EAF Study Group Intro session

You receive notification that a major item you are purchasing for a project will be delayed. What is the best thing to do?

• Replan your project to accommodate this delay

• Notify your manager

• Let the customer know about it, talk over options

• Meet with the team, and identify alternatives

When managing a project, which of the following is the best order to deal with problems that arise?

• Go to the team, go to management, go to resource managers

• Go to resource managers, go to management, go to the customer

• Handle it yourself, go to the customer, go to management

• Resolve problems with resources you control, go to resource managers, go to the customer

The seller on the project has presented the PM with a formal notification that the seller has been damaged by the buyer's activities. The seller claims that the buyer's slow response to requested approvals has delayed the project and has caused the seller unexpected expense. The first things the PM should do are:

• Collect all relevant data, send the data to the company attorney, and consult with the attorney about legal actions

• Review the contract for specific agreed-upon terms that relate to the issue, see if there is a clear response, and consult an attorney if needed

• Review the procurement statement of work for requirement, send a receipt of claim response, and meet to resolve the issue without resorting to legal action if possible

• Hold a meeting with the team to review why the acceptances have been late, make a list of the specific reasons, and correct those reasons

You are in month 16 of an 18 month timeline. A new risk has just been identified. Your most likely next step is:

• Update the risk management plan

• Assess the probability and impact of the risk

• Numerically analyze the effect of the risk on overall project objectives

• Develop options to reduce the effect of this risk on the project

You have taken over the role of PM on the "Let's build Green Project". Your team members are complaining that they can never complete their regular work because project stakeholders keep interrupting them asking for project information. What should you do first?

• Tell the team members to ignore the stakeholders

• Tell the team members to send the stakeholders to you

• Review the communications management plan

• Review the stakeholder engagement plan

You have a very large project. The project management team was involved in much of the planning work. A larger team will be formed in the executing process group. The project kickoff meeting is often held:

• After the business case is approved and before the initiation processes

• After the project charter is approved and before the planning processes

• After the project management plan is approved

• After executing is almost complete

You are working to schedule your project kickoff meeting. You are managing a very small project and the same team members will perform the work of planning and executing. The most likely time for the project kick-off meeting is:

• After the business case is approved and before the initiating process

• After initiation and early in the planning

• After the project management plan is approved and with processes of the executing part

• After executing is almost complete

which of the following is a defect?

• A mistake made by a team member on the job

• A change that the team needs to make in how do they work

• A Project management plan that does not meet it's requirements

• A change request that's been rejected by the change control board

Over half of conflicts on projects are caused by:

• Bad habits, defects, technology

• Resources, priorities, schedules

• Budget, carelessness, personalities

• Technology, money, personalities

You are a project manager and are meeting with your team. The goal of this meeting is to determine the source of defects recently found. Which of the following describes what you are doing?

• Performing an inspection

• Performing an audit

• Performing a what-if scenario analysis

• Performing root-cause analysis