19. You scheduled a kick-off meeting in order to announce the start of your project, present the plan, and develop consensus on it. Another topic will be the explanation of each team member’s role. In addition, you planned some time for discussions. You published the agenda of the kick-off meeting some weeks ago to all invited attendees. Now, short term before the event, you receive various cancellations by team members who say that they cannot join the meeting. But they will be with you when project work will start.
Question 19 options:
You should insist on the presence of the team members to the appointed date.
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It is probably a good idea to reschedule the meeting to a day when all team members can attend.
If you force team members’ presence, they would be distracted regardless, by their current problems.
The kick-off meeting is secondary, you are happy if the team members will do their jobs.
20. Your management announced that they want to put you on a stretch assignment.
In this situation, you should consider that:
Question 20 options:
stretch assignments bear an increased risk of failure, and this is rarely outweighed by the learning and development experience expected to come with the assignment.
you should avoid the increased hassle coming with the assignment. It will not be enough for you to simply satisfy requirements and achieve objectives. You will have to learn a lot.
key stakeholders must have timely and complete information regarding your qualifications to make decisions regarding your suitability for the assignment.
a stretch assignment is going beyond your qualifications right from the start. Whatever your education, knowledge, and skills are, you cannot fail personally. Congratulations.
21. During a meeting, a discussion came up: To which degree does your project have to be compliant to the processes enumerated in the PMBOK Guide? What should be the guiding principle to answer this question?
Question 21 options:
The project team must select appropriate processes required to meet the project requirements.
The processes are meant as rough guidelines to which a team should only adhere if there is enough consensus.
The more processes the project team follows, the better the project’s performance will be.
Without alterations, the project manager must follow all 42 processes for project management.
A customer is requiring a minor scope change and expects you to do this without delays and additional costs. You believe that you have adequate authorization to make the decision by yourself, but you are not quite sure. What should be your next steps?
Question 22 options:
Before making a decision, you should have a look at the customer’s parking lot.
If you find there to be many expensive, new automobiles, it is likely that you can use the requested change to increase the profit from the contract. Otherwise, you should reject the request.
Customer satisfaction is your top priority. The customer gives you an opportunity to increase their satisfaction, which you should use to the maximum benefit. Most project managers have contingencies to cover risks; these can be used to pay the additional costs.
Handle the request according to the integrated change control processes described in your management plans. Then make a decision together with the appropriate change control body, whether the increased customer satisfaction will be worth the extra costs, work, risks, etc.
A requested change is always an opportunity to get more money paid by the customer and to secretly solve schedule and quality problems. You should make some reasonable estimates on time, costs, risks, etc. and then add a nice margin on top of that to calculate the new price.
23. What is best used to calculate the profit from an internal project?
Question 23 options:
Discounted net revenues from the product over n years minus project costs for internal charges.
The economic value added (EVA) to the organization taking into account taxes and capital costs.
The reduction in total cost of ownership (TCO) of the current product compared with its predecessor product.
Discounted net savings from the product over n years minus project costs for internal charges.
24. During the execution of a project to build a complex defense system, your team has run into a deep crisis. The project’s goal and objectives have been challenging right from the start, but now you have discovered that your team members have become increasingly unaware of them. Being busy solving detail problems, they often fail to understand the overall requirements. Then they develop solutions that resolve issues in their area of limited responsibility while causing new problems at the interfaces with other system components. Meanwhile, the team members show signs of growing frustration, and time is running away.
How can you help your team in this situation?
Question 24 options:
If everybody simply does their jobs, then there should be no problem. Make sure that team members are fully aware of their accountability.
Accompany your team members along a sequence of maturity levels from dependence through independence to interdependence.
Problems of this dimension have their origin in fundamental personal incompatibilities between team members. You should replace them all.
Ignore the low-level issues and focus on achieving the overall requirements. Details can be sorted out during test and handover.
25. The __________ is a document that describes how the project management team
will implement the performing organization’s quality policy.
Question 25 options:
quality management plan