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As a project manager you can assign any one of two team members to a highly coveted task. Both are equally capable, but one of them is a member of your in-group. To the other one, you have far more distance. How should you behave?

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שאלה #9549

done		o You disclose the situation to stakeholders and solicit a joint decision.
		o You take the person not in your in-group to avoid misunderstandings.
		o Chose the in-group person. The trustful relation will benefit the project.
		o You delegate the decision to a third team member to avoid the conflict.

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מיין לפי דירוג חדש ישן

You need a batch of 100 identical valves which will be custom made for your project to build a food processing plant. There is a risk of deterioration of victuals during processing; therefore you placed requirements on the quality of the raw materials for the valves, which will make production very costly. Unfortunately, in order to test the valves against these requirements, you would have to destroy them. And you have no experience with the vendors at all. What should you do?

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שאלה #9550

		Do 0% inspection. You have to trust the selected supplier that they will use the materials according to your specification.
done		Negotiate a contract over more than 100 items and perform acceptance sampling for the surplus of the batch on delivery.
		Require the seller to supply the valves together with appropriate certificates from their raw materials suppliers.
		Do 100% inspection on delivery to your premises, then order another batch of 100 valves.

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מיין לפי דירוג חדש ישן

104. Which statement is false? Progressive elaboration of project scope…

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שאלה #9551

		…is a characteristic of projects that accompanies the concepts of temporary and unique.
		o … means developing in steps. It not should be confused with scope creep.
done		…signals a weak spot in the scope definition process, caused by incomplete contracts and specifications
		when properly managed, integrates elaboration of project and deliverable specifications

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מיין לפי דירוג חדש ישן

You are managing an internationally dispersed project team. The members of your team have different cultural backgrounds and primary languages, but all are educated and able to communicate eloquently in English. You should nevertheless bear in mind that

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שאלה #9552

		there are cultural differences. You should write one code of conduct for each nationality. You should then limit access to these codes.
		…you may have to accept that team members from one country may not be prepared to work with colleagues from certain other countries.
done		spoken communications can cause misunderstandings you may not find in written communications. These may be hard to identify
		certain groups will be happy to stay awake over night to join telephone and video conferences during other members’ working time

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מיין לפי דירוג חדש ישן

When finishing a project, which factors that influence customer satisfaction the most should you be aware of?

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שאלה #9553

		o Attractive price of the project and low running costs of the product
		o Friendly project manager and effective after-project service
		o Efficiency of the project and skills of the project manager
done		Conformance to requirements of the project and fitness for use of the deliverables

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מיין לפי דירוג חדש ישן

When identifying the basis of the business need for a project all of the following can be considered except____,

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שאלה #9554

done		o regular plant maintenance
		o market demands
		o technological advances
		o legal requirements

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מיין לפי דירוג חדש ישן

Your project exceeded costs in the past caused by an underestimation of resource costs in the cost baseline: PV: $1,200,000, EV: $1,000,000, AC: $1,200,000 You expect the underestimation to influence the future as much as it did in the past. If the value of the remaining work (BAC – EV) is at $1,000,000, what should be your new EAC (estimate at completion)?

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שאלה #9555

		o $1,800,000
		o $2,000,000
		o $2,200,000
done		o $2,400,000

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מיין לפי דירוג חדש ישן

109. What is true for the process of scope validation?

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שאלה #9556

		Insufficient documentation is not a reason to reject deliverables, as long as in all other respects they are built according to specifications agreed upon.
		The project team members must achieve acceptance of the deliverables. This process is coordinated and documented by the project management team
done		It is the project management team’s responsibility to obtain stakeholder’s formal acceptance of the completed project scope and deliverables
		Formal acceptance will finally reconcile all inconsistencies among deliverables and documents that where caused by bad change control and scope creep

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מיין לפי דירוג חדש ישן

You finished your project for a customer to implement a business software solution. All deliverables have been handed over and are already in use by the company. There is a minor last payment to be made by the customer on contract closure. You believe that it is now getting time to finally close the contract with the customer and then administratively close down the project. You approached the customer this morning and found that they are reluctant to finally close the contract. But you do not exactly understand why. What should you not do?

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שאלה #9557

		Update all documents related to the project and the product so that they reflect the final specifications and the status of both the project and the product. Organize them in a fashion for easy access
done		Focus on your next project and leave the customer the time to get familiar with the software. They will come back to you anyway after some weeks to terminate the contract and make the last payment.
		Based on the contract and all documents which are relevant for the formal relationship with the customer, write a close-out report describing what was contractually required and what was obtained
		Make sure that there are no active purchase orders against the contract or any other pending obligations, requests or claims from either party which need to be resolved. Then insist on formal contract closure

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מיין לפי דירוג חדש ישן

At the end of an internal project, you find several key stakeholders including the sponsor reluctant to finally accept all deliverables and then close the project. What should not be your next step in this situation?

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שאלה #9558

		o Identify any open issues and get them solved. Then be firm on formal closure.
done		Formally close the project. Stakeholders will find a way by themselves to sort things out
		o Identify and openly discuss personal rationales underlying the reluctance.
		o Invite earnest feedback from all sides and try to identify misunderstandings.

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מיין לפי דירוג חדש ישן

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