager of a vital stadium that will be used for the Winter Olympics. The games start a month, and your project has faced some weather delays in pouring the concrete for the landscaping. You know that bad weather might affect the quality of the concrete. However, since the deadline is closing, you decide not to delay the project anymore and complete the remaining concrete work. Which risk strategy are you undertaking?
Question 35 Explanation: In this situation, you are taking the Acceptance strategy. Acceptance is adopted when there is no possibility to eliminate all threats from a project. This means the project team has decided not to change the project management plan to deal with a risk or is unable to identify a response strategy. This strategy can be active or passive acceptance. Passive Acceptance: No action except documenting the strategy and leave the project team to deal with the risks as they occur. Active Acceptance: Establish a contingency reserve (time/money/resources).
As a software project manager, you are in the initial stages of the project. Based on your experience, you know that the project will face many challenges in terms of budget and schedule. In which of the following project management documents would you record these challenges?
A. Project Charter
B. Project Risk Register
C. Issue Log
D. Project Management Plan
Question 36 Explanation: Since you are in the initial stage of the project, the risks should be recorded in the project charter. However, if the project has completed the initiation stage, the risks should be recorded in the risk register as part of the project management plan.
Tom is managing a software development project in a large IT firm. According to the project essential requirements, he has written an email to one of the functional managers and requested some staff to be assigned to his project permanently for two weeks. The functional manager has rejected Tom’s request. What should Tom do in this situation?
A. Record this as a risk in the risk register
B. Change the sequence of activities so that he can cope with the resource limitations
C. Raise the issue to higher-level managers who can decide on project priorities
D. Negotiate with the functional manager
Question 37 Explanation: As the project manager, Tom has the ultimate responsibility of acquiring the resources on time. In this situation, he should use negotiation tools and techniques to obtain the project team. Of course, other items might also be correct in some cases, but the first most responsible way is to negotiate with the functional managers.
You are managing a residential building construction project. Your client has just requested a change in the lighting system, which may increase project risk and costs. What should be your first action?
A. Analyze of the impacts of the change
B. Raise the issue to the project sponsor
C. Issue a Change Request
D. Update the project risk register
Question 38 Explanation: The first action after receiving any change request is to analyze the impacts. Then after comparing the effects to the plan, you may need to issue a change request to modify the project scope. Raising the issue to the project sponsor is also possible once you are aware of the impacts of the change.
For recording project lessons learned, you are analyzing the significant delay in the project schedule. The root cause of the delay was a demonstration done by a group of green initiative supporters. They were unhappy because their representatives were not informed about all of the arrangements you are taking to protect the environment. What could you and your team have done better to prevent this from happening?
A. A more accurate stakeholder identification
B. A better project management plan
C. A more accurate risk response planning
D. A clearer communication management plan
Question 39 Explanation: Identifying stakeholders and understanding their relative degree of influence on a project is critical. Failure to do so can extend the timeline and raise costs substantially. An essential part of a project manager’s responsibility is managing stakeholder expectations and developing a strategy to keep them satisfied.
In the Plan Quality Management process, which of the following is not attributable to the cost of non-conformance?
D. Quality measures
Question 40 Explanation: Quality measures are not an attribute of the cost of non-conformance. The cost of non-conformance results in some loss or rejection of the project’s output.
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