Question Set 2: Managing a Project in Different Environments

Questions 1. You are working with your project team, business analysts, and stakeholders to plan out
the project work. Some of the resources are in Chicago and other resources are in London, UK. The
distribution of resources, such as in your project, is also known as what? A. Enterprise environmental
factor B. Organizational process asset C. Virtual team D. Constraint 2. Understanding enterprise
environmental factors is an important part of your role as a project manager or business analyst. Which
of the following choices is an enterprise environmental factor? (Choose three.) A. Employee capability B.
Infrastructure C. Templates D. Organizational culture E. Policy manual 3. In your industry, your products
must adhere to a government regulation. This government regulation will affect how you manage your
project. The government regulation in this scenario is best described as which one of the following? A.
Organizational process asset B. External enterprise environmental factor C. Constraint D. External
constraint 4. As the project manager, you must work with your project team to identify the project
phases within the project schedule. To help with this identification, you are using the project plan and
project documents from a completed and similar project. These project files are commonly known as
what term? A. Enterprise environmental factors B. Lessons learned C. Organizational process assets D.
Supportive PMO 5. A governance framework is important for the success of the project, programs, and
portfolios within an organization. A governance framework addresses all the following items except for
which one? A. Alignment with the organizational mission B. Change control procedures C. Performance
on time, cost, and scope D. Communications with stakeholders 6. Khalid is the owner of a large
manufacturing company. In his company, organizational resources are pooled into one project team, but
the functional managers have less project power than the project manager. What type of structure is
Khalid operating in? A. Simple B. Weak matrix C. Project-oriented D. Strong matrix 7. Project team
members are most likely to work full time on a project in which of the following organizational
structures? A. Functional B. Weak matrix C. Strong matrix D. Project-oriented 8. Marcy is the project
manager of the GQD Project for her organization. She is working with Stan, the project sponsor, and
they are identifying the most likely phases for this type of project work. Why would an organization
divide a project into phases? A. To provide better management and control of the project B. To identify
the work that will likely happen within a phase of the project C. To identify the resources necessary to
complete a phase of the project D. To define the cash-flow requirements within each phase of the
project 9. You are the project manager for your organization. Lei, a new project team member, is
working on multiple projects at once. He approaches you, worried about who he reports to. In addition,
Lei has a functional manager who is assigning him work. What type of structure are you and Lei
operating in? A. Functional B. Weak matrix C. Program office D. Project-oriented 10. You are the project
manager of a new project. When is the likelihood of failing to achieve the objectives the highest within
your project? A. There is not enough information provided to know for certain. B. At the start of the
project. C. At the end of the project. D. During the intermediate phases of the project. 11. You are the
project manager for your organization, and you’re working with the project team to explain the
approach of the project life cycle and how you’ll be managing proposed changes to the project scope.
Your company is a project-oriented company; who will make decisions on change control? A. Project
manager B. Project team C. Functional manager D. PMO 12. You are the project manager for your
organization, and you’re working with your company’s project management office. The PMO has
provided you with forms, templates, software, and some advice on how best to manage the project.
What type of project management does your company have? A. Consultative B. Supporting C.
Controlling D. Directive 13. You are a project manager acting in a functional organization. The functional
manager and you disagree about several deliverables the project will be creating. The functional
manager insists that you begin the project work now. What must you do? A. Begin work. B. Resolve all
the issues with the functional manager before you begin working. C. Continue planning because you are
the project manager. D. Begin work if the issues don’t affect the project deliverables. 14. You are a
project manager working under a PMO. Your project resources are shared among several projects. To
whom will the project team members report? A. The project manager of each project they’re assigned
to B. The functional managers C. The PMO D. The product manager of their primary project 15. An
organization is implementing a new agile project management approach for their software development
projects. In this approach, they’ve decided that one person will program and a second programmer will
evaluate the code being written to ensure accuracy. Which agile project management approach is being
implemented? A. Scrum B. Kanban C. XP D. Lean 16. You are the project manager for your organization,
and you’re working with the project team to explain the approach of the project life cycle and how you’ll
be managing proposed changes to the project scope. Your company is a weak matrix company; who will
make decisions on change control? A. Project manager B. Project team C. Functional manager D. PMO
17. Geraldine is a project manager for the NHG Corporation. She has identified several positive
stakeholders for her construction project and a few negative stakeholders. Geraldine and the project
team have been meeting regularly with the positive stakeholders but have not met with the negative
stakeholders. Ibrahim, the chief project officer from the PMO, tells Geraldine she needs to meet with
the negative stakeholders as quickly as possible. What type of PMO is Geraldine working with? A.
Consultative B. Directive C. Controlling D. Supportive 18. Siju is the project manager for his organization.
In his next project, his team will comprise local workers and workers from Scotland, India, and Belgium.
Siju knows that he needs to consider the working hours, culture, and expectations of this virtual team to
manage it successfully. Which of the following are cultural attributes of an organization? (Choose three.)
A. Policies and procedures B. Work ethics C. View of authority relationships D. Experience of the project
management team 19. Joey is a new project manager for your organization. Management has asked him
to begin creating a project management plan with his project team based on a recently initiated project.
What can Joey do to get a head start on writing the project management plan? A. Go look for an
organizational process asset from a previous project. B. Go look for an enterprise environmental factor
from a previous project. C. Assemble the project team and start writing a new and unique project
management plan. D. Hire a contracting agency to provide a “Technical Writing” class. 20. You are the
project manager in your organization. Unlike your last job, which used a weak matrix structure, this
organization is using a project-oriented structure. Who has full authority over project funding in a
project-oriented structure? A. The project manager B. The functional manager C. The PMO D. The
project sponsor Answers 1. A. The distribution of resources is an enterprise environmental factor. The
location of the resources can affect how the project operates and communicates with resources and
stakeholders. B is incorrect because the distribution of project resources is not an organizational process
asset. C is incorrect because, although resources located in different parts of the world could be a virtual
team, the better choice is EEF. D is incorrect because, although the project manager may see the
distribution of resources as a constraint, the question doesn’t state if this is a positive or negative factor
for the project. 2. A, B, D. Employee capability, infrastructure, and organizational culture are all
enterprise environmental factors. C and E are incorrect because templates and a policy manual are not
enterprise environmental factors. 3. B. A government regulation is an external enterprise environmental
factor that has been created outside of your organization. You must adhere to the regulation, so it is an
EEF. A is incorrect because an organizational process asset is created internally to help the project. C and
D are incorrect because, while the regulation may be seen as a constraint, the best choice is that a
regulation is an EEF. 4. C. Project files and documents from a past similar project are organizational
process assets. A is incorrect because enterprise environmental factors direct how the work is to be
completed, rather than serving as input for planning and decisions, as do project files from a completed
and similar project. B is incorrect because lessons learned is one type of organizational process asset,
not the term for the collective project files from a completed and similar project. D is incorrect because
PMO stands for project management office. 5. A, C, D. A governance framework address alignment with
the organizational mission, performance issues, and stakeholder communications. B is incorrect because
a governance framework does not address the change control procedures. 6. D. This is an example of a
strong matrix organizational structure. Organizational resources are pooled into one project team, but
the functional managers have less project power than the project manager. A, B, and C are incorrect
choices because this is not a simple, weak matrix, or project-oriented structure. 7. D. Organizations with
project-oriented structures often have project team members assigned to the project on a full-time
basis. A, B, and C are incorrect because these structures have part-time project teams. 8. A.
Organizations often divide projects into phases to make the management and control of the project
easier and more productive. B and C are incorrect because these statements identify an attribute of a
phase, not the reason to create all phases. D is incorrect because this statement is not true for all
projects. In addition, cash-flow forecasting is part of planning and is not universal to all project phases.
9. B. The best choice is that you and Lei are operating in a weak matrix structure. This is the best choice
because Lei is working on multiple projects and he is also receiving work assignments from his functional
manager—something that isn’t likely to happen in a functional or project-oriented structure, making A
and D incorrect. C is incorrect because a program office isn’t a specific organizational structure. 10. B.
Projects are most likely to fail at the start of the project. As the project moves closer to the project
completion, its odds of finishing successfully increase. A is incorrect because it is not an accurate
statement. C is incorrect because the project is more likely to finish successfully at the end of the
project. D is incorrect because the intermediate phases show progress toward project completion. The
further the project moves away from its start and the closer toward completion, the higher the odds of
success. 11. C. A centralized structure is also known as a functional structure. In this environment, the
functional manager is in charge of the project budget. A, B, and D are incorrect because the comptroller,
project manager, and project sponsor are not in charge of the project budget in a centralized structure.
12. B. A supporting type PMO will provide support, such as forms, templates, software, and advice on
the project. A is incorrect because this isn’t a valid PMO type. C is incorrect because this type of PMO is
more concerned with compliance than supporting the project manager role. D is incorrect because a
directive PMO manages the project directly. 13. A. Because you are working within a functional
organization, you have little to no power, and the functional manager has all the power. You must obey
the functional manager and get to work. B, C, and D are all incorrect choices for the project manager in a
functional structure. 14. A. When resources are shared and a project management office exists, the
project resources report to the PMO for staff assignments, but they’ll report to the project manager of
each project they’re assigned to. B is incorrect because resources are not shared among several projects
in a functional structure. In addition, a functional structure does require the project manager to report
to the functional manager. C is incorrect because the PMO may be responsible for staff alignment and
assignment, but the project team does not report to the PMO. D is incorrect because the project team
members would not report to a product manager. 15. C. In this scenario, the organization is
implementing XP, or Extreme Programming. XP readily uses pair programming, where one programmer
is writing the code and a second programmer evaluates the code for quality control and accuracy. A, B,
and D are incorrect because Scrum, Kanban, and Lean do not utilize pair programming as XP does. 16. C.
In a weak matrix, the functional manager has more authority than the project manager and will likely
make project decisions. In general, decisions on scope changes would be in accordance with change
control procedures. That might authorize the functional manager to make the decision or require it to
go to the project sponsor. This is the best answer since the scenario does not give any further details on
change control. A, B, and D are incorrect because the project manager, the project team, and the PMO
will not likely have change control authority in a weak matrix. 17. C. Geraldine cannot simply ignore the
negative stakeholders. Their influence on the project may cause the project to fail. Geraldine must work
with the negative stakeholders to squelch their protests, or consider their demands to ensure
compliance or agreement with their issues. The controlling type of PMO often exists in organizations
with independent or diverse business units that want support with delivery while maintaining more
direct control over their projects. B and D are incorrect because Ibrahim is giving Geraldine an
assignment, something that wouldn’t happen with a directive or supportive type of PMO. A is incorrect
because there is not a PMO structure called consultative. 18. A, B, C. The policies and procedures, the
work ethics, and the view of authority relationships are all classic examples of an organization’s culture.
D is incorrect because the project management team’s experience is not a cultural attribute of an
organization. 19. A. An organizational process asset from a previous project can be used to help a
project manager do his job better. B is incorrect because a project management plan is not an enterprise
environmental factor. C is incorrect because a common practice is to use completed documents from
similar projects and adapt them to the current project. Technically, the staffing management plan is part
of the overall project management plan, but B is the best answer presented. D is incorrect because
hiring a contracting agency to provide a “Technical Writing” class won’t help. 20. A. In a project-oriented
structure, the project manager has the power over the project funding, not the functional manager.
Project managers in a project-oriented structure manage the budget. B, C, and D are all incorrect
statements because they do not have full authority over project funding in a project-oriented structure.