Knowledge Area Wise Quizzes

7/23/2019 Knowledge Area Wise Quizzes

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Quiz Project Management

Framework


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The transition from one phase to another within a project's life cycle(e.g. design to manufacturing) is typically marked by:A. Kill point. !onte "arlo". "onstraint

#. #ecision tree

A $ The transition from one phase to another within a project'slifecycle generally in%ol%es& and is usually defined by& some form of

technical transfer or handoff. These are also called as kill points.!K *th edition& age +,- roject ramework-


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/uccessful conflict management results in:A. #ecreased producti%ity but positi%e working relationships.. 0reater producti%ity and positi%e working relationships.". 0reater producti%ity but negati%e working relationships.#. #ecreased producti%ity and negati%e working relationships.

$ /uccessful conflict management results in greater producti%ity andpositi%e working relationships.!K *th edition& age 123- roject 4uman 5esource !anagement-


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6hich of the following is not a project competing constraint7A. udget. rocurement". 5isk

#. 5esource

$ /i8 competing project constraints are scope& 9uality& schedule&budget& resources and risk. rocurement is not a project competing

constraint.!K *th edition& age - roject ramework-


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6hich of the following is an enterprise en%ironmental factor7A. "onfiguration management knowledge base. "hange control procedures". 4istorical information#. "ommercial databases

# $ The commercial databases are considered enterpriseen%ironmental factors.

5est of the choices are organi;ational process assets.!K *th edition& 1


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#efining a new project or a new phase of an e8isting project relates to:A. >nitiating process. lanning process". /cope management process

#. "ontrol process

A $ The >nitiating process group consists of the processes performedto define a new project or a new phase of an e8isting project by

obtaining authori;ation to start the project of phase.!K *th edition& age *+- roject ramework-


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Quiz Project Integration

Management


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The project manager of a project calls you in as a consultant to pro%ideinputs on de%eloping the roject "harter. According to the !K& yourcontribution to the project could be best termed as:A. rofessional "onsultant. ?8pert @udgment". "harter "onsultant

#. ?8pert "onsultancy

$ ?8pert judgment is the judgment pro%ided& based upon thee8pertise in an application area& knowledge area& discipline& industry

etc. This is a%ailable from many sources including consultants.!K *th edition& age ,- roject >ntegration !anagement-


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6hich process is concerned with pro%iding forecasts to update currentcost information7A. !onitor and "ontrol roject 6ork. roject !anagement >nformation /ystem". "lose roject or hase

#. #irect and !anage roject 6ork

A $ The !onitor and "ontrol roject 6ork process is responsible forkeeping track of the project's measures& including cost.!K *th edition& age 2- roject >ntegration !anagement-


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6hich of the following would not be considered as an ?nterprise?n%ironmental actor during the #e%elop roject "harter process7A. /cope /tatement. rgani;ational infrastructure". 0o%ernmental standards

#. !arketplace conditions

A $ The /cope statement is clearly not an enterprise en%ironmentalfactor whereas the other three choices $ 0o%ernmental standards&rgani;ational infrastructure& and !arketplace conditions areenterprise en%ironmental factors.!K *th edition& age 1ntegration !anagement-


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The "lose roject or hase process is not applicable for7A. rojects being cancelled. rojects being closed". roject phase being closed

#. rojects being reacti%ated

# $ The "lose roject or hase process allows the project manager toclose or finish a specific phase of the project.!K age ,BB- roject >ntegration !anagement-


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6hich of these tools and techni9ues are common to all si8 roject>ntegration !anagement processes7A. roject management >nformation /ystem. Analytical techni9ues". acilitation techni9ues

#. ?8pert @udgment

# $ All si8 processes of roject. >ntegration !anagement use ?8pertjudgment as a tool and techni9ue.!K *th edition& age *- roject >ntegration !anagement-


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Cou are beginning a new project. 6hen should you use the erform>ntegrated "hange "ontrol process7A. Throughout the entire project. nly when closing out the project". nly after the project is completely funded

#. nly after the project scope is clearly defined

A $ "hanges can occur in the project at any time& therefore the erform>ntegrated "hange "ontrol process is %aluable for managing and

tracking those changes.!K *th edition& age ntegration !anagement-


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6hich of following is not an output of the #irect and !anage roject6ork process7A. #eli%erables. 6ork performance data". roject management plan

#. "hange re9uests

" $ The #irect and !anage roject 6ork has se%eral outputs& includingdeli%erables& work performance data& change re9uests& projectmanagement plan updates& and project document updates. The projectmanagement plan is an input to the process.!K *th edition& age ntegration !anagement-


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Quiz Project Scope

Management


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6hich of the following is not a 0roup "reati%ity Techni9ue used in the"ollect 5e9uirements process7A. Dominal group techni9ue. areto chart". !ind mapping

#. Affinity diagram

$ The areto chart is not a 0roup "reati%ity Techni9ue. The othersare %alid techni9ues. Additional techni9ues are rainstorming and the

#elphi Techni9ue.!K *th edition& age ,,*- roject /cope !anagement-


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The 6/ is finali;ed by establishing control accounts for the work

packages and a uni9ue identifier from a code of accounts. This pro%idesastructure for hierarchical summation of:A. /chedule and re9uirements information. "ost and re9uirements information". "ost and resource information

#. "ost& schedule and resource information

# $ The 6/ is finali;ed by establishing control accounts for the workpackages and a uni9ue identifier from a code of accounts. Thispro%ides a structure for hierarchical summation of costs& schedule andresource information.!K *th edition& age ,31- roject /cope !anagement-


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Fncontrolled project scope changes are often referred to as ======== .A. /cope creep. /cope %erification". Galue Added /cope

#. /cope control

A $ /cope creep is often %iewed negati%ely& but can be managed usinga change control process.!K *th edition& age ,3- roject /cope !anagement-


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Quiz Project Time

Management


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As a project manager& you are in the process of preparing the project schedule for theproject. 6hich of the following accurately depicts the se9uence of your acti%ities beforeyou begin preparing the project schedule7

A. /e9uence Acti%ities& ?stimate Acti%ity 5esources& ?stimate Acti%ity #urations. /e9uence Acti%ities& ?stimate Acti%ity #urations& ?stimate Acti%ity 5esources

". ?stimate Acti%ity #urations& /e9uence Acti%ities& ?stimate Acti%ity 5esources#. ?stimate Acti%ity 5esources& ?stimate Acti%ity #urations& /e9uence Acti%ities

A $ The correct se9uence of processes in the Time !anagement KnowledgeArea is: lan /chedule !anagement& #efine Acti%ities& /e9uence Acti%ities&

?stimate Acti%ity 5esources& ?stimate Acti%ity #urations& #e%elop /cheduleand "ontrol /chedule.!K *th edition& age ,+,- roject Time !anagement-


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After one year of construction& an office building is scheduled to becompleted on 3Bth @anuary. The landscaping work needs to start ,* days

prior to completion of the building. 6hich of the following relationshipsmost likely represents the relationship of the start of landscaping work tothe completion of the office building7A. inish$to$start with a ,* day lead. /tart$to$finish with a ,* day lead". inish$to$start with a ,* day lag

#. /tart$to$finish with a ,* day lag

A $ The landscaping work needs to start on completion of the office building& soit is a finish$to$start relationship. /ince it needs to start ,* days before

completion of the building& it re9uires a lead of ,* days. 4ence the answer isfinish$to$start with a ,* day lead.!K *th edition& age ,*- roject Time !anagement-


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Cou are the project manager of a project. As part of the planning process&you utili;e a planning techni9ue to subdi%ide the project scope anddeli%erables into smaller& more manageable components. 6hat is thistechni9ue called7A. Fnit task analysis. #ecomposition

". 5olling wa%e planning#. Arrow #iagramming !ethod

$ #ecomposition is the correct response.!K *th edition& age ,*,- roject Time !anagement-


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Cou ha%e decided to apply 5esource He%elling to a project due to a criticalre9uired resource being a%ailable only at certain times. 6hich of the following willlikely be true7A. 5esource He%elling can often cause the original critical path to change.. 5esource He%elling will o%er allocate resources to schedule the project beforethe deadline.

". 5esource He%elling will re9uire additional resources to complete the project.#. 5esource He%elling will ne%er alter the original critical path

A $ 5esource He%elling can often cause the original critical path to

change.!K *th edition& age ,


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The critical path method ("!) calculates the theoretical early start andfinish datesI and late start and finish dates. The difference between thelate and early start of a task is called:A. ree float. eeding buffer

". #anger ;one#. Total float

# $ The difference between the early and late finish of a task is calledthe total float for that task. Total float is the amount of time that a

schedule acti%ity can be delayed from its early start date withoutdelaying the project finish date.!K *th edition& age ,- roject Time !anagement-


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Cou are managing a project that in%ol%es work on a film shoot. The editingacti%ity can happen only after the film has been shot. The logicalrelationship between the editing and shooting of the film can best bedescribed as:A. inish$to$inish (). /tart$to$/tart (//)

". /tart$to$inish (/)#. inish$to$/tart (/)

# $ This is a situation where the ?diting acti%ity can happen DHC afterthe film shooting has been completed. 4ence the logical relationshipbetween the two tasks is inish to /tart (/).!K *th edition& age ,*- roject Time !anagement-


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Quiz Project Cost

Management


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"ontingency 5eser%es are estimated costs to be used at the discretion ofthe project manager to deal with:A. /cope creep. Anticipated but not certain e%ents.

". Fnanticipated e%ents#. Anticipated and certain e%ents

$ "ontingency 5eser%es are estimated costs to be used at the discretion of theproject manager to deal with anticipated& but not certain e%ents. These are also

called as Known unknowns.

!K *th edition& age 1B- roject "ost !anagement-


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Hucy is currently preparing a high$le%el cost estimate for her project in theinitiation phase. 0i%en the limited detail a%ailable to her& what would youe8pect the range of her estimate to be and what would you call such anestimate7A. $1* to P1* M& 5ough rder of !agnitude. $* to P,B M& Darrow

". $, to P, M& #efiniti%e#. $1* to P* M& 5ough rder of !agnitude

# $ #uring the initial stages of the project& the le%el of informationa%ailable will be limited. 4ence the 5ough rder of !agnitude (5!)

estimate is usually prepared and has an accuracy range of $1*M toP*M.!K *th edition& age 1B,- roject "ost !anagement-


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A %ariance threshold for costs or other indicators to indicate the agreedamount of %ariation allowed is called:A. Fpper specification limit. "ontrol thresholds

". Fpper control limits#. "ost o%errun

$ "ontrol thresholds are %ariance thresholds for costs or otherindicators such as person days and indicate the agreed amount of

%ariation allowed.!K *th edition& age ,+2- roject Time !anagement-


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6hich of these are not inputs to the #etermine udget process7A. "ost baseline& re9uirements traceability matri8. roject schedule& agreements

". asis of estimates& acti%ity cost estimates#. roject schedule& resource calendars

A $ The cost baseline and the re9uirements traceability matri8 are not

inputs to the #etermine udget process. The rest are %alid inputs.!K *th edition& age 1B2- roject "ost !anagement-


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Quiz Project Quality

Management


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0ordon has recently taken o%er a project as the project manager. Theproject is already halfway through the e8ecution. 5e%iewing the projectmanagement plan& 0ordon found outs that the project's 6/ is not

aligned with the project management plan and the ,BBM rule was ignored.6hat does this mean7A. The 6/ doesn't contain all of the project and product workmentioned in the project management plan.. The project is not halfway through the e8ecution.". The project management plan can ne%er be ,BBM complete.

#. The project cannot be completed on time.

A $ The 6/ must contain all of the project and product workincluding the project management work. This is also called as ,BBM

rule.!K *th edition& age ,3,- roject /cope !anagement-


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6hat is the process of random selection and inspection of a workproduct7A. "ontrol "harting. low "harting

". /tatistical /ampling#. enchmarking

" $ /tatistical sampling is the process of random selecting and

inspection of a work product.!K *th edition& age 1+B- roject Euality !anagement-


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Ken is managing a project where the morale of the team is %ery low. The

team members ha%e been on the project for more than a year and thoughthe project is due to end in a few weeks' time& they do not know what is instore for them. 6hat should Ken ha%e planned better to a%oid such asituation7A. 0round rules. 3B$degree feedback

". @ob rotation within the project.#. /taff release plan

# $ The correct response is the staff release plan. 6hile job rotation is a goodway of ensuring high morale within the team& it is more of an ongoing effort and

within the project team. The project manager needs to determine the methodand timing of releasing team members (release criteria). /mooth transitions toupcoming projects helps impro%e the morale.!K *th edition& age 1- roject 4uman 5esource !anagement-


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6hich of these is not an ?nterprise en%ironmental factor that can influencethe lan 4uman 5esource !anagement process7A. rgani;ational culture. Hessons learned on organi;ational structures

". !arketplace conditions#. ersonnel administration policies

$ Hessons learned on organi;ational structures are used as inputs tothe lan 4uman 5esource !anagement process. 4owe%er& these are

organi;ational process assets and not enterprise en%ironmental factors.!K *th edition& age 1B- roject 4uman 5esource !anagement-


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Cou are managing a project. An audit team wants to know where they canfind information on training plans for the project team members andcertification re9uirements. This would be found in the:A. 5esource reakdown /tructure. /taff 5elease lan

". /taffing !anagement lan#. "ommunications !anagement lan

" $ The correct response is the /taffing !anagement lan. This lists the timeperiods that team members are e8pected to work on the project along withinformation such as training plans& certification re9uirements and compliance issues.!K *th edition& age 1*& 1- roject 4uman 5esource !anagement-


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6hich of the following is not among the processes of roject"ommunications !anagement7A. "ontrol "ommunications. >dentify /takeholders

". lan "ommunications !anagement#. !anage "ommunications

$ The >dentify /takeholders is a process from the roject /takeholder!anagement knowledge area.

!K *th edition& age 12& 3


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0round rules are established to set clear e8pectations regardingacceptable beha%ior by the project team members. 6hose responsibility isit to enforce ground rules7A. The project manager. All project team members share the responsibility for enforcing therules once they are established

". The 45 team#. The project manager and senior team members

$ All project team members share responsibility for enforcing the

rules once they are established.!K *th edition& age 1- roject 4uman 5esource !anagement-


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Cou are working on a project with a fi8ed fee contract& thereforecommunications should tend toward7A. ormal Gerbal "ommunication. >nformal 6ritten "ommunication

". ormal 6ritten "ommunication#. >nformal Gerbal "ommunication

" $ Anytime contracts are in%ol%ed in a project& the projectmanagerOteam should use formal written communication

methods.!K *th edition& age 12- roject "ommunications !anagement-


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Cour project calls for communication with a %ery large audience. 6hatcommunication method would be appropriate under such circumstances7A. ull communication. >nteracti%e communication

". Two$way communication#. ush communication

A $ The situation in the project would call for pull communication. Thisis suited for %ery large audiences and would allow them to access

information content at their own discretion.!K *th edition& age 1


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/uccessful project managers generally spend an inordinate of time& doingwhat7A. Fpdating the roject !anagement lan. "ommunicating

". 6orking /cheduled Acti%ities#. !anaging 5isks

$ !ost projects fail because of poor communication. /uccessfulproject managers spend a great deal of time communicating.

!K *th edition& age 12- roject "ommunications !anagement-


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Quiz Project Risk

Management


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6hich of these is accurate regarding risk management7A. rgani;ations are not likely to percei%e risk as a threat to project success. >t has its origins in the uncertainty present in all projects". The attitudes of indi%iduals and organi;ations must not be a factor

affecting risk management#. >t is a passi%e acti%ity in project management

$ 5isk management does indeed ha%e its origins in the uncertaintypresent in all projects.

!K *th edition& age 3,B- roject 5isk !anagement-


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6hich of the following is true about risks7A. The risk register documents all the identified risks in detail. 5isk impact should be considered& but probability of occurrence is notimportant

". 5isks always ha%e negati%e impact and not positi%e#. 5isk 5esponse lan is another name for 5isk !anagement lan.

A $ The risk register contains details of the identified risks.

!K *th edition& age 31- roject 5isk !anagement-


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#uring which stage of risk planning are risks prioriti;ed based on theirrelati%e probability and impact7A. erform Eualitati%e risk analysis. >dentify 5isks

". erform Euantitati%e risk analysis#. lan 5isk 5esponses

A $ erform Eualitati%e 5isk Analysis assesses the impact and likelihood ofidentified risks. #uring this process the risks are prioriti;ed based on theirrelati%e probability and impact.

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>f a project has a BM chance of a F./. L,BB&BBB profit and a +BM chanceof a F./. L,BB&BBB loss& the e8pected monetary %alue of the project is7A. L1B&BBB profit. L+B&BBB loss

". L,BB&BBB profit#. LB&BBB loss

A $ ?!GNrobability R >mpactN B. R L,BB&BBB P B.+ R (L,BB&BBB)NL1B&BBB profit.

!K *th edition& age 33


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6hich of these statements about 5isk in a project is correct7A. 5isks are always negati%e in nature and are threats that need to bemanaged well. A risk is always induced e8ternal to the project.". 5isk responses reflect an organi;ation's percei%ed balance between

risk taking and risk a%oidance#. 5isks need not be planned for in all projects

" $ 5isk responses reflect an organi;ation's percei%ed balance between risk takingand risk a%oidance. The other choices are incorrect. 5isks need not be inducedonly e8ternal to the project. or e8ample& adopting a fast track schedule may be a

conscious choice and result in some risks. This may howe%er be in balance withthe reward gained by taking the risk. 5isks need not always be negati%e in nature.They may be positi%e as well. All projects need to plan for 5isks.!K *th edition& age 3,B& 3,,- roject 5isk !anagement-


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6hich of the following is not a tool or techni9ue of the "ontrolrocurements process7A. ayment system. "onfiguration management system

". "ontract change control system#. 5ecords management system

$ The configuration management system is not a tool and techni9ueof the "ontrol rocurements process. The rest of the choices are %alid

tools and techni9ues of this process.!K *th edition& age 3


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Cour company re9uires that before you purchase any routers or switchesfor the data centre you are building& you need to solicit 9uotes from threeseparate suppliers prior to submitting the purchase re9uest to the financedepartment. This policy belongs to7A. rgani;ational rocess Assets. ?nterprise ?n%ironmental actors". rocurement !anagement Knowledge Area#. !ake$or$uy #ecision

A $ Any type of corporate policy or formal procurement procedure is anorgani;ational process asset.!K *th edition& age 1- roject rocurement !anagement-


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6hich process in%ol%es %erification and acceptance of all projectdeli%erables& and hence supports the "lose roject or hase process7A. erform >ntegrated "hange "ontrol. Galidate /cope". ?stimate Acti%ity #urations#. "ontrol "osts

$ The Galidate /cope process formali;es the acceptance of thecompleted project deli%erables and hence supports the "lose rojector hase process.

!K *th edition& age ,33- roject /cope !anagement-


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6hat is the purpose of a bidder conference7A. Awarding a contract to the most suitable %endor. re$9ualifying the potential sellers". ?nsuring all %endors ha%e a clear understanding of the procurement#. #e%eloping a comprehensi%e sellers list

" $ idder conferences are also called contractor conferences or %endorconferences.Their purpose is pro%ide all %endors with an understanding of the projectre9uirements and gi%e all %endors e9ual time to get their 9uestions answered.!K *th edition& age 3*- roject rocurement !anagement-


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Cou are building a mansion that will ha%e copper roofs. The duration of theproject will be appro8imately three years& so you ha%e built into thecontract that as the price of copper increases the contract allows forprice increases as a percentage of the cost copper. 4owe%er& all othercosts are fi8ed. This is an e8ample of what type of contract7A. i8ed rice with ?conomic rice Adjustment. i8ed rice >ncenti%e ee". Fnit rice#. Time and !aterials

A $ /ince the price increases are tied only to the rising costs of the copper& thisis a i8ed rice with ?conomic rice Adjustment ($?A) contract. This iscommon with multiple year contracts.

!K *th edition& age 33- roject rocurement !anagement-


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Anthony is currently managing a bridge construction project. The projectis in the e8ecution phase #uring the planning phase of the project


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is in the e8ecution phase. #uring the planning phase of the project&Anthony de%eloped a comprehensi%e stakeholder management plan for theproject. 4owe%er& the fre9uency of the plan re%iew has not been defined.4ow often should the stakeholder management plan be re%iewed by

Anthony7A. n a monthly basis.. The stakeholder management plan cannot be re%iewed during thee8ecution of the project.". n a weekly basis.#. n a regular basisI fre9uency needs to be decided by Anthony.

# $ As projects progress& project stakeholders& their interests& needs&e8pectations and engagement le%els may change. The stakeholder managementplan should be regularly re%iewed by the project manager. The fre9uency of the

re%iew should be decided by the project manager if that has not been imposedby the top management.!K *th edition& age +BB- roject /takeholder !anagement-


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@im is managing a road network design project for a go%ernment agency.

4e is currently carrying out the lan /takeholder !anagement process forthe project. 6hich of the following documents will pro%ide the list ofproject stakeholders to @im for this process7A. rgani;ational process assets. ?nterprise en%ironmental factors". /takeholder register#. roject management plan

" $ The stakeholder register& an output of the >dentify /takeholders process&documents all of the identified project stakeholders and related information. Thestakeholder register (an input to the lan /takeholder !anagement process) will

pro%ide the necessary information to @im.!K *th edition& age +BB- roject /takeholder !anagement-


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#aniel is the project manager for a factory construction project. #aniel has


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#aniel is the project manager for a factory construction project. #aniel hasrecently joined this organi;ation and is not fully aware of theorgani;ation's culture and structure. >n order to manage his projectstakeholders& #aniel has to understand his project stakeholders better.

6hich of the following can pro%ide #aniel some historical informationregarding stakeholder management on pre%ious projects7A. roject management plan. ?nterprise en%ironmental factors". rgani;ational process assets#. roject charter

" $ The project charter and the project management plan do notdocument lessons learned from pre%ious similar projects. Hessons

learned are stored in the organi;ation's process assets library.!K *th edition& age +B,- roject /takeholder !anagement-


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The roject /takeholder !anagement knowledge area is focused onengaging project stakeholders with the project. 6hat is the objecti%e of

effecti%ely keeping the project stakeholders engaged with the project7A. To manage their e8pectations so that the project objecti%es areachie%ed.. Fsing consistent project management methodology acrossorgani;ational projects.". To moti%ate the project team members.#. To demoti%ate the negati%e stakeholders.

A $ The core objecti%e for stakeholder engagement management is to ensurethat the project stakeholders are kept satisfied and their e8pectations are beingmet throughout the course of the project. Keeping the project team members

moti%ated and using a consistent project management methodology are genericobjecti%es of project management.!K *th edition& age +BB- roject /takeholder !anagement-


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@ennifer has recently been asked to manage an office refurbishmentproject. /he finds out that the chief financial officer of the company is

resisting the project. The chief financial officer is a key project stakeholder.6hat must @ennifer do first7A. /eek e8pert judgment from the project initiator.. /eek support from the project sponsor to force project decisions.". "onduct a team meeting to discuss this issue.#. Analyse options that might change or influence the chief financialofficer's perception.

# $ >n this scenario& the chief financial officer is a resistant key stakeholder. Thechief financial officer must be turned into a project supporter in order to ensuresuccess. Any of the gi%en choices can be the solution to this problem. 4owe%er&

@ennifer should first identify all the a%ailable options and analyse them beforeselecting the best option.!K *th edition& age +B1- roject /takeholder !anagement-


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Quiz Pro!essionalan Social

Responsi"ility


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Cou ha%e recently started working as a project manager for a public schoolconstruction project. Cour analysis shows that the cost estimate for theproject seems to be unreasonable and it could take at least 1*M more to

complete the project. 6hat should you do if your sponsor wants to carryoutthe project with another project manager in case you refuse to accept it7A. "onduct a customer focus meeting to e8plain the facts. 5esign from the project and let the sponsor assign new projectmanager". /ubmit detailed facts to the super%isor supporting your argument#. "ontinue with the project and document the limited budget as aconstraint

" $ roject managers ha%e responsibility to present truthful and accurate informationregarding costs& schedules& and resources. /o& you must submit the facts thatsubstantiate your argument. >f your argument is correct& then the sponsor might agree

with you. Talking to customers is not appropriate. "ontinuing the project will make theproject fail. >t is inappropriate to resign from the project without presenting the facts.!> code of ?thics and rofessional responsibility& age 3- rof. 5esponsibility-

Cou ha%e recently started working as a project manager for a healthinsurance portal de%elopment project. The project sponsor tells you that


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insurance portal de%elopment project. The project sponsor tells you thatdue to the critical nature of the project the work must start immediately andcomplete in two weeks. ased on the instructions& you ha%e starteddocumenting major constraints and assumptions to perform the project

feasibility study. 6hat should you do if you are able to prepare only thehigh$le%el feasibility study in the gi%en time frame7A. "onduct the stakeholder meeting to e%aluate other options. ?scalate this issue to the sponsor and e8plain the need for moredetailed study". /ubmit the high le%el study and start making plans to prepare the charter#. /ubmit the high le%el study and schedule a detailed study in theplanning phase

$ #e%eloping a detailed feasibility study is essential to initiate a project. >f efforts are not made initially tojustify whether or not the project is worth the re9uired in%estment& it could result in project failure. >t isalso the responsibility of the project manager to pro%ide accurate and complete information in regard to

the feasibility of any project. Thus& you must escalate the issue to the sponsor and e8plain the need formore detailed study. /ince the project initiation depends on the feasibility of the project& the report cannotbe prepared in the project planning phase. "onducting stakeholder meeting is an in%alid choice becausethe stakeholders are not selected yet to conduct a meeting.

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#anny has been working as a project manager for a company whichpro%ides outsourcing ser%ices to banks. 5ecently& he has sent a proposalto a local bank in response to a bid for a data warehouse project in which

his company lacks e8pertise. Although his company lacks e8pertise& it has goodworking relationship with the bank in all other projects. 6hich of the followingstatements is correct considering the proposal that #anny submitted7A. #anny has not %iolated the !> code of ethics and professionalconduct. #anny has %iolated the company policy but not the !> code". #anny has %iolated the procurement code but not the !> code#. #anny has %iolated the !> code of ethics and professional conduct

# $ ne of the mandatory standards for a project manager is to maintain responsibilityand bid only such projects where hisOher company has e8pertise and skills. /ince #annybid for a project in which his company lacks e8perience& he %iolated the !> code of

ethics and professional conduct. There is no procurement code in project management.

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#ue to shortage of resources& a project manager has made a decision in a3$year construction project to de%elop a partial work break down structure(6/) in the beginning of the planning phase. The 6/ will be e8pandedas more information is known in the near term. 6hat should the projectmanager do if a key resource critici;es her decision to de%elop the partial6/7A. >gnore the resource's comments. 5emo%e the resource from the project

". 5e$de%elop the complete work breakdown structure for all 3 years#. ?8plain to the resource about the 5olling wa%e planning

# $ ne of the mandatory standards for a project manager is to maintain respect by showing high regardto others. A project manager must respect other's %iewpoint. A project manager need not de%elop acomplete 6/ during the initial stages of planning. >n long projects& 6/ can be de%eloped partially and

can be e8tended as more details are known later& which is also known as the rolling wa%e planning. Thus&the project manager must e8plain to the resource about the rolling wa%e planning. >gnoring the commentsor remo%ing the resource is not appropriate responses from the project manager.

5eference $ !K *th ?dition& page ,3, !> code of ?thics and rofessional responsibility& age 3-

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