CP HW 7

Chapters 13 & 14

Chapter 13

Q1. You are the project manager of the GUY Project for your organization. This project has recently been chartered and you’re starting the process of stakeholder identification. In this process, you’re working with your project team, some of the known stakeholders, and your project sponsor. Which one of the following inputs will you NOT need for the stakeholder identification process?

B. The communications management plan is not an input to the stakeholder identification process.

Q2. Beth is the project manager for a large health care project. She is working with the project sponsor to define the steps she’ll use to perform stakeholder analysis. Which of the following correctly defines the steps for stakeholder analysis?

C. Of all the choices presented, C is the best answer. Stakeholder identification starts with the project manager identifying and documenting the stakeholders’ contact information, knowledge, expectations of the project, and their level of influence over project decisions. Then, the project manager must prioritize and classify stakeholders based on their power, influence, expectations, and concerns for the project. Finally, Beth should plan for managing the stakeholders based on possible negative or positive scenarios in the project that may affect the stakeholders.

Q3. You are the project manager for your organization. Management has asked you to create a stakeholder classification model to show the amount of authority stakeholders have over project decisions in relation to how much their political capital and position in the company could affect the project. What type of stakeholder classification model should you create?

A. Management is asking you to create a power/influence grid. Evaluating the amount of power and influence a stakeholder has over the project will determine where the stakeholder is placed on the grid. Stakeholders with high power and high influence are top priority. Stakeholders with little power and influence are still considered, but they have less priority than other stakeholders in the project.

Q4. Henry has been tasked to create a salience model for his project. This model defines three characteristics for project stakeholders. Which one of the following is NOT one of the three characteristics of the stakeholders mapped in the salience model?

D. A salience model plots out a person’s power, urgency, and legitimacy in the project. It does not include their influence.

Q5. You are the project manager of a large technology project for your company. This project will span the United States and parts of Europe. There are key stakeholders in all countries represented. As part of your stakeholder analysis you’d like to create a document that captures all of the stakeholders’ contact information, assessment information, and classification in the project. What type of document are you creating?

C. You are creating a stakeholder register. The stakeholder register is the only output of stakeholder identification. It’s a log of all the stakeholder information you’ve gathered in the project. It will help you communicate with project stakeholders, ensure that you understand the stakeholders needs, wants, and expectations, and helps you classify stakeholder objectives and priorities.

Q6. Terry is the project manager of the ARB project for his company. Terry approaches Scott for his insight about the schedule for releasing the product the project will create. Scott doesn’t know anything about the project Terry is working on and is surprised to learn about the product. What type of stakeholder is Scott?

A. Scott is an unaware stakeholder. Scott doesn’t know about the project and the effect the project may have on him.

Q7. You are a project management consultant for your company and you’re meeting the stakeholders for the first time. Mary, a stakeholder, tells you that she hates the project and she hopes that it fails miserably. What type of stakeholder is Mary?

A. Mary is a resistant stakeholder. Mary, the stakeholder, knows about the project and doesn’t want the change the project will bring.

Q8. You are the project manager of the HQL Project for your company. Henry, a stakeholder, is in favor of your project and he’s working with you to express the importance of the project. Henry has offered to help with the project, communicate with other stakeholders, and host status meetings. What type of stakeholder is Henry?

D. Henry is considered to be a leading stakeholder. Henry, the stakeholder, knows about the project, is supportive of the change the project may bring about, and is working to make the project successful.

Q9. Sammy is the project manager of the KHG Project. Some of the stakeholder in this project are opposed to the project, some are in favor of the project, and some stakeholders are neutral. Management has asked Sammy to create a chart that shows the current status of engagement for each stakeholder and the desired level of engagement for each stakeholder. What type of chart is management asking for?

D. Management is asking Sammy to create a stakeholder engagement assessment matrix to see where stakeholder engagement is now and where it should be in the future.

Q10. You are the project manager of the GUY Project for your company and you’re working with your project team on some stakeholder issues. You want to examine the interrelationships among the project stakeholders for better communications. What project management plan will you refer to? B. The stakeholder management plan defines several things to the project manager about the stakeholders, including information about the interrelationships among the project stakeholders.

Q11. Holly is a new project manager and she’s confused about the need for the change log and how it relates to the stakeholder engagement. Why is the change log an input to the management stakeholder engagement process?

C. The change log will help Holly manage stakeholder engagement because she will need to relay information about changes to the appropriate parties. Change can be a sensitive issue in some instances, so always examine the change and think through all of the possible scenarios and reactions the stakeholders may have to the change.

Q12. Part of stakeholder management is the reliance on interpersonal skills. Which one of the following is an interpersonal skill?

C. Conflict resolution is an interpersonal skill a project manager will need to engage and manage stakeholders’ interests in the project.

Q13. Just as you need interpersonal skills, you’ll also need management skills to effectively engage the stakeholders in the project. Which one is a management skill?

C. Influence is considered a management skill because you’ll need to persuade people to buy in and support the project.

Q14. As a PMP and CAPM candidate, you should be familiar with the inputs, tools and techniques, and outputs of the project management process. The management of stakeholder engagement creates five outputs. Which one of the following is not an output of the process?

D. The schedule for stakeholder communications is more likely a part of the project communications management plan.

Q15. You are coaching several new project managers on effective control of stakeholder engagement. The project managers are confused as to why the change requests come from this project. What is the most likely type of change that will come from controlling stakeholder engagements?

D. Defects are changes that have already happened because the defect is different than what was planned in the project. A defect to be solved requires a change through a corrective action to get the results back in alignment with the project scope.

Q16. Ned is the project manager of the NHQ Project and he’s meeting with a few key stakeholders to determine their roles, interests, concerns, influence, and attitude about the project. What type of meeting is Ned hosting?

C. This is an example of a profile analysis meeting. Ned is learning and documenting as much as he can about the stakeholders to better engage them in the project.

Q17. What type of communication is happening in a meeting with several stakeholders exchanging ideas?

A. This is an example of interactive communications. This type of communication means that information is happening among stakeholders, like in a forum or meeting.

Q18. You are the project manager of a large construction project. You have created a website that allows the different functional manager to log in to a secured area, run queries, and generate reports on the time, cost, scope, changes, risks, and human resource aspects of your project. What type of communication is this?

A. This is an example of pull communication because the functional managers are retrieving information from your web server.

Q19. Which one of the following examples best describes a push communication?

C. Push communication means that one person is sending out the information to other people. Of all the choices, the newsletter from the project manager to the project stakeholders is the best example of a push communication.

Q20. Your project has 45 stakeholders as of today. You’ve just learned that next week 29 new stakeholders will be joining the project. How many more communication channels will you have next week?

C. To solve this problem, you’ll have to use the communications channel formula of N(N–1)/2, where N represents the number of stakeholders. You’ll first have to find the current number of communication channels, which is990. Then, you’ll find the channels with added stakeholders, which is 2701.Finally, you’ll find the difference of 2701 and 990, which is 1711 more communication channels.

Chapter 14

Q1. You are the project manager of the JKN Project. The project customer has requested that you inflate your cost estimates by 25 percent. He reports that his management always reduces the cost of the estimates, so this is the only method to get the monies needed to complete the project. Which of the following is the best response to this situation?

D. It would be inappropriate to bloat the project costs by 25 percent. A risk assessment describing how the project may fail if the budget is not accurate is most appropriate.

Q2. You are the project manager for the BNH Project. This project takes place in a different country than where you are from. The project leader from this country presents a team of workers that are only from his family. What should you do?

C. You should first confirm what the local practices and customs call for in regard to hiring family members before others.

Q3. You are about to begin negotiations on a new project that is to take place in another country. Which of the following should be your guide on what business practices are allowed and discouraged?

C. The company policies and procedures should guide the project manager and the decision he makes in the foreign country.

Q4. One of your project team members reports that he sold pieces of equipment because he needed to pay for his daughter’s school tuition. He says that he has paid back the money by working overtime without reporting the hours worked so that his theft remains private. What should you do?

B. This situation calls for the project team member to be reported to his manager for disciplinary action.

Q5. You are the project manager of the SUN Project. Your organization is afunctional environment, and you do not get along well with the functional manager leading the project. You disagree with the manager on how the project should proceed, the timings of the activities, the suggested schedule, and the expected quality of the work. The manager has requested that you get to work on several of the activities on the critical path even though you and she have not solved the issues concerning the project. What should you do?

B. The project manager must respect the delegation of the functional manager.

Q6. The PMI has contacted you regarding an ethics violation of a PMP candidate. The question is in regard to a friend who said he worked as a project manager under your guidance. You know this is not true, but to save a friendship, you avoid talking with the PMI. This is a violation of what?

A. By avoiding the conversation with PMI in regard to your friend’s ethics violation, you are, yourself, violating the Code of Ethics and Professional Conduct to cooperate with the PMI.

Q7. You are the project manager for the Log Cabin Project. One of your vendors is completing a large portion of the project. You have heard a rumor that the vendor is losing many of its workers due to labor issues. In light of this information, what should you do?

B. The project manager should confront the problem by talking with the vendor about the rumor.

Q8. You are the project manager for the PMH Project. Three vendors have submitted cost estimates for the project. One of the estimates is significantly higher than similar project work in the past. In this scenario, you should do what?

D. Most likely, the vendor did not understand the project work to be procured, so the estimate is skewed. A clear statement of work is needed for the vendors to provide accurate estimates.

Q9. You are the project manager of the LKH Project. This project must be completed within six months. The project is two months into the schedule and is starting to slip. As of now, the project is one week behind schedule. Based on your findings, you believe that you can make some corrective actions and recover the lost time over the next month to get the project back on schedule. Management, however, requires weekly status reports on cost and schedule. What should you do?

A. The project manager should report an honest assessment of the project, with actions on how he plans to correct the problem.

Q10. As a contracted project manager, you have been assigned a project with a budget of $1.5 million. The project is scheduled to last seven months, but your most recent earned value management (EVM) report shows that the project will finish ahead of schedule by nearly six weeks. If this happens, you will lose $175,000 in billable time. What should you do?

C. An honest and accurate assessment of the project work is always required.

Q11. You are the project manager of the PMH Project. You have been contracted to design the placement of several pieces of manufacturing equipment. You have completed the project scope and are ready to pass the work over to the installer. The installer begins to schedule you to help with the installation of the manufacturing equipment. You should do what?

C. When the project scope is completed, the contract is fulfilled and the project is done. Any new work items should not be sent through. In this instance, the contract change control system should be invoked, or a new contract should be created.

Q12. You are the project manager of the 12BA Project. You have completed the project according to the design documents and have met the project scope. The customer agrees that the design document requirements have been met; however, the customer is not pleased with the project deliverables and is demanding additional adjustments be made to complete the project. What is the best way to continue?

C. When the project scope has been completed, the project is completed. Any additional work, without a contract change or new contract, would be dishonest and would betray the customer or the project manager’s company. This is a good example of a question where none of the choices are good, but you must choose the best answer available. Of course, in a real project, you’d have many other choices and options to achieve customer satisfaction.

Q13. You are the project manager of the AAA Project. Due to the nature of the project, much of the work will require overtime between Christmas and New Year’s Day. Many of the project team members, however, have requested vacation during that week. What is the best way to continue?

D. This is the best choice for this scenario, because it allows the project team to be self-led and is sensitive to the needs of the project team.

Q14. You are a project manager for your organization. Your project is to install several devices for one of your company’s clients. The client has requested that you complete a few small tasks that are not in the project scope. To maintain the relationship with the client, you oblige her request and complete the work without informing your company. This is an example of what?

B. When the project manager completes activities outside of the contract and does not inform the performing organization, it is essentially the same as stealing. The PMP must be held accountable for all the time invested in a project.

Q15. You are completing a project for a customer in another country. One of the customs in this country is to honor the project manager of a successful project with a gift. Your company, however, does not allow project managers to accept gifts worth more than $50 from any entity. At the completion of the project, the customer presents you with a new car in a public ceremony. What should you do?

B. This is the best answer. Although this solution may seem extreme, to accept the car in public would give the impression that the project manager has defied company policy. In addition, accepting the car would appear to be a conflict of interest for the project manager.

Q16. You have a project team member who is sabotaging your project because he does not agree with it. What should you do?

C. The problem should be presented to management, with a solution to remove the project team member from the project. Remember, whenever the project manager must present a problem to management, she should also present a solution to the problem.

Q17. You are the project manager of a project in Asia. You discover that the project leader has hired family members for several lucrative contracts on the project. What should you consider?

A. The project manager should first determine what the country’s customs and culture call for when hiring relatives. It may be a preferred practice in the country to work with qualified relatives first before hiring other individuals to complete the project work.

Q18. Of the following, which one achieves customer satisfaction?

A. The largest factor when it comes to customer satisfaction is the ability to complete the project requirements.

Q19. A PMP has been assigned to manage a project in a foreign country. The disorientation the PMP will likely experience as he gets acclimated to the country is known as what?

D. Culture shock is the typical disorientation a person feels when visiting a foreign country.

Q20. You are the project manager for an information technology project. It has come to your attention that a technical problem has stopped the project work. How should you proceed?

C. When problems arise that stop project tasks, the project manager should work with the team to uncover viable alternative solutions.