Explanation:
According to the PMBOK‘=3 Guide (6th Edition) the scope
baseline includes the WBS, WBS dictionary, and the project
scope statement.
Explanation:
Cause and effect diagrams (also known as Ishikawa or fishbone
diagrams) are used both on quality management and risk
management. However, the situation explained in this question
refers only to the information gathering techniques of the
Identify Risks process.
Explanation:
Verifying that a product meets specifications is part of
Monitoring and Controlling.
Explanation:
According to the PMBOK© Guide (6th Edition), to close the
contract, all procurement documentation is collected, indexed,
and filed. Information on contract schedule, scope, quality, and
cost performance along with all contract change
documentation, payment records, and inspection results are
cataloged. This information can be used for lessons learned
and as a basis for evaluating contractors for future contracts.
Explanation:
The use of insurance to shift the negative impact of a risk, in
this case burglary, is an example of risk transference.
Explanation:
The Expected Monetary Value of the activity cost is:
(150 x 0.3) + (170 x 0.5) + (220 x 0.2) = 174
Explanation:
As a project manager you cannot eliminate some stakeholders
or consider their requirements according to their degree of
importance or influence. You have to consider the
requirements of all stakeholders.
Explanation:
Variance at Completion = BAC — EAC
Estimate at Completion (EAC) = BAC / CPI
2 $1,000,000 / 0.8
2 $1,250,000
Variance at Completion 2 $1,000,000 — $1,250,000
2 —$250,000
Explanation:
The project manager has more power in a strong matrix
organization. In a strong matrix organization the project
managers have authorities comparable to that of functional
managers and normally they are not under the supervision of
the functional managers. In a weak matrix organization the
project manager is organizationally under the supervision of a
functional manager who is given the project responsibilities.
Explanation:
Leveling the resources would generally increase the project
duration. Removing the activities under some conditions and
using the project change process (discretionary dependency)
might be possible but considering that dependencies are
preferential and you have extra resources the first thing could
be to make more activities concurrent.
Explanation:
You would need to report the status accurately to the
customer even if it means losing some revenue. Reporting that
each team member has spent 37.5 hours a week is both
inaccurate and ethically wrong.
Explanation:
Conflict can come from seven main sources, of which the first
three account for 50%:
1. Schedules
2. Project priorities
3. Manpower/human resource availability
4. Technical opinions
5. Procedural or project administration
6. Costs
7. Personalities
Explanation:
Performance reviews is a tool and technique of Control
Quality. Design for X, Root cause analysis and Problem solving
are all Manage Quality techniques however Design for X
involves optimizing around an identified variable and Root
cause analysis helps reveal the issue but does not go so far as
to work towards and define a solution. Problem solving
involves finding a long-lasting solution to a problem by
identifying it, analyzing it, choosing the best solution of the
alternatives and putting the solution into action.
Explanation:
According to the PMBOK® Guide (6th Edition), quality audits
are a technique used for the Manage Quality process. The rest
of the options are used for the Control Quality Process. A
scatter diagram is one of the seven basic quality tools.
Explanation:
Collaborating or problem solving is the best way to resolve
conflict but not in this situation. Since you should choose a
technique to deal with the conflict immediately and it's
explained that there is an urgent meeting on an important
issue in your critical project that you that you need to take
care of, the best method in this situation would be to delay the
conflict resolution, i.e. smoothing.
Explanation:
The best course of action is to fully understand the
consequences of the lower competency of the team members.
That is only possible if you incorporate the changed level of
competency in the activity duration estimations and the
project schedule accordingly. Keeping the schedule as it is
would not solve the problem. It is too soon to ask for overtime
or inform the stakeholders about the delay, considering that
the project is in its early stages and you still don’t know the
exact effects of the lower competency of the team members
on the schedule.
Explanation:
In this situation, leveling the resources will generally increase
the duration. Since the network diagram cannot be changed,
the fast tracking option is also not feasible. So crashing
remains as the best option in this situation to decrease the
duration.
Explanation:
Recognizing the risk and not changing the plan, but making
some contingencies in the event the risk is triggered, is an
example of active acceptance. Passive acceptance would be if
no contingencies were put in place and avoidance would be
correct if the project plan were modified to accommodate the
risks.
Explanation:
Read the question carefully. You as the project manager have
not been involved in the project charter development,
therefore it is your responsibility to make sure that the charter
is complete and all of the stakeholders have their inputs in it
before proceeding with the next step in project planning.
Explanation:
On a control chart, a source of variation that is intermittent,
not inherent in the system, and not predictable, is called a
Special or Assignable Cause which is an unusual event.
Explanation:
The issue log is a tool used in the Manage Team process.
According to the PMBOK© Guide (6th Edition), an issue log is
used to document and monitor who is responsible for
resolving specific issues by a target date.
Explanation:
According to the PMBOKC" Guide (6th Edition), when closing
the project the project manager must review all the prior
information from the previous phase closure to ensure that all
project work is completed and that the project has met its
objectives. Since project scope is measured against the scope
management plan, the project manager reviews the scope
baseline (part of the project management plan) to ensure
completion before considering the project closed.
Explanation:
Changes are not bad! Changes normally come from lack of
input at the beginning of the project. If we begin effective
communication with this stakeholder early, we stand a much
better chance of discovering their changes during the planning
process when they will have less of an impact on the project.
Trying to eliminate the stakeholder is the wrong approach.
Explanation:
In a meeting with team members you need a tool which shows
the schedule details such as delays, completion, and timeline.
Explanation:
If the activity duration is extended less than than its free float it
won't change the project duration or the start of the successor
activity. In this question it is not mentioned that the activity
duration is extended more or less than the free float, but the
question is asking about the most probable consequence.
Extending the duration will probably change the resource
utilization schedule, but depending on the amount of change,
it might or might not affect the project duration or start of the
successor activity. Quality of work is totally irrelevant to the
activity duration.
