Project Management Foundations, Initiation, and Planning | Coursera Quiz Answers

Project Management Foundations, Initiation, and Planning | Coursera

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Module 2 Graded Quiz: Traditional Project Management

1. The team is classifying various project management models as either adaptive or predictive. Which of the following models would most closely meet the definition of adaptive?

• Waterfall
• Kanban
• Critical chain
• Critical path

2. Ralph Stacey developed a method to objectively determine the type of lifecycle to apply to a project. Which of the following two answers are parameters Stacey recommends in making this decision?

• Requirements uncertainty
• Personnel capacity
• Risk exposure
• Technical degree of uncertainty

3. A project sponsor wants to establish an agile methodology to manage certain projects. Which of the following two key roles are essential to the success of this initiative?

• Scrum master
• Project manager
• Program manager
• Product owner

4. A customer requests frequent deliveries during an inventory management upgrade project. Likely, the degree of change impacting the project is low. Which of the following is the best lifecycle choice for this scenario?

• Iterative
• Predictive
• Agile
• Incremental

5. Another project’s customer requests a high degree of deliveries. However, the team anticipates the degree of change to be high as well. Which of the following is the best lifecycle choice for this scenario?

• Iterative
• Agile
• Incremental
• Predictive

6. A project manager is overseeing a project and decides to use a Define, Measure, Analyze, Improve, and Control Model. Which of the following types of project is manager overseeing?

• Waterfall
• Agile
• Lean
• Six Sigma

7. The project management team is reviewing a variety of organizational types. Which two of the following ways will the project manager be impacted depending on the organization type the team selects?

• Project manager’s authority
• Contingency reserves
• Risk appetite
• Resource availability

8. A project manager works in an organization sometimes known as a “silo.” In this model, support is minimal and the manager may not be assigned as a project manager. Success in this model is difficult to achieve. Which model fits this scenario?

• Project oriented
• Strong matrix
• Organic or functional
• Weak matrix

9. A project management office (PMO) has a low level of control but does provide best practices, common oversights, and templates. Which type of PMO is this?

• Informational
• Directive
• Supportive
• Controlling

10. A key infrastructure project has failed twice to achieve the desired objectives. For the third attempt, the team modifies their approach to meet the needs of the project. What method did the team use in this scenario?

• Tailoring
• Revising
• Updating
• Modifying

Module 3 Graded Quiz: Modern Project Management

1. A key principle in project management states that the ability to absorb impacts and recover quickly is essential. What does the Project Management Institute (PMI) call this ability? 

• Strength
• Adaptability
• Resiliency
• Flexibility

2. A team is trying to understand how all process groups work together. They also need to develop and implement an integrated change control process. Which knowledge area are they analyzing?

• Project initiation management
• Project scope management
• Project integration management
• Project planning management

3. There are a number of meetings that are critical to success when managing an adaptive project. Which two meetings are appropriate for an adaptive project?

• Pre-baseline and baseline presentations
• Daily standup meeting
• Kick-off meetings to gain stakeholder acceptance
• Product backlog refinement

4. One of the 12 Principles of Project Management describes each project as unique, recommends that the project manager avoid a “Cookie Cutter” approach, and directs managers to adapt their approach to meet the project's needs. Which principle does this describe?

• Navigate complexity
• Tailor based on context
• Recognize, evaluate, and respond to system interactions
• Optimize risk responses

5. The 7-Step Performance Model walks project managers through the process of how to build an effective and high-performing team. Steps 1-4 of this model share stages to create the team. Steps 5-7 share project team sustainability and performance actions. Who developed this 7-Step Performance Model?

• Abraham Maslow
• Drexler and Sibbit
• David McClelland
• Douglas McGregor

6.

Management assumes all employees work for the sole purpose of income. Managers should influence these team members using a hands-on and top-down management approach. Which of the following management type does this describe?

• Theory D
• Theory Z
• Theory X
• Theory Y

7. Which of the following quality tools provides the horizontal value chain for a process from start to end and is commonly used by Six Sigma for process development and improvement?

• Design for X
• Logical data model
• Mind mapping
• SIPOC

8. The team uses a graphical representation of numerical data over a standard distribution. They determine the mean and analyze how data changes as you move away from the mean on the bell curve. Which tool and technique is the team using?

• Affinity chart
• Histogram
• Scatter diagram
• Design for X

9. William Bridges developed a three-step transition model that defines stages of change. Which of the following is the final stage in this three-step transition model?

• Unfreezing
• The New Beginning
• The Neutral Zone
• Ending, Losing, and Letting Go

10. Which two of the following choices explain the quality control function?

• Uses inspections
• Prevention
• Uses quality audits
• Corrective

Module 4 Graded Quiz: Setting up the project for success

1. A critical stakeholder's responsibilities to support a project include ensuring that the project team produces the deliverables and meets the timeline. Which of the following roles should the project manager annotate on the stakeholder register for the stakeholder in this scenario?

• I
• A
• C
• R

2. The project manager has completed the project charter, and the team has just finished a brainstorming session to identify key stakeholders critical to the project's success. Where should the project manager document these stakeholders?

• Stakeholder log
• Stakeholder register
• Stakeholder matrix
• Stakeholder dictionary

3. Which of the following is a weighted method of decision-making in which two or more options are compared and scored?

• Nominal Group Technique
• Wideband Delphi
• OARP
• Multi-Criteria Decision Analysis

4. A project team employs a voting method where more than 50% of the voting members determine the decision path. Which of the following criterion describes this scenario?

• Majority
• Plurality
• Unilateral
• Unanimity

5. Review the illustration. Which of the following is the name of this tool?

• Stakeholder engagement assessment matrix
• Strategy development table
• UNRSL analysis tool
• Commitment level matrix

6.

There are two projects. Project A has a value of $60,000. Project B has a value of $40,000. You can select only one project, and you decide on Project B. By selecting Project B, you "give up" the chance to gain the value of Project A. Which of the following concepts addresses project trade-offs like the one in this scenario?

• Depreciation
• Opportunity cost
• Straight line
• Time value of money

7. A project manager discovers that cash flow may be increased by applying tax benefits gained from asset depreciation. The project manager purchased a capital asset valued at $20,000 with a depreciable lifecycle of 4 years. How much can the manager claim each year using the straight-line depreciation method?

• $5,000
• $10,000
• $7,500
• $20,000

8. A project has benefits of $100,000. The costs are $50,000. Which is the benefit-cost ratio (BCR) for this scenario?

• 2.0
• $50,000
• 0.5
• 100%

9. Which of the following estimation techniques uses regression analysis and learning curve techniques to multiply the quantity of work performed times the productivity rate?

• Expert
• Parametric
• Bottom-up
• Top-down

10. The project manager normally provides the rough order of magnitude (ROM) estimate in the project charter. What is the range for a ROM estimate?

• -5%/+10%
• -25%/+75%
• -25%/+25%
• -10%/+10%

Module 5 Graded Quiz: Project Planning

1. The sponsor approves the project charter, and the project manager publishes the stakeholder register. Which planning process should the team address first?

• Quality
• Scope
• Schedule
• Cost

2. The project team is planning the scope and are working on a document that shows the detail and attributes of each work package supporting the project. These attributes are broken into specific tasks. Which document is under development in this scenario?

• Work breakdown structure (WBS) dictionary
• Scope statement
• Work breakdown structure (WBS)
• Project charter

3. Which two of the following components are part of the overall scope baseline?

• Requirements management plan
• Scope management plan
• Work breakdown structure (WBS) dictionary
• Scope statement

4. The project management team develops a comprehensive network diagram to support the project. Which two of the following choices would be featured on a network diagram in this scenario?

• Work package durations
• Resource costs
• Task descriptions
• Critical path

5. A project team analyzes all costs and determines a few indirect costs. Which item would fall under this category?

• Material purchases
• Equipment acquisitions
• Company-funded training
• Contingency reserves

6. A project manager estimates project cost with an optimistic cost of $22,000, a most-likely cost of $28,000, and a pessimistic cost of $40,000. Applying the PERT method of three-point estimation, which cost estimate should the project manager use?

• $28,000
• $30,000
• $40,000
• $29,000

7. Plans and timing to support deliverable inspections and verify newly produced deliverables are included in which plan?

• Project measurement plan
• Quality management plan
• Quality assurance plan
• Quality control plan

8. What is the CV for the following scenario?

EV = $3,000

PV = $2,800

AC = $2,700

• -$200
• -$300
• +$300
• +$200

9. What is the SPI for the following scenario?

EV = $3,000

PV = $2,800

AC = $2,700

• 0.96
• 1.04
• 1.07
• 1.11

10. Using the following choices, fill in the two blanks in the statement. A manager schedules the project kick-off meeting after _______ approval of the project management plan. The meeting strives to gain ________ acceptance.

• sponsor, project team
• sponsor, stakeholder
• project team, sponsor
• stakeholder, sponsor

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