Questions and Answers
Project Integration Management
1.
The purpose of develop project management plan is to
a. Create a document to guide project execution and control
b. Document project assumptions and constraints
c. Promote communication among stakeholders
d. Define key project reports
2.
Perform integrated change control is primarily concerned with a. Influencing factors that cause change, determining that change has occurred,
and managing actual changes as they occur.
b. Maintaining integrity of baselines, integrating product and project scope, and
coordinating change across knowledge areas.
c. Integrating deliverables from different functional specialties on the project.
d. Establishing a change control board that oversees the overall changes on the
project.
3.
Assumptions generally involve some risk because a. Assumptions are based on lessons learned
b. Historical information may not be available
c. Assumptions are based on constraints
d. Assumptions involve factors that are considered true, real or certain.
4.
All approved changes should be reflected in the a. Performance measurement baseline
b. Change management plan
c. Quality assurance plan
d. Project management plan
5.
In develop project management plan, which of the following is not an organizational
policy whose effects on the project must be considered?
a. Continuous improvement targets
b. Status meetings
c. Employee performance reviews
d. Time reporting
6.
The output of direct and manage project execution consists of a. Deliverables and change requests
b. Project plan updates and corrective action
c. Baseline changes and work authorization
d. Additional planning and deliverables
7.
You are managing a large project with 20 key stakeholders that represent seven
company units. Eight different contractors are involved, and their efforts must be
coordinated. Your immediate project team has six team leaders. Each of these team
leaders has a team of about 15 people. Accordingly you realize that you must devote lot
of attention to effective integrated change control. This means that you are concerned
primarily with
a. Influencing factors that cause change, determining that change has occurred
and managing actual changes as they occur
b. Maintaining baseline integrity, integrating product and project scope, and
coordinating change across knowledge areas
c. Integrating deliverables from different functional specialties on the project
d. Establishing a change control board that oversees the overall project changes
Q&A Project Integration Management
8.
The former head of your project office recently left the organization. You are the new
head of the project office. You are eager to run the show because of the ongoing
confusion in your organization regarding project plans and schedules. You realize that
the plan is much more than the schedule and have decided to issue guidelines
concerning items that should comprise project plans. Your guidelines state that the WBS
a. Does not need to be included in the plan because it would be reflected in the
schedule
b. Should be included as part of the scope management plan
c. Should be developed, but only to the second level
d. Should be developed to the level at which control will be exercised
9.
A project management information system comprises a. Any of the project management software used for schedule development
b. All the required reports to be prepared on the project, who receives each one
and the method of distribution.
c. The policies and procedures to follow as the project is performed
d. The tools and techniques used to gather, integrate, and disseminate the output
of the other project management processes
10. A change control board is a. Recommended for use on all projects, large or small
b. Used as required to approve or reject change requests
c. Managed by the project manager who serves as its secretary
d. Composed of key members of the project team
11. The project management plan should be distributed to a. All stakeholders in the performing organization
b. All project stakeholders
c. Project team members and the project sponsor
d. Those people defined in the communication management plan
12. Leadership and management are both necessary on projects. One definition of managing
is that it involves producing key results expected by stakeholders, whereas leadership
involves a. Establishing direction, aligning people, and motivating and inspiring others
b. Getting things done through other people
c. Using charismatic power to motivate others to be productive
d. Using all types of power, as appropriate, as motivational tools
13. The change control system includes a. Procedures to define how documents may be changed
b. Specific change requests expected on the project and plans to respond to each
one
c. Performance reports that forecast project changes
d. A description of the functional and physical characteristics of an item or system.
14. Typically, change control systems include automatic approval of certain types of
changes. An example of such a change is one that is
a. Suggested by the project sponsor
b. The result of an emergency
c. Suggested by the customer
d. Made mandatory by a new regulation
15. Problem solving, which is an important activity on projects, consists of a. Influencing the organization to get things done
b. Defining problems and making decisions
c. Conferring with others to reach a decision
Q&A Project Integration Management
d.
Producing key results expected by stakeholders
16. Configuration management describes procedures to apply technical and administrative
direction. Which of the following tasks is not performed in configuration management?
a. Identifying functional and physical characteristics of an item or system
b. Controlling changes to characteristics
c. Performing an audit to verify conformance to requirements
d. Allowing automatic approval of changes
17. Which
plan?
a.
b.
c.
d.
of the following is an example of a constraint in develop project management
Records of past performance
Financial reports from similar projects
A predefined budget
Lessons learned from prior projects
18. Performance measurement techniques are useful in integrated change control because
they a. Help show the status of the project
b. Measure overall project progress
c. Summarize information on the project for reporting to stakeholders
d. Help assess whether variances from the plan require corrective action
19. Lessons learned from project are significant because they
a. Must be collected to meet requirements of organizational policies and procedures
b. Show the causes of variances and the reasons certain corrective actions were
selected
c. Show why certain projects were selected by the organization over others
d. Show why certain people were selected as project manager and team members
over others
20. Measuring projects performance regularly is necessary to identify variances from the
project plan. A variance is considered to be significant if it a. Is considered a project risk
b. Becomes a lesson learned as a result of the corrective action selected
c. Jeopardizes project objectives
d. Requires corrective action
21. A project management process and a product-oriented management process a. Overlap and interact throughout the project
b. Are defined by the project life cycle
c. Are concerned with describing and organizing project work
d. Are similar for each application area.
22. Which of the Following is not an output of perform integrated Change control?
a. Approved Change requests
b. Change log
c. Work performance reports
d. Project Management plan updates
23. Which of the following is not part of Configuration Management?
a. Identification of Configurable Items
b. Change Control Process
c. Configuration status accounting
d. Configuration verification and audit
Answers
Project Integration Management
1.
a. Create a document to guide project execution and control
Developing the project plan entails taking the results of other planning processes and
incorporating them into consistent, coherent document to guide the project. [Planning]
2.
a. Influencing factors that cause change, determining that change has occurred, and
managing actual changes as they occur.
Overall change control consists of coordinating and managing changes across the
project. Activities that occur within the context of overall change control are scope
change control, schedule change control, cost change control, quality change control,
risk change control, and contract administration. [Controlling]
3.
d. Assumptions involve factors that are considered true, real or certain.
For example, during the preparation of the project plan, if the project team assumes a
start date based on the time a resource is expected to be available and, subsequently,
the resource is not available, there is risk that the project may not be completed on
schedule or within budget. [Planning]
4.
d. Project plan
The Project plan must be continually updated to reflect project modifications, and those
changes must be communicated to appropriate stakeholders on a timely basis.
[Controlling]
5.
b. Status meetings
Both formal and informal organizational policies can have an effect on the project.
Status meetings are a management tool, and not a policy of the performing
organization. [Planning]
6.
a. Deliverables and change requests
Deliverables are the outcome of the activities performed to accomplish the project, and
change requests are identified while the work of the project is being done. [Executing]
7.
a. Influencing factors that cause change, determining that change has occurred and
managing actual changes as they occur
Integrated change control consists of coordinating and managing changes across the
project. Activities that occur within the context of integrated change control are scope
change control, cost change control, quality control, risk monitoring and control, etc.
8.
d. Should be developed to the level at which control will be exercised
The WBS is a baseline scope document. As such, it should be included in the project
plan at the level at which control will be exercised.
9.
d. The tools and techniques used to gather, integrate, and disseminate the output of the
other project management processes
The project management information system supports the project from the initiating
through the closing phases, and generally consists of both automated and manual
systems. [Planning]
10. b. Used as required to approve or reject change requests
The change control boards powers and responsibilities should be well defined and
agreed upon by key stakeholders. On some projects, multiple change control boards
may exist with different areas of responsibility. [Controlling]
Q&A Project Integration Management
11. d. Those people defined in the communication management plan
The communication management plan defines who receives what kinds of information
and the level of detail to be provided to each person. For example, managers in the
performing organization may require only the more general information from the project
plan, whereas suppliers may need the more detailed portions of the plan that pertain to
their operations. [Planning]
12. a. Establishing direction, aligning people, and motivating and inspiring others
Leadership involves developing a vision of the future and strategies to achieve that
vision, positioning people to carry out the vision, and helping people energize
themselves to overcome any barriers to change. [Executing]
13. a. Procedures to define how documents may be changed
A change control system is a collection of formal, documented procedures that define
steps by which official project documents may be changed. It includes the paperwork,
tracking systems, and approval levels necessary to authorize changes. It also provides
guidance on when changes can be approved without formal review. [Controlling]
14. b. The result of an emergency
During emergencies, the project manager generally has the authority to decide whether
to accept a proposed change because time is not available to involve others in the
process. [Controlling]
15. b. Defining problems and making decisions
Problem solving is concerned with situations that have already occurred. It requires
distinguishing between causes and symptoms and identifying and choosing viable
solutions. [Executing]
16. d. Allowing automatic approval of changes
Allowing for automatic approval of defined changes is a function of the change control
system, not configuration management. Configuration management ensures that the
description of the project product is correct and complete. [Controlling]
17. c. A predefined budget
Constraints are factors that will limit the project management teams options. A
predefined budget will likely limit the teams options with regard to scope, staffing, and
schedule. [Planning]
18. d. Help assess whether variances from the plan require corrective action
Performance measurement techniques, such as earned value analysis, integrate scope,
cost, and schedule measures to help the project management team assess project
performance and determine whether corrective action is needed. [Controlling]
19. b. Show the causes of variances and the reasons certain corrective actions were selected
Lessons learned contain valuable documented information for use on current and future
projects so that steps can be taken to anticipate problems and avoid past mistakes.
[Controlling]
20. c. Jeopardizes project objectives
Significant variances require repetition of appropriate planning processes so that
adjustments can be made to the project plan. An example of a significant variance is a
missed activity finish date, which may require adjustments to the staffing plan, reliance
on overtime, or trade-offs between budget and schedule objectives. [Controlling]
21. a. Overlap and interact throughout the project
Q&A Project Integration Management
Project management processes are concerned with describing and organizing the work
of the project; product-oriented management processes are concerned with specifying
and creating the project product. These two goals are so closely related that the
processes used to achieve them must be integrated throughout the life of any successful
project. For example, understanding the scope of the project requires an understanding
of how the product will be created. [Executing]
22. C. Work performance reports is part of Monitoring and control project work.
23. C.
