preguntas examen final tipo en ingles

7/25/2019 Preguntas Examen Final Tipo en Ingles

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SIMULACRO DE EXAMEN FINAL

d 1 The project charter and scope statement are documents designed to tell _______________exactlywhat the project entails.

a. The project managerb. The project teamc. The project sponsord. Anyone associated with the project

a 2 In the resolution of authority conflicts that arise between project and functional managers, thefollowing actions should be taen except!

a. "igher#le$el authority should be in$ol$ed as soon as possible.b. The problem and its conse%uences should be clearly defined.c. &egotiations should tae place at the lowest le$el of interaction possible.d. 'et the project manager to leader the conflict resolution.

a( The progressi$e detailing of a project plan or components of a plan )i.e. the *+- is often called

a. olling wa$e planningb. /ontinuous planningc. Input#output planningd. 0etail planning

b The appointment or selection of a project sponsor can be based upon the following, excepta. The strategic importance of the project.b. The duration of the project.

c. *ho the customer is.d. *hether the organiation is project or non#project dri$en.

d 3 Acti$ity 4 has an early start date on wee 15 and a latest start date on wee 12. If the line managenow belie$es that the acti$ity duration will increase by 1 wee, then

a. All downstream acti$ities will tae less timeb. Al downstream acti$ities must be completed in less time or the project will extendedc. The slac in acti$ity 4 has increased by one weed. The slac in acti$ity 4 has decreased by one wee

a6 The _______________ of an in$estment is the period of time for the _____________ to e%ual the

initial cash outlaya. 4aybac period, cumulati$e cash inflowsb. 4aybac period, 4resent $alue of cash inflows

c. I, paybac periodd. I, present $alue of cash inflows

d7 *hich of the following is not an example of an external#predictable ris8

a. /ost of moneyb. +orrowing ratesc. 9aterial a$ailabilityd. :perations issues

a; A process goes out of control when

a. There are special causes of $ariation.b. There are common causes of $ariation.c. There are random and non#assignable causes of $ariation.d. There are wrong operation of the e%uipment.

b< =ou are employing a subcontractor to complete a critical piece of wor when the project manager for

that subcontractor ass you out on a date, maing it clear that this is a personal engagement and wnot affect business. *hat would be the +>T thing to do8

a. Accept the in$itation if you are so inclined.b. 4olitely refuse the in$itation.c. As your manager for permission to go on the date.d. /onsult your human resource department for the policy on this matters.


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b 15 The ris of accepting a lot of a poor %uality, in acceptance sampling, is referred to asa. "igh risb. /onsumers? risc. 4roducers? risd. Type I error

d 11@sing this information! Target cost! 12,555, Target Bee 1,555, haring atio ;5C25, 4rice ceiling1,555, the point of total assumption occurs at a cost of wor of!

a. 11,;55b. 1,555

c. 1(,735d. 1(,235

a12 A communication management plan is a document which does not pro$ide

a. An e$aluation report.b. A collection and filing structure.c. A distribution structure.d. A description of the information.

d1( @sing the *+ shown below, typical wor pacage would be!

a. C* de$elopmentb. oftware de$elopment 1.5.5 C* de$elopmentc. /oding 1.1.5 ystems designd. "C re%uirements 1.1.1 "C re%uirements

1.1.2 Blowcharting 1.2.5 /oding 1.2.1 'anguage selection

b 1 *hich of the following issues is a source and not the symptom of power and authority problems in aproject en$ironment8

a. Bre%uent finish dates failed.b. 4oorly documented or no formal authority.c. 4oor woring relationships with superiors, subordinates, and associates.d. 4oor communication channels.

a13 The process for formally acnowledging that a new project exists )or that an existing project should

continue- is calleda. Initiation

b. The scope baselinec. The management pland. The scope definition

d16 4eriods of wor or durations of wor with no acti$ities assigned to them are called schedule

a. afety pointsb. 'ag blocsc. 0eli$erablesd. eser$es

d 17 As part of your project, you are responsible for producing 27 widgets per production run. =ou alsonow that there is a 1,555 setup charge to change the production line o$er to produce yourparticular type of widgets. >ach widget consumes 15.55 worth of material and re%uires 5.3 hours olabor )the labor rate is 15.55 per hour-. @sing the information, what is the total $ariable cost for

producing one widget8a. 1,525b. 1,513c. 25d. There is not enough information


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c 1; There is a probability of 15D that a gi$en ris e$ent will occur in a project. If it occurs, it will result a loss of 15,555. The insurance cost for this e$ent is 1,255. hould a rational project manager buthis insurance8

a. =es, since 1,255 E 1,555b. =es, since the loss of 15,555 is too greatc. &o, since 1,255 E 1,555d. &o, since the loss will be co$ered by management reser$e

c 1mployees on both sidesd. Bunctional managers

a21 :ne of your subcontractors has an acti$ity to perform, which resides on your critical path. This wou

most liely be referred to as!

a. An external dependencyb. oft logicc. "ard logicd. A mandatory dependency

b 22 *hich of the following techni%ues cannot a project manager practice to use their time moreefficiently8

a. end out the agenda for e$ery meetingb. @se /49 instead 4>Tc. 0o the difficult tass firstd. 0elegation

c2( The project team has just completed the initial project schedule and budget. The &>GT thing to do is

a. +egin ris identification

b. +egin iterationsc. 0etermine communications re%uirementsd. /reate a Hantt chart

c2 Assume that you ha$e a networ where an acti$ity on the critical path can be crashed by two wees

If the acti$ity actually crashed by two wees, thena. The project?s schedule will be reduced by 2 weesb. The a$ailable slac on the non#critical paths will increasec. /rashing the project may change the critical pathd. The slac for that acti$ity will be reduced

d 23 @sing table (, the internal rate of return in a 3 year period, for project is closest to!a. 6.3Db. 15.5D

c. 1.5Dd. 16.3D

b26 Appro$ed correcti$e action is an input to!

a. cope control and scope $erification.b. 0irect and 9anage project execution and integrated change control.c. 0e$elop project management plan and de$elop project charter.d. 0e$elop project management plan and schedule de$elopment.


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a 27 The probability that a product will not fail for a gi$en period, when it is used under gi$en conditions, referred to as

a. eliabilityb. 0esirabilityc. 0urabilityd. /onformance

b2; Biltering information in a project could occur through

a. Beedbacb. *ithholding

c. /omplete transmittal of informationd. *riting the important messages

b2< &etwors that allow for looping, repetition, or conditional branches are called!

a. 4>Tb. H>Tc. 409d. /49

b(5 9ost project management leadership theories focus on all of the following aspects of leadership

except!a. Bunctional bacground of the project managerb. Bunctional bacground of the subordinatesc. +eha$ioral style of the project manager

d. @sefulness of authority and power in leadership

b (1 4art way through your project, your customer )external- goes through a massi$e restructuring of theorganiation. =our project is still going on with no scope or specification changes re%uested by thecustomer. *hich of the following documents, if any, would probably be expected to change becauseof the customer?s restructuring8

a. cope baselineb. cope management planc. *+d. *or authoriation forms

b(2 The critical path in a project is determined by

a. A forward passb. A forward pass and then a bacward pass

c. A bacward passd. Binding the shortest path

b(( @sing table , a comparison of the cost $ariance of August as compared to that of uly shows that th

magnitude )$alue- of the $ariance has _________ and the percentage change has _____________a. +ecome worse, become worseb. +ecome worse, impro$edc. Impro$ed, impro$edd. Impro$ed, become worse

b ( A project has had some problems, but now seems under control. In the last few months almost all threser$e has been used up and most of the negati$e impacts of e$ents that had been predicted ha$eoccurred. There are only four acti$ities left and two of them are on the critical path. 9anagement noinforms the project manager that it would be in the performing organiation?s best interest to finish

the project two wees earlier than scheduled in order to recei$e an additional profit. In response, th49 sends out a B4 for some wor that the team was going to do, in the hopes that another companmight be able to do the wor faster. Te 49 can +>T be said to be attempting to wor with!

a. eser$e.b. :pportunities.c. cope Jerification.d. Threats.


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b (3 A customer ass a contractor to de$elop a new product for the customer. The customer nows thatthe contractor will then KtransferL this nowledge to other product lines, which may generatesubstantial future re$enue for the contractor. The customer would most liely negotiate which type contract8

a. BB4b. /ost sharingc. Time and 9aterialsd. B4IB

c(6 Trying to coach a team member, the project manager may pro$ide all of the following except

a. ome potential solutions for problemsb. upport for the team?s effortsc. pecific instructionsd. >xamples based on hisCher experience

c(7 @sing the figure 1, how many wees can acti$ity B slip without extending the end date of the project

a. 1 weeb. 2 weesc. ( weesd. wees

a(; +ased on the Thamhain and *ilemon study, ____________ conflicts generate the highest intensity

relati$e to other sources of conflict o$er the entire project life cyclea. chedule

b. Interpersonalc. Technicald. /ost

b (< The most common le$el in a *+ used to identify the project officeCmanagement support is le$el!a. 1b. 2c. *or pacaged. Any le$el is possible

b5 /onsider table 2, where the consecuti$e acti$ities A, +, /, and 0 are the critical path of your project

@sing 4>T, the expected time for the critical path is!a. 13 weesb. 17.3 wees

c. 1; weesd. 25 wees

b1 At what interest rate would a future lump sum payment of 15,555, fi$e years from now ha$e a

present $alue of (,755a. 1;Db. 22Dc. 23Dd. (.1D

c 2 =ou ha$e re$iewed the schedule and ha$e disco$ered that the project is going to be later thanoriginally communicated. =our boss has ased you not to tell this to your customer e$en though heagrees that there is no way to shorten the schedule. =ou ha$e an upcoming status meeting with thecustomer later on that same day. *hat should you do8

a. /ancel the status meeting with the customerb. /all the customer and explain your dilemma to them in confidencec. >xplain to your boss that it is unethical to nowingly report an incorrect status to anyone on

the projectd. As your boss to put his re%uest to you in writing

c( 0uring the implementation phase of a new system project, problems may occur that could ultimately

result in a loss of sales to the company. This is an example of!a. @npredictable risb. >xternal risc. +usiness risd. 4ure ris


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a *hich type of contract has no profit margins included8a. /ost, and /ost sharingb. Bixed pricec. Time and 9aterialsd. 4urchase order

c 3 It is generally acceptable practice that if one of your clients maes an informal re%uest of you, thenyou should respond

a. Bormally in writingb. *ith a memoc. Informallyd. Bormally and face to face

b6 *hich of the following is not true about a networ logic diagram using the Arrow diagramming 9etho

)A09-8a. 4roject wor is represented on the arrowsb. 4roject wor is represented on the nodesc. 0ummy acti$ities may be re%uiredd. 4roject wor is represented between the nodes

c7 4roject managers need to resol$e conflicts primarily with!

a. uperiorsb. ubordinatesc. Bunctional personnel

d. ponsor

c ; =our program manager has come to you, the 49, for help with a bid for her newest project. =ou wanto protect your company from financial ris. =our ha$e limited scope definition. *hat is the +>T typof contract to choose8

a. Bixed 4riceb. /ost plus percent of costc. /ost plus fixed feed. Time and materials

b< A conflict of interest should be

a. esol$ed %uietlyb. 0isclosed openlyc. 9onitored carefully

d. Ignored deliberately

b35 /49, 4>T, A09 and 409 are all used to!

a. Assign people to acti$itiesb. 4lan, schedule and control projectsc. Fuantify the *+d. >stimate the ris of the project

d 31 4arametric estimates are not based upona. "istorical datab. 4hysical characteristics such as capacityc. tatisticsd. Actual estimates of acti$ity duration

b

32 A ris may be defined as an e$ent which may occur in the _______________ of the project

a. 9anagerb. futurec. 'engthd. +udget

d3( The comprehensi$e re$iew of the procurement process from planning through contract administratio

is referred to as!a. 4ost#contract e$aluationb. 4ost mortemc. 4rocurement performance e$aluationd. 4rocurement audit


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b 3 *hat is the e%uation used to figure out the number of potential communication channels between KGteam members8

a. x)x#2-C2b. x)x#1-C2c. x)xM1-C2d. x)xM2-C2

d33 The current project performance report indicates that the chedule 4erformance Index )4I- is 1.23

This information indicates that the project is!a. 4robably ahead of scheduleb. 4robably behind schedulec. 23D behind scheduled. 4erforming well respect to the schedule

b36 The basic difference between power and authority is that!

a. There is no substantial differenceb. 4ower is granted by subordinates while authority can be delegated by one?s superiorc. Authority deals with people issues and power deals with management onesd. The power is gi$en with the title

e37 Indi$iduals or organiations with acti$e in$ol$ement or acti$e interest in a project are called!

a. Team membersb. 4arent organiationsc. /lient organiation

d. taeholders

b 3; A project manager has a choice of when to begin procurement. 4rocurement can begin at any timeafter the preparation of the bill of materials begins. This would most liely be an example of

a. "ard logicb. oft logicc. 9andatory dependencyd. >xternal dependency

c3< The future $alue of 2,555 in$ested at ;.3D for three years will be

a. 333b. 2,315c. 2,333d. (,215

c 65 An owner re%uests a contractor to pro$ide a payment bond. This is an example ofa. is reductionb. is assumptionc. is transferd. is assurance

a 61 *hich of the following is e%ui$alent to a lump sum contract8a. Bixed price contractb. Time and materialc. 4urchase orderd. /ost plus contract

d 62 +y acti$e listening, a project team membera. 9aes the person who is speaing feel flattered

b. @ses an excessi$e amount of non#$erbal signalsc. econd guesses what other team members sayd. Impro$e the understanding of the message

c6( *hich of the following is not important in a fully integrated team8

a. /ommitment to team objecti$esb. Interdependencec. "igh conflictsd. hared interests


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a 6 The term that best describes the KrightL to manipulate or change others is called!a. Authorityb. 4owerc. 'eadershipd. /oerci$eness

c 63 *hich of the following is not a scope management process8a. cope planningb. cope definitionc. cope reportingd. cope $erification

d66 *hich of the following sources does not pro$ide data on duration and estimating8

a. 4roject files )existing or historical-b. /ommercial )standard practice- techni%uesc. >xpert opiniond. 4roject /harter

c67 The formula >A/N+A/C/4I, assumes that

a. All wor downstream will be completed at the planned expendituresb. All wor downstream will be completed at the planned expenditures, excluding the wor

pacage currently under wayc. All wor downstream will be completed based upon current cost efficiencyd. The cost efficiency cannot change during the project

b 6; In a /ost 4lus Award Bee contract, which of the following constraints is liely to be the first sacrificeda. Timeb. /ostc. 4erformanced. Incenti$e

c6< A project manager has $ery little project experience but he has been assigned as the project manag

of a new project. +ecause he still is woring in a matrix organiation to complete his project, he canexpect communications to be

a. impleb. :pen and accuratec. /omplexd. "ard to automate

a 75 The swiftest and most effecti$e communications tae place among people witha. /ommon points of $iewb. Ad$anced degreesc. The ability to reduce perception barriersd. Hood encoding sills

b 71 *hich of the following statement is true about conflicts8a. The relati$e intensity among conflict sources remains similar o$er the project life cycleb. chedules and priorities are the most common sources of conflict in the early stages of the

projectc. The o$erall conflict intensity remains constant during the project life cycle stagesd. ponsor is the person who most manage the personnel conflicts

a

72 /onflict resolution techni%ues that may be used on a project include confronting, smoothing, forcing

and8a. *ithdrawing.b. 0irecting.c. 4roblem ol$ing.d. /ontrolling.

a7( Any measurable, tangible, $erifiable item that must be produced to complete the project is a

a. 0eli$erableb. 0ata item listc. *or pacaged. :bjecti$e


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b 7 *hen preparing a networ, Khard logicL refers to!a. 0iscretionary dependenciesb. 9andatory dependenciesc. >xternal dependenciesd. Any real dependency

c 73 'ooing at figure 3, the status of the project is!a. :$er budgetb. @nder budgetc. Ahead of scheduled. +ehind schedule

a76 *hich of the following is not considered to be included in ris mitigation8

a. educing the potential profit margin of the ris e$entb. educing the expected monetary $alue of the ris e$entc. educing the probability of occurrence of the ris e$entd. educing the cost of the ris e$ent

b77 The procurement document used to solicit responses from potential contractors or sellers, primarily

concerning price, is usually referred to as thea. B4b. BFc. :*d. olicitation plan

a 7; The progress reporting process can be defined asa. 0escribing what the project team has accomplishedb. 0escribing where the project now standsc. 4redicting future project status and progressd. @pdating project progress

c7< *hich of the following %uestions is a functional manager most liely to as8

a. "ow much money is a$ailable to do the tas8b. *hy will the tas be done8c. *ho will do the tas8d. *hen will the tas be done8

b;5 *hen an employee is terminated from a project, the project manager is enforcing _____________

power!a. 'egitimate )formal-b. /oerci$e )4enalty-c. >xpertd. eward

d ;1 A good definition of project success is getting the project completed!a. *ithin timeb. *ithin time and costc. *ithin time, cost, and technical performance re%uirementsd. *ithin time, cost, performance and accepted by the customerCuser

a;2 =our team has prepared a /49 schedule for your re$iew. =ou notice that one node has six inputs

)including two dummy acti$ities- and four outputs )which include one dummy acti$ity-. elect thecorrect statement from the following!

a. This is a $alid representation if the logic is correctb. This is in$alid because a node can ha$e a maximum of one dummy inputc. This is in$alid because the /49 cannot ha$e dummy acti$itiesd. This is in$alid because the number of outputs must e%ual the number of inputs in each node

c;( *hich of the following is referred to as sun cost

a. 9anagement reser$eb. /ost budgeted for construction under waterc. >xpended funds o$er which there is no further controld. Borecasted budget o$er#runs


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d ; 0uring the deli$ery of e%uipment to a project site, accidents may occur that could result in e%uipmendamage. This is an example of

a. @npredictable risb. @ninsurable risc. +usiness risd. 4ure ris

c;3 If the owner deems it necessary to ha$e maximum flexibility to change scope and specifications of th

project, which of the following would be the most appropriate contract type for the owner8a. 'ump sumb. Bixed 4rice incenti$e )Birm Target-c. /ost 4lus incenti$e Beed. Time and materials

a;6 The most significant problem area in project integration management is

a. +eha$ioral problemsb. +udget problemsc. chedule updatesd. It depends on the type of project

d;7 Two staeholders ha$e begun fighting o$er functionality on your project. *ho should resol$e this

conflict8a. enior managementb. The sponsor

c. The customerd. The project manager

d ;; *hich of the following is the most significant weaness of the esponsibility Assignment 9atrix8a. It taes too much time and resources to buildb. It is build without enough information about the projectc. it does not identify who is going to execute whatd. aying that something is a fact or ought to happen does not mae it happen

b;< *hen facing conflicts with superiors, project managers should fa$or the _______ mode to resol$e th

differences.a. moothingb. /ompromisec. /onfrontation

d. *ithdrawal

cncourage your team to prepare their next project but remind them that they are still

accountable for the wor remaining on your projectd. 0o nothing yet

b xplain the re$ised status to managementc. efuse to tae on this project assignmentd. As the ey staeholders for direction

b


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b


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b 152 =ou are managing a 655,555 project which has a total of 1,555 hours planned. =our monthly statureport indicates that you ha$e expended 235 hours but accomplished only 255 hours of wor. Theearned $alue at this point in time is

a. 135,555b. 125,555c.


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c 112 +ac charge refers toa. Transferring charges from sub#contractors to the ownerb. Adjusting payments to reflect late in$oicesc. The cost of correcti$e action taen by the owner and charged to the contractor for non#

conformanced. Haining restitution from the owner for non#payment

a11( The greater the need for project integration, the greater the project manager?s __________sills

need to be.a. /ommunicationb. 0elegationc. uper$isoryd. Blexibility and adaptability

c11 >mployee unions would primarily satisfy which le$el in 9aslow?s hierarchy of needs8

a. +elongingb. elf#esteemc. afetyd. >mpowerment

a113 The totality of all the products and ser$ices to be pro$ided as a project is called!

a. The scope of the projectb. The deli$erables of the productc. The project charter

d. The management plan

a 116 =our project team has begun execution of the wor pacages, when you disco$er that two of the teamembers do not ha$e all of the sills needed to finish the project. The team members will nee toundergo some training in order to complete their tass. *hat is the best thing you can do8

a. "elp them get the necessary trainingb. /ontact human resources to find out why they did not ha$e necessary trainingc. +ut some boos, and let them learn by doing the word. As the customer to in$est in training the resources.

a117 *hat percent of most projects is completed within time, cost, and %uality without ha$ing to go

through any tradeoffs or scope changes8a. Jirtually noneb. 2 O 3D

c. 3 O 15Dd. 15 O 23D

d11; *hich of the following cannot affect networ durations8

a. ill base of the resource poolb. /alendar datesc. 4roducti$ity le$eld. Fuality assurance

a 11< If the potential benefits of a project outweigh the cost by a factor of .3a. The project should be undertaenb. A cost#benefit analysis must be performedc. A ris analysis must be performed immediatelyd. 4robably the ris is too high, so better thin twice

a 125 *hich of the following is not true about benchmaring8a. /oncentrates on studying the best companies in the same industryb. Allows a project or organiation to measure its performance against the best#in#classc. Is a tool for breathroughs in process impro$ementd. 4ro$ides a method for goal setting

b121 *hich of the following contract types has the highest technical ris to the owner8

a. Birm Bixed 4riceb. Time and 9aterialsc. /ost 4lus Bixed Beed. /ost 4lus Incenti$e Bee

1


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a 122 The document that ties together cost, schedule, functional assignments, and ris management is thea. *+b. cope management 4lanc. *or authoriation formd. #cur$es

a 12( An organiation?s culture consists of!a. >xplicit and implicit agreements on what is important among organiational membersb. >mployees? personalitiesc. The regions where people is li$ing nowd. The policies and processes that the company enforce

b12 In which of the following processes do we prepare a scope management plan8

a. Initiation )authoriation-b. cope planningc. cope definitiond. cope $erification

a123 All of the following are part of the team?s staeholders management effort >G/>4T!

a. Hi$ing staeholders extrasb. Identifying staeholdersc. 0etermining staeholders? needsd. 9anaging staeholders expectations

c126 /hanges to the *+ or the accompanying schedules are most often referred to as

a. cope changesb. 0ecompositionc. efinementsd. cope adjustments

c 127 If in the current period, 4JN5, >JN3 and A/ N 35, and cumulati$e 4JN35, >JN355, A/N655 and+A/N1,555, the actual percent complete is!

a. 5Db. 3Dc. 35Dd. 65D

d12; The use of %uality circles

a. "as pro$en ineffecti$e in both apan and the @A

b. Is particularly effecti$e in o$ercoming labor#management conflictsc. 4ro$ide a %uic fix for most %uality problemsd. Allows worers the opportunity to generate solutions for chronic %uality problems

d 12< *hich of the following is not an appropriate reason to use financial incenti$es in a contract8a. educe the o$erall scheduleb. Impro$e the performance beyond the minimum re%uired by the contractc. +ring the contractor?s objecti$e closer to the owner?sd. Qeep an unhappy project team member on the project team

c 1(5 The person responsible for integrating the mechanical engineering department?s acti$ities into theother project acti$ities is usually the

a. 9echanical engineering department managerb. 4roject office director

c. 4roject managementd. Bunctional manager

b1(1 The major short coming of e$aluating project functional employees, by ha$ing all project and

functional managers e$aluate them at the same time is!a. 9anagers cannot be honest in such a settingb. Applicability to small companies due to the large time in$ol$ement re%uired of ey personnelc. >$erybody in the company will now each others? weanesses, fostering gossip and mistrustd. >mployees in$ol$ed in more than one project will be unfairly e$aluated

1


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a 1(2 =ou ha$e been assigned as a project leader and must first re$iew the statement of wor pro$ided bythe customer. *hich of the following are you most liely to o$erloo8

a. 0ata item deli$erables )eports and final documents-b. 'ong#lead procurement itemsc. /ustomer#imposed milestonesd. :ther subcontractor interface re%uirements

a1(( In which of the following processes do we first utilie subject matter experts8

a. 0e$elop 4roject /harterb. cope planningc. cope definitiond. 0e$elop preliminary 4

b1( @sing table 2 and 4>T, what is the number of wees re%uired to ensure a


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c 11 *hich of the following is not true about a networ logic diagram using the 4recedence diagramming9ethod8

a. +oth lead and lag relationships can be included in the networb. Any or all the following types of relationships can be included in the same networ! tart to

start, start to finish, finish to start and finish to finishc. 0ummy acti$ities may be re%uiredd. It may be used in conjunction with 4>T or /49

c 12 Acti$ities 4, F and are each the immediate predecessors for acti$ity T. if the earliest finish times fo4, F and are ;, 15 and 12 wees respecti$ely, then the earliest start time for acti$ity T is

a. ; weesb. 15 weesc. 12 weesd. 25 wees

c1( +ased on historical data, the amount of o$er time associated with the execution of a particular proje

is estimated at 155 hours with 35D probability, 255 hours with 5D, and (55 hours with (5D ofprobability. The expected $alue of the amount of o$ertime is

a. 155b. 255c. 225d. 275

d1 /ost of %uality does not include

a. Appraisal costb. Internal failurec. 4re$ention costd. :peration and maintenance cost

c 13 Beedbac can help the project manager achie$e all o the following except!a. >nsure that the instructions gi$en ha$e been understoodb. trengthen the message that was communicatedc. A$oid all communication issuesd. 9oti$ate the project team

d16 *hich of the following may be acti$ely in$ol$ed during project integration management acti$ities8

a. 4roject managerb. 4roject manager and project office

c. 4roject manager, project office and functional teamd. 4roject manager, project office, functional team and sponsor

b17 /onsider a project manager who bargains and searches for solutions that bring some degree of

satisfaction to the parties in dispute. /haracteried by a Kgi$e#and#taeL attitude, heCshe is using a_______________ mode to deal with conflicts.

a. /onfrontationalb. /ompromisec. *ithdrawald. moothing

c1; =ou are assigned as a project manager for a fixed price project your company won through

competiti$e bidding. =ou read o$er the negotiated :* and realie that the sales force underbid theproject by 25D just to win it. =ou should BIT!

a. As your contract administrator to submit a change re%uest to the customer for the additiona25D

b. As your sponsor for helpCad$icec. As your line managers to de$elop a scope baseline that falls within the planned budget, if

possibled. 0elete some of the scope without telling the customer

b1< @sing the figure 1, what is the critical path

a. A#+#Hb. /#Hc. /#0d. >#B

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b 135 If the yearly positi$e cash flow increases, the paybac period willa. Increaseb. 0ecreasec. 4robably but not for sure increased. 4robably but not for sure decrease

d 131 A project manager?s utility function describes the project manager?sa. A function to use of historical data in ris assessmentb. is identification strategyc. Attitude toward risd. A function to determine the expected $alue for a particular ris

d132 In a project, ten out of 1,555 parts need to be rewored before they get shipped to the customer.

The rewor cost is part ofa. &ormal $ariationb. Appraisal costc. Inspection costd. Internal failure cost

e 13( 4roject management software are useful for all the following except!a. /an be used as a communication toolb. Is a class of computer applicationsc. /an assist with both planning and controlling project costs and schedulesd. Huarantees on time project completion

a 13 :n small projects, integration isa. The responsibility of the project managerb. The responsibility of each team memberc. The responsibility of the project sponsord. &ot re%uired

d133 9ary is a project manager. he is more liely to gain support from the project team through!

a. 4enalties and promotionsb. alary incenti$esc. eferent powerd. Authority and expertise power

b136 A techni%ue used to K$alidateL that the project can meet the technicalCbusiness objecti$es set forth b

senior management is aa. cope $erificationb. /ost#benefit analysisc. *+ decompositiond. 9ilestone schedule

a 137 *hich of the following is true about a bar )Hantt- chart8a. It is particularly effecti$e in showing project progressb. It is particularly effecti$e in showing logical relationships between project tassc. It is mainly used for critical path analysisd. It has become obsolete with the a$ailability of large#scale computer programs for time

management

d13; 0uring a project re$iew meeting, you disco$er that your 235,555 project has a negati$e )behind-

schedule $ariance of 25,555, which e%uates to 12D of the wor scheduled to this point in time. =oucan therefore conclude that

a. The project will be completed lateb. The costs are being o$errunc. :$ertime will be re%uired to maintain the original critical pathd. There is not enough information to mae up a conclusion

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a 13< In deciding to bid on a gi$en project, probabilities of all possible profit or loss outcomes are nownbased on prior experience with similar projects. This would be an example of decision maing under

a. /ertaintyb. isc. @ncertaintyd. 4ure ris

a165 The difference between the a$erage measurement and the true )or standard- $alue of the measure i

nown asa. Accuracyb. 4recisionc. epeatabilityd. efining

c161 4araphrasing is most closely associated with which part of the communication process8

a. 0ecodingb. +arriersc. Beedbacd. &oise

c162 A project manager?s boss and the head of engineering discuss a change to a major tas. After the

meeting, the boss contacts the project manager and tells him to mae the change. This is an exampof

a. 9anagement attention to scope management

b. 9anagement planningc. A project coordinator positiond. A change control system

a 16( "ighly successful technical professionals concentrate on in$enting and publishing in order to fulfill thneed!

a. elf#esteemb. elf#actualiationc. +elongingd. Appro$al

b16 A change control board is con$ened to recommend a scope change to the customer. The smallest

group of people in attendance should be!a. /ustomer and contractor?s project manager

b. /ustomer project manager, contractor?s project manager, and the person )technical-re%uesting the change

c. +oth project managers, the technical person re%uesting the change, the customer, and thecontractor?s project sponsors

d. :nly the contract administrators

c 163 The current project performance report indicates that the chedule Jariance )J- is O35. Thisinformation indicates that the project is

a. :n scheduleb. Ahead of schedulec. +ehind scheduled. lightly behind schedule

b 166 @sing Table (, estimate the paybac period for project

a. ( yearsb. ( years, monthsc. ( years, 6 monthsd. yearse. years, months

a167 The highest degree of project ris and uncertainty is associated with which phase of the project8

a. /onceptualb. >xecutionc. 4lanningd. :peration

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b 16; *hich of the following is not representati$e of today?s $iews of the %uality management process8a. oot causes of defects should be in$estigatedb. pecifications should be focused on as a primary tool for %uality impro$ementc. The responsibility for %uality lies primarily with management but e$eryone should be in$ol$edd. 4roblem identification leads to cooperati$e solutions

d 16< Administrati$e closure does not includea. 4roject archi$esb. Bormal acceptancec. /elebrationd. /ontract close#out

a175 *hich of the following organiational structure has the greatest need for project integration

management8a. The matrix formb. The expeditor formc. The coordinator formd. The classical form

a 171 /onsider a project manager who de#emphasies or a$oids areas of difference and emphasies areasof agreement. "eCshe is using a ____________________ mode to deal with conflicts.

a. moothingb. /ompromisec. /onfrontational

d. *ithdrawal

b 172 A project team member is taling to another team member and complaining that so many people arasing him to do things. If he wors in a functional organiation, who has the power to gi$e directionto the team member8

a. The project managerb. The functional managerc. The sponsord. The 4roject :ffice manager

d17( =our organiation is ha$ing a difficult time managing all of its projects. =ou ha$e been ased to help

senior management understand this. *hich of the following types of reports would help pro$idesummary information to senior management8

a. 0etailed cost estimates

b. 4roject plansc. Hantt chartsd. 9ilestone reports

a 17 =ou ha$e just been assigned as the project manager for a new telecommunications project. Thereappear to be many riss on this project, but no one has e$aluated them to assess the range ofpossible project outcomes. *hat needs to be done8

a. is identificationb. is %uantificationc. is response planningd. is monitoring and control

c 173 =ou are managing a six month project and ha$e held bi#weely meetings with your projectstaeholders. After fi$e#and#a#half months of wor, the project is on schedule and budget, but the

staeholders are not satisfied with the deli$erables. This situation will delay the project completion bone month. The 9:T important process that could ha$e pre$ented this situation is!

a. is monitoring and controlb. chedule controlc. cope planningd. cope change control

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a 176=ou are about to tae o$er a project from another project manager and find out the followinginformation about the project. Tas S has an early start of day 13 and a late start of day 25, tas S a difficult tas. /ost 4erformance Index is 1.1, chedule 4erformance Index is 5.; and there areele$en staeholders on the project. +ased on this information, which of the following would you bethe 9:T concerned about8

a. cheduleb. Bloatc. /ostd. The number of a$ailable resources

d 177 *hile completing a project, a project manager realies he needs to decrease project costs. Afterresearching his options, he comes up with the following choices. *hich choice would 0>/>A>project costs8

a. /hange to component A from component +. /omponent A costs more to purchase but has alower life cycle cost than +

b. /hange tas A to be completed by resource + instead of resource /. esource + is a moreexperienced worer

c. 9o$e tass + and " to occur concurrently, and tae the ris of a (5D increase in the need fofi$e more resources later

d. emo$e a test from the project plan

c17; The customer re%uests a change to the project that would increase the project ris. *hich of the

following should you do before all the others8

a. Include the expected $alue of the ris in the new cost estimateb. Tal to the customer about the impact of the changec. Analye the impacts of the change with the teamd. /hange the ris management plan

a 17< The construction phase of a new software product is near completion. The next phase is testing andimplementation. The project is two wees ahead of schedule. *hat should the project manager be9:T concerned with before mo$ing on the final phase8

a. cope $erificationb. Fuality controlc. 4erformance reportsd. /ost control

b1;5 0uring the project execution, a large number of changes are made to the project. The project

manager should!a. *ait until all changes are nown and print out a new scheduleb. 9ae changes as needed but retain the schedule baselinec. 9ae only the changes appro$ed by managementd. Tal to management before any changes are made

a1;1 0uring project execution, a team member identifies a ris that is not in the ris response plan. *hat

should you do8a. Analye the risb. Het further information on how the team member identified the ris, because your already

performed a detailed analysis and did not identify this risc. 0isregard the ris, because riss were identified during planningd. Inform the customer about the ris

c 1;2 0uring project execution, a project team deli$ers a project deli$erable to the customer. "owe$er, thecustomer neither acnowledges the deli$erable nor replies to the project manger?s re%uests for$erification. *hat is the +>T thing to do8

a. /ontinue with the projectb. 0ocument the situationc. /ontact management for helpd. /all a meeting of the team

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a 1;( 0uring project execution, a major problem occurred that was not included in the ris response plan.*hat should you do BIT8

a. /reate a woraroundb. e#e$aluate the ris identification processc. 'oo for any unexpected effects of the problemd. Tell management

b1; At the end of a project, a project manager determines that the project has added four areas of

functionality and three areas of performance. The customer has expressed satisfaction w


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a 1T thing to do8

a. /omplete the project as re%uested, but $erify its scope with the customer occasionallythroughout

b. /omplete the project within eighth months without contacting the customer during this timec. As management to chec in with the customer occasionallyd. /omplete the project, but document that the customer did not want contact

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c 1T thing to do in this case8

a. >xcuse yourself from the projectb. >scalate the situation to the customerc. 9ange the projectd. esign from the company

c 1 /,+

B > (

H > 6

" B 3

Binish 0,H,"=ou already compromised the schedule, based on start the project next 9onday. The team memberwho is going to perform acti$ities A, / and H is telling you that he has a personal issue, and he has tbe out of the office the complete (rd wee )in the middle of acti$ity A-. =ou now, he is a $ery goodperformer and the team lie him. *hat of the following is the best thing to do!

a. =ou denied the permission, and force the team member to stay at the office until he finish hisassignment

b. Tal to management to re$iew the case, and decide what to doc. Tal to the team member to re$iew the possibility to delay his time out of office. If this is not

possible, you allow the absence and explain the situation to the rest of the teamd. Allow the absence and find a substitute for the wee the team member will be out of the

office.

c 1

preguntas examen final tipo en ingles

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