Question No 1

Your management has decided that all orders will be treated as "projects" and that project managers will be used to update orders daily, to resolve issues, and to ensure that the customer formally accepts the product within 30 days of completion. Revenue from the individual orders can vary from US $100 to US $150,000. The project manager will not be required to perform planning or provide documentation other than daily status. How would you define this situation?

Choose the Choices:

Because each individual order is a "temporary endeavor," each order is a project.

This is program management since there are multiple projects involved.

This is a recurring process.

Orders incurring revenue over $100,000 would be considered projects and would involve project management.

Question No 2

A project manager in a predominantly hierarchical organization has been assigned a major project with aggressive timelines. The BEST approach for developing an initial project charter in this environment is to:

Choose the Choices:

Create a project charter using brainstorming sessions with potential team members and stakeholders.

Create and present a draft project charter to potential team members and stakeholders to solicit their input.

Create a project charter jointly with management for distribution to potential team members and stakeholders.

Create a project charter with the functional managers and present it to the sponsor for signature.

Question No 3

All of the following are correct statements about a project manager EXCEPT:

Choose the Choices:

He or she is assigned after the project charter is created.

He or she may initiate changes to the project.

He or she manages changes and factors that create change.

He or she is held accountable for project success or failure.

Question No 4

A new project manager is having difficulty creating a WBS with the team. To alleviate this situation, the project manager should ask for help from:

Choose the Choices:

Question No 5

While preparing your risk responses, you realize that you have not planned for unknown risk events. You need to make adjustments to the project to compensate for unknown risk events. These adjustments are based on your past project experience when unknown risk events occurred and knocked the project off track. What should you do?

Choose the Choices:

Include a management reserve in the budget to try to compensate for the unknown risks, and notify management to expect unknown risks to occur.

Document the unknown risk items and calculate the expected monetary value based on probability and impact that may result from the occurrence.

Determine the unknown risk events and the associated cost, then add the cost to the project budget as reserves.

With the stakeholders, determine a percentage of the known risk budget to allocate to a management reserve budget.

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