Project Management: The Basics for Success - Coursera All Quiz Answer

Foundational Project Management Elements 1. All projects: 2. When working with the four project targets of scope, quality, cost, and time: 3. Project Management includes: Have budgets controlled exclusively by the Project Manager. Are one-time temporary undertakings. Are designed to be profitable. Have delivery dates established by the Project Manager alone. All of the above. Of the four project targets, a Project Manager should only be concerned with cost. The Project Manager needs to understand which of the four constraints is most important to the customer. Of the four project targets, a Project Manager should only be concerned with time. The Project Manager should always set all four targets. All of the above. Planning Coordinating Communicating Scheduling All of the above. 4. Which of the following is NOT a Process Group? 5. Success in a project can best be defined by: 6. Which of these is NOT a Knowledge Area, as defined by PMI? 7. A project is a ______________ endeavor undertaken to create a unique product, service, or result. Monitor and Control Initiate Execute Project Cost Management Close Meeting only the project’s S,Q,C,T targets. Satisfying all of the customer’s expectations no matter what that does to the S,Q,C,T targets. Only handling the political challenges and situations that arise during the project. Meeting the S,Q,C,T targets while successfully managing the challenges that arise during the project. Project Cost Management Project Customer Management Project Human Resource Management scheduled temporary unique managed 1/2 The WBS TOTAL POINTS 6 1. The two elements typically used to analyze risk are 2. A risk: 3. Triggers in risk analysis are: 4. A WBS: Impact and Probability Cost and Time Initiating and Executing Cost and Schedule Is something that will happen during the project. May or may not happen during the project. Is something beyond our ability to analyze and control. Is the same thing as a constraint. Always quantitative. Generally inaccurate. Events that indicate when a risk is about to affect a project or is already affecting it. Contingent on the project scope. Displays the total scope of the project. Shows various levels of detail of the project. 2/2 5. Deliverables: 6. Detailed tasks: Is a good communication tool. Can be shown in outline or chart formats. All of the above. Display detailed project tasks. Are typically included in the WBS. Should be listed in the risk plan. All of the above. Are displayed as deliverables. Should take no more than ten hours to complete. Are typically included in the WBS. Become key components of the Project Schedule. 1/2 Planning and Scheduling 1. The Critical Path in a project is: 2. A Gantt Chart is a: 3. Float time is: 4. A Network Diagram: The extra time available in a project. The time unaccounted for in a project. The longest path of sequential tasks through a project. A list of the most important milestones in a project. Diagram of a schedule WITHOUT an associated timeline. Bar chart across an associated timeline that displays a project schedule. The total time it takes to do a project. The fastest time a project can be completed. The total amount of time a schedule activity may be delayed. Always determined by the team. Shows the relationships and dependencies of tasks. Is a tool to show project priorities. Is used only on technology projects. 2/2 5. A WBS: 6. A milestone: 7. Both the Network Diagram and the Gantt Chart: Shows the sequence of tasks. Determines the project timeline. Contains only deliverables. Shows deliverables and work at various levels of detail. Is an extensive time-consuming task. Is the total time required to complete a project. Designates significant events in the project. Display task relationships and dependencies. Show the starts and finishes of tasks. Define the total time it will take to do a tasks. Show amount and location of float time. All of the above. Module 4 TOTAL POINTS 22 1. Duration: 2. Elapsed time: 3. When assigning people to project tasks: 4. When the project manager (PM) is delegating tasks to team members: Refers to the total number of work periods required to complete a schedule activity. The amount of work involved in and the cost of a task. Is always the same as duration. Shows the cost of the project. Is the standard calendar and clock time. Over scheduling a team member is recommended. It is easy to find over schedule problems. Over scheduling issues need to be identified and then resolved. Team members just need to work more efficiently. The PM should ignore other demands on the team members’ time. Team members should decide what tasks they want to do. Team members should be able to do the tasks and be willing to do them. The PM should first try to do the tasks to see how long they will take. 5. Maslow’s Hierarchy: 6. Tracking a project: 7. The Project Communication Plan: 8. When intervening to manage team dysfunctional behavior, the highest level of action a team leader can take is: Is a way to determine team project costs. Is a tool to show project priorities. Determines salary levels. Displays the factors that motivate and drive team members. Is easy to do with the correct software. Is usually unnecessary with a proper change control system in place. Examines the project’s progress and spending. Is done at the end of a project. Is used only by the Project Manager. Provides information only to top executives. Is only needed on lengthy projects. Outlines methods for communicating information to those involved with the project. High level disruption and low level confrontation Low level disruption and high level confrontation 9. The Seven-Step Feedback Model is designed to be used mainly when: Low level disruption and low level confrontation Meeting with a group of stakeholders Highlevel disruptionandhighlevel confrontation Talkingone-to-onewithanotherindividual 10. In the Seven-Step Feedback Model, which is the fifth step and the one that describes the desired change? 11. A Stakeholder Analysis can help the Team Leader: 12. Referring to the WBS can help the team leader manage difficult situations with stakeholders by: 13. A team leader can use a Gantt chart to: (select all that apply) Presenting information in a status update "When you..." "Because..." "What I would like is..." "Why..." Determine project budgets Identify stakeholders who should not be part of the project Identify effective methods for working with stakeholders to prevent or manage challenges Emphasizing budgetary concerns Assigning the correct roles and responsibilities Focusing on the scope of the project Show stakeholders how the change control process works Indicate major milestones of the project Show the high-level project risk Pointoutwhatactivities areonthecritical path Demonstratetheinterrelatedness ofproject tasks 14. What is the main reason a team leader might use persuasion and influence with stakeholders? 15. What are the three key elements outlined by Zachary Wong in “Human Factors in Project Management”? 16. According to the Project Overview video, what are the two categories of issues the Project Manager will deal with? To prevent or manage the inevitable problems of a project To demonstrate his leadership abilities To manipulate stakeholders into doing what the team leader wants Content, Process, Behaviors Communication, Identity, Skills Experience, Tools, Knowledge Management issues and public relations issues 17. A team leader who is rated as 9-9 on Blake and Mouton’s grid is said to lead with this style: 18. The two general categories of verbal communication are: 19. The four steps of one-way communication are: Task/ technical issues and human dynamics issues Community issues and legal issues Country Club Management: High attention to the need for satisfying relationships Authority-Obedience: Arranging work so human elements interfere minimally Team Management: Interdependence through common goals – leading to results, trust, and respect Interesting and boring Fun and serious Extroverted and introverted Pertinent and irrelevant One way and two way Listen, acknowledge, respond, feedback Encode, transmit, decode, feedback Encode, transmit, receive, decode 20. The four stages of team development are: 21. In the Forming stage the team needs the project manager to: 22. In the Performing stage the team needs the project manager to: Enthusiasm, Dissolution, Blaming, Failure Forming, Storming, Norming, Performing Excitement, Fun, Boredom, Withdrawal Motivate the team to work hard Bypass any questions and get right to project activities Provide a great deal of information Step back and let the team figure things out on their own Guide and support them Carefully inspect their work Adjust the processes the team uses to work together Give detailed feedback on their deliverables