5.12 Go to http://4pm.com/category/project-plan/wbs/ and view a short tutorial on developing an effective Work Breakdown Structure. Why does this site specifically warn against creating a laundry list of project activities? What are some of the dangers in creating poor Work Breakdown Structures and the advantages of doing them effectively?
5.13 Go to http://www.gwdc.org/docs/msesp/Technical%20 Proposal.pdf to see a process for describing and creating a Statement of Need for the Minnesota State Energy Sector Partnership. In your opinion, what are some of the critical elements in this Statement of Need? Why? What would you include in the Statement of Need for those considering joining in this initiative? For example, “Employment opportunities” or the “Strategy and Work Plan”.
5.14 Access https://www.mtholyoke.edu/sites/default/files/ datawarehouse/docs/dwprojectprocessanddocumentation.pdf. Analyzing the comprehensive Scope Statement for the data warehousing project, what problem is this project seeking to address? What is the proposed solution?
PMP CERTIFICATION SAMPLE QUESTIONS
5.15 What is the lowest level of decomposition in the Work Breakdown Structure called?
a. Work package
b. Deliverable
c. Subdeliverable
d. Project
5.16 All of the following define a work package EXCEPT:
a. A work package has a deliverable result
b. It may be considered by its owner as a project in itself
c. A work package may include several milestones
d. A work package can be created and addressed regardless of other organizational procedures or cultural considerations
5.17 George has been assigned to be the new project manager for our project. He is eager to get off to a good start and wants to identify what activities he should first engage in. How would you advise him to start?
a. Begin with the Work Breakdown Structure (WBS)
b. Begin with a clear scope statement
c. Begin with a problem statement and Statement of Work (SOW)
d. Begin with clear work authorization
5.18 The project manager wants to make sure that he is proceeding in the right order as he moves to develop a clear scope for his project. During scope definition, what should he be doing?
a. Involving stakeholders and verifying that they have all provided their input to the process
b. Developing his WBS and OBS
c. Moving as quickly as possible to the determination of scope reporting methods
d. Identifying all necessary vendors for any outsourcing that must be done
5.19 A hospital expansion is being planned for a community.
As part of the scope of this project, it will be necessary to close down the access routes into the emergency room for major remodeling. However, because this is the only hospital for trauma cases within 50 miles, it is not possible to completely shut down the emergency room. The project team will have to find a means to remodel the emergency room while allowing for continuous operation of the unit. This is an example of what?
a. Negotiation points with the owner
b. Constraints
c. Initial assumptions
d. Milestone development
5.20 A Responsibility Assignment Matrix (RAM) does NOT include:
a. Who does what activity on the project
b. Job roles and responsibilities for groups
c. Job roles for team members
d. Project reporting relationships
5.21 The work authorization system ensures that:
a. All the work and only the work gets performed
b. Work gets performed in the right order and at the right time
c. Work is done completely and according to specifications
d. Project managers are allowed total control over project budgets and resource assignments
5.22 The project plan should be all the following EXCEPT:
a. Approved by all stakeholders
b. A formal document
c. Distributed to stakeholders according to the project’s communications plan
d. Used to manage project execution
5.23 The process for reviewing and accepting project deliverables is called:
a. Scope verification
b. Scope definition
c. Work Breakdown Structure (WBS)
d. Scope authorization
5.24 A project charter should always include:
a. The scope management plan
b. Stakeholder sign-offs
c. The business need behind the project
d. The Work Authorization documentation
Answers
5.15. a—The work package is the lowest level in the Work Breakdown Structure (WBS).
5.16. d—A work package should fit organizational procedures and culture.
5.17. c—The project should initiate with a clear problem statement and understand SOW supporting it.
5.18. a—It is critical that all stakeholders have the opportunity to contribute their input to the project during the scope definition phase.
5.19. b—The need to keep the emergency room open during the remodeling is an example of working around existing project constraints.
5.20. d—a RAM does not include reporting relationships.
5.21. b—work authorization ensures that work gets done in the right order and at the right time.
5.22. a—the project plan does not need approval from all stakeholders.
5.23. a—Scope verification is the process of reviewing and accepting deliverables.
5.24. c—charters must include the business need behind the project.
Notes
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engineer to design fire system.” (2014). RT, June 26, retrieved at: https://www.rt.com/news/168508-berlin-airport-fakeengineer/; Baskas, H. (2014). “A visit to Berlin’s long-delayed new airport,” USA Today, July 23, retrieved at: http:// www.usatoday.com/story/travel/flights/2014/07/16/ berlin-brandenburg-willy-brandt-airport/12686425/.
2. Project Management Institute. (2013). “Scope Management,” Project Management Body of Knowledge (PMBoK). Upper Darby, PA: Project Management Institute; Westney, R. E. (1993). “Paradigms for planning productive projects,” in Dinsmore, P. C. (Ed.), The AMA Handbook of Project Management. New York: AMACOM.
3. Kerzner, H. (2001). Project Management: A Systems Approach to Planning, Scheduling, and Controlling, 7th ed. New York: Wiley; Mepyans-Robinson, R. (2010). “Project scope management in practice,” in Dinsmore, P. C., and CabanisBrewin, J. (Eds.), The AMA Handbook of Project Management, 3rd ed. New York: AMACOM, pp. 79–87; Cleland, D. I., and Kimball, R. K. (1987). “The strategic context of projects,” Project Management Journal, 18(3): 11–30.
4. Project Management Institute (2000), as cited in note 2.
5. Stuckenbruck, L. C. (1981). The Implementation of Project Management: The Professional’s Handbook. Boston, MA: Addison-Wesley; Laufer, A. (1991). “Project planning: Timing issues and path of progress,” Project Management Journal, 22(2): 39–45.
6. Martin, M. G. (1998). “Statement of work: The foundation for delivering successful service projects,” PMNetwork, 12(10): 54–57.
7. www.fgdc.gov/geospatial-lob/smartbuy/understandingstatement-of-work.pdf/
8. Project Management Institute (2013), as cited in note 2.
9. Department of Defense, Handbook For Preparation of Statement of Work, USA. MILHDBK-245D (1996, April 3). Superseding MIL-HDBK-245C (1991, Sep 10). Retrieved at: https://www.acquisition.gov/comp/seven_steps/ library/DODhandbook.pdf.
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11.Lavold, G. D. (1988). “Developing and using the work breakdown structure,” in Cleland, D. I., and King, W. R. (Eds.), Project Management Handbook, 2nd ed. New York: Van Nostrand Reinhold, pp. 302–23.
12.Obradovitch, M. M., and Stephanou, S. E. (1990). Project Management: Risks & Productivity. Bend, OR: Daniel Spencer.
13.Project Management Body of Knowledge. (2008). Newtown Square, PA: Project Management Institute.
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17.Project Management Institute (2010), as cited in note 2.
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20.Meredith, J. R., and Mantel, Jr., S. J. (2003), as cited in note 14.
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22.Kidd, C., and Burgess, T. F. (2004), as cited in note 19.
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