4.0 Executing

Once the project management plan has been approved, we launch the project and actually execute all of the baseline plans we have developed. We’re acquiring our project team and then developing and managing them. We’ll launch our quality control effort during executing as well as our efforts to communicate with the stakeholders. A major source of activity is conducting our procurements, holding bidders conferences, issuing RFPs, evaluating vendor proposals and negotiating contracts with the vendors who meet our selection criteria. We’re also actively engaged in managing our stakeholders, ensuring that they are engaged in the process and supporting the effort. A key focus is addressing their issues and needs.

The Process Stories and Project Manager in Action videos are in the right hand column due to the size of this module.

Project Executing Introduction

Process: Direct & Manage Project Work

Process: Acquire Project Team

Process: Conduct Procurements

Process: Develop Team

Process: Perform Quality Assurance

Process: Manage Project Team

Process: Manage Stakeholder Engagement

Process: Manage Communications

Project Executing Summary

PRACTICE EXAM

1. During a contract negotiation, both parties make notes and initial the other parties notes. A contract is signed and later the buyer complains that the seller is not meeting the requirements specified in the notes they initiated but did not include in the contract. What is the likely outcome of this complaint? (337)

2. Contract management includes these techniques and outputs: (334)

3. After we execute the contract with a supplier, vendor, or consultant, changes to that contract are governed by? (332)

4. Acquiring the project team includes: (331)

5. Bidder conferences are part of what procurement process? (330)

6. A project manager asks a seller to provide a performance bond because the seller is proposing a contract based on a technology with which they have no experience. What % of the contract amount should the bond cover? (317)

7. The client is the person who: (369)

8. Your seller has gone out of business two months after starting work. The first thing you should do is: (367)

9. When auditing a contractor's expense submissions, the project manager's best alternate if a discrepancy is discovered is to: (359)

10. Two team members are debating the pros and cons of the proposals three potential sellers have submitted. What advice should the PM give them? (358)

11. The plan procurement process does not include the use of: (355)

12. The output of the conduct procurements process is: (353)

13. The task of obtaining and managing project resources includes all of the following except: (352)

14. In a negotiation, your boss delivers a short speech telling a vendor that if the contract terms cannot be resolved, other vendors will be invited in. The boss leaves the room, and following instructions, you resume the negotiations. This is an example of what negotiating tactic? (345)

15. Quality assurance includes all of the following except: (407)

16. You are managing a website development project with development teams from sales, marketing, accounting and customer service. These teams need to be staffed and their efforts coordinated. Whose responsibility is this coordination? (278)

17. You have finished completing your resource calendars. What processes will need this information? (817)

18. Senior management wants you to reduce your project's duration by 2 months. You might do all of the following except: (607)

19. All of the following are used in the quality assurance process except: (395)

20. A quality audit is used in: (390)

21. Companies X, Y and Z submit bids to Company Q for a project Q is performing. Company Q has worked with Company X before and likes their work. However, only Company Z's bid meets Company Q's selection criteria. What should the project manager do? (381)

22. A signed agreement is an output of the _______________ process. (374)

23. We perform quality assurance as part of which domain? (427)

24. The key inputs to quality assurance include all the following EXCEPT ____________________. (441)

25. When an activity does not conform to quality standards we have all of the following except: (432)

26. The technical process of using data to decide how actual sample results compare with the quality specifications/requirements utilizes all of the following tools except: (421)

27. A project manager and team have been executing the project plan for 60 days when the project manager encounters two team members having a heated conflict. The argument is over the wording of test questions that should be asked of customer service department stakeholders who are going through training to enhance their skills. Which of the following is the BEST approach for the project manager to take? (141)

28. A member of the project team and a contractor are having a dispute about one of the contractor's deliverables. The project manager selects one of the options and tells both team members that they will implement the option the PM selected with no further discussion. This is an example of what kind of conflict resolution? (140)

29. A project manager has acquired all of the required resources as specified in the human resource plan. The next best thing to do is: (793)

30. You are a PM in a functional organization. You have a team member whose general writing and grammar skills are slowing his work. Who is responsible for getting this team member the needed training? (222)

31. Which of these conflict resolution techniques yields the best long term resolution? (208)

32. Who is responsible for training team members in the skills they need for their careers? (223)

33. You are a PM in a matrix organization. You have a team member who is incapable of completing his tasks due to lack of training. Who is responsible for getting this team member the needed training? (221)

34. All of the following are techniques for resolving conflict except: (220)

35. The PM should reduce the duration of the tasks assigned to a team member when: (219)

36. _______________ is the style of power used by PMs who accept input from other team members or stakeholders. (218)

37. _______________ is the most effective type of power for the PM. (217)

38. Two team members have a persistent conflict from a previous project. How should you deal with this issue during HR planning? (216)

39. At what point should you release the project team to their home department? (214)

40. The staffing management plan is a critical input for what task? (213)

41. As the PM in a functional organization, you are NOT responsible for which of the following: _________________________. (212)

42. A project manager has responsibilities for project team development: (143)

43. A project manager's role in acquiring the project team in a projectized organization consists of: (224)

44. In what task would we use a fishbone diagram? (246)

45. Which of the following is not used to develop the project team: (171)

46. Which of the following create the most conflict on a project in a projectized organization? (169)

47. Which of the following causes the most conflict? (168)

48. Which conflict resolution style is usually the most effective? (166)

49. The win-win strategy for resolving conflicts usually results in: (164)

50. Performance assessments are an output of: (163)

51. You have recently been assigned as the project manager for a large scale customer service improvement project which is 50% complete and which involves technology in which you are an expert. You need to contact several specialists who are responsible for a key deliverable but you lack their names and phone numbers. The BEST place to look is: (211)

52. A project manager was working with two of his/her team members to resolve a conflict. One had withdrawn from the conflict and the other was attempting to compromise but resolution was slow in coming. Due to the negative impact that not resolving the conflict could have on a critical deliverable, the project manager brought the two together to confront the issue, listened to both sides and made a decision. What form of conflict resolution did the project manager use? (158)

53. The most frequent cause of conflict between PMs and stakeholders is: (157)

54. The most effective management style(s) for a PM are: (156)

55. The contemporary view of conflict is that: (155)

56. As the project manager with a team member drawn from a functional department, you are coping with a team member who has missed an assignment deadline. You should: (149)

57. An output of the team development process is: (148)

58. McClelland's theory addresses: (191)

59. Which of the following is not used to develop the project team: (206)

60. To successfully motivate a team drawn from departments in a functional organization, which motivational theories should the PM use to maintain a happy, productive team? (203)

61. The project team directory and staff assignments is an output of: (199)

62. The project manager's responsibility for training in a projectized organization includes: (198)

63. The most frequent cause of conflict on projects is: (196)

64. The most effective management style(s) for a PM in a functional organization is: (195)

65. When the project is being performed in a matrix organization and when it involves complex technology that is new to the project team, training the team takes place during: (194)

66. Which conflict resolution technique yield the best long term resolution? (175)

67. In a project manager's leadership role, the project manager: (192)

68. You have recently been assigned as the project manager for a large scale customer service improvement project which is 50% complete and which involves technology in which you are an expert. You need to determine who is responsible for various activities in the project plan. The BEST place to look is: (177)

69. A project manager's role in team development in a functional organization is to: (190)

70. Who is responsible for motivating team members to high levels of performance? (189)

71. You are a PM in a functional organization. You have a team member who is incapable of completing his tasks due to lack of training. Who is responsible for getting this team member the needed training to complete his or her project tasks? (188)

72. You are a PM in a projectized organization. You have a team member who is incapable of completing his tasks due to lack of training. Who is responsible for getting this team member the needed training? (187)

73. Three leading contributors to conflict on a project include _______________, _______________ and _______________. (186)

74. The PM should delegate more responsibility to a team member when ____________. (185)

75. _______________ is the style of power used by PMs who DON'T accept input from other team members or stakeholders. (184)

76. _______________ is the most effective type of power for the PM in a functional organization is. (183)

77. Three quarters into your project, a persistent conflict between two team members reaches a destructive point where it is affecting performance and the schedule. What kind of conflict resolution should have been used earlier in the project? (182)

78. Collocation increases _____________ and decreases __________________. (181)

79. In Maslow's hierarchy of needs, the lowest level is: (193)

80. You have begun executing the project plan and it was time to contact functional managers about the resources they committed to the project. What are you currently working on? (989)

81. You are the project manager for a project that involves your accounting department as well as the marketing and sales department in your organization. Your team is implementing approved actions. Which of the following tools and techniques would they not use? (1002)

82. You are managing a small project for your boss and are working with the 5 members of your project team to implement approved actions. Which of the following would not be produced as part of this task? (1001)

83. You are managing a large project that involves over 200 stakeholders. Project execution started 6 months ago and last week, 5 members of your project team recognized a previously unidentified risk and have prepared a workaround. The workaround has been approved and is ready for implementation. In what task would this take place? (1000)

84. The sponsor sends you the week's approved changes. Your team has just finished implementing all of the changes by altering assignments and deliverables as approved. In order to close out the work on this task, you would do all the following except? (999)

85. You are managing a medium size project which involves three departments within your organization. You and the project management team are implementing the approved project changes. You might use all of the following except? (998)

86. You are managing a small project for your boss and have two of your team members working on carrying out the approved changes as prescribed by the project management plan. What are they working on? (997)

87. You are managing the team working on quality assurance. Work is progressing well and your team has produced several workflow revisions for the project sponsor to review. All of the following components could be part of the submission except? (996)

88. You have asked several team members to study a control chart because a rule of 7 has occurred. You have asked them to resolve the issue. What task are they working on? (995)

89. You take the quality metrics in the Quality Plan and measurements supplied from Monitoring and Control to gauge the effectiveness of the work being done. What are you working on? (994)

90. You are managing the execution of the project plan. The team has submitted several outputs for your review. Which of the following would they not produce as part of this work? (993)

91. You have the approved project plan and assembled your team and are ready to launch people on their assignments What task are you working on? (992)

92. After negotiating the terms of the contracts for each of the resources you needed to procure for the project, you emerged with 3 signed contracts. What task are you working on? (990)

93. You are working on developing your team. Which of the following would you produce as an output? (1005)

94. After receiving approval of your project plan, you conducted your kickoff meeting and everyone left very enthusiastic about executing the project. Which of the following would you not work on? (988)

95. After receiving approval of your project plan, you conducted your kickoff meeting and everyone left enthusiastic about executing the project. What is the next thing you should work on? (987)

96. After negotiating the terms of the contracts for each of the resources you needed to procure for the project, you emerged with the last 3 contracts signed. What task can you work on next? (991)

97. You have finished communicating the project status and performance for the week. Which of the following would you have produced upon completion of the work on this task? (1028)

98. You are managing a medium size project that involves three departments within your organization. You are working on Manage Communications. You are using all of the following except? (1027)

99. You have the project performance information after the first week of Executing. Using the communications plan and following your organization's policy for information distribution, you send out the project performance reports. What task are you working on? (1026)

100. With the HR plan in hand as well as the team assignments, you use your observational skills and conflict resolution techniques to resolve a conflict between two of your team members who you assigned to the same task. What task are you working on? (1003)

101. You are working on developing your project team. Which of the following would you not use? (1004)

102. Why is it critical to engage stakeholders in project activities? (1222)

103. As the project manager you are attending a meeting where one of your team members is answering questions from three customers. To learn about the reactions of the customers you should: (695)

104. A project manager who needs to crash a project pays the most attention to: (578)

105. The communications management plan is used in which of the following processes? (827)

106. You are working on quality control and have received work performance data. Which process produces this information? (824)

107. All of the following are outputs of manage stakeholder engagement except: (694)

108. What process uses quality control measurements? (843)

109. In what process do we award vendors with a contract? (850)

110. In what procurement process do we select our seller(s)? (849)

111. What process uses source selection criteria? (848)

112. The process improvement plan is an input to what process? (842)

113. What process produces team performance assessments? (839)

114. Project staff assignments are produced in what process? (838)

115. Which of the following information types are NOT used to manage stakeholder engagement? (717)

116. Performance reviews are held to: (704)

117. Information to effectively manage project stakeholders is included in the: (702)

118. Formal communication is required when: (698)

119. The use of extrinsic and intrinsic motivational factors was based on the idea that (753)

120. What are the stages in team development as proposed by Bruce Tuckman? (752)

121. In a multinational corporation, where all projects are approved by a selection committee and evaluated against a set of cost benefit ratios ,what is needed to close a project? (742)

122. Organizations utilize management by objectives (MBO) techniques in their project management processes to: (736)

123. You are project manager for a customer service improvement project that will affect all departments of your medium-sized employer. Your organization has been operating in its current city for two decades and buys services and merchandise from many of its customers. The company's purchasing department is understaffed and limits their activities to providing lists of potential sellers and conducting bidders' conferences. Your project sponsor is the vice president of sales who has already alerted you to the fact that many of your large customers expect to provide their goods and services to the project. In fact, several of the company's customers compete with each other and the VP does not want to antagonize any of them. The last RFP and the set of bid evaluation criteria have been approved by the purchasing team and you carefully lock the document in your steel file cabinet. Two hours later you attend the project kickoff meeting and are surprised to hear two sales people discussing the bid evaluation criteria and which of their customers will win that bid. You note the names of the sales people and then: (308)

124. A production run causes rework which costs $100,000. How much of this cost is directly attributable to the employees on the production line? (386)

125. The vendor working on one of the key components of your project informs you they won't be able to continue producing the product at the level of quality originally specified. However, they guarantee this will not have any adverse effect on your project. How should you proceed? (373)

126. Successful contract negotiations are best described as: (350)

127. As a consulting firm project manager you receive an RFP from a large prospective client. You know that: (326)

128. A contractor to whom you sent an RFP contacted you and pointed out a flaw in the RFP and tells you that it may change the project scope and increase its costs. Upon receiving this information, the PM should: (314)

129. You are project manager for a customer service improvement project that will affect all departments of your medium-sized employer. Your organization has been operating in its current city for two decades and buys services and merchandise from many of its customers. The company's purchasing department is understaffed and limits their activities to providing lists of potential sellers and conducting bidders' conferences. You have just completed the final evaluation and selection meeting and identified the contractor with whom you will negotiate a contract. The winning contractor is one of your customers who spends far more with your organization than the anticipated value of the contract on which they bid. You have already heard from several people in the sales department that the winning bidder is complaining to their sales reps about how they will lose money on the contract. The sales people want you to go easy on their customer so there is some profit for them in the contract and they have already mentioned change requests that would make the contract more lucrative. The original procurement plan called for a CPPC (cost plus 15%) contract because the technical uncertainty of the task made it impossible to specify the scope with sufficient clarity to use a fixed price contract. You are now having second thoughts that the arrangement might lead to an explosion of change orders and scope expansions that would increase the cost to the project. In addition, you know the sponsor will not support actions that anger the customer. What negotiating and procurement administration options might be useful in this situation? (309)

130. You have recently been assigned as the project manager for your company's major strategic initiative which is a six state expansion program including acquisition of facilities, new employees, systems and equipment. The company functions as a projectized organization and the core members of your project team are your direct subordinates. You are, however, contracting with other divisions within your company for certain deliverables and subprojects. Six months into Executing, one of your certified associate project managers timidly walks into your office and asks if all the documentation required for changes wasn't costing the project the benefit of people's creative problem-solving and spontaneous solutions. You carefully explained that: (306)

131. You are managing a project that utilizes a new silicon technology and the project plan has been approved when a senior manager expresses concern that the project will not meet quality standards. How should you respond? (438)

132. You are part of the project management team for a durable medical equipment company. Your project charter states that the objective is to develop a product that is 25% lighter in weight to reduce manufacturing costs, increase profits and increase patient satisfaction from improved ease of use. You have two project team members in Ireland, 4 in India, 4 in Great Britain, two more in China, and 5 in the US on the quality team. Your quality management plan is approved along with the project plan and includes metrics, responsibility for quality control assigned to the people in Ireland and quality assurance responsibility assigned to those in Great Britain. The team in Great Britain doing quality assurance sees unfavorable trends in the control charts for the deliverables being produced in Ireland. Specifically, several scores on product weight have fallen below the planned lower control limit which was set at 5 sigma and the Quality assurance team wants the process modified in 7 specific ways to bring the process back under control. The Irish production team disagrees, saying the process is under control and these few scores are just exceptions which will not occur again for years and that there is no need to change the process. What course of action should the PM follow: (297)

133. You are a project manager for a mid-size company and the charter was approved 4 weeks ago. The company is organized as a weak matrix organization with a project office that focuses on training and procedures. The organization has a history of poor cooperation from functional department managers fulfilling the resource lending commitments made to project managers. This lack of cooperation has been particularly severe with the operations division. Your sponsor stops in one day and drops off the project plan indicating she has approved it in full. She asks how you will handle functional managers who do not cooperate in providing resources. The key points you made are: (225)

134. You are a project manager for a mid-size company and the project plan was approved 4 weeks ago. The company is organized as a weak matrix organization with a project office and focuses on training and procedures. The organization has a history of poor cooperation from functional department managers fulfilling the resource lending commitments made to project managers. This lack of cooperation has been particularly severe with the operations division. Your sponsor stops in one day and asks explains how she hopes your training and performance feedback to people borrowed from other departments will improve their performance on their 'real' jobs when their part time work on the project is done. To make sure her expectations are in line with the reality of the situation, you the explain situation in terms of developing the project team and managing the project team. The key points you make are: (226)

135. You are managing a website development project with development teams from sales, marketing, accounting and customer service. These teams need to be staffed and their efforts coordinated. Whose responsibility is this coordination? (210)

136. You are managing a project in an organization with a weak matrix structure. Your team is drawn from a number of different functional units. In a meeting, one of your team members indicates that he is assigned to two other projects which will take all his time. When should this issue have been specifically addressed? (209)

137. Which form of power is the MOST effective from the project manager's viewpoint in terms of influencing functional managers in an organization with a functional form? (204)

138. A project manager was working with two of his/her team members to resolve a conflict. The PM invited both team members out to lunch and encouraged them to put their differences aside for the sake of the team. They could revisit the issue if it became a problem down the road. What form of conflict resolution did the project manager use? (197)

139. You are located in the US, and have a team member in India and another in China who are having a written conflict in English, which has escalated to a destructive point for the project. What type of conflict resolution should you use? (179)

140. You are managing a project in an organization with a weak matrix structure. Your team is drawn from a number of different functional units. In a meeting, one of your team members indicates that they do not have the required knowledge for the task for which they are accountable. In what project management process should this issue have been specifically addressed? (176)

141. Which form of power is the LEAST effective from the project manager's viewpoint in terms of influencing functional managers in an organization with a functional form? (167)

142. A project manager is assigned to a project in the middle of the execution phase after having been relocated from a different region of the country. The PM is trying to gain the cooperation of team members the project manager is meeting for the first time. Which form of power is the best choice for the project manager to use with the team members? (144)

143. A project manager has just completed a status report to the stakeholders when she learns that one of the members of the team has been reassigned by their boss to another project involving 15 outside contractors and a strong quality effort. After assessing the impact of losing the team member, with whom should the project manager discuss this issue? (142)

144. You are managing a project in a balanced matrix organization without a project office. You receive an e-mail from a technical expert who would be assigned to your project team. The e-mail explained that the team member, who is assigned to 5 different projects, could not work on your project as other project managers demanded that the expert work on their project for the next month. What should the project manager do? (1082)

145. A project manager was meeting with the project sponsor to discuss the planned roles and responsibilities for each of the team members and stakeholders who would be involved in the process. The project manager had prepared a listing of individual names and tasks in which they would be involved. The sponsor said that the information was useful but he'd really like to know what kind of involvement each of these people would have on the proposed tasks and who would be responsible for what. How should the project manager respond? (1081)

146. A project manager walked out of a team meeting glad that the group was evolving. The days of careful and very polite but nervous interaction were over. So was the yelling and jockeying for position as well as the challenges to the PM's authority. The project manager thought hard about what was next and how to handle it. What should the project manager expect and what should the PM do? (1077)

147. Just as you had opened the last of the responses to your RFP, an executive stakeholder calls you and wants to change the criteria that will be used to evaluate vendor proposals. You ask why the executive wants to change the criteria. The executive tells you that the criteria are unfair and discriminate against certain of the vendors. What should you tell the executive? (1073)

148. A project manager is concerned that the project team is not motivated and will do less than outstanding work. After talking to the team members, the project manager finds that two thirds of the team members think their cubicles are usually too cold and that they are dirty and need to be cleaned more often with the trash emptied weekly. A human resources person thinks that bonuses would increase motivation. What should the project manager do? (1067)

149. A member of your quality assurance team reports that she has discovered a way to generate the weekly earned value reports by improving the process in ways that will allow three hours each week to be saved as well as allow reporting their results 24 hours earlier. How should you proceed? (896)

150. A member of your quality assurance team reports that the raw materials being used on one of the project's deliverables are of a much higher quality than was anticipated during the scope definition process. The QA team member explains that this will allows her to tighten (raise) the tolerances associated with this deliverable. How should you proceed? (895)

151. You are managing a project team with 22 team members each of whom has a unique technical specialty on the team. They are also from 4 different countries. You are concerned that the project team's morale may be poor due to cultural and technical barriers. Each of the team members has been committed to the project for 6 months. What is the best way to address the issue (878)

152. You are managing a project team with 22 team members each of whom came to the project from their home department. Despite an active team building program, you are concerned that the project team morale is not as good as it could be because the team members have to deal with complex communications and conflict each day. Each of the team members works part time on your project and several others. What is the best way to address the issue? (877)

153. You are managing a project team with 22 team members each of whom was loaned to the project from their functional department. Despite an active team building program, you are concerned that the project team morale is not as good as it could be because of the conflicts between project work and the workload from their 'home' departments. What is the best way to address the issue? (876)

154. You are managing a project team with 22 team members each of whom reports to you as their manager. Despite an active team building program, you are concerned that the project team morale is not as good as it could be because they are concerned about what they will do when this project ends. Each of the team members has been reassigned and reports to you directly for the duration of the project. What is the best way to address the issue? (875)

155. You are conducting a meeting with the Marketing VP and one of their employees to address several issues they have with the project and how it will impact a long term customer. You use interpersonal skills to effectively communicate to them what the project will be able to deliver for the customer. What task are you working on? (1024)

156. You are examining the project management process for flaws and inefficiencies as prescribed by your process improvement plan. You would use all of the following except? (1009)

157. Your team is working on implementing approved changes and has been given performance report information. Which of the following would not be included with that data? (1007)


 

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