ISEB-PM1 BCS Foundation Certificate in IS Project Management Question and Answers

Both 1) scope changes not part of the original project, and 2) taking exception to a specification.

scope changes not part of the original project

procurement of raw materials

All of the other alternatives apply.

taking exception to a specification

Developing a plan from major stakeholders

Developing a written scope statement as the basis for future project decisions

Planning project milestones

Formalizing acceptance of the project scope

Human resource planning

Fast tracking

Critical chain method

Rolling wave planning

Expert Judgment

Project Management Methodology

Project Management Information

Project Selection Methods

Rolling wave planning

Dependency determination

Schedule network template

Applying leads and lags

Group decision making techniques

Project management information system

Alternative identification

Communication requirement analysis

Qualitative risk analysis

Risk monitoring and control

Monitor and control project work

Risk response planning

Your intuition and training

Stakeholder analysis

Historical information

Configuration management

Communications requirements analysis, communications technology, and PMIS are tools and techniques of this process.

It's the only output of the Communications Planning process.

It's tightly linked with enterprise environmental factors and organizational influences, and lessons learned and historical information are two inputs that should get a lot of attention during this process.

It should be completed as early in the project phases as possible.

Electronic mail

Videoconferencing

Voicemail

Electronic databases

Functional and project managers

Functional managers only

Project managers only

Technical managers and project managers

Cause and effect diagram

Control Charts

Pareto Chart

Histogram

Project calendar

Communication management plan

Requested changes

Communication requirement plan

Organizational Process Assets Updates

Bills of materials.

Pert charts.

Managerial reserves.

None of the other alternatives apply

Feasibility studies.

Perform Integrated Change Control

Monitor and Control Project Work

Develop Project Management Plan

Direct and Manage Project Execution

Organizational process assets.

Checklists.

Quality policy.

The project scope statement.

See the sponsor after you have evaluated alternatives, recommendations, and performed an impact analysis

Inform your senior management of the problem and tell them that you will get back to them after you assessed the situation

Look for someone to blame before you see the sponsor

Do nothing until the slippage occurs

Immediately inform the sponsor and ask for advice

Quantitative risk analysis

Qualitative risk analysis

Perform quality assurance

Perform quality control

Organizational Breakdown Structure (OBS)

Resource Breakdown Structure (RBS)

Work Breakdown Structure (WBS)

Project Breakdown Structure (PBS)

Fixed Price Plus Incentive

Firm Fixed Price Contract and Fixed Price Plus Incentive

Firm Fixed Price Contract

Cost Plus Percentage of Cost

Cost Plus Fixed Price

Estimate Activity Durations

Sequence Activities

Develop Schedule

Estimate Activity Resources

Project team

Project manager

Project management office

Customer or sponsor

Mitigate

Accept

Avoid

Transfer

Forming

Storming

Norming

Performing

Resource leveling

Parametric measuring

Pareto chart

Earned value

Work breakdown structure

Organizational breakdown structure

Resource breakdown structure

Bill of materials

Utilize the change control process.

Crash the schedule to fix the defect.

Leave the defect in and work around it.

Fast-track the remaining development.

Plan purchases and acquisitions, plan contracting, request seller responses, select sellers

Plan purchases and acquisitions, request seller responses, select sellers, schedule control

Plan purchases and acquisitions, acquire project team, request seller responses, select sellers

Plan purchases and acquisitions, acquire project team, contract approval, select sellers

Risk response planning

Risk monitoring and control

Performance reporting

Manage stakeholders

25

30

20

70

Baseline

Planned value

Upper specification limit

Expenditure

Always be applied uniformly

Be selected as appropriate by the sponsor

Be selected as appropriate by the project team

Be applied based on ISO guidelines.

Risk identification

Qualitative risk analysis

Risk management planning

Quantitative risk analysis

WBS directory

Activity list

WBS

Project schedule

25.0

22.5

27.5

30.0

None of the other alternatives apply

A greater likelihood that something will fall through the cracks

Less estimating accuracy

Lower status reporting costs

Better control of the project

determining potential delays

developing a cost estimate

scheduling the start of tasks

identifying individual tasks for a project

A and C

Project management plan

Report performance

Communications requirements analysis

Communication methods

Expert judgment

Risk registry

Risk response planning

Interviewing

Showing slack time.

Comparing actual to planned performance to each activity.

All of the other alternatives apply.

Showing critical path dependencies.

Showing which activities can be rearranged in parallel.

Identifies successes and failures that warrant transfer to other procurements.

Makes sure the contract is being followed.

Makes sure costs are in line with the project.

Makes sure the seller is following the contract.

Single voice to customers

High information processing capability

Ease of horizontal coordination

Clearly defined authority

Exploit

Share

Enhance

Transfer

Contingency reserves address known knowns, whereas management reserves address known unknowns.

Contingency and management reserves both address known unknowns and could be considered the same.

Contingency reserves address known unknowns, whereas management reserves address unknown unknowns.

Contingency reserves are managed by senior management, whereas management reserves are managed by the project manager.

WBS.

Communications management plan.

Project management information system.

Project scope management plan.

All employees report to two or more managers, but project team members show loyalty to functional managers.

All employees report to one manager and have a clear chain of command.

Teams are co-located.

The organization is focused on projects and project work.

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.

Wondering who will handle their evaluations.

Serving multiple bosses.

Developing commitment.

Computing fringe benefits when working on multiple projects.

Let the sponsor know.

Determine the cost variance.

Look for activities that can be done in parallel.

Move resources from the project to one that is not failing.

Expert judgment

Quality assurance

Quality control

Variance analysis

None of the other alternatives apply (all are examples)

differences among materials.

differences among machines.

differences among workers.

differences in each of these factors over time.

Risk breakdown structure (RBS)

Risk probability and impact

Qualitative risk analysis

Risk response planning

For which type of contract have they subscribed?

Fixed-price-incentive-fee contracts (FPIF)

Firm-fixed-price-contracts (FFP)

Fixed price with Economic Price Adjustment Contracts (FP-EPA)

Time and material contracts (T&M)

Review the project scope with the functional manager responsible for the greatest number of requested changes.

Explain to those requesting changes the negative impact of change to the project.

Eliminate the scope causing the most changes.

Notify all stakeholders that no more changes will be allowed.

Functional manager

Project manager

Program manager

Project management office

Project manager

Senior management

Project sponsor

Manager of the project management office

Plan Quality

Perform Quality Assurance

Perform Quality Control

Identify Stakeholders

Flowcharting

Earned value

Cost-benefit analysis

Pareto analysis

Lateral

Oral

Downward

Written

Upward

Is the only one who can change the contract.

Works for a different department.

Needs to obtain the project manager's approval to make project changes.

Has a different approach to creating a contract.

Network reserve analysis

Critical chain method

Lead and lag adjustment

Critical path method

Client requests additional work not covered under contract

None of the other alternatives apply

Both 1) Client requests additional work not covered under contract, and 2) Project manager calls a meeting.

Project manager calls a meeting

Product undergoes casual in-house testing

confusion of business risks with insurable risks.

Both 1) failure to reserve funds to handle worst case scenarios (low probability events) resulting in severe financial damage to the company, and 2) confusion of business risks with insurable risks.stiff competition from insurance companies

All of the other alternatives apply.

failure to reserve funds to handle worst case scenarios (low probability events) resulting in severe financial damage to the company

Subdivide the estimated costs of individual activities

Subdivide project deliverables and project work into smaller, more manageable components

Relate the work packages to the performing organizational units

Shorten the project schedule duration and the amount of resources needed

Histogram

Pareto chart

Ishikawa diagram

Control chart

Integrating all planned activities.

Performing the activities included in the plan.

Developing and maintaining the plan.

Execution of deliverables.

An organizational chart

Glossary of common terminology

Organizational process assets

Enterprise environmental factors

To verify that all the work was completed correctly and satisfactorily

To evaluate project goals and ensure that the product of the project meets the requirements

To verify the goals of the project and ensure that the product of the project is complete

To evaluate all the work of the project and compare the results to project scope

an integrated approach to managing projects

a coordinated undertaking of interrelated activities.

a group of activities directed by a project manager over a life cycle

All of the other alternatives apply.

an undertaking with a defined starting point and defined objectives

Mean.

Specification limits.

Rule of seven.

Upper and lower control limits.

Defining and documenting project sponsors' needs to meet the project objectives

Defining and documenting stakeholders' needs to meet the project objectives

Defining and documenting the project teams' needs to meet the project objectives

Defining and documenting the project needs to meet the project objectives

Performance organizations

Schedule baselines

Performance measurements

Change requests

Empowerment

Self-actualization

Belonging

Esteem

Safety

Evaluate historical information

List down business need

List down stakeholders

Create scope statement

0

1

2

3

To catch deviations early

To allow early corrective action

To determine if there are any wild fluctuations

To create a project control system

Project manager is appointed

Stakeholders approve the project

Project charter is approved

Project sponsor approves the project

Three-point estimating

Organizational process asset

Analogous estimating

Reserve analysis

Ishikawa diagram

Control Chart

Run Chart

Pareto Chart

22

23

24

25

All of the other alternatives apply.

The slack in the path containing this activity will increase.

The total cost for this activity has decreased.

The critical path is also reduced.

Manpower from this activity can be assigned to other activities.

More work was completed than planned

Less work was completed than planned

Cost overrun for completed work has occurred

Cost underrun for completed work has occurred

negotiation

invitation

purchase

advertising

all are acquisition methods

Requested changes

Project scope statement changes

Variance analysis

Approved change requests

Create a project scope statement.

Confirm that all the stakeholders have had input to the scope.

Analyze project risk.

Begin work on a project management plan.

Perform Integrated Change Control

Direct and Manage Project Execution

Monitor and Control Risks

Monitor and Control Project Work

Update resource requirements

Recommend corrective actions

Estimate Activity Durations

Create a milestone list

Acceptance sampling plans do not directly control the quality of a series of lots; they instead specify the risk of accepting lots of given quality.

Acceptance sampling plans are never effective at rejecting nonconforming units as 100 percent inspection, even when the inspection process is very tedious.

Acceptance sampling plans are not very effective for inspecting small lots of custom-made products.

Acceptance sampling plans are beneficial when the cost of inspection is high and the resulting loss of passing nonconforming units is not great.

Acceptance sampling plans are necessary when destructive inspections are required.

Quality control

Scope verification

Scope control

Close project

Estimate Activity Durations

Define Activities

Develop Schedule

Sequence Activities