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Administración de Proyectos de Informática - SI00-875 3er. quiz de clase (100 puntos)
Nombres: ________________________________________________________________________
no. de estudiantes: _________________________________________________________________
Este es un ejercicio individual, toda evidencia de plagio se penalizará con 0 de calificación. El ejercicio tiene un valor 100 puntos. Es
un ejercicio a libro cerrado, es decir, NO es válido recurrir a notas o textos propios. En cada hoja anotar su número de estudiante. Si
se tiene alguna duda de "redacción", puede consultar con el profesor, no se atenderán otro tipo de preguntas. En caso de duda, anotar
claramente sus suposiciones. Al entregar su ejercicio, ordenar sus respuestas, colocar esta hoja al frente y doblar por la mitad. Este
ejercicio es parte de la guía para la certificación PMP, por ello se dejan las preguntas en su idioma original .
Ejercicio correspondiente a los capítulos 9, 10, 11 y 12
True/False
Indicate whether the sentence or statement is true or false.
____
1. In the 1990s, there was a growing surplus of personnel in information technology.
____
2. More and more, organizations are changing their benefits policies to meet worker needs.
____
3. Schedules tend to focus primarily on time rather than on both time and resources.
____
4. According to Maslow, once a need is satisfied, it no longer serves as a motivator.
____
5. Leveled resources require more management.
____
6. Many studies have shown that information technology professionals need soft skills such as speaking, writing,
and listening just as much or even more than technical skills.
____
7. Formal acceptance should only be provided on internal projects.
____
8. Individual employees are less likely to voluntarily enroll in classes on the latest technology than in classes
that develop their soft skills.
____
9. Usually, meetings are most effective with the minimum number of participants possible, especially if
decisions must be made.
____ 10. Creating handouts and visual aids does not usually help a meeting run more effectively because it slows the
process down.
____ 11. Many organizations use make-or-buy analysis to decide between purchasing or leasing items for a particular
project.
____ 12. A SOW should become part of the official contract.
Modified True/False
Indicate whether the sentence or statement is true or false. If false, change the identified word or phrase to make the
sentence or statement true.
____ 13. The highest level of Maslow’s hierarchy is considered a(n) growth need, or a self-actualization need.
_________________________
____ 14. Formal closure is documentation that the project’s sponsor or customer signs to show they have accepted the
products of the project. _________________________
____ 15. The forcing mode can be viewed as the win-lose approach to conflict resolution.
_________________________
____ 16. Core competencies for developing collaboration skills include conflict resolution, negotiation, and mediation.
_________________________
____ 17. Communication tools include e-mail, project management software, groupware, fax machines, telephones,
teleconferencing systems, document management systems, and word processing software.
_________________________
____ 18. Communication strategies include reporting guidelines and templates, meeting ground rules and procedures,
decision-making processes, problem-solving approaches, conflict resolution and negotiation.
_________________________
____ 19. Risk identification involves determining which risks are likely to affect a project and documenting the
characteristics of each. _________________________
____ 20. Risk reaction planning involves taking steps to enhance opportunities and reduce threats to meeting project
objectives. _________________________
____ 21. Contingency plans are developed for risks that have a high impact on meeting project objectives, and are put
into effect if attempts to reduce the risk are not effective. _________________________
____ 22. Lack of post-project review is a risk condition associated with the scope knowledge area.
_________________________
____ 23. Procurement planning involves documenting product requirements and identifying potential sources.
_________________________
____ 24. Stakeholders in the procurement process should be involved in choosing the supplier for the project.
_________________________
____ 25. Change control is an important part of the contract administration process. _________________________
Multiple Choice
Identify the letter of the choice that best completes the statement or answers the question.
____ 26. Theory Z is based on the ____ approach to motivating workers.
a. Scandinavian
c. American
b. Chinese
d. Japanese
____ 27. An important part of staffing plans is maintaining a thorough and accurate inventory of employees’ ____.
a. hardware
c. software
b. skills
d. education
____ 28. A voice mail is a(n) ____ way to build consensus.
a. excellent
c. inappropriate
b. adequate
d. reasonable
____ 29. ____ address where the project stands in terms of meeting scope, time, and cost goals.
a. Progress reports
c. Change requests
b. Forecasts
d. Status reports
____ 30. ____ predict future project status and progress based on past information and trends.
a. Progress reports
c. Change requests
____ 31.
____ 32.
____ 33.
____ 34.
____ 35.
____ 36.
____ 37.
b. Forecasts
d. Status reports
A project description should include the project objective, scope, assumptions, cost information, and ____
information.
a. schedule
c. management
b. funding
d. staffing
Administrative ____ consist(s) of verifying and documenting project results and ensuring that records reflect
final specifications.
a. acceptance
c. contacts
b. closure
d. directives
Risk utility rises at a decreasing rate for a risk-____ person.
a. averse
c. neutral
b. seeking
d. tolerant
____ involves managing the relationship with the supplier.
a. Source selection
c. Contract administration
b. Solicitation
d. Contract close-out
____ involves obtaining quotations, bids, offers, or proposals as needed.
a. Source selection
c. Contract administration
b. Solicitation
d. Contract close-out
____ do most of the work in the solicitation process.
a. Governments
c. Buyers
b. IT managers
d. Suppliers
Contract files and formal acceptance are outputs from ____.
a. contract close-out
c. contract administration
b. source selection
d. solicitation
Completion
Complete each sentence or statement.
38. ____________________ planning involves identifying, assigning, and documenting project roles,
responsibilities, and reporting relationships.
39. ____________________ is the concept that the whole is equal to more than the sum of its parts.
40. An organizational ____________________ structure (OBS) is a kind of organizational chart showing which
organizational units are responsible for which work items.
41. A resource ____________________ shows the number of resources assigned to a project over time.
42. ____________________ communication via meetings and informal talks helps bring important
information--positive or negative--out into the open.
43. ____________________ is not an appropriate medium for assessing commitment, building consensus,
mediating a conflict, resolving a misunderstanding, making an ironic statement, conveying a reference
document, reinforcing one’s authority, or maintaining confidentiality.
44. ____________________ risk analysis involves characterizing and analyzing risks and prioritizing their
effects on project objectives.
45. ____________________-sum contracts involve a fixed total price for a well-defined product or service.
46. SOW stands for statement of ____________________.
47. The figure above shows project ____________________ management processes.
Essay
48. What is a lessons learned report? When should it be completed? Why is it important?
49. What does communications skills training usually consist of and why is it important?
50. What is accomplished by a risk management review?
test 3
Answer Section
TRUE/FALSE
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
ANS:
ANS:
ANS:
ANS:
ANS:
ANS:
ANS:
ANS:
ANS:
ANS:
ANS:
ANS:
F
T
T
T
F
T
F
F
T
F
T
T
REF:
REF:
REF:
REF:
REF:
REF:
REF:
REF:
REF:
REF:
REF:
REF:
307
310
330
343
344
352
365
367
369
369
432
437
MODIFIED TRUE/FALSE
13. ANS: T
14. ANS: F, acceptance
15.
16.
17.
18.
REF:
ANS:
ANS:
ANS:
ANS:
364
T
T
T
F, techniques
REF: 378
19. ANS: T
20. ANS: F, response
REF: 314
REF: 366
REF: 367
REF: 378
REF: 393
REF: 393
21. ANS: F, Fallback
REF: 394
22. ANS: F, integration
REF: 399
23. ANS: F, Solicitation
REF: 429
24. ANS: T
25. ANS: T
REF: 441
REF: 445
MULTIPLE CHOICE
26.
27.
28.
29.
30.
31.
32.
33.
34.
35.
36.
37.
ANS:
ANS:
ANS:
ANS:
ANS:
ANS:
ANS:
ANS:
ANS:
ANS:
ANS:
ANS:
D
B
C
D
B
A
B
A
C
B
D
A
COMPLETION
38. ANS: Organizational
REF: 311
39. ANS: Synergy
REF: 319
40. ANS: breakdown
REF: 325
41. ANS: histogram
REF: 327
42. ANS: Oral
REF: 359
43. ANS: E-mail
REF: 370
44. ANS: Qualitative
REF: 393
45. ANS: Lump
REF: 433
46. ANS: work
REF: 436
47. ANS: procurement
REF: 430
REF:
REF:
REF:
REF:
REF:
REF:
REF:
REF:
REF:
REF:
REF:
REF:
316
329
360
363
364
372
364
392
430
430
440
445
ESSAY
48. ANS:
The project manager and project team members should all prepare a lessons-learned report after completing a
project. Some items discussed in lessons-learned reports include the causes of variances on the project, the
reasoning behind corrective actions chosen, the use of different project management tools and techniques, and
personal words of wisdom based on team members experiences. Some projects require all project members to
write a brief lessons-learned report. These reports provide valuable reflections by people who know what
really worked or did not work on the project. Everyone learns in different ways and has different insights into
a project. These reports can be an excellent resource and help future projects run more smoothly.
REF: 365
49. ANS:
Communication skills training usually includes role-playing activities in which participants learn concepts
such as building rapport. Training sessions also give participants a chance to develop specific skills in small
groups. Training sessions that focus on presentation skills usually videotape the participants. Most people are
surprised to see some of their mannerisms on tape and enjoy the challenge of improving their skills. A
minimal investment in communication and presentation training can have a tremendous payback to
individuals, their projects, and their organizations. These skills also have a much longer shelf life than many
of the skills learned in technical training courses.
REF: 367-368
50. ANS:
A risk management review accomplishes several objectives. First, it keeps management and the customer (if
included) aware of the major influences that could prevent the project from being a success. Second, by
involving the customer, the project team may be able to consider alternatives that could mitigate the risk, such
as reducing the scope of a project by postponing some work for a later project in order to meet cost and
schedule goals. Third, it is a means of promoting confidence in the project team by demonstrating to
management and the customer that the team is aware of the significant risks, has a mitigation strategy in
place, and is effectively carrying out that strategy.
REF: 407