Project Management: Achieving Competitive Advantage, 4e (Pinto)

Chapter 5 Scope Management

1) Which statement about scope management is BEST?

A) Scope management must take place during the conceptual development, full definition,
execution, and termination phases.
B) Project goals don't matter in scope management as long as the budget is not exceeded.
C) Scope management is accomplished in a single step by any one project team member.
D) Scope management can begin once a project hits operational level.
Answer: A

2) The Scope Management chapter begins and ends with the quote, "It's a dream until you write
it down. Then it's:
A) Etched in stone."
B) A scope statement."
C) A documented dream."
D) A goal."
Answer: D

3) Which of these is NOT an element of project scope management?

A) Project champion
B) Scope statement
C) Project closeout
D) Control systems
Answer: A

4) Scope management for a project begins with:

A) A work package.
B) An organization breakdown structure.
C) A statement of goals.
D) A configuration statement.
Answer: C

5) Restrictions that affect project development are:

A) Problems.
B) Constraints.
C) Stop-limits.
D) Limitations.
Answer: B

6) Conceptual development for a project concludes with:

A) Project objectives.
B) Alternative analysis.
C) Project delivery.
D) Team dissolution.
Answer: A
7) One consequence of conceptual development that proceeds with a problem that is poorly
understood is:
A) Problem restatement.
B) Cost overruns.
C) Problem clarification.
D) Task confusion.
Answer: B

8) The statement of work should contain:

A) Information on the key objectives for the project.
B) A brief and general description of the work to be performed.
C) Expected project outcomes.
D) All of these are elements of a statement of work.
Answer: D
9) A statement of work identifies:
A) A need.
B) A project organization.
C) Members of the project team.
D) Alternatives.
Answer: A

10) The description and scope section of a statement of work would contain statements
regarding:
A) Environmental risks.
B) Termination of project information.
C) Expected benefits.
D) Major milestones.
Answer: C

11) Expected commitments from other departments in support of the project would most likely
be detailed in the:
A) Approach section of the SOW.
B) Risks and concerns section of the SOW.
C) Acceptance criteria section of the SOW.
D) Resource requirements section of the SOW.
Answer: D

12) A testing plan would be outlined in which section of a statement of work?

A) Acceptance criteria
B) Risks and concerns
C) Description and scope
D) Approach
Answer: A
13) The step that reflects the formal "go ahead" given to the project to commence once the scope
definition, planning documents, and other contractual documents have been prepared and
approved is the:
A) Go ahead.
B) Send off.
C) Work authorization.
D) Work release.
Answer: C

14) In the case of projects developed for external clients, work authorization typically addresses:
A) Budget linkage.
B) Audit trail establishment.
C) Resource requirements.
D) Contractual obligations.
Answer: D

15) All projects are promised in terms of the specific functionality or performance criteria they
will meet. The key feature of the contractual documentation that specifies this functionality or
criteria is the:
A) Contractual requirements.
B) Valid consideration.
C) Contracted terms.
D) Contractual performance.
Answer: A

16) The exchange that is specified by the contractual documentation documents is:
A) The terms.
B) Valid consideration.
C) Reciprocity.
D) Fair and unencumbered.
Answer: B

17) The section of the contractual documentation that identifies what are the excusable delays,
allowable costs, and criteria for inspection is called the:
A) Bylaws.
B) Amendments.
C) Contracted terms.
D) Dissolution factors.
Answer: C

18) A project management firm that promises to do everything for a major project and hand over
a fully functional, ready-to-use deliverable is performing under a(n):
A) Umbrella contract.
B) All-inclusive contract.
C) Cost-plus contract.
D) Turnkey contract.
Answer: D
19) The reporting frequency, report recipients, and content required during project execution is
laid out by:
A) The organizational breakdown structure.
B) Scope reporting.
C) The information system architecture.
D) A need-to-know basis.
Answer: B

20) Updates on how the project is performing against milestones can be accomplished by issuing
a report containing:
A) S-curves.
B) Schedule status.
C) Earned value.
D) Technical performance.
Answer: B

21) A graphical display of costs against project schedule is called a(n):

A) S-curves.
B) Gantt chart.
C) Radar chart.
D) Budget plot.
Answer: A

22) An earned value report shows:

A) How much money has actually been spent so far on the project.
B) Slippages in performance measures for the work product.
C) The budgeted value of work performed.
D) Slippages in time against planned measures.
Answer: C

23) Any measurable, tangible, verifiable outcome, result, or item that must be produced to
complete a project or part of a project is a:
A) Product.
B) Deliverable.
C) Tangible.
D) Work product.
Answer: B

24) The organizational structure for the project team, including policies and procedures, is the:
A) Work breakdown structure.
B) Rules statement.
C) Scope statement.
D) Management plan.
Answer: D
25) Which of these scope statement steps creates the all-important bureaucracy for a project?
A) The management plan
B) The work breakdown structure
C) The scope baseline
D) The project goal criteria
Answer: A

26) The mountaineers all agreed that their quest to build a bridge between the two peaks of
Mount Kilimanjaro was a noble one, but they had no idea how long it would take to complete
until they finished their:
A) Project goal criteria.
B) Work breakdown structure.
C) Scope baseline.
D) Management plan.
Answer: B

27) Budget and schedule information for each activity in a project is contained in the:
A) Project goal criteria.
B) Management plan.
C) Work breakdown structure.
D) Scope baseline.
Answer: D

28) The final step in the process of systematically laying out all pre-work information is the
creation of the:
A) Scope baseline.
B) Work breakdown structure.
C) Management plan.
D) Project goal criteria.
Answer: A

29) The PMBoK definition stating, "a process that sets a project's scope by breaking down its
overall mission into a cohesive set of synchronous, increasingly specific tasks," is for the:
A) Project plan.
B) Work breakdown structure.
C) Deliverable statement.
D) Scope expansion.
Answer: B

30) What are work breakdown structure elements that must be completed to conclude the project
deliverables?
A) Activities
B) Tasks
C) Work packages
D) Milestones
Answer: C
31) The lowest level in work breakdown structure contains the:
A) Atoms.
B) Activities.
C) Finite elements.
D) Work packages.
Answer: D

32) The highest level of work breakdown structure is the:

A) Project.
B) Deliverable.
C) Subdeliverable.
D) Work package.
Answer: A

33) The second level in work breakdown structure contains the:

A) Projects.
B) Deliverables.
C) Subdeliverables.
D) Work packages.
Answer: B

34) Which of these statements about subdeliverables is BEST?

A) Subdeliverables have durations of their own.
B) Subdeliverables consume resources.
C) Subdeliverables have direct assignable costs.
D) Subdeliverables summarize the outcomes of work packages.
Answer: D
35) The costs attached to subdeliverables:
A) Are the summary of the work packages that support it.
B) Are called phantom costs.
C) Should be subtracted directly from deliverable costs.
D) Are not recoverable unless explicitly stated in the work breakdown structure.
Answer: A
36) When a supporting document functions as a project control device throughout the project's
development, it is NOT prepared in advance:
A) Due to time constraints.
B) As it is a dynamic document.
C) Since micromanaging can occur.
D) Because control devices are left to project completion.
Answer: B

37) When work is organized into cost control accounts:

A) The work no longer needs to be tracked by the project manager.
B) The subdeliverables become cost centers instead of profit centers for the project.
C) These are assigned to the units performing project activities.
D) These budgets can then be assigned back to the project manager's department.
Answer: C
38) Project team members can identify who should be notified of task completion status by
checking the:
A) Control account.
B) Linear responsibility chart.
C) Statement of work.
D) Monthly joint review report.
Answer: B

39) In order to allocate costs more precisely, a company will assign:

A) Bar codes to each activity.
B) Activity codes to each subdeliverable.
C) WBS codes to each activity.
D) Level 4 codes to each package element.
Answer: C

40) Organizational breakdown structure (OBS) allows companies to:

A) Assign the duties of tracking costs to the customer's accounting function.
B) Circumvent the onerous task of work breakdown structure.
C) Issue a preliminary TPS report.
D) Define the work to be accomplished.
Answer: D

41) A project manager can identify personnel who will be directly responsible for each task in
the project's development by using a(n):
A) Responsibility assignment matrix.
B) Milestone designation chart.
C) Merrill report.
D) Work package report.
Answer: A

42) Procedures that monitor emerging project scope against the original baseline scope are
called:
A) Configuration control.
B) Design control.
C) Trend monitoring.
D) Document control.
Answer: A

43) A young professor becomes obsessed with the latest release of Halo and completely loses
sight of his research commitment to his colleagues, falling hopelessly behind schedule and
consuming 80% of the department's computing budget. Addictive behavior notwithstanding, this
sad tale would never have happened had:
A) Configuration controls been established.
B) Trend monitoring been regularly performed.
C) Design controls been appropriately deployed.
D) Document control been conducted assiduously.
Answer: B
44) Systems for monitoring the project's scope, schedule, and costs during the design stage fall
under the heading of:
A) Configuration control.
B) Acquisition control.
C) Design control.
D) Specification control.
Answer: C
45) As the 80th change order floated across his desk, the project manager wished that he had
kept the first 79. What money he had saved in scrap paper might well be lost in charges that
could never be recouped from the client. "What I need is better:
A) Trend monitoring," muttered the manager.
B) Configuration control," sighed the manager.
C) Specification control," fumed the manager.
D) Document control," whimpered the manager.
Answer: D

46) The framing crew would never know when it was time to order more $400 hammers without
their fancy new:
A) Acquisition control system.
B) Specification control system.
C) Configuration control system.
D) Design control system.
Answer: A

47) The homeowner lusted over a 36,000 BTU oven in his dream kitchen, but his contractor got
a deal on a 20,000 BTU oven and installed it without a peep. Thanks to:
A) Acquisition controls, the homeowner ended up with the right oven.
B) Specification controls, the homeowner ended up with the right oven.
C) Design controls, the homeowner ended up with the right oven.
D) Oven controls, the homeowner ended up with the right oven.
Answer: B

48) The BEST time to establish reasonable controls is:

A) After a project is over.
B) At the end of a project.
C) At the start of a project.
D) When they are first needed during the project.
Answer: C

49) The project's scope fixed at a specific point in time is the:

A) Scope.
B) Design.
C) Historical standard.
D) Baseline.
Answer: D
50) All pieces of a project must be developed and assembled to produce the final product
functionality. Designing, making, and assembling these components is the role of:
A) Configuration management.
B) Baseline scope control.
C) Systematic management.
D) Baseline configuration.
Answer: A

51) The stage of configuration management where the breakdown of the project to the necessary
level of definition is identified as:
A) Configuration review.
B) Configuration identification.
C) Status accounting.
D) Configuration control.
Answer: B

52) The management of project changes is most effectively accomplished:

A) When project change needs arise.
B) When plans and project scope are first articulated.
C) Once closeout is complete.
D) During the configuration identification phase.
Answer: B
53) The primary action during a configuration review is to:
A) Develop a breakdown of the project to the necessary level of definition.
B) Identify the specifications of the components of the breakdown and of the total project.
C) Meet with all the project stakeholders to agree to the current project definition.
D) Change the specifications last obtained by a process change control to match what people
think it should be.
Answer: C
54) The status accounting step of configuration management functions primarily as:
A) A hierarchy.
B) Binding arbitration.
C) Cost control.
D) Memory.
Answer: D
55) If viewed from a flow standpoint, the stage of configuration management that has provision
for variable routing to the next step, depending on outcome at this stage, is:
A) Configuration control.
B) Configuration review.
C) Status accounting.
D) Configuration identification.
Answer: A
56) Project closeout documentation that can be used to predict trends, analyze feasibility, and
highlight problem areas for similar future projects is:
A) Post project analysis.
B) Historical records.
C) Financial closeout.
D) Post-mortem.
Answer: B

57) Closeout documentation that follows a formal reporting structure, including analysis and
documentation of the project's performance in terms of cost, schedule adherence, and technical
specification performance, is:
A) Historical records.
B) Financial closeout.
C) Hierarchy reporting.
D) Post-project analysis.
Answer: D

58) The windmills of Mykonos were lovely, so Lisa contracted with an architectural firm to build
one in the west pasture. Once the windmill had been built and was operational, the project team
looked back at how they had managed to stay on schedule and what budget variances existed
along the way. The windmill was pumping as promised, an honest two gallons per minute just as
they had design it. Closeout documentation of this type is considered:
A) Historical records.
B) Financial closeout.
C) Hierarchy reporting.
D) Post-project analysis.
Answer: D

59) Which step in project management requires project managers to consider the types of records
and reports they and their clients will require at the completion of the project?
A) Project closeout
B) Completion phase
C) Reporting
D) Planning
Answer: A

60) A priori consideration of information needs is performed:

A) Several years after a project is completed.
B) Before a project begins.
C) At the start of a project.
D) During the project.
Answer: B