1. As a project manager, you’re using the SMART criteria to
craft goals for your team. During the process, you ask yourself if a goal is
aligned to the organization or the company’s goals. Which SMART criteria does
this question represent?
- Measurable
- Time-bound
- Specific
- Attainable
- Relevant
Explanation: The
feature of the SMART criterion known as "Relevance" is represented by
the question "Is the goal aligned to the organization or the company's
goals?" Specific, Measurable, Achievable, Relevant, and Time-bound are the
components that make up the SMART framework. The letter "R" stands
for "R." Ensuring that a goal is relevant to the larger strategic
direction and purpose of the firm may be accomplished by determining whether or
not it is in alignment with the general aims and objectives of the organization.
By doing so, it guarantees that the efforts of the team will contribute
significantly to the accomplishments of the business.
2. Which of the following demonstrates a project manager keeping
the project in scope? Select all that apply.
- The key stakeholder and the project
manager clearly define the project scope in the initial planning stage.
The project manager documents all the details to be referred to throughout
the project life cycle.
- The key
stakeholder clearly states the project needs to be completed in six months
and must stay within scope. The project manager has not been able to keep
the project on schedule and has yet to inform the key stakeholder of the
delay.
- The key stakeholder has had to meet with the
project manager several times to define the project scope. The project
manager is delaying meetings and is unclear about project tasks.
- The key stakeholder meets with the
project manager to set the scope and deliverable agreements in writing.
The project manager keeps the key stakeholder informed while communicating
with project team members.
3. Fill in the blank: The goal of a
project helps to determine the _____.
- stakeholders
- deliverables
- presentation
- culture
Explanation: One of the factors that helps
to decide the direction and priorities of a project is the aim of the project.
Throughout the whole of the project's lifespan, the project aim acts as a
guiding principle, affecting decision-making, resource allocation, and the
overall focus of the project team.
4. What is part of a project launch?
- Defining and managing the project scope.
- Presenting the final deliverable to the
client.
- Measuring the success of the project.
- Budgeting the deliverables for success.
5. Consider the following scenario: The
Director of Product requests a project cost reduction of 25%. However, they
also state that the product’s final result needs to look and function as
originally agreed with no additions to project workload.
Using the triple constraint model, what
trade-off could the project manager use to meet the Director of Product’s
request?
- Change the timeline
- Change the
project goal
- Change the team
- Change the project scope
Explanation: Time,
money, and scope are the three most important aspects that have to be
considered in the triple constraint model. In light of the fact that the
Director of Product is demanding a reduction in project costs of twenty-five
percent without affecting the final look or functioning of the product, the
project manager can take into consideration modifying the scope in order to
achieve the desired reduction in pricing.
The trade-off in this case entails lowering the price of the
project (the cost constraint) by maybe eliminating or modifying specific
features, functions, or deliverables that are included within the scope that
was initially agreed upon (the scope constraint). When the project manager
takes this course of action, they are able to fulfill the request for a
decrease in costs without sacrificing the overall look or functioning of the
finished product. Nevertheless, it is of the utmost importance to communicate
any modifications to the stakeholders and to make certain that the updated
scope continues to correspond with the overall aims and objectives of the
project being undertaken.
6. Define success criteria.
- The process to determine if tasks are in-scope or
out-of-scope.
- The standards by which the project will
be judged once it’s been delivered to customers.
- The availability of funds for the project.
- The use of the triple constraint to manage project
restrictions.
Explanation: When
referring to a project, activity, or effort, the term "success
criteria" refers to particular and quantifiable benchmarks or standards
that are used to assess the success or efficacy of the endeavor. A project's
goals and objectives are stated at the beginning of the project, and these
criteria serve as a reference for determining whether or not the project has
accomplished its goals and intentions.
7. Which of the following is an adoption metric?
- An increase in customer satisfaction score.
- A 20% increase in the amount of tasks completed.
- A 35% increase in first-time customers.
- Double the amount of time participating within an
app.
8. A project manager launches a project to
streamline a local city’s school bus route schedule to reduce the amount of
time students are on the bus by 30%. What scenario below demonstrates that the
project manager landed at the intended goal?
- The project manager hands over the project to the
client with all of the plans and documents and considers the project a
success.
- The project manager reviews the data in
3 months to determine if they reduced the amount of time students spend on
the bus by at least 30%.
- The project manager completes the research and
development required for the plan and adds another county to compare
success rates for the project.
- The project manager surveys the team members to ask
how they feel about the project success; their feedback is reviewed and
determines the next team.
Explanation: A
comprehensive study is carried out by the project manager after the
implementation of the simplified bus route schedule. The results of this
analysis reveal that the average amount of time that students spend riding the
bus has been decreased by thirty percent. Positive comments have been received
from both parents and school administration about the effectiveness of the new
timetable, and there has been a discernible improvement in the overall
transportation experience for children.
In this particular case, the aim of the project manager was to
cut the amount of time that children spend riding the bus by thirty percent,
and the result is consistent with this purpose. The favorable feedback received
from stakeholders is additional evidence that the project was successful in
accomplishing the purpose that it was designed to achieve.
9. Suppose as a project manager you’re
receiving requests from stakeholders to add new features to the product you’re
developing. How would you deal with this external scope creep?
- Agree on who can make formal requests
and how your team will evaluate and act on those requests.
- Ignore the requests because the project is already
underway.
- Take a team vote to decide if the team should add
the new feature to the product.
- Implement the initial stakeholders’ requests and
then ban all future requests.
10. Fill in the blank: Objectives and Key
Results (OKRs) combine both a goal and a _______ to determine a measurable
outcome.
- consensus
- vision
- metric
- budget
Explanation: When
determining a measurable outcome, objectives and key results (OKRs) combine a
goal with a set of measurable outcomes to establish the outcome that can be
measured. The Key Results, which are the measurable results, provide a
quantitative method for evaluating the progress that has been made and the
level of success that has been achieved in the pursuit of the overall aim or
objective.
11. Consider the following scenario:
The Janco Car Company is about to deliver
new cars to its affiliate dealerships. Right before shipping, several
dealerships say they cannot receive the cars because of showroom schedules.
Janco had not planned for the various dealerships’ showroom schedules. The
dealerships ask for Janco to reorganize the car shipping schedule, costing
Janco hundreds of thousands of dollars.
- Which of the following steps could Janco have taken
to help prevent scope creep?
- Send the shipping schedule to all of the
dealerships after it’s finalized.
- Use legal avenues to make the
dealerships alter showroom schedules.
- Include product delivery scheduling in the project
scope.
- Move the cars via airlines to keep the timelines in
place.
12. Fill in the blank: The difference
between a goal and a deliverable is that the goal is the desired outcome of the
project and the deliverable is a _____ of the project.
- SMART method
- success criteria
- tangible outcome
- progress
Explanation: It is
important to note that a goal is the intended objective of the project, but a
deliverable is a concrete result or output of the project. The distinction
between the two is that the goal is the desired outcome of the project.
Deliverables are the precise objects, goods, or results that the project
intends to generate in order to accomplish its general goals and objectives
within the scope of the project.
13. Which of the following scenarios best represents project
launch?
- The website development team researches a specific
audience through sales data analysis.
- The project manager works with stakeholders to
develop project goals and deliverables.
- The project team releases a new
product.
- The client agrees to the initial timeline and
budget.
Explanation: Following
many months of preparation, the project manager convenes the project team for a
meeting to officially begin the project. During the meeting, they will present
the general project plan, as well as the aims and objectives of the project, as
well as the members of the team. A presentation is made of the project charter,
which details the project's scope, timetable, and important milestones. There
are tasks and duties that have been allocated to the team, and the project
manager stresses the need of working together and communicating well. The
project plan has been formally put into action, which marks the beginning of
the period in which the project is meant to be executed.
14. Consider the following scenario: The Director of Product
requests the project manager to add a new product feature. However, they also
state that the team cannot push back the project delivery date.
Using the triple constraint model, what
trade-off could the project manager use to meet the Director of Product’s
request?
- Change the timeline
- Change the budget.
- Change the team
- Change the project goal
Explanation: Time,
money, and scope are the three most important aspects that have to be
considered in the triple constraint model. Due to the fact that the Director of
Product has requested the inclusion of a new product feature without extending
the delivery date of the project, the project manager may need to consider
altering the scope in order to accommodate this request.
Maintaining the original delivery timeframe for the project (a
time restriction) while adding the new product feature within the project scope
(a scope constraint) is the trade-off that is involved in this situation.
Nevertheless, it is of the utmost importance for the project manager to
evaluate the effect that this change will have on other areas of the project
and to convey to stakeholders any possible trade-offs that may arise. In order
to fulfill the Director of Product's request without extending the overall
timeframe of the project, it is possible to make adjustments to the scope of
the project while maintaining the same delivery date.
15. Which of the following indicate
whether a project manager accomplishes what they set out to do?
- Accuracy standard
- Success criteria
- Launch standard.
- Deviation criteria
16. Which of the following is an
engagement metric?
- Double the amount of initial orders.
- Number of new customer sign-ups for a
subscription.
- A 20% increase of participation time within an app.
- A 35% increase of first-time customers.
17. How will you quantify if you’re
landing a project at its intended goal?
- Check if the project meets the initial
success criteria.
- Send out feedback surveys to team members
- Solicit stakeholders for their opinions
- Ask the clients if they’re happy with the result
18. Suppose as a project manager you
receive a request from a team member to change a process they believe will make
their work more efficient. However, you know that the change may increase the
workload for other team members and extend the project’s completion date. How
do you best address this potential internal scope creep?
- Remind the team that any process
changes will change project scope and may create unknown risks for the
project.
- Request from stakeholders an additional team member
to take on the additional work.
- Try it out as a test because the team member making
the request has seniority.
- Ask the team member who requested the change to
take on the additional work from affected team members.
19. Consider the following scenario: A new
company project isn’t going well. The company hires outside evaluators to
review the project. The evaluators tell the company that its plan has too many
delays and that the company won’t be able to complete the project on time. They
also identify one issue causing a delay is the company and the investors
(stakeholders) have different expectations of what the completed project should
be.
- What step could the company have taken to avoid
scope creep?
- Have stakeholder involvement before the
project begins.
- Make the investors adopt the company’s project
expectations.
- Hire a different organization to review the
project.
- Require more detailed bids from the evaluators in
writing.
20. As project manager, you approve a team
member’s request to change the order of their tasks because they think it will
be more efficient. However, this change disrupts another team member’s work
process: they need to do two additional tasks not related to the project’s
goal. What is happening on this project?
- The project is becoming more efficient.
- The project is iterating.
- The project is staying in-scope.
- The project is going out-of-scope.
21. Once a team launches a project,
there’s still work to be done. Which of the following scenarios would occur in
the landing phase? Select all that apply.
- Work with stakeholders on the prioritization and
documentation before building a new product.
- Check that forms and processes are
collecting the necessary data to evaluate project success.
- Gather the project team to discuss what
they learned during the project and how to improve the process.
- Decide how to deliver an organization-wide
announcement and campaign for the project.
Explanation: In the
context of a project, the phrase "landing phase" is not commonly
recognized, and its meaning might vary depending on the language used by a
person or an organization. On the other hand, if we take into account the time
period after the start of the project during which the team is actively working
towards the project objectives.
22. What’s a main difference between the
adoption and engagement metrics?
- Adoption replaces a business metric. Engagement
compliments other business metrics.
- Adoption requires more expensive tools. Engagement
requires less expensive tools.
- Adoption is generally a one-time
occurrence. Engagement is ongoing.
- Adoption is an external metric. Engagement is an
internal metric.
23. Which scenario demonstrates project
landing?
- The car company Janco launches a new car series
called the Cruiser ST. The launch is successful and all the dealerships
request more models.
- The project manager considers positive feedback
from the project sponsor as enough evidence to assume success and reports
the project complete.
- The project manager checks back on the
project in five years to see if the training program produces a 20%
increase in the county’s recycling rate.
- The Director of Product requests to reduce the
budget by 25% but the final outcome still needs to look and function as
originally agreed.
Explanation: "The
project team has now arrived at the last phase of the project, which has been
the result of months of preparation and execution. Every single one of the
project's goals and objectives has been accomplished, and all of the
deliverables have been finished. A comprehensive evaluation is carried out by
the team in order to guarantee that all of the criteria have been completed and
that the stakeholders are pleased with the outcomes. The final paperwork is
being developed, which includes a detailed review of the project, conclusions
drawn from the lessons learned, and suggestions for future initiatives. A
closing meeting is led by the project manager, who expresses gratitude to the
team for their tireless efforts and unwavering commitment. The stakeholders are
provided with a formal project closing report, which serves as an official
declaration that the project has been successfully completed.
24. Which of the following is true about Objectives and Key
Results (OKRs)?
- There are typically 2–3 objectives for every key
result.
- OKRs are rarely used to determine a project’s
success criteria.
- OKRs are mainly for team-based metrics and not for
individuals.
- Adoption and engagement are often used
as metrics to measure results.
25. Which of the following scenarios best
represents a project that is going out-of-scope?
- The deliverable to present your project’s
pre-launch event at a three-day, in-person conference is now an online
conference. The switch reduces the costs associated with event space,
travel, and people resource time.
- During the project weekly meeting, the
project sponsor adds a new deliverable requirement that costs $10,000 USD.
This addition surpasses the budget by $5,000 USD.
- The manufacturer of one of the project deliverables
just lost power after a large storm. They don’t expect to be in production
for one week, delaying the project timeline.
- During the project weekly meeting, the project
manager learns the main vendor will increase the cost of raw materials by
20% due to an international shortage.
Explanation: As the
project moves along, the stakeholders make repeated requests for new features
and functions that were not initially included into the project plan. The team
working on the project starts incorporating these modifications without first
going through the appropriate review and approval procedures, which ultimately
results in an increase of the project's scope. As a result of the ongoing
inclusion of new needs, the project manager has seen that the timetable is in
danger of being prolonged, and the budget is under pressure as a result of the
situation. Since the team is having trouble keeping up with the ever-expanding
scope of the project, there is a possibility that the project could lose its
focus on its initial aims.
26. Consider this Office Green scenario: A member of the
marketing team suggests allowing customers to choose from an additional three
plant colors.
- What can help prevent project scope creep in this
scenario? Select all that apply.
- Get clarity on project requirements.
- Go along with the member’s suggestion.
- Create a plan for dealing with out-of-scope
requests.
- Make project plans visible.
27. Fill in the blank: Deliverables help
project managers, team members, and stakeholders _____ and realize the impact
of the project.
- Quantify
- compare
- rank
- adjust
Explanation: Project
managers, members of the team, and stakeholders are able to better visualize
progress and understand the effect of the project with the assistance of
deliverables.
28. Consider the following scenario: The Director of Product
requests that the project manager do what they can to finish the project early.
However, the Director also states that they cannot spend any additional funds.
Using the triple constraint model, what
trade-off could the project manager use to meet the Director of Product’s
request?
- Change the team
- Change the budget
- Change the project scope
- Change the project goal
Explanation: Time,
money, and scope are the three most important aspects that have to be
considered in the triple constraint model. Taking into consideration the
situation in which the Director of Product wants that the project be completed
early without incurring any extra costs, the project manager can take into
consideration modifying the scope of the project as a compromise in order to
fulfill this request.
By possibly narrowing the scope of the project, the trade-off
entails preserving the initial project timetable (which is a time limitation)
and budget (which is a cost constraint). Specifically, this refers to the
delivery of a fraction of the features or functions that were initially
envisaged within the limits of the time and money that are now in place.
By making changes to the project's scope, the project manager
has the ability to work toward finishing the project sooner without incurring
any further extra expenditures. Nevertheless, it is of the utmost importance to
explain any modifications to the stakeholders, to carefully manage their
expectations, and to make certain that the decreased scope is still in
accordance with the main aims and objectives of the project.
29. Which two of the following are
examples of success criteria?
- Meet company-wide objective of $50M in
revenues.
- Deliver training to all appropriate
teams to ensure at least 98% of the teams are using the new tool.
- Create a new product feature that will satisfy
customers.
- Implement a training service to meet company
objectives.
30. What is the project management term
for delivering the final result of your project to the client or user?
- Kickoff
- Launch
- Landing
Explanation: The
phrase "project delivery" or "project implementation" will
be used in the field of project management to refer to the process of providing
the final result of your project to the customer or user. The actual handover
of the finished project deliverables to the customer or end-users is the
activity that takes place during this phase, which marks the climax of the
project's execution. Activities like as turning over paperwork, providing
training sessions, and ensuring that the client or users can properly utilize
and manage the project's outputs are often included in this process.
31. What is the project management term for meeting the success
criteria you establish at the beginning of the project?
- Kickoff
- Landing
- Feedback
Explanation:
"Project success" is the phrase used in project
management to describe the accomplishment of attaining the success criteria
that were specified at the beginning of the project. When a project is
successful, it is regarded to have accomplished the particular goals,
objectives, and success criteria that were established at the beginning of the
project. The success criteria are the quantitative benchmarks that show whether
the project has accomplished its intended objective. The achievement of these
success criteria indicates that the project has been successful in its whole.
32. Which of the following terms tells you whether or not the
project is successful?
- Success standards
- Success criteria
- Deviation criteria
Explanation: You
can determine whether or not the project was successful by referring to the
phrase "Success Criteria." The success criteria of a project are
precise benchmarks or circumstances that can be measured and that show whether
or not the project's goals and objectives have been met. A determination of
whether or not the project has achieved its intended objective and may be
regarded as successful can be made by the stakeholders of the project via the
evaluation of the success criteria. These criteria provide a transparent
benchmark against which the results of the project are evaluated.
33. Which two terms are customer-related metrics to consider for
success criteria?
- Product defects and delays
- Adoption and engagement
- Production and output
34. Who will ultimately judge if the project meets its goals,
deliverables, requirements, and other success criteria?
- Stakeholders and customers
- Production team
- Project sponsor
Explanation: The
stakeholders of the project are often the ones who make the final decision
about whether or not the project satisfies its objectives, deliverables,
requirements, and other success criteria. The persons or organizations that
have an interest in the project and have the ability to affect or be impacted
by its results are referred to as project stakeholders. These individuals may
include consumers, clients, end-users, sponsors of the project, members of the
team, and any other parties that are pertinent.
The expectations of the stakeholders and the degree to which
they are satisfied are important variables in determining the overall success
of the project. Stakeholders have a significant role in the process of setting
success criteria. Throughout the whole of the project lifecycle, project
managers maintain tight relationships with stakeholders in order to get an
understanding of their requirements, collect feedback, and guarantee that the
project is in accordance with the expectations of the stakeholders.
At the end of the day, the determination of whether or not a
project was successful is a collaborative decision that takes into account the
input and evaluation of a wide range of stakeholders. The primary concern is
whether or not the project was successful in accomplishing its goals and
providing value to those who were engaged.
35. Which of the following define success criteria? Select all
that apply.
- Outlines specific details of project
goals, deliverables, requirements, and expectations
- Indicates whether or not the project is
successful
- Specifies the scope, time, and cost restriction of
a project
- Sets the standards by which
stakeholders and customers can judge the project once it’s delivered
36. What’s a main difference between the
adoption and engagement metrics?
- Adoption requires more expensive tools. Engagement
requires less expensive tools
- Adoption is an external metric. Engagement is an
internal metric
- Adoption is generally a one-time
occurrence. Engagement is ongoing
- Adoption replaces a business metric. Engagement
compliments other business metrics.
37. Consider the following scenario:
The Janco car company is about to deliver
new cars to its affiliate dealerships. right before shipping, several
dealerships say they cannot receive the cars because of showroom schedules.
Janco had not planned for the various dealerships’ showroom schedules. the
dealerships ask for Janco to reorganize the car shipping schedule, costing
Janco hundreds of thousands of dollars. which of the following steps could
Janco have taken to help prevent scope creep?
- Include product delivery scheduling in the project
scope.
- Move the cars via airlines to keep the timeline in
place.
- Use legal avenues to make the
dealerships alter showroom schedules
- Send the shipping schedule to all of the
dealerships after it’s finalized.
