SCOPE MANAGEMENT
1. Decomposing the major deliverables into smaller, more manageable
components to provide better control is called:
a. Scope planning.
b. Scope definition.
c. Scope base lining.
d. Scope verification.
2. Any numbering system that is used to monitor project costs by category
such as labor, supplies, or materials, for example, is called:
a. Chart of accounts.
b. Work breakdown structure.
c. Universal accounting standard.
d. Standard accounting practices.
3. A person who is involved in or may be affected by the activities or
anyone who has something to gain or lose by the activity of the project
is called a:
a. Team member.
b. Customer.
c. Stakeholder.
d. Supporter.
The following should be used for questions 4 through 6.
A project manager is assigned to a project early in the project life cycle. One
of the things that must be done is to do a justification for the project. Since
very little information is known about the project, the estimates are consid-
ered to be rough estimates. The following table is the project manager’s
estimate of the cash flows that will take place over the next five years.
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236 Preparing for the ProjectManagement Professional Certification Exam
End of Year Cash Flow In Cash Flow Out
1 0 500,000
2 300,000 90,000
3 400,000 100,000
4 100,000 175,000
5 50,000 35,000
4. What is the payback period for this project?
a. One year
b. Two years
c. Three years
d. Four years
5. What is the net cash flow at the end of five years?
a. 50,000
b. מ50,000
c. 850,000
d. 100,000
6. If the net present value for each of the cash flows were calculated at a
10% interest rate, the net present value cash flow at the end of five years
would be:
a. Greater than the total cash flow without the net present value ap-
plied.
b. Less than the total cash flow without the net present value applied.
c. The same as the total cash flow without the net present value ap-
plied.
d. Cannot be calculated with the information supplied.
7. A group of related projects that are managed in a coordinated way that
usually include an element of ongoing activity is called a:
a. Major project.
b. Project office.
c. Program.
d. Group of projects.
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237Scope Management
8. During the full life cycle of the project, a plot of the project’s expected
expenditures will usually follow a characteristic ‘‘S’’ shape. This indi-
cates that:
a. There is a cyclic nature to all projects.
b. Problems will always occur in the execution phase.
c. There are high expenditures during closeout.
d. The bulk of the project budget will be spent in the execution phase.
9. A temporary endeavor undertaken to create a new product or service is
called a:
a. New product development.
b. Project.
c. Program.
d. Enterprise.
10. A project manager makes a narrative description of the work that must
be done for her project. This is called a:
a. Project plan.
b. Control chart.
c. Statement of work.
d. Project objective.
11. An example of scope verification is:
a. Reviewing the performance of an installed software module.
b. Managing changes to the project schedule.
c. Decomposing the WBS to a work package level.
d. Performing a benefit-cost analysis to determine if we should pro-
ceed.
12. The process of establishing clear and achievable objectives, measuring
their achievement, and adjusting performance in accordance with the
results of the measurement is called:
a. Strategic planning.
b. Contingency planning.
c. Detailed planning.
d. Management by objectives.
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13. Configuration management is:
a. Used to ensure that the description of the project product is correct
and complete.
b. The creation of the work breakdown structure.
c. The set of procedures developed to ensure that project design criteria
are met.
d. A mechanism to track budget and schedule variances.
14. A project manager is employed by a construction company and is re-
sponsible for the furnishing of the completed building. One of the first
things that the project manager for this project should do is to write a:
a. Work breakdown structure.
b. Budget baseline.
c. Project charter.
d. Project plan.
15. A project manager is creating a work breakdown structure for her proj-
ect. In the breakdown structure the lowest level of the breakdown for
the project manager is called the:
a. Activity.
b. Task.
c. Work package.
d. Cost account.
16. A project manager is reviewing the scope of the project and the scope
baseline of the project. This includes which of the following?
a. The original project schedule, budget, and scope
b. The original project description and the project charter
c. The original scope of the project plus or minus any scope changes
d. The current budget of the project
17. A project manager has just become the manager of a project. The docu-
ment that recognizes the existence of the project is called:
a. The statement of work.
b. The project assignment.
c. The project charter.
d. The product description.
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239Scope Management
18. A project manager is reviewing the work breakdown structure for her
project. The WBS for the project represents:
a. All the tangible items that must be delivered to the client.
b. All the work that must be completed for the project.
c. The work that must be performed by the project team.
d. All the activities of the project.
19. A manager that manages a group of related projects is called a:
a. Project manager.
b. Project expediter.
c. Program coordinator.
d. Program manager.
20. A new project has begun. The project charter has been written and the
project manager has been assigned. The project manager is preparing
the work breakdown structure for the project. The WBS is typically
used for:
a. Explaining the scope of the project relevant to the client.
b. The basis for organizing and defining the total scope of the project.
c. Showing the resource conflicts that exist in the project.
d. The logical relationship between tasks in the project.
21. During the life of a project, the project will go through several phases—
initiating, planning, execution, and closeout. Which phase of the proj-
ect is likely to have the greatest amount of its funding spent?
a. Initiating
b. Executing
c. Planning
d. Closeout
22. During the course of the project it is important that the stakeholders be
informed of the progress of the project. One of the reports that is fre-
quently used is a progress report. Which of the following is true about
progress reports?
a. They allow stakeholders to judge the performance of the project
according to its plan.
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240 Preparing for the ProjectManagement Professional Certification Exam
b. They are generally considered to be overkill on very small projects.
c. They require the use of earned value reports.
d. They must be produced by the project manager.
23. The coordinated undertaking of interrelated activities directed toward a
specific goal that has a finite period of performance is a:
a. Project charter.
b. Project.
c. Set of project objectives.
d. Program.
24. The document that is proof of upper management’s commitment to
the project and gives the authority to manage the project to the project
manager is called:
a. The project plan.
b. The project goals and objectives.
c. The project charter.
d. The project definition.
25. A project manager works in a company favoring the weakest authority
for the project manager. The type of organization that holds the project
manager to be the weakest is:
a. Projectized organization.
b. Strong matrix organization.
c. Weak matrix organization.
d. Balanced matrix.
26. A project manager has been asked by the client to meet the promise
date of the project. The project manager analyzes the schedule before
promising a date to the customer. The project manager uses the pro-
gram evaluation and review technique to evaluate the project schedule.
She decides that based on the results of the PERT calculations she can
promise a delivery date of June 30. The expected value of the project
completion date is May 30. If the project manager is willing to accept a
5% probability that the project will be delivered later than June 30,
what is the standard deviation of the durations of the activities on the
critical path? Assume a five day work week.
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241Scope Management
a. Ten days
b. Fifteen days
c. One-half month
d. One month
27. A project is proposed to a customer. Price and schedule for delivery are
agreed upon. The work breakdown structure is agreed to as well. The
customer requests that one of the milestones of the project be completed
by a certain date. The project schedule is reviewed, and it is found that
the expected completion date for this milestone is considerably earlier
than the date requested by the customer. The date for this milestone is
which of the following?
a. Consideration
b. Summary activity
c. Constraint
d. Suggestion
28. A project manager is managing a project. The original scope baseline of
the project was budgeted at $100,000. Since work on the project started
there have been seventeen authorized and approved changes to the proj-
ect. The changes have a value of $17,000 and the cost of investigating
them prior to their approval was $2,500. What is the current budget
for the project?
a. $100,000
b. $114,500
c. $117,000
d. $119,500
29. In a very large project having a budget of $5 million and a project team
of over one hundred persons, the project manager constructs a work
breakdown structure. The project manager will do the WBS to the
detail level of which of the following?
a. Task
b. Activity
c. WBS element
d. Work package
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30. A project manager is managing a project that has reached the end of the
planning phase. The work scope has been agreed to and definitive cost
estimates have been completed for the project. The total estimated cost
of the project is $100,000. It is reasonable to expect that the project
will not cost over which of the following values?
a. $100,000
b. $110,000
c. $125,000
d. $175,000
31. The change management plan should be included in which of the fol-
lowing?
a. Scope management plan
b. Communications management plan
c. Configuration management plan
d. Quality management plan
32. A project team has made up the work breakdown structure for a project.
Senior management for the company and all of the stakeholders includ-
ing the client have approved the WBS. The client later requests that a
change be made in the project, which will cost a considerable amount
of money. The client says that the company’s salesman promised this
feature prior to sign off on the WBS. Who should pay for the change?
a. The client should pay.
b. The company managing the project should pay.
c. Both the company and the client should pay part of the cost.
d. The change should not be implemented.
33. A project manager is managing a software development project for a
hospital. There is a new computer available that will speed up the devel-
opment process considerably. The new computer costs $50,000 includ-
ing shipping, installation, and startup. The computer will cause a gross
savings of $100,000. What is the net present value of the savings if they
occur one year after the expenditure for the computer? Assume a 10%
interest rate.
a. $90,000
b. $40,909
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TEAMFLY
Team-Fly
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243Scope Management
c. $45,555
d. $91,110
34. A project manager is managing a project during the planning phase.
She chooses to use a precedence network diagram as a graphic planning
tool to assist in making the project schedule. The most important reason
for using the network diagram as a graphic planning tool is that it makes
it easier to see which aspect of the project plan better than the other
tools available?
a. The probability that the tasks will be completed on time
b. The logical relationships between activities in the schedule
c. The start and finish dates of the activities
d. The float between activities
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. manage the project to the project
manager is called:
a. The project plan.
b. The project goals and objectives.
c. The project charter.
d. The project definition.
25 a:
a. Project charter.
b. Project.
c. Set of project objectives.
d. Program.
24. The document that is proof of upper management s commitment to
the project