Initiating and Planning Projects Coursera Quiz Answer [💯Correct Answer]

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Module 2 Quiz

1.
Question 1
True or False: A Project is defined as being unique and temporary, with an undefined start and finish.

1 point

  • False
  • True

2.
Question 2
We discussed three types of matrix organizations, they are:

1 point

  • Weak, Medium Strength and Strong
  • Weak, Balanced and Strong
  • Light, Medium and Heavy
  • Light, Mid-strength and Strong

3.
Question 3
In a projectized organization:

1 point

  • The project manager acts as manager of the team.
  • A project manager is not assigned to the team.
  • The functional manager has all of the power.
  • Team members are never assigned to the project full time.

4.
Question 4
True or False: The best organization to use to run a project will always be the projectized organization.

1 point

  • False
  • True

5.
Question 5
The five project management process groups as described in the PMBOK® Guide and discussed in the preceding lesson are:

1 point

  • Initiating, planning, executing, monitoring and controlling, closing
  • Kickoff, requirements, plan, schedule, control
  • Requirements, design, development, testing, implementation
  • Define, measure, analyze, improve, control

6.
Question 6
The three components of the triple constraint are:

1 point

  • Scope, Cost, Time
  • Scope, Performance, Cost
  • Scope, Quality, Cost
  • Scope, Performance, Time

7.
Question 7
You have finished planning and have begun executing the project when the client asks if you would add some important features to the product of the project. How are the triple constraints affected?

1 point

  • Adding features will require additional cost but not time
  • Cost must remain constant because resources are limited
  • Time and cost may both be affected
  • Scope and quality would be affected but not cost

8.
Question 8
The primary role of the project manager is:

1 point

  • Project initiation
  • Communication
  • Measuring performance
  • Distributing work packages

9.
Question 9
As discussed in the preceding lesson, The PMBOK® Guide knowledge areas that have processes in the Initiating process group are:

1 point

  • Project Integration Management and Project Stakeholder Management
  • Project Integration Management and Project Scope Management
  • Project Integration Management and Project Time Management
  • Project Integration Management and Project Quality Management

10.
Question 10
As discussed in the preceding lesson, The PMBOK® Guide describes 10 Project Management Knowledge Areas. Identify 3 out of the 10:

1 point

  • Cost, Integration, Process
  • Cost, Scope, Time
  • Quality, Process, Scope
  • Contracts, Process, Risk
Module 3 Quiz

1.
Question 1
The definition of a stakeholder includes:

1 point

  • Organizations impacted by your project but not people, they are all part of the impacted organizations.
  • People and organizations that are not impacted by your project.
  • The people or organizations that are positively or negatively impacted by your project.
  • People who are impacted by your project, but not organizations impacted by your project.

2.
Question 2
True or False: If you are not certain who your stakeholders are, asking who will use the product or service being created can be helpful.

1 point

  • False
  • True

3.
Question 3
If a stakeholder has high interest and high power then as the project manager you:

1 point

  • Can ignore them, they are as you need them to be.
  • Focus your time and attention on them, they are very impactful to your project and you want to keep them engaged and positive.
  • Can try to move them to be low interest and low power so that they do not take up too much of your time.
  • Can try to move them to be high interest and low power so they do not get in your way.

4.
Question 4
You just came from a meeting with one of your project stakeholders, he knew about your project and was not against it, but did not seem to be particularly interested in it either. How would you classify him?

1 point

  • Neutral
  • Supportive
  • Resistant
  • Unaware

5.
Question 5
True or False: The Project Sponsor is responsible for stakeholder expectations management.

1 point

  • False
  • True

6.
Question 6
Who is the stakeholder that will ultimately use the product or service you are creating?

1 point

  • Project Team
  • Customer/User
  • Project Manager
  • Sponsor

7.
Question 7
One way to classify your stakeholders is to use the Power/Interest Grid. If a stakeholder is low interest / low power, what should the Project Manager do?

1 point

  • Keep satisfied
  • Monitor
  • Keep informed
  • Manage closely

8.
Question 8
Your stakeholder register is your primary output and should at least contain:

1 point

  • Job descriptions, identification information, and stakeholder classification
  • Assessment information, identification information, and stakeholder classification
  • Assessment information, scope information, and stakeholder classification
  • Assessment information, identification information, and risk classification

9.
Question 9
You have a stakeholder on your project who has a reputation as being very difficult. He dislikes change and argues against any suggested updates to the way in which his department does their work. The project you are leading is going to significantly impact at least two processes used by his team. Which do you think is the best response to the situation?

1 point

  • Ignore him and start the project without him. You will include him when you absolutely have to.
  • Start the project when you know he’s out of town and send him a meeting invite to cover your tracks.
  • Seek him out and begin to open communications with him about what is changing and why.

10.
Question 10
Identify the five engagement levels of stakeholders:

1 point

  • Unaware, resistant, strong-willed, supportive, leading
  • Unaware, resistant, neutral, supportive, leading
  • Unaware, resistant, neutral, supportive, oblivious
  • Unaware, resistant, strong-willed, supportive, sponsor
Module 4 Quiz

1.
Question 1
One of the ways a Project Charter can help you as a project manager is:

1 point

  • It helps you hire team members.
  • It does not help you as a project manager because it is for the sponsor.
  • It describes your authority level as the project manager.
  • It keeps your authority level vague, so you can do what you want.

2.
Question 2
The Scope Management section of your project plan document would include information on:

1 point

  • Who can suggest changes to the project.
  • How to ask for more money for the project.
  • What type of scheduling software to use.
  • How risks are to be managed.

3.
Question 3
True or False: An important part of the project scope statement is exclusions or out of scope items.

1 point

  • True
  • False

4.
Question 4
As you plan your project, you do so thinking that all team members will be assigned to your project for at least 50% of their available time. This is an example of:

1 point

  • Poor planning.
  • A project demand.
  • Wishful thinking.
  • An assumption.

5.
Question 5
True or False: The WBS should completely depict the scope of your project that if something is not in the WBS it is because it is NOT part of the project.

1 point

  • True
  • False

6.
Question 6
The 8-80 rule refers to:

1 point

  • Work packages should be between 8 and 80 hours of effort.
  • Work packages should NOT be between 8 and 80 hours of effort.
  • Never allow your team to work more than 8 hours per day or 80 hours during a 10-day work period.
  • Work packages over 80 hours should be split between multiple resources.

7.
Question 7
Project scope differs from product scope in that:

1 point

  • Project scope completion is measured against the features, functions, and product requirements.
  • Project scope is the work that needs to be accomplished to deliver a product, service, or result.
  • Product scope completion is measured against the project management plan including all subsidiary plans.

8.
Question 8
True or False. The Project Charter is a document issued by the project initiator or sponsor that formally authorizes the existence of a project. It provides the project manager with the authority to apply organizational resources to project activities.

1 point

  • True
  • False

9.
Question 9
The Project Scope Statement should include the following:

1 point

  • Project exclusions, project constraints, project plan.
  • Project deliverables, project constraints, project team members.
  • Project exclusions, project charter, project assumptions.
  • Project deliverables, project constraints, project assumptions.

10.
Question 10
True or False: A Work Breakdown Structure (WBS) is a deliverable-oriented hierarchical decomposition of the work to be executed by the project team.

1 point

  • True
  • False
Module 5 Quiz

1.
Question 1
True or False: Influence means you have the right to apply resources, make decisions and give approvals.

1 point

  • False
  • True

2.
Question 2
Which one of these is an example of role conflict:

1 point

  • When two team members are trying to complete the same task.
  • When a team member is late completing a task.
  • When a team member does not know why he or she should do something.
  • When a team member does not know how to do his or her job.

3.
Question 3
Two team members disagree on how to solve a project issue. They express their disagreement and then engage in a professional debate. This is an example of:

1 point

  • Unproductive conflict.
  • Healthy conflict.
  • Unhealthy conflict.
  • Unrealistic conflict.

4.
Question 4
You and another project manager disagree over whether a team member should work on your team or on her team. You decide that the team member can work for the other project manager in the afternoon and the other project manager says it is OK for the team member to work for you in the morning. The truth is you both wanted this person fulltime. The conflict resolution approach you have both used is:

1 point

  • Confronting
  • Smoothing
  • Compromising
  • Forcing

5.
Question 5
True or False: Conflict management is the process by which the project manager uses appropriate managerial techniques to deal with the inevitable disagreements that develop among those working toward project accomplishment.

1 point

  • True
  • False

6.
Question 6
Some of the major sources of conflict that a project manager may influence are:

1 point

  • Project management, project priorities, project team
  • Personality conflict, schedules, resources
  • Personality conflict, network diagram, resources
  • Project charter, schedules, resources

7.
Question 7
What are the 5 approaches to conflict discussed in the Project Human Resources Management Lesson?

1 point

  • Confronting, Challenging, Smoothing, Forcing, Avoiding.
  • Confronting, Compromising, Smoothing, Uninterested, Challenging.
  • Communicating, Compromising, Smoothing, Forcing, Avoiding.
  • Confronting, Compromising, Smoothing, Forcing, Avoiding.

8.
Question 8
True or False: Project Human Resource Management includes the processes that organize, manage, and lead the project team.

1 point

  • True
  • False

9.
Question 9
True or False: Each person involved in the project should be assigned, but doesn’t always need to know his or her role and responsibility.

1 point

  • True
  • False

10.
Question 10
What does RAM stand for:

1 point

  • Responsibility Activity Matrix
  • Responsibility Action Matrix
  • Responsibility Ambiguity Matrix
  • Responsibility Assignment Matrix
Final Exam

1.
Question 1
True or False: A Project is defined as being unique and temporary, with an undefined start and finish.

1 point

  • True
  • False

2.
Question 2
We discussed three types of matrix organizations, they are:

1 point

  • Weak, Balanced and Strong
  • Light, Medium and Heavy
  • A.Weak, Medium Strength and Strong
  • Light, Mid-strength and Strong

3.
Question 3
In a projectized organization:

1 point

  • A project manager is not assigned to the team.
  • The project manager acts as manager of the team.
  • Team members are never assigned to the project full time.
  • The functional manager has all of the power.

4.
Question 4
The five project management process groups as described in the PMBOK® Guide and discussed in the preceding lesson are:

1 point

  • Requirements, design, development, testing, implementation
  • Define, measure, analyze, improve, control
  • Initiating, planning, executing, monitoring and controlling, closing
  • Kickoff, requirements, plan, schedule, control

5.
Question 5
The three components of the triple constraint are:

1 point

  • Scope, Quality, Cost
  • Scope, Performance, Time
  • Scope, Cost, Time
  • Scope, Performance, Cost

6.
Question 6
The primary role of the project manager is:

1 point

  • Measuring performance
  • Project initiation
  • Communication
  • Distributing work packages

7.
Question 7
The PMBOK® Guide and in the preceding lesson describes 10 Project Management Knowledge Areas. Identify 3 out of the 10:

1 point

  • Cost, Scope, Time
  • Contracts, Process, Risk
  • Quality, Process, Scope
  • Cost, Integration, Process

8.
Question 8
The definition of a stakeholder includes:

1 point

  • The people or organizations that are positively or negatively impacted by your project.
  • Organizations impacted by your project but not people, they are all part of the impacted organizations.
  • People and organizations that are not impacted by your project.
  • People who are impacted by your project, but not organizations impacted by your project.

9.
Question 9
If a stakeholder has high interest and high power then as the project manager you:

1 point

  • Can ignore them, they are, as you need them to be.
  • Can try to move them to be low interest and low power so that they do not take up too much of your time.
  • Can try to move them to be high interest and low power so they do not get in your way.
  • Focus your time and attention on them, they are very impactful to your project and you want to keep them engaged and positive.

10.
Question 10
Who is the stakeholder that will ultimately use the product or service you are creating?

1 point

  • Project Team
  • Project Manager
  • Customer/User
  • Sponsor

11.
Question 11
One way to classify your stakeholders is to use the Power/Interest Grid. If a stakeholder is low interest / low power, what should the Project Manager do?

1 point

  • Monitor
  • Manage closely
  • Keep satisfied
  • Keep informed

12.
Question 12
Your stakeholder register is your primary output and should at least contain:

1 point

  • Assessment information, identification information, and stakeholder classification
  • Assessment information, scope information, and stakeholder classification
  • Assessment information, identification information, and risk classification
  • Job descriptions, identification information, and stakeholder classification

13.
Question 13
You have a stakeholder on your project who has a reputation as being very difficult. He dislikes change and argues against any suggested updates to the way in which his department does their work. The project you are leading is going to significantly impact at least two processes used by his team., Which do you think is the best response to the situation?

1 point

  • Seek him out and begin to open communications with him about what is changing and why.
  • Ignore him and start the project without him. You will include him when you absolutely have to.
  • Start the project when you know he’s out of town and send him a meeting invite to cover your tracks.

14.
Question 14
Identify the five engagement levels of stakeholders:

1 point

  • Unaware, resistant, neutral, supportive, oblivious
  • Unaware, resistant, strong-willed, supportive, sponsor
  • Unaware, resistant, neutral, supportive, leading
  • Unaware, resistant, strong-willed, supportive, leading

15.
Question 15
One of the ways a Project Charter can help you as a project manager is:

1 point

  • It keeps your authority level vague, so you can do what you want.
  • It helps you hire team members.
  • It does not help you as a project manager because it is for the sponsor.
  • It describes your authority level as the project manager.

16.
Question 16
The Scope Management section of your project plan document would include information on:

1 point

  • How risks are to be managed.
  • Who can suggest changes to the project.
  • How to ask for more money for the project.
  • What type of scheduling software to use.

17.
Question 17
As you plan your project, you do so thinking that all team members will be assigned to your project for at least 50% of their available time. This is an example of:

1 point

  • An assumption.
  • A project demand.
  • Poor planning.
  • Wishful thinking.

18.
Question 18
The 8-80 rule refers to:

1 point

  • Work packages should NOT be between 8 and 80 hours of effort.
  • Work packages should be between 8 and 80 hours of effort.
  • Work packages over 80 hours should be split between multiple resources.
  • Never allow your team to work more than 8 hours per day or 80 hours during a 10-day work period.

19.
Question 19
Project scope differs from product scope in that:

1 point

  • Product scope completion is measured against the project management plan including all subsidiary plans.
  • Project scope is the work that needs to be accomplished to deliver a product, service, or result.
  • Project scope completion is measured against the features, functions, and product requirements.
  • Product scope is the work that needs to be accomplished to deliver a product, service, or result.

20.
Question 20
The Project Scope Statement should include the following:

1 point

  • Project exclusions, project charter, project assumptions.
  • Project deliverables, project constraints, project assumptions.
  • Project deliverables, project constraints, project team members.
  • Project exclusions, project constraints, project plan.

21.
Question 21
True or False: Influence means you have the right to apply resources, make decisions and give approvals.

1 point

  • True
  • False

22.
Question 22
Which one of these is an example of role conflict:

1 point

  • When a team member does not know how to do his or her job.
  • When a team member does not know why he or she should do something.
  • When two team members are trying to complete the same task.
  • When a team member is late completing a task.

23.
Question 23
You and another project manager disagree over whether a team member should work on your team or on her team. You decide that the team member can work for the other project manager in the afternoon and the other project manager says it is OK for the team member to work for you in the morning. The truth is you both wanted this person fulltime. The conflict resolution approach you have both used is:

1 point

  • Forcing
  • Compromising
  • Confronting
  • Smoothing

24.
Question 24
Some of the major sources of conflict that a project manager may influence are:

1 point

  • Personality conflict, schedules, resources
  • Project charter, schedules, resources
  • Project management, project priorities, project team
  • Personality conflict, network diagram, resources

25.
Question 25
What are the 5 approaches to conflict discussed in the Project Human Resources Management Lesson?

1 point

  • Confronting, Compromising, Smoothing, Forcing, Avoiding.
  • Communicating, Compromising, Smoothing, Forcing, Avoiding.
  • Confronting, Compromising, Smoothing, Uninterested, Challenging.
  • Confronting, Challenging, Smoothing, Forcing, Avoiding.

Conclusion

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