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Question 1 of 30
1. Question
Which among the following are the factors that describe how a project is performed?
Correct
An organization’s culture, style, and structure influence how its projects are performed. The organization’s level of project management maturity and its project management systems can also influence the project. When a project involves external entities such as those that are part of a joint venture or partnering agreement, the project will be influenced by more than one organization. The following sections describe organizational characteristics, factors, and assets within an enterprise that are likely to influence the project.
Incorrect
An organization’s culture, style, and structure influence how its projects are performed. The organization’s level of project management maturity and its project management systems can also influence the project. When a project involves external entities such as those that are part of a joint venture or partnering agreement, the project will be influenced by more than one organization. The following sections describe organizational characteristics, factors, and assets within an enterprise that are likely to influence the project.
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Question 2 of 30
2. Question
What are the main organizational factors that define how it conducts projects?
Correct
Organizations are systematic arrangements of entities (persons and/or departments) aimed at accomplishing a purpose, which may involve undertaking projects. An organization’s culture and style affect how it conducts projects. Cultures and styles are group phenomena known as cultural norms, which develop over time. The norms include established approaches to initiating and planning projects, the means considered acceptable for getting the work done, and recognized authorities who make or influence decisions.
Incorrect
Organizations are systematic arrangements of entities (persons and/or departments) aimed at accomplishing a purpose, which may involve undertaking projects. An organization’s culture and style affect how it conducts projects. Cultures and styles are group phenomena known as cultural norms, which develop over time. The norms include established approaches to initiating and planning projects, the means considered acceptable for getting the work done, and recognized authorities who make or influence decisions.
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Question 3 of 30
3. Question
You hold the position of project manager in your organization. You understand that the organization’s culture is an enterprise environmental factor & cultures and styles are learned and shared and may have a strong influence on a project’s ability to meet its objectives. Which among the following should you keep in mind as to increase the probability of your projects’s success?
Correct
The organization’s culture is an enterprise environmental factor. Cultures and styles are learned and shared and may have a strong influence on a project’s ability to meet its objectives. A project manager should therefore understand the different organizational styles and cultures that may affect a project. The project manager needs to know which individuals in the organization are the decision makers or influencers and work with them to increase the probability of project success.
Incorrect
The organization’s culture is an enterprise environmental factor. Cultures and styles are learned and shared and may have a strong influence on a project’s ability to meet its objectives. A project manager should therefore understand the different organizational styles and cultures that may affect a project. The project manager needs to know which individuals in the organization are the decision makers or influencers and work with them to increase the probability of project success.
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Question 4 of 30
4. Question
You are the regional head for your organization for the North region of your country. Your main office is in City A and one of you team works from City B. Which among the following is not a reliable communications for you to communicate with your team and stakeholders and guarantee the projects successful completion?
Correct
Project management success in an organization is highly dependent on an effective organizational communication style, especially in the face of globalization of the project management profession. Organizational communications capabilities have great influence on how projects are conducted. As a consequence, project managers in distant locations are able to more effectively communicate with all relevant stakeholders within the organizational structure to facilitate decision making. Stakeholders and project team members can also use electronic communications (including e-mail, texting, instant messaging, social media, video and web conferencing, and other forms of electronic media) to communicate with the project manager formally or informally.
Incorrect
Project management success in an organization is highly dependent on an effective organizational communication style, especially in the face of globalization of the project management profession. Organizational communications capabilities have great influence on how projects are conducted. As a consequence, project managers in distant locations are able to more effectively communicate with all relevant stakeholders within the organizational structure to facilitate decision making. Stakeholders and project team members can also use electronic communications (including e-mail, texting, instant messaging, social media, video and web conferencing, and other forms of electronic media) to communicate with the project manager formally or informally.
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Question 5 of 30
5. Question
Which among the following is not a type of organizational structure?
Correct
Organizational structure is an enterprise environmental factor, which can affect the availability of resources and influence how projects are conducted. Organizational structures range from functional to projectized, with a variety of matrix structures in between
Incorrect
Organizational structure is an enterprise environmental factor, which can affect the availability of resources and influence how projects are conducted. Organizational structures range from functional to projectized, with a variety of matrix structures in between
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Question 6 of 30
6. Question
You have recently acquired funding for the prototype product which you have developed with your colleagues. You are now about to recruit some employees and set up a fully-fledged organization which will be based on functional organizational structure. Which among the following you should not follow for your organization?
Correct
The classic functional organization is a hierarchy where each employee has one clear superior. Staff members are grouped by specialty, such as production, marketing, engineering, and accounting at the top level. Specialties may be further subdivided into focused functional units, such as mechanical and electrical engineering. Each department in a functional organization will do its project work independently of other departments.
Incorrect
The classic functional organization is a hierarchy where each employee has one clear superior. Staff members are grouped by specialty, such as production, marketing, engineering, and accounting at the top level. Specialties may be further subdivided into focused functional units, such as mechanical and electrical engineering. Each department in a functional organization will do its project work independently of other departments.
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Question 7 of 30
7. Question
You are currently working as a project manager in a company that can be called what a weak matrix organization. Which among the following describes your job more accurately?
Correct
Matrix organizations reflect a blend of functional and projectized characteristics. Matrix organizations can be classified as weak, balanced, or strong depending on the relative level of power and influence between functional and project managers. Weak matrix organizations maintain many of the characteristics of a functional organization, and the role of the project manager is more of a coordinator or expediter. A project expediter works as staff assistant and communications coordinator. The expediter cannot personally make or enforce decisions. Project coordinators have power to make some decisions, have some authority, and report to a higher-level manager.
Incorrect
Matrix organizations reflect a blend of functional and projectized characteristics. Matrix organizations can be classified as weak, balanced, or strong depending on the relative level of power and influence between functional and project managers. Weak matrix organizations maintain many of the characteristics of a functional organization, and the role of the project manager is more of a coordinator or expediter. A project expediter works as staff assistant and communications coordinator. The expediter cannot personally make or enforce decisions. Project coordinators have power to make some decisions, have some authority, and report to a higher-level manager.
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Question 8 of 30
8. Question
You are currently working as a project manager in a company that can be called what a strong matrix organization. Which among the following describes your job more accurately?
Correct
Matrix organizations reflect a blend of functional and projectized characteristics. Matrix organizations can be classified as weak, balanced, or strong depending on the relative level of power and influence between functional and project managers. Strong matrix organizations have many of the characteristics of the projectized organization, and have full-time project managers with considerable authority and full-time project administrative staff. While the balanced matrix organization recognizes the need for a project manager, it does not provide the project manager with the full authority over the project and project funding.
Incorrect
Matrix organizations reflect a blend of functional and projectized characteristics. Matrix organizations can be classified as weak, balanced, or strong depending on the relative level of power and influence between functional and project managers. Strong matrix organizations have many of the characteristics of the projectized organization, and have full-time project managers with considerable authority and full-time project administrative staff. While the balanced matrix organization recognizes the need for a project manager, it does not provide the project manager with the full authority over the project and project funding.
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Question 9 of 30
9. Question
Which among the following is not a type of matrix organization?
Correct
Matrix organizations reflect a blend of functional and projectized characteristics. Matrix organizations can be classified as weak, balanced, or strong depending on the relative level of power and influence between functional and project managers. Weak matrix organizations maintain many of the characteristics of a functional organization, and the role of the project manager is more of a coordinator or expediter. A project expediter works as staff assistant and communications coordinator. The expediter cannot personally make or enforce decisions. Project coordinators have power to make some decisions, have some authority, and report to a higher-level manager. Strong matrix organizations have many of the characteristics of the projectized organization, and have full-time project managers with considerable authority and full-time project administrative staff. While the balanced matrix organization recognizes the need for a project manager, it does not provide the project manager with the full authority over the project and project funding.
Incorrect
Matrix organizations reflect a blend of functional and projectized characteristics. Matrix organizations can be classified as weak, balanced, or strong depending on the relative level of power and influence between functional and project managers. Weak matrix organizations maintain many of the characteristics of a functional organization, and the role of the project manager is more of a coordinator or expediter. A project expediter works as staff assistant and communications coordinator. The expediter cannot personally make or enforce decisions. Project coordinators have power to make some decisions, have some authority, and report to a higher-level manager. Strong matrix organizations have many of the characteristics of the projectized organization, and have full-time project managers with considerable authority and full-time project administrative staff. While the balanced matrix organization recognizes the need for a project manager, it does not provide the project manager with the full authority over the project and project funding.
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Question 10 of 30
10. Question
You are currently working as a project manager in a company that can be called what a balanced matrix organization. Which among the following describes your job more accurately?
Correct
Matrix organizations reflect a blend of functional and projectized characteristics. Matrix organizations can be classified as weak, balanced, or strong depending on the relative level of power and influence between functional and project managers. Weak matrix organizations maintain many of the characteristics of a functional organization, and the role of the project manager is more of a coordinator or expediter. A project expediter works as staff assistant and communications coordinator. The expediter cannot personally make or enforce decisions. Project coordinators have power to make some decisions, have some authority, and report to a higher-level manager. Strong matrix organizations have many of the characteristics of the projectized organization, and have full-time project managers with considerable authority and full-time project administrative staff. While the balanced matrix organization recognizes the need for a project manager, it does not provide the project manager with the full authority over the project and project funding.
Incorrect
Matrix organizations reflect a blend of functional and projectized characteristics. Matrix organizations can be classified as weak, balanced, or strong depending on the relative level of power and influence between functional and project managers. Weak matrix organizations maintain many of the characteristics of a functional organization, and the role of the project manager is more of a coordinator or expediter. A project expediter works as staff assistant and communications coordinator. The expediter cannot personally make or enforce decisions. Project coordinators have power to make some decisions, have some authority, and report to a higher-level manager. Strong matrix organizations have many of the characteristics of the projectized organization, and have full-time project managers with considerable authority and full-time project administrative staff. While the balanced matrix organization recognizes the need for a project manager, it does not provide the project manager with the full authority over the project and project funding.
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Question 11 of 30
11. Question
Which among the following is not true for projectized organization?
Correct
At the opposite end of the spectrum to the functional organization is the projectized organization. In a projectized organization, team members are often colocated. Most of the organization’s resources are involved in project work, and project managers have a great deal of independence and authority. Virtual collaboration techniques are often used to accomplish the benefits of colocated teams. Projectized organizations often have organizational units called departments, but they can either report directly to the project manager or provide support services to the various projects.
Incorrect
At the opposite end of the spectrum to the functional organization is the projectized organization. In a projectized organization, team members are often colocated. Most of the organization’s resources are involved in project work, and project managers have a great deal of independence and authority. Virtual collaboration techniques are often used to accomplish the benefits of colocated teams. Projectized organizations often have organizational units called departments, but they can either report directly to the project manager or provide support services to the various projects.
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Question 12 of 30
12. Question
You are working in an organization that tries to employ all the three structural modals – Functional, Matrix and Projectized, at one level or another. Such organization is called?
Correct
Many organizations involve all these structures at various levels, often referred to as a composite organization. For example, even a fundamentally functional organization may create a special project team to handle a critical project. Such a team may have many of the characteristics of a project team in a projectized organization. The team may include full-time staff from different functional departments, may develop its own set of operating procedures, and may even operate outside of the standard, formalized reporting structure during the project. Also, an organization may manage most of its projects in a strong matrix, but allow small projects to be managed by functional departments.
Incorrect
Many organizations involve all these structures at various levels, often referred to as a composite organization. For example, even a fundamentally functional organization may create a special project team to handle a critical project. Such a team may have many of the characteristics of a project team in a projectized organization. The team may include full-time staff from different functional departments, may develop its own set of operating procedures, and may even operate outside of the standard, formalized reporting structure during the project. Also, an organization may manage most of its projects in a strong matrix, but allow small projects to be managed by functional departments.
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Question 13 of 30
13. Question
You are giving a presentation to a new client in the market. The client has no previous experience in the industry but wants to invest in the industry through one of the services provided by your organization. During the presentation you used the term – Organizational process asset. This confused the client and they want explanation for the same. You had already prepared a presentation to explain the same. Which among the following should not be in the presentation to explain organizational process asset?
Correct
Organizational process assets are the plans, processes, policies, procedures, and knowledge bases specific to and used by the performing organization. They include any artifact, practice, or knowledge from any or all of the organizations involved in the project that can be used to perform or govern the project. These process assets include formal and informal plans, processes, policies, procedures, and knowledge bases, specific to and used by the performing organization. The process assets also include the organization’s knowledge bases such as lessons learned and historical information. Organizational process assets may include completed schedules, risk data, and earned value data. Organizational process assets are inputs to most planning processes. Throughout the project, the project team members may update and add to the organizational process assets as necessary. Organizational process assets may be grouped into two categories: (1) processes and procedures, and (2) corporate knowledge base.
Incorrect
Organizational process assets are the plans, processes, policies, procedures, and knowledge bases specific to and used by the performing organization. They include any artifact, practice, or knowledge from any or all of the organizations involved in the project that can be used to perform or govern the project. These process assets include formal and informal plans, processes, policies, procedures, and knowledge bases, specific to and used by the performing organization. The process assets also include the organization’s knowledge bases such as lessons learned and historical information. Organizational process assets may include completed schedules, risk data, and earned value data. Organizational process assets are inputs to most planning processes. Throughout the project, the project team members may update and add to the organizational process assets as necessary. Organizational process assets may be grouped into two categories: (1) processes and procedures, and (2) corporate knowledge base.
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Question 14 of 30
14. Question
Which among the following are the major requirements for an organization’s Initiating and planning process group?
Correct
Initiating and Planning:
○ Guidelines and criteria for tailoring the organization’s set of standard processes and procedures to satisfy the specific needs of the project;
○ Specific organizational standards such as policies (e.g., human resources policies, health and safety policies, ethics policies, and project management policies), product and project life cycles, and quality policies and procedures (e.g., process audits, improvement targets, checklists, and standardized process definitions for use in the organization); and
○ Templates (e.g., risk register, work breakdown structure, project schedule network diagram, and contract templates).Incorrect
Initiating and Planning:
○ Guidelines and criteria for tailoring the organization’s set of standard processes and procedures to satisfy the specific needs of the project;
○ Specific organizational standards such as policies (e.g., human resources policies, health and safety policies, ethics policies, and project management policies), product and project life cycles, and quality policies and procedures (e.g., process audits, improvement targets, checklists, and standardized process definitions for use in the organization); and
○ Templates (e.g., risk register, work breakdown structure, project schedule network diagram, and contract templates). -
Question 15 of 30
15. Question
Which among the following does not come under the Executing, Monitoring and Controlling process group?
Correct
Executing, Monitoring and Controlling:
○ Change control procedures
○ Financial controls procedures
○ Issue and defect management procedures
○ Organizational communication requirements
○ Procedures for prioritizing, approving, and issuing work authorizations;
○ Risk control procedures
○ Standardized guidelines, work instructions, proposal evaluation criteria, and performance measurement criteria.Incorrect
Executing, Monitoring and Controlling:
○ Change control procedures
○ Financial controls procedures
○ Issue and defect management procedures
○ Organizational communication requirements
○ Procedures for prioritizing, approving, and issuing work authorizations;
○ Risk control procedures
○ Standardized guidelines, work instructions, proposal evaluation criteria, and performance measurement criteria. -
Question 16 of 30
16. Question
You are currently being interviewed for the post of project manager. It is an internal interview and the interviewer asks has given you some cue cards which describe project governance. Which among the following cue card does not describe project governance?
Correct
A stakeholder is an individual, group, or organization who may affect, be affected by, or perceive itself to be affected by a decision, activity, or outcome of a project. Stakeholders may be actively involved in the project or have interests that may be positively or negatively affected by the performance or completion of the project. Different stakeholders may have competing expectations that might create conflicts within the project. Stakeholders may also exert influence over the project, its deliverables, and the project team in order to achieve a set of outcomes that satisfy strategic business objectives or other needs. Project governance—the alignment of the project with stakeholders’ needs or objectives—is critical to the successful management of stakeholder engagement and the achievement of organizational objectives. Project governance enables organizations to consistently manage projects and maximize the value of project outcomes and align the projects with business strategy. It provides a framework in which the project manager and sponsors can make decisions that satisfy both stakeholder needs and expectations and organizational strategic objectives or address circumstances where these may not be in alignment.
Incorrect
A stakeholder is an individual, group, or organization who may affect, be affected by, or perceive itself to be affected by a decision, activity, or outcome of a project. Stakeholders may be actively involved in the project or have interests that may be positively or negatively affected by the performance or completion of the project. Different stakeholders may have competing expectations that might create conflicts within the project. Stakeholders may also exert influence over the project, its deliverables, and the project team in order to achieve a set of outcomes that satisfy strategic business objectives or other needs. Project governance—the alignment of the project with stakeholders’ needs or objectives—is critical to the successful management of stakeholder engagement and the achievement of organizational objectives. Project governance enables organizations to consistently manage projects and maximize the value of project outcomes and align the projects with business strategy. It provides a framework in which the project manager and sponsors can make decisions that satisfy both stakeholder needs and expectations and organizational strategic objectives or address circumstances where these may not be in alignment.
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Question 17 of 30
17. Question
You are currently managing a project which involves participation of a lot of stakeholders. What is the basic factor that you should keep in mind to ensure a successful outcome?
Correct
Stakeholders include all members of the project team as well as all interested entities that are internal or external to the organization. The project team identifies internal and external, positive and negative, and performing and advising stakeholders in order to determine the project requirements and the expectations of all parties involved. The project manager should manage the influences of these various stakeholders in relation to the project requirements to ensure a successful outcome.
Incorrect
Stakeholders include all members of the project team as well as all interested entities that are internal or external to the organization. The project team identifies internal and external, positive and negative, and performing and advising stakeholders in order to determine the project requirements and the expectations of all parties involved. The project manager should manage the influences of these various stakeholders in relation to the project requirements to ensure a successful outcome.
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Question 18 of 30
18. Question
You are a project manager working in ABC company. Your company is about to bring a new project. The organization expects you to set a boundary of the work which you can do successfully. What is your correct approach to this situation?
Correct
Since projects are temporary in nature, the success of the project should be measured in terms of completing the project within the constraints of scope, time, cost, quality, resources, and risk as approved between the project managers and senior management. To ensure realization of benefits for the undertaken project, a test period (such as soft launch in services) can be part of the total project time before handing it over to the permanent operations. Project success should be referred to the last baselines approved by the authorized stakeholders.
The project manager is responsible and accountable for setting realistic and achievable boundaries for the project and to accomplish the project within the approved baselines.Incorrect
Since projects are temporary in nature, the success of the project should be measured in terms of completing the project within the constraints of scope, time, cost, quality, resources, and risk as approved between the project managers and senior management. To ensure realization of benefits for the undertaken project, a test period (such as soft launch in services) can be part of the total project time before handing it over to the permanent operations. Project success should be referred to the last baselines approved by the authorized stakeholders.
The project manager is responsible and accountable for setting realistic and achievable boundaries for the project and to accomplish the project within the approved baselines. -
Question 19 of 30
19. Question
What are the major steps of a project life cycle?
Correct
Projects vary in size and complexity. All projects can be mapped to the following generic life cycle structure
• Starting the project,
• Organizing and preparing,
• Carrying out the project work, and
• Closing the project.Incorrect
Projects vary in size and complexity. All projects can be mapped to the following generic life cycle structure
• Starting the project,
• Organizing and preparing,
• Carrying out the project work, and
• Closing the project. -
Question 20 of 30
20. Question
You are working as a project manager. Your client requires you to release the project in phases so that he can review each phase and may add new features to the project scope. Which project life cycle would you suggest to use in your project?
Correct
Iterative and incremental life cycles are generally preferred when an organization needs to manage changing objectives and scope, to reduce the complexity of a project, or when the partial delivery of a product is beneficial and provides value for one or more stakeholder groups without impact to the final deliverable or set of deliverables. Large and complex projects are frequently executed in an iterative fashion to reduce risk by allowing the team to incorporate feedback and lessons learned between iterations.
Incorrect
Iterative and incremental life cycles are generally preferred when an organization needs to manage changing objectives and scope, to reduce the complexity of a project, or when the partial delivery of a product is beneficial and provides value for one or more stakeholder groups without impact to the final deliverable or set of deliverables. Large and complex projects are frequently executed in an iterative fashion to reduce risk by allowing the team to incorporate feedback and lessons learned between iterations.
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Question 21 of 30
21. Question
You are working as a project manager. Your client has an idea but is not confident on the project’s scope and requirements. Rather he wants you to develop a small module that he can get reviewed with the stakeholders and see if they find any value in the final product. Which type of project life cycle is this?
Correct
Adaptive methods are generally preferred when dealing with a rapidly changing environment, when requirements and scope are difficult to define in advance, and when it is possible to define small incremental improvements that will deliver value to stakeholders.
Incorrect
Adaptive methods are generally preferred when dealing with a rapidly changing environment, when requirements and scope are difficult to define in advance, and when it is possible to define small incremental improvements that will deliver value to stakeholders.
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Question 22 of 30
22. Question
You are working as a project manager. Your client has a clear requirement about how he wants his project to be. He wants his plan to be executed in detail. Which project life cycle would you suggest to use in your project?
Correct
Even projects with predictive life cycles may use the concept of rolling wave planning, where a more general, high-level plan is available and more detailed planning is executed for appropriate time windows, as new work activities are approaching and resources are to be assigned.
Incorrect
Even projects with predictive life cycles may use the concept of rolling wave planning, where a more general, high-level plan is available and more detailed planning is executed for appropriate time windows, as new work activities are approaching and resources are to be assigned.
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Question 23 of 30
23. Question
Which among the following is not true for predictive life cycle?
Correct
Predictive life cycles (also known as fully plan-driven) are ones in which the project scope, and the time and cost required to deliver that scope, are determined as early in the project life cycle as practically possible. These projects proceed through a series of sequential or overlapping phases, with each phase generally focusing on a subset of project activities and project management processes. The work performed in each phase is usually different in nature to that in the preceding and subsequent phases, therefore, the makeup and skills required of the project team may vary from phase to phase.
Incorrect
Predictive life cycles (also known as fully plan-driven) are ones in which the project scope, and the time and cost required to deliver that scope, are determined as early in the project life cycle as practically possible. These projects proceed through a series of sequential or overlapping phases, with each phase generally focusing on a subset of project activities and project management processes. The work performed in each phase is usually different in nature to that in the preceding and subsequent phases, therefore, the makeup and skills required of the project team may vary from phase to phase.
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Question 24 of 30
24. Question
Which among the following is describes adaptive life cycle?
Correct
Adaptive life cycles (also known as change-driven or agile methods) are intended to respond to high levels of change and ongoing stakeholder involvement. Adaptive methods are also iterative and incremental, but differ in that iterations are very rapid (usually with a duration of 2 to 4 weeks) and are fixed in time and cost. Adaptive projects generally perform several processes in each iteration, although early iterations may concentrate more on planning activities. The overall scope of the project will be decomposed into a set of requirements and work to be performed, sometimes referred to as a product backlog.
Incorrect
Adaptive life cycles (also known as change-driven or agile methods) are intended to respond to high levels of change and ongoing stakeholder involvement. Adaptive methods are also iterative and incremental, but differ in that iterations are very rapid (usually with a duration of 2 to 4 weeks) and are fixed in time and cost. Adaptive projects generally perform several processes in each iteration, although early iterations may concentrate more on planning activities. The overall scope of the project will be decomposed into a set of requirements and work to be performed, sometimes referred to as a product backlog.
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Question 25 of 30
25. Question
While proposing your organizations terms to a client you said that you will be using iterative and incremental life cycle for the project. The client seems to be confused. Your colleague began explaining the life cycle to her but he explained one thing which is incorrect. Which among the following is that?
Correct
Iterative and incremental life cycles are ones in which project phases (also called iterations) intentionally repeat one or more project activities as the project team’s understanding of the product increases. Iterations develop the product through a series of repeated cycles, while increments successively add to the functionality of the product. These life cycles develop the product both iteratively and incrementally. Iterative and incremental projects may proceed in phases, and the iterations themselves will be performed in a sequential or overlapping fashion. During an iteration, activities from all Project Management Process Groups will be performed. At the end of each iteration, a deliverable or set of deliverables will be completed. Future iterations may enhance those deliverables or create new ones. Each iteration incrementally builds the deliverables until the exit criteria for the phase are met, allowing the project team to incorporate feedback.
Incorrect
Iterative and incremental life cycles are ones in which project phases (also called iterations) intentionally repeat one or more project activities as the project team’s understanding of the product increases. Iterations develop the product through a series of repeated cycles, while increments successively add to the functionality of the product. These life cycles develop the product both iteratively and incrementally. Iterative and incremental projects may proceed in phases, and the iterations themselves will be performed in a sequential or overlapping fashion. During an iteration, activities from all Project Management Process Groups will be performed. At the end of each iteration, a deliverable or set of deliverables will be completed. Future iterations may enhance those deliverables or create new ones. Each iteration incrementally builds the deliverables until the exit criteria for the phase are met, allowing the project team to incorporate feedback.
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Question 26 of 30
26. Question
Each organization has an organizational knowledge base that it uses for storing and retrieving information. Which among the following does not com under organizational knowledge base?
Correct
The organizational knowledge base for storing and retrieving information includes, but is not limited to:
• Configuration management knowledge bases
• Financial databases
• Historical information and lessons learned knowledge bases
• Issue and defect management databases
• Process measurement databases
• Project files from previous projectsIncorrect
The organizational knowledge base for storing and retrieving information includes, but is not limited to:
• Configuration management knowledge bases
• Financial databases
• Historical information and lessons learned knowledge bases
• Issue and defect management databases
• Process measurement databases
• Project files from previous projects -
Question 27 of 30
27. Question
While giving the presentation to a client, you have used the term “Enterprise environmental factors”. The client is not aware of this term and wants clarification. After explaining, the client still seems to be confused and has given you some points describing enterprise environmental factors. Which among the following points does not describe enterprise environmental factors?
Correct
Enterprise environmental factors refer to conditions, not under the control of the project team, that influence, constrain, or direct the project. Enterprise environmental factors are considered inputs to most planning processes, may enhance or constrain project management options, and may have a positive or negative influence on the outcome.
Incorrect
Enterprise environmental factors refer to conditions, not under the control of the project team, that influence, constrain, or direct the project. Enterprise environmental factors are considered inputs to most planning processes, may enhance or constrain project management options, and may have a positive or negative influence on the outcome.
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Question 28 of 30
28. Question
You have given funding to a firm which you think is a new key emerging player in the market and has a lot of potential. Which among the following describes a sponsor?
Correct
A sponsor is the person or group who provides resources and support for the project and is accountable for enabling success. The sponsor may be external or internal to the project manager’s organization. From initial conception through project closure, the sponsor promotes the project. This includes serving as spokesperson to higher levels of management to gather support throughout the organization and promoting the benefits the project brings. The sponsor leads the project through the initiating processes until formally authorized, and plays a significant role in the development of the initial scope and charter.
Incorrect
A sponsor is the person or group who provides resources and support for the project and is accountable for enabling success. The sponsor may be external or internal to the project manager’s organization. From initial conception through project closure, the sponsor promotes the project. This includes serving as spokesperson to higher levels of management to gather support throughout the organization and promoting the benefits the project brings. The sponsor leads the project through the initiating processes until formally authorized, and plays a significant role in the development of the initial scope and charter.
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Question 29 of 30
29. Question
Which among the following does not describe the role of functional managers which are also stakeholders in an organization?
Correct
Functional managers are key individuals who play a management role within an administrative or functional area of the business, such as human resources, finance, accounting, or procurement. They are assigned their own permanent staff to carry out the ongoing work, and they have a clear directive to manage all tasks within their functional area of responsibility. The functional manager may provide subject matter expertise or their function may provide services to the project.
Incorrect
Functional managers are key individuals who play a management role within an administrative or functional area of the business, such as human resources, finance, accounting, or procurement. They are assigned their own permanent staff to carry out the ongoing work, and they have a clear directive to manage all tasks within their functional area of responsibility. The functional manager may provide subject matter expertise or their function may provide services to the project.
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Question 30 of 30
30. Question
You and your colleague has started a firm which functions on the current industry standards of the market and have a lot of potential. You have also acquired a huge funding recently. Which among the following describes your role?
Correct
Business partners are external organizations that have a special relationship with the enterprise, sometimes attained through a certification process. Business partners provide specialized expertise or fill a specified role such as installation, customization, training, or support.
Incorrect
Business partners are external organizations that have a special relationship with the enterprise, sometimes attained through a certification process. Business partners provide specialized expertise or fill a specified role such as installation, customization, training, or support.