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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:
   
Which of the following formats is not typically used to document team member roles and responsibilities?

A.  Text-oriented formats
B.  Hierarchical-type charts
C.  Matrix-based charts
D.  Functional charts

Today's Answer:
   
Best Answer : D
 
Reason :

Functional charts are not listed in PMBOK as a type of Organisation chart or position description.  The other three options are described in detail.

Reference:
PMBOK® Guide 5th Edition  9.1.2.1

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The Last Week's Questions* The Last Week's Answers Question relevant for:
PMP CAPM PMI-SP
Thursday:
 

Which of the following formats is not typically used to document team member roles and responsibilities?

A.  Text-oriented formats
B.  Hierarchical-type charts
C.  Matrix-based charts
D.  Functional charts

Best Answer : D
   
Reason : 
Functional charts are not listed in PMBOK as a type of Organisation chart or position description.  The other three options are described in detail.

Reference:
PMBOK® Guide 5th Edition  9.1.2.1

Wednesday:
   

The need for cost allowances is usually driven by _________
 
A.    Items not in scope to the contract
B.    Items on the risk register
C.    Bid errors
D.    Design maturity

Best Answer : B
   
Reason : 
Cost allowances are usually associated with risk. the allowance is either based on variability assessments made using Monte Carlo analysis or similar, or qualitative risk assessments of individual risk events using expected value calculations. The assessed values are contingencies that are held within the project baseline to compensate for the effect of the risk if it occurs. Al lof the other items are potentially risks, that if defied, should be included in the risk register.

Reference:
PMBOK® Guide 5th Edition  7.2.2.6
Tuesday:
 

Which of the element of the overall Project Management Plan is likely to be then most useful when you are developing the Human Resource Management Plan?

A. Communication management plan.
B. Activity Resource requirements.
C. Cost management plan.
D. Organisation charts and position descriptions.

Best Answer : B
   
Reason :

Activity Resource requirements are a primary input to the Develop Human Resource Plan process along with the overall project management plan (which in includes as a subset the communication needs of stakeholders).  Activity Resource requirements are an integral part of the schedule and therefore the overall project management plan. Organisation charts and position descriptions are a part of the organisational process assets and a tool and technique used to develop the Human Resource Management Plan (not part of the project management pan).

Reference:
PMBOK® Guide 5th Edition  9.1.1.2

Monday:

Contingency can best be described as an amount of money or time:
 
A.    To allow for the effect of uncertainties that experience shows will result in added costs or time.
B.    That is retained by the project sponsor to cover the consequences of risk events.
C.    To allow for increased scope of work.
D.    To improve the probability of achieving the cost estimate or schedule.
Best Answer : A
   
Reason :
Management reserves are held by the sponsor (or senior management) contingencies are held within the project’s baselines for identified risk events. While properly assessed contingencies will have the effect of enhancing the probability of achieving the estimated cost and schedule outcomes (by mitigating the effect of foreseeable risk events), this is not the best answer to the question.

Reference:
PMBOK® Guide 5th Edition  11.5.3.2

Sunday:
 
Which of the following tools or techniques are not used in the Sequence Activities process?

A. Precedence diagramming method (PDM).
B. Expert judgement.
C. Leads and Lags.
D. Network templates.

Best Answer : B

Reason :  
Whilst expertise is needed to determine the appropriate dependencies to use, unlike many of the planning processes 'expert judgement' is not one of the tools and techniques listed in the Sequence Activities process.  Network templates are included in the organisational process assets. Whilst 'expertise' is not listed, developing an accurate dynamically linked schedule model is core to CPM, for more on dynamic scheduling see:  www.mosaicprojects.com.au/PDF/Dynamic_Scheduling.pdf

Reference:
PMBOK® Guide 5th Edition  6.3.2

Saturday:
At the Design Feasibility Gateway review, the project’s business sponsor understood, and agreed that performance specification for the pipeline component of your project is for the pipeline to be capable of delivering 50,000 units/day with first product on 1st August, 2018. You have maintained this agreed specification. During the detailed design phase, the owner's process engineer made a change from 3 pumps at 150 HP each to 2 pumps at 250 HP each , with an associated cost increase of $5 Million, to resolve pressure issues within the pipeline. Based on general contingency and change management principles, how should the project team address this change in respect to the project funding?
 
A.    It depends upon whether this risk was foreseen in the Risk Register and Quantitative risk analysis. It if event was anticipated, the funds should be drawn from the project contingency; if it was not , then additional funding should be requested from the business sponsor.
B.    It depends on the contract entered into with the the business sponsor; if the contract is a cost reimbursable contract, this is a scope change and additional funding must be requested from the business sponsor. If lump sum, it should be drawn from the owner's contingency.
C.    The is a major design change directed by the owner's engineer, so an additional $5M funding should be requested from the owner.
D.    This is not a scope change agreed by the owner, so the $5M should be drawn down from the owner's contingency to cover the costs (assuming adequate funds are available).

Best Answer : C
   
Reason : 
This is a client instructed change in scope – therefore change management applies and the cost should be claimed.The only relevant facts in the narrative are: (a) you have maintained the agreed specification and (b) the owner's engineers instructed a change. Typical of many PMP questions most of the other information is extraneous (the first challenge is to work out what matters, then you can answer the question):
- Where the owner draws its funding to cover the cost of the change is irrelevant and outside of your control. 
- The format of the contract is largely irrelevant (the change in scope and costs have an effect on 'cost plus' contract incentive payments).
- The event is not a project risk - the instructed change came from the owner.
- Similarly, whilst gateway reviews are valuable, the discussion about the 'gateways' is irrelevant to the question. 
For more on gateway reviews see:  www.mosaicprojects.com.au/WP1092_Gateways+Scorecards.pdf 

Reference:
PMBOK® Guide 5th Edition  4.5.1.3

Friday:
 
The decision to use a virtual team for your project will limit the usability of which of the following tools and techniques for developing the project team?

A.  Team building activities.
B.  Interpersonal skills.
C.  Colocation.
D.  Ground Rules.

Best Answer : C
   
Reason : 
Colocation involves placing many or all of the active team members in the same location. Virtual teams work from diverse and different locations and communicate using various remote technologies and collaboration tools such as Skype and e-mail. Team building activities, interpersonal skills and ground rules are more important in developing an effective virtual team than a collocated team for the simple reason the virtual team members are not able to interact with each other in a face to face situation to sort out problems (the 'storming' and 'norming' phases of the Tuckman team development model.) 

Reference:
PMBOK® Guide 5th Edition  9.3.2.5

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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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  • Cost effective - you don't have to join anything to take advantage of our low costs. 
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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.
   


References:
   

**The 'Tip of the Week' is taken from:

Lessons Learned
Lessons Learned in Project Management: 140 Tips in 140 Words or Less
Compiled by Editor - Dr. John A. Estrella.

A Twitter-inspired book of 140 tips, each in 140 words or less, from experienced project managers that constitutes a concise body of knowledge useful for all project managers. This book is instantly usable, friendly, and full of great advice. The fact that each tip is short and to the point separates the signal from the noise; and this book is pure signal.

To preview and buy visit: http://www.amazon.com/Lessons-Learned-Project-Management-Words/dp/1456357581


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