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Daily PMP Questions from Mosaic

"I am always doing what I can’t do so that I may learn how to do it."
Pablo Picasso
 

     
This weeks Questions + Answer:
   
     
Today's Question:
   
You walk into a team meeting and see a group of people standing in an animated group calling out all sorts of ideas and suggestions to a person who is quickly writing them up on a whiteboard without comment of criticism. What activity is the team most likely engaged in?

A.  Brainstorming.
B.  Nominal group technique.
C.  Problem solving.
D.  Multicriteria decision analysis.

Today's Answer:
   
Best Answer : A
 
Reason :

Brainstorming is a facilitated group creativity technique by which a group tries to find a solution for a specific problem by gathering a list of ideas spontaneously contributed by its members.
The four general rules of brainstorming are:
1. Focus on quantity.
2. Withhold criticism.
3. Welcome unusual ideas.
4. Combine and improve ideas:
Nominal group technique and/or multicriteria decision analysis can be used once the brainstorming session is over to develop a prioritised list of ideas to work on. You normally ‘brainstorm’ to develop the ideas needed to solve a problem.  For more on brainstorming and other data gathering techniques see: http://www.mosaicprojects.com.au/WhitePapers/WP1068_Data_Gathering.pdf

Reference:
PMBOK® Guide 5th Edition  5.2.2.4

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The Last Week's Questions* The Last Week's Answers Question relevant for:
PMP CAPM PMI-SP
Sunday:
You walk into a team meeting and see a group of people standing in an animated group calling out all sorts of ideas and suggestions to a person who is quickly writing them up on a whiteboard without comment of criticism. What activity is the team most likely engaged in?

A.  Brainstorming.
B.  Nominal group technique.
C.  Problem solving.
D.  Multicriteria decision analysis.

Best Answer : A

Reason :  
Brainstorming is a facilitated group creativity technique by which a group tries to find a solution for a specific problem by gathering a list of ideas spontaneously contributed by its members.
The four general rules of brainstorming are:
1. Focus on quantity.
2. Withhold criticism.
3. Welcome unusual ideas.
4. Combine and improve ideas:
Nominal group technique and/or multicriteria decision analysis can be used once the brainstorming session is over to develop a prioritised list of ideas to work on. You normally ‘brainstorm’ to develop the ideas needed to solve a problem.  For more on brainstorming and other data gathering techniques see: http://www.mosaicprojects.com.au/WhitePapers/WP1068_Data_Gathering.pdf

Reference:
PMBOK® Guide 5th Edition  5.2.2.4

Saturday:
A Project Manager is advised that some additional budget from the Management Reserves (MR) will be released to the project to cover the costs associated with an unknown-unknown that has arisen in the overall scope of work. What should be done first?

A. Add the additional budget to the Contingency Reserves (CR).
B. Spend the additional budget on work associated with the unkown-unknown immediately.
C. Add the money to the cost baseline through a Change Request, revise the cost baseline, and then authorise the expenditure.
D. Inform the Customer that this is scope creep and hence this additional work can not be done.

Best Answer : C
   
Reason : 
This question deals with the interface between risk management and cost management.  Management reserves are held outside of the cost baseline. The formally 'unknown-unknown' event has occurred and has been funded from moneys held in the MR, therefore the first thing that has to be done  is to  allocate the work to a work package along with the new budget that has been released to the project to fund the work- this is accomplished through the change management system and needs a change request. Once the cost and schedule baselines are up to date, the new work can be authorised and controlled.  Note, there is nothing in the question that suggests the work is urgent.

Reference:
PMBOK® Guide 5th Edition  7.3.3.1

Friday:
 
Project initiation has been completed and you have been appointed project manager on a new project in a matrix organisation.  You are having difficulty obtaining cooperation from some of the team members.  Your best option to obtain the needed cooperation is to:

A.  Complain to your manager.
B.  Call a team meeting and use the project charter to explain the project and your requirements and expectations.
C.  Perform a 360-degree review to make sure you are running the project correctly.
D.  Remove the problem team members and seek to obtain more cooperative replacements.

Best Answer : B
   
Reason : 
The project charter defines the project and gives you your authority. The team members now report to you and their functional manager but are responsible to you as the project manager for their performance on the project.  If the team meeting is unsuccessful, the team members’ line management (functional management) are the other managers responsible for the performance of the team members (not your manager).

Reference:
PMBOK® Guide 5th Edition  1.7.2
Thursday:
 

You have to determine the most important project related to the upgrade of your organisations intranet system. The four options are: Server upgrade, Network upgrade, Storage upgrade, and Improved backup and recovery. Which technique is likely to be the most effective for prioritising these projects?

A.  Numeric weightings.
B.  Pairwise comparison.
C.  Monte Carlo simulation.
D.  Regression analysis.

Best Answer : B
   
Reason : 
Pairwise comparison is the only technique that directly answers the question. Numeric weightings are used in a number of techniques including a Selection Matrix but simply developing a set of weightings does not solve the problem. For more on Ranking Requirements and Selecting Projects see:   
www.mosaicprojects.com.au/WP1062_Ranking-Requirements.pdf

Reference:
PMBOK® Guide 5th Edition  1.6
Wednesday:
   

The modification of a logical relationship that causes the acceleration of the successor task is represented by:

A. A lead.
B. A lag.
C. A constraint.
D. A mandatory dependency.

Best Answer : C
   
Reason : 
Leads and Lags modify the dependency (link) to change the timing of the successor and can be applied to any type of dependency. Leads (also known as 'negative lags') accelerate (or advance) the timing of the successor compared to the situation if no lead has been applied. Lags delay the timing of the successor compared to the situation if no lag has been applied. For more on Links, Leads and Lags see:  www.mosaicprojects.com.au/PDF/Links_Lags_Ladders.pdf

Reference:
PMBOK® Guide 5th Edition  6.3.2.3
Tuesday:
 

The ‘Peter Principle’ states that:

A.  Work expands so as to fill the time available for its completion.
B.  It always takes longer than you expect, even when you take into account the Peter Principle.
C.  In a hierarchy every employee tends to rise to his level of incompetence.
D.  Anything that can go wrong, will.
Best Answer : C
   
Reason :

The Peter Principle is similar to the ‘Halo Effect’ assuming that a person will be good at something simply because he is good at something else (eg, the best bug-fixer in a test lab may not make a good team leader; different attributes are required). In traditional bureaucracies, it is very difficult to demote of fire people therefore promoting the 'best performer' to a higher level role simply because they were good in their old position could easily result in a misfit of skills, capabilities and interest.
Parkinson’s Law = Work expands so as to fill the time available for its completion.
Hofstadter's Law states that: It always takes longer than you expect, even when you take into account Hofstadter's Law
Murphy’s Law = Anything that can go wrong, will.

Reference:
PMBOK® Guide 5th Edition  1.7.2

Monday:

Which of the following organisation types is similar to a functional organisation?

A.  Strong matrix.
B.  Weak matrix organisation.
C.  Projectised organisation.
D.  Balanced matrix organisation.
Best Answer : B
   
Reason :
Power rests with functional managers in both types of organisation. Weak matrix organisations use project coordinators to help expedite the work of a project across functional areas but the coordinator lacks authority and responsibility.

Reference:
PMBOK® Guide 5th Edition  2.1.3



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Additional Information:
   
Why train with Mosaic:
  • Decades of experience managing major projects in the 'real world'. We bring this internationally recognised experience into our training courses.
  • PMI members for over 25 years - we understand how PMI works.
  • Successful PMI trainers since 1999 - our courses are guaranteed to work!
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Your Trainers
We run our courses, ourselves
In a typical PMP or CAPM course, Lynda will teach the 'soft skills' of communication and stakeholder management, Patrick will teach the 'hard skills' of scope, time and cost, and we share the rest.
 
Dr Lynda Bourne Dr. Lynda Bourne DPM, PMP, FACS, FAIM.
Lynda is an internationally recognised consultant, author and trainer. She has extensive experience as a Senior Project Manager and Project Director specialising in delivery of IT and other business-related projects and has worked as a Senior IT Project Management Consultant.  

Lynda is Director of Professional Services with Mosaic Project Services and the Managing Director and CEO of Stakeholder Management Pty Ltd.
 
See Lynda's CV
   
Follow Lynda: 
Patrick Weaver Patrick Weaver PMP, PMI-SP, FAICD, FCIOB.
Patrick has over thirty five years experience in the Project Management industry and has been a PMI member for over 25 years.  His career initially focused on the planning and managing of construction and engineering projects. The last twenty years has seen his businesses and experience expand to include the successful implementation of project controls in a range of government, defence, ICT and business environments and the development of a range of sophisticated training options.

Patrick is
the Managing Director of Mosaic Project Services Pty Ltd.
   


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