Twelve Confusing Questions

Discussion in 'PMP' started by Sameer Nayak, Jan 16, 2018.

  1. Sameer Nayak

    Sameer Nayak Active Member

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    I have 12 confusing questions for whom I would appreciate some answers. Thanks in advance.

    Q1. As a project manager in a matrix project environment, you have limited control over team member selection. Which tools and techniques would NOT be helpful for the selection?
    SELECT THE CORRECT ANSWER
    1. Pre-assignment
    2. Acquisition
    3. Virtual Teams
    4. Interpersonal skills

    Q2. During project execution, the customer interprets a clause in the contract differently and demands an elaborate design document as part of the next deliverable. This was included on the deliverable list. What is the best you can do to resolve the situation?
    1. Change the contract and continue with your project work
    2. Accept the customer's demand as he is the one responsible for the project's success
    3. Raise a complain to the project sponsor along with the implications of accepting such a request on the schedule and cost of the project
    4. Document the dispute and refer to the claims administration

    Q3. A project manager wants to award a contract to the same supplier from his previous project without going through the entire procurement process. Which of the following would NOT be a valid justification?

    1. A preferred supplier from a previous project is less risky
    2. The project has severe constraints in terms of timeline
    3. The supplier holds patent for the technology used in the project
    4. The supplier's internal vendor rating is very high


    Q4. You are managing a software project which is due for a design document release next week. You are reviewing the document, when an influential stakeholder asks you to add a feature to the existing design. Earlier, this stakeholder tried to bother you with unreasonable demands during the last days of the release. What is the best you can do in this situation?
    1. Report his behavior to the senior manager, suggesting why he should no longer be associated to your project as a stakeholder
    2. As this person is influential, you have no option but to listen to him and add the functionality
    3. Determine the impact of this change on your schedule and the constraints before taking a decision
    4. Ask him to raise a written change request form and then follow integrated change control

    Q6. You are working at a customer location in a foreign country where it is customary to exchange gifts during their New Year celebrations. Your company forbids you from accepting any form of gifts from your customer, but you have a strong feeling that if you refuse to accept and reciprocate the gesture, it can severely affect your relationship with the customer. In this case, it is BEST to:
    1. Politely refuse to accept any gifts explaining your company policy
    2. Discuss this situation with your project sponsor or legal department
    3. Accept the gift and keep it confidential so that there is no loss of face for your organization
    4. Take a break from the project work to go on a small vacation during local New Year time

    Q7. A project manager is facing many serious issues on his project to create an application for a hospital management system. The project's final deliverable is scheduled two weeks from now. It needs to be compliant with mandatory government health standards. Additionally, there are some changes that are required to improve performance. Also, a senior test engineer asks the project manager for a long leave. Which is the most critical issue the project manager needs to address FIRST?
    1. Ensuring the product is compliant with government health standards
    2. Finding a replacement for the senior tester and ensuring he completes knowledge transfer before leaving
    3. Completing change control process to incorporate changes to enhance performance
    4. Notifying the customer about probable delay in the final deliverable to avoid surprise

    Q8. A customer approaches the project manager to slightly modify the project scope to include an additional feature required by him. The project is already in the execution stage. What should be the response of the project manager?
    1. It is difficult to incorporate this feature as the project is already moved out of planning stage
    2. Analyze the impact of the request on the other factors of triple constraints namely cost and schedule
    3. Bring the change request to Change Control Board to decide on its fate
    4. Document the change request as per the project change management plan

    Q9. Your firm awarded a cost reimbursable contract to a pharmaceutical company for some research-related activity. Over time, many changes have taken place in the project, and it is difficult to keep track of the status of the change requests. What is the BEST alternative for the project manager in this case?
    1. Terminate the existing contract and negotiate a new one with the seller
    2. Capture all the change requests, along with their current status and follow the contract change control system
    3. Terminate the existing contract and sign a similar one based on the same terms and conditions as the earlier one
    4. Seek advice from the senior management of your organization

    Q10. A project's deliverables were accepted by the customer and the contract was closed with all payments successfully completed. The team was released in a hurry as they were to be reassigned to another high-priority project before they could discuss and document the lessons learned. What action should the project manager perform now?
    1. Mark the project as closed-as all sign-offs received
    2. Document as many lessons learned as the PM can remember, and close the project
    3. Request for a 1-hour closure meeting to create the lessons learned document
    4. Escalate the matter to the PMO and request for directions

    Q11. Your project has faced some unforeseen issues that have caused a delay in your project . However, the project is very critical for the company, and it has to meet the scheduled deadline. To meet the deadline, your team would have to work over the weekends for next two weeks. You know that many of the team members will have some personal commitments and it will be very difficult for them to work for seven consecutive days. What is the BEST option for you?
    1. Hire additional resources and brief them about the project
    2. Inform the customer that this deadline can't be met
    3. Discuss the situation with the team and give them the choice to willingly work overtime
    4. Send an official mail making it compulsory for the team to come and work over the weekends

    Q12. You have taken over as a project manager of a complex and technically challenging project. Your team is from diverse cultures and lacks bonding. You want the team to participate and take ownership of the project activities from day one, as well as understand the big picture of the project. Which of the following activities would be most helpful?
    1. Use colocation to help the team bond better, which in turn would maximize productivity
    2. Create Work Breakdown Structure (WBS)
    3. Develop responsibility assignment matrix to describe roles and responsibilities of every team member
    4. Conduct knowledge sessions where each member appraise the team about his culture
     
    #1
    Last edited: Jan 17, 2018
  2. AbuSiddik

    AbuSiddik Active Member

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    Till now answer expected for abov
    e question?
     
    #2
  3. tim jerome

    tim jerome Well-Known Member
    Trainer

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    All these questions are tricky - I may or may not have gotten them right. When faced with such challenges, there are some steps you can perform to attempt to make it easier -

    * Understand the specific component that differentiates the question.
    * Understand the differentiators in the answers.
    * Prioritize, if you have more than one answer - more than one correct, more than one incorrect.

    I noticed there is no number 5; please submit if you need clarification.

    ==================

    Q1.
    ------------------------------------------------------------------------------------------
    A * Preassignment - This isn't indicative of authority - may not be helpful.
    B - Acquisition - this is the acquiring, is helpful
    C - Virtual Teams - helpful
    D - helpful

    With little authority, pre-assignment may not help you.
    ------------------------------------------------------------------------------------------

    Q2.
    ------------------------------------------------------------------------------------------
    A - This is feasible, if the change is necessary
    B - This is not preferred - no analysis
    C - Saying 'no' is not beneficial
    D * This hands over to claims, may be required and beneficial

    You don't want to immediately accept the demand; you need to understand the best action.
    because you are working under contract, you need claims administration. This is not bad;
    it's merely proper.
    ------------------------------------------------------------------------------------------


    Q3.
    ------------------------------------------------------------------------------------------
    A - perhaps.
    B * not a justification.
    C - yes.
    D - yes.

    The other three are supplier differentiators; time constraint is not.
    ------------------------------------------------------------------------------------------


    Q4.
    ------------------------------------------------------------------------------------------
    A - Does not improve the project.
    B - Does not improve - mere addition (change) without analysis is fraught with risk.
    C * Analysis is good.
    D - With a smile and a wave, this is better than A,B, but C is best.
    ------------------------------------------------------------------------------------------


    Q6.
    ------------------------------------------------------------------------------------------
    A - Incorrect.
    B * Correct - analyze. When in doubt, go to your experts.
    C - Incorrect.
    D - Incorrect.

    You usually don't go to the sponsor, except to escalate in case the project is at risk of
    failure. In this situation, legal would be appropriate expert.
    ------------------------------------------------------------------------------------------


    Q7.
    ------------------------------------------------------------------------------------------
    A * This is critical for project success. This is pass/fail.
    B - This is important for project success. This is sooner rather than later.
    C - This is important for project success.
    D - This is important for project success.

    One option has the greatest probability of impacting the project - for better
    or worse.
    ------------------------------------------------------------------------------------------

    Q8.
    ------------------------------------------------------------------------------------------
    A - Don't select an option that says no to anyone or anything.
    B * This has analysis and triple constraints.
    C - You want to demonstrate you know what change is, not that you know a CCB is a component of change.
    D - Documentation is always good, but analysis helps make the better decision.

    This is tricky, because you don't merely confirm against cost, schedule and scope. However, it
    is the best for these.
    ------------------------------------------------------------------------------------------

    Q9.
    ------------------------------------------------------------------------------------------
    A - Change costs are owned by the buyer with this contract type, you are the seller. This is not needed.
    B * Analyze first - this probably is best practice for projects in general.
    C - This may or may not be required.
    D - Senior Management Generally is looking for your guidance.

    You'll need to understand Cost Contracts for this problem, and the impact of certain changes.
    Another issue is understanding contract change control is not bad; it's part of a healthy process.
    ------------------------------------------------------------------------------------------

    Q10.
    ------------------------------------------------------------------------------------------
    A * This is proper. What is best practice? This project must be closed out.
    B - You document lessons learned throughout the project.
    C - This is something one would like to do.
    D - This is not preferred.

    I think this selection is the correct one, and invite questions.
    ------------------------------------------------------------------------------------------

    Q11.
    ------------------------------------------------------------------------------------------
    A * This may be an option; there is no evidence of a cost constraint.
    B - Never say no.
    C - Engagement of the team may work.
    D - This will not work. You'll get people working, but with a critical project, you need more.

    Entirely pragmatically, A may be the right answer. C is not bad, but does not bring 100% probability.
    ------------------------------------------------------------------------------------------

    Q12.
    ------------------------------------------------------------------------------------------
    A * This is prefered for team building.
    B - THis may or may not work - it's a technical activity, not a leadership activity.
    C - This doesn't necessarliy promote engagement and motivation.
    D - This doesn't necessarily motivate - it merely helps understand needs.

    This is a great example of looking for the real problem to be solved. We're discussing team-building,
    and incorrect answers don't directly address that.
     
    #3
  4. Sameer Nayak

    Sameer Nayak Active Member

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    Thanks Tim
     
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  5. Laurentiu Nicusor Mirica

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    For Q4 the right answer is D not C as TIM mentioned because it is important that a project manager consider written and well-documented change requests for the project.
     
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  6. Laurentiu Nicusor Mirica

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    For Q10 the correct answer is C (Request for a 1-hour closure meeting to create the lessons learned document) not A as Tim has mentioned.
     
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  7. tim jerome

    tim jerome Well-Known Member
    Trainer

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    Thank you for this ongoing discussion. I appreciate comments and challenges; no trainer has perfect information, and we all learn from the debate. Please continue the discussion; there are many such cloudy issues in these questions above.
     
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  8. Sreidhar D(1820)

    Sreidhar D(1820) Well-Known Member
    Alumni

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    I agree with Mirica that for Q10, OPTION "C" seems a more appropriate one.
     
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  9. Moghul.

    Moghul. Well-Known Member
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    Thank you sir.
     
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