Project Tools & Techniques Quizzes

You and your boss are discussing the best approach to prioritize projects involving reasonably simple technology improvements in your company using only one financial indicator. Your organization is small. Your projects typically have small teams, take less than a year, and have benefits that can be quantified. Which approach would you recommend?

One of your colleagues has just told you that there is a rumour your project is failing. You are surprised as you are meeting the project’s success criteria. What should you do?

What a mess. You have just finished a meeting with the project team to review the project requirements. The requirements are all over the place. The first step is to get things organized. What should you do?

What is the purpose of prioritizing requirements?

The project sponsor is keen to have the WBS for your project. You agree, but the problem is that you are not a subject matter expert on the product of the project. The team, which is very experienced, has been formed. What should you do?

Your team is working on the work packages for their area. One of the experienced team leads, who usually finishes this work quickly, is taking a long time to complete the work. As you review what the team has done there seems to be a large number of work packages. What would be the reason for this?

You are trying to determine whether to procure a product or not. What should you not consider?

You are reviewing your organization’s procurement policy and there is a definite bias against procuring products and services for your project. This is probably due to:

Your project sponsor is very concerned about the cost of the cost-plus contract, but you have not been able to finalize the scope. What can you do?

What should you check when the buyer wants you to sign a fixed-price contract?

In evaluating seller RFP responses, what does the two-envelope approach involve?

Your seller has just called again wondering when payment is going to be made. You remind the seller that there are still defects to be corrected. You have not authorized payment because the payment can only be made…

You are so frustrated with the seller coming up with excuses about why they are late in completing the deliverables. What can you do?

Your boss has asked you to come up with the return on investment for your project. This is unusual as your organization normally uses a payback period. What additional information will you need to complete the ROI analysis?

It is important to determine what is your project's success. Key performance indicators can be used to measure if you are on track for a successful project. To be effective, which of the following is a KPI best practice?

Your project charter has been approved and you are planning how to collect the requirements. For this project, there are many stakeholders, but you do not have very much time to collect the requirements. Which tool should you use?

Considering the smart criteria, what is missing from the following requirement? The website must be able to accept payments using PayPal with the initial delivery of the website.

You are finalizing the scope baseline for your project. What is one thing you need to ensure that the WBS is complete?

The project charter is approved, and you want to get an idea of the project deliverables and put them into a WBS to help guide you during the project planning. You've done similar projects before. What is the best approach to use to create the WBS?

What tool is used to help develop the project scope statement by breaking the product into smaller components?

You are managing a project and looking at options for the project resources. Your boss is keen to use some internal resources that are available. However, the project has several time constraints. What other things should you consider in making your decision?

You are reviewing the make-or-buy analysis done by your team. Their recommendation is to buy. You look at the cost, and they have done a complete analysis of the costs to make the product, including overhead. The buy costs are the price for the product only. What should you do?

Which procurement document should you use when procuring a standard item for your project?

You have just completed gathering the requirements from all stakeholders. Your team has reviewed the requirements and you have clarified the requirements that were not clear. You have updated the requirements traceability matrix. What should you do next?

You need to outsource some work on your project as internal resources are not available to do the work. The project's top priority is cost, but unfortunately, the requirements are not as clear as you would like. What should you do?

An organization is considering various contract types to motivate sellers. What should they consider before deciding to use an award fee contract?

Your teams are working on the work packages for their areas. One of the team leads, who is new to a leadership role, is having trouble getting the work done. What should you do to provide more control of the work?

In contracts, there are several specific terms that can be used. What is the contract term that explains what can be done with confidential project information?

Your seller has just notified you that the head office of their company has moved. You check the contract and realize that all notifications are to be sent to the company's head office. What type of change is required to the contract?

You have taken over a project with some contracts. You have reviewed all the contracts and confirmed that the statement of work matches the requirements and approved change requests. You have also noted that all sellers have signed your organization's standard contract. What other key items in the contract should you review as part of your responsibilities?

You and your seller have been discussing a dispute on your contract for several weeks. you have brought in senior management, and they have not been able to resolve the dispute. what would be the next step to resolve the dispute?

You have two sellers who have submitted excellent responses to the RFP. After evaluation, they are very close in the result of the weighting scoring system. How should you make the final decision?

When estimating labour costs for a team that is co-located, you should ensure you account for?

The main reason you should attach a level of accuracy with all estimates is to?

In looking at the people available for your project, there is a capability gap. Which of the activities would you NOT do to address the gap?

You have a person assigned to your project part-time. They will spend 50% of their time on your project. From past experience, the productivity is 80%. You have estimated that the task is 10 days of effort. With the person assigned, what duration should you now use?

Which of the following estimation methods has the highest effort?

Optimistic bias can be a problem with estimates. One of the ways to reduce the impact of optimistic bias is to?

Your client has repeatedly said the project must be on time. The budget is running over. What should you do?

The project contingency is used to?

The type of dependency that is created by legal, contractual, or inherent in the nature of the work is called?

A critical path is defined as?

When crashing the project schedule, you should focus on the activities that?

An activity can be crashed by?

You finally have a schedule that meets the constraint date, so now you turn your attention to the resources. Unfortunately, you discover that a couple of resources are overloaded. Why should you address the over allocation?

You have a project that has high risk but it is very short. How should you handle schedule contingency?

You've been watching how one of your team members has approached completing their work package. This person had four weeks to complete the work package. In the first couple of weeks, there was not much focus; but in the last week, the team member was very focused and worked extra hours. What are you observing?

Your project is over budget, and you are trying to determine the cause. You are reviewing the estimates provided by team members to create the cost baseline. The estimates are organized by work package, and you have the spreadsheet that was used, but it is difficult to determine what is happening since all of the team members who provided the estimates have already left. What is the one thing you wish was provided with the estimate?

You have just finished gathering the project requirements and you are building the WBS. There is still a lot more planning to do, including assigning resources. However, the project sponsor wants an update on the budget to see where things stand. What level of accuracy is required?

What to do now? You have the perfect person assigned to your project and you have just found out the person has resigned and is not available. You are looking at the project team and the resource pool and there is not a replacement. For this project, you cannot contract out the work due to the nature of the work, but luckily you have ample budget and extra time. What is the best option?

You have a small team of three people working on the project part-time. The team will spend 50% of their time on your project. You have noticed that the team's productivity is 75%. You have estimated that the team will take a total of 120 hours of effort. If the labor rate is $50 per hour what estimate should you use?

What a frustrating meeting. You were reviewing your proposed budget with finance, and you discovered that you had missed some significant costs. The good news is that the finance staff showed you how to calculate the cost and you can do it quickly. The bad news is that you're going to have to explain to your boss. What cost did you miss?

You are meeting with your team to develop an estimate for implementing a new software application. After much discussion, the team agrees that it will most likely take 12 weeks. However, several members have mentioned some potential problems, and if those occur it could take 26 weeks to complete the work. On the other hand, a couple of team members have figured that if everything goes well, it could be done in 20 days. What is your estimate?

Your project requires a key resource with very specific skills. The best way to ensure the resource is available to your project when required is to…

The most common reason to compress a project schedule is to meet a constraint date. Another reason to compress a project schedule is to…

You've been working with your team to develop a detailed estimate of the project. The team has completed the estimates and the total is $20,000 for labor and $10,000 for material. Your organization has a 20% overhead on labour and adds a further 10% on project costs excluding any contingency. In addition, the results from the risk analysis show that you need a 15% contingency on the total cost. What is the budget for your project to the nearest thousand?

If activity D has 5 days of total float and takes 4 days longer to complete than planned, the impact of this delay is?

You’re meeting with the team to discuss how to crash the project schedule. One of the team members offers to work overtime to complete their tasks sooner. You've decided to decline the offer. What is the most likely reason you are declining the offer?

Your team has recommended to fast track your project by overlapping development and testing. What cost concern would you have with this recommendation?

You are reviewing the resource profile of your project and you noticed that some of the key resources are overallocated on certain days, but when you look at the schedule by week, they are still over-allocated but only by an hour or two. What should you do?

You have completed your risk analysis of schedule risks. The schedule has several constraints that must be met. You have a number of very well-defined risks. Where should you place the schedule contingency?

In reviewing the schedule with your team, you identified an opportunity to introduce five days of overlap between activities A and B. Activity A occurs first. How would you show this overlap on the schedule?

When doing qualitative risk analysis, how should you analyze opportunities?

After responding to a risk by avoiding the risk event, you should next:

One of the benefits of doing quantitative risk analysis is...

You are looking to make a decision about three options: Option A: 30% chance of success resulting in $20,000 profit, if it fails, you lose $5,000 Option B: 20% chance of success resulting in a $50,000 profit, if it fails, you lose $10,000 Option C: 80% change of success resulting in $10,000 profit, if it fails, you lose $20,000 Using EMV, which option would you pick?

To use the simple simulation approach which of the following must be present:

A critical path has the following two activities: Activity X with standard deviation of 3, Activity Y with standard deviation of 4. What is the standard deviation of the critical path?

As part of the risk planning for your project, you have created an emergency call-out list for the team. This is an example of:

You are reviewing your email and there is another request from the client. You reviewed the request, and it looks like there is a change in the project scope. What should you do?

What is not some of the activities you can do to help reduce scope changes?

Your sponsor wants you to use earned value to report on the project, but the project is only 3 months in duration. You have well-defined deliverables, but no metrics. What approach should you use to calculate EV?

The best time to use the method of calculating EAC as AC + (BAC-EV) is when:

_____ is an analytical technique that uses mathematical models to forecast future outcomes based on historical results.

In variance analysis, what should you do before you look at risks and scope creep?

Why is it important to get the acceptance of all the project deliverables?

Not another change request! Your project contingency fund can only absorb so much. You have had a number of risks occur on the project already that were accepted. You have set up a meeting with the project sponsor to discuss this change request, but you are not concerned about the project budget. Why?

You are currently identifying risks for your project. Your main objective is to be on time. One of your team members has commented that you are using new staff on your project which could cause the project to be late. What is wrong with using this risk description?

You are considering how to respond to the identified project risks. For your project, you are using the following probability and impact matrix and your risk threshold is for and above. You have a risk with a score of four. In looking at response options, you determine that you can mitigate the risk at a cost of $10,000, but this will just reduce the risk score to three. You estimate the risk value for a score of three is $5,000 and a score of four is $10,000 what should you do?

You are discussing with the project manager the pros and cons of doing quantitative analysis for your project. You are working on a short duration project with one other team member. You are recommending just doing qualitative risk analysis because…

You were calculating the risk value for the risk of bad weather on your project. You have looked at the weather forecast and determined the following: ● Severe thunderstorm 1% chance with a cost of $100,000 ● Heavy rain 9% chance with a cost of $10,000 ● Light rain 20% chance with a cost of $2,000 Using EVM what is the risk value?

You have just taken over a project and you want to implement EVM on the budget. Which of the following is not required?

You are performing EVM on a project to develop a new website. You need to have a quick process as you will have to calculate the earned value every two weeks over the next 10 months. The team has identified about 30 web pages to be coded and tested. What approach should you use to deal with the pages the staff have started but not finished on each status date?

You are designing a change control system for your project. What steps should you include in the change control system?

Results of a project schedule simulation show that the mean duration for completing your project is 50 days and a standard deviation is 10 days. If you have a constraint duration of 85 days, what should you communicate to the client?

For simple simulation to determine the mean and standard deviation of the project schedule, you need the following key characteristic:

Your team has worked hard, and you have the results from the simulation of your project schedule. You are excited about this development as you can stop using level of accuracy qualifier statements, which the stakeholders are not understanding. In addition, you can use the simulation to…

For your project, you have a very high risk tolerance. You have responded to some of the risks, but accepted most of the risks. What should you do as you move into the execution phase of the project?

Which one of the following statements is a common mistake of project control?

You need to get to the bottom of this variance and decide to do a root cause analysis. You have gathered the team together for a brainstorming session. What is the first thing you should do before the meeting starts?

You need to reduce the total cost of a small renovation project. You have reviewed the estimates and found small errors, but you are still over budget. Now what? You have no control over the resources, as they are assigned to you and it does not matter, as they all have the same rate by skill. What should you do?

You have a cost variance on your project for a specific work package. You have confirmed the actuals are correct and check the estimate for errors. What should you do next?

What information will a tracking Gantt Chart show that is not found on a normal Gantt Chart?

Project Prioritization (Financial)

Project Rumor/Failure

Requirements Organization

Requirement Prioritization Purpose

WBS Creation (Non-SME)

Unusually Long Work Packages

Procuring vs. Making a Product

Procurement Policy Bias

"Cost-Plus" with Incentive Fee

Fixed-Price Contract

Two Envelope RFP Approach

Seller Selection (RFP)

Payment Authorization Condition

Addressing Seller Delays

Final RFP Decision

BAFO

Re-scoring RFP

Coin Flip Decision

Communicate with Sellers

Labor Cost Estimation (Co-located)

Estimate Accuracy Purpose

Addressing Resource Capability Gap

Part-Time Resource Productivity

Estimation Method Highest Effort

Reducing Optimistic Bias in Estimates

Client Time vs. Budget Concerns

Project Contingency Purpose

Mandatory Dependency

Critical Path Definition

Crashing Project Schedule Focus

Activity Crashing Method

Resource Overallocation Issue

Qualitative Risk Analysis of Opportunities

Responding to Avoided Risks

Quantitative Risk Analysis Benefit

EMV Decision for Options

Simple Simulation Requirement

Critical Path Standard Deviation

Emergency Call-Out List

Change Request for Scope Changes

Scope Change Reduction Activities

Short Project EVM Calculation

EAC Calculation (Predictable Trend)

Trend Analysis Definition

Variance Analysis Prioritization

Project Deliverable Acceptance