JK0-017 CompTIA E2C Project+ Certification Exam Questions and Answers

maintain standards compliance.

manage change requests.

determine work packages.

aid in version control.

Quality baseline

Cost review

Activity estimation

Feasibility analysis

Discuss this change during the next status meeting.

Ask other stakeholders for recommendations.

Send the request to the change control board.

Perform an impact analysis.

Cost will decrease and time will increase.

Cost will decrease and time will decrease.

Cost will increase and time will increase.

Cost will increase and time will decrease.

Histogram

Run chart

Pareto chart

Scatter diagram

Transition plan

Project scope document

Project charter

Quality plan

Project charter

Project management plan

Statement of Work (SOW)

Work Breakdown Structure (WBS)

Preliminary scope statement

To show the sequence in which work will be performed

To create the process that will complete the project

To determine the critical path

To direct team efforts to the areas that will have the most impact

Closure report summarizing costs

Responsibility assessment matrix

Lessons learned

Project timeline

Statement of Work (SOW)

CPI = 1.4

CPI = 0

CV = +$11,000

CPI = 0.8

The project manager should consult the project sponsor and customer to review the current quality requirements.

The project manager should request a peer review of the project to determine if it meets the customers quality standards.

The project manager should change the scope of the project to meet the customers expectations of quality standards.

The project manager should check the finished product to determine if it meets the customers quality standards.

The project manager should outsource to obtain the best resources for the project.

ADM can only represent finish to start dependencies.

ADM cannot represent multiple successor activities.

ADM can only represent activities that are on the critical path.

ADM uses boxes representing activities, and arrows to represent dependencies.

Executing

Monitoring/Controlling

Initiating

Planning

Gantt chart

Work Breakdown Structure (WBS)

Pareto chart

Ishikawa diagram

Project plan approval

Analyze project risks

Identification of the stakeholders

Project charter review

Risk transfer

Risk avoidance

Risk sharing

Risk mitigation

Case study

Feasibility analysis

Stakeholder analysis

Post-mortem analysis

Identify change, perform impact analysis, approve or deny change, update applicable project plan components, document change.

Identify change, document change, perform impact analysis, approve or deny change, update applicable project plan components.

Identify change, document change, perform impact analysis, update applicable project plan components, approve or deny change.

Identify change, document change, approve or deny change, perform impact analysis, update applicable project plan components.

Risk analysis

Strategic alignment

Resource allocation

Gantt chart

Varying work styles

Schedule variance

Scope creep

Competing resource demands

Project sponsor

Program manager

Project manager

Project coordinator

Formal written communications

Informal written communications

Informal verbal communications

Formal verbal communications

A change in one constraint can be approved by the project sponsor.

A change in one constraint may cause a change in another constraint.

At least two constraints must change before there is an effect on the project.

Changing all three constraints will cause the project to be closed.

To get a good idea of the writing style of the project manager.

To get an understanding of the number of managers within the organization.

To get an understanding of the resources needed to complete the project.

To get an understanding of the document approval process.

The project team is not notified of the approved change.

Change is tracked and is either accepted or rejected by the change control board.

Change is logged and updated in the change log document.

Once a change is forwarded to the change control board, it will be removed from the change log.

Once the change is submitted to the change control board, it will be approved and placed into production.

Record the risk in the risk register.

Work with the team to develop a risk response.

Perform an initial prioritization of the risk.

Determine the probability and impact of the risk.

Consult the project staffing plan.

Notify the human resources department to open a job posting.

Search for skilled subcontractors who could quickly fill the opening.

Ask the project sponsor for another resource.

Risks

Probability

Cost analysis

Start date

Activity durations

Finish date

Schedule optimization

Fast tracking

Resource management

Crashing

Continue to work the project.

Finish the project charter and project plan.

Complete lessons learned document.

Develop the project transition plan.

The project costs are currently under-budget.

The AC is less than the EV.

The EV is higher than the AC.

The project costs are currently over-budget.

$340,000

1.1

$10,000

.91

Run chart

Ishikawa diagram

Pareto chart

Histogram

WBS

PERT

RFP

SOW

Release staff from the project

Reassign staff to another project

Releases leftover funding from the project

Provides historical information

Allows for final changes to the work breakdown structure (WBS)

Confirms completed/non-completed objectives

Special communication needs of project members

Critical aspects of managing stakeholder expectations

Items within the risk management plan

Reasons for premature project failure / abandonment

The stakeholder has unrealistic expectations.

The project manager did not obtain buy-in from the stakeholder.

The project manager did not discuss the schedule with the stakeholders.

The project manager did not schedule the project team appropriately.

Stakeholder analysis report

Quality plan

Work Breakdown Structure (WBS)

Communication plan

The project manager provided an unrealistic schedule.

The team members have a personality conflict.

The work package was not clearly defined.

The team members have different management styles.

.50

.75

1.25

1.75

Be open minded to new ideas to the project.

Be flexible about what needs to be done to complete the project.

Be specific when defining project objectives in the project plan.

Be positive when approached with changes to ensure customer satisfaction.

The team identified a risk to have a medium probability of occurrence and a high impact on project success.

The team identified a risk to have a high probability of occurrence and a high impact on project success.

The team identified a risk to have a low probability of occurrence and a high impact on project success.

The team identified a risk to have a high probability of occurrence and a medium impact on project success.

The costs are currently over the estimates.

The costs and the estimates are about the same.

The costs are currently under the estimates.

The earned value is greater than the actual cost.

Forcing

Avoiding

Confronting

Compromising

A high level requirements document used to create the WBS.

An alphabetical listing of WBS components detailing their associated project schedule dependencies.

An organizational reference defining how WBS levels must be decomposed.

A supporting document that provides more detail for the WBS components.

Project sponsor approval has not been received.

Projects can only be implemented by upper management.

The project manager already has several ongoing projects.

The project team has not been formed.

Reviewing closure reports from previous projects within the organization.

Asking stakeholders what standards they consider important.

Developing a quality management plan.

Talking to other project managers who have been with the organization for a long time.

Optimizing

Crashing

Resource leveling

Fast-tracking

Formal written communication

Informal verbal communication

Informal written communication

Formal verbal communication

Balanced Matrix

Functional

Weak Matrix

Strong Matrix

Finalize the project charter

Create a statement of work (SOW)

Verify client sign-off of the project deliverables

Document the lessons learned

Finalize the work breakdown structure (WBS)

Create a modified version of the project schedule applying the critical path method.

Call a project team meeting to use combined expert judgment to accept or reject the change request.

Create a Pareto chart for the outputs from the specific work-packages identified by the change control board.

Crash the schedule to meet the original deadlines.

CPI = 1.4

CPI = 0

CV = +$11,000

CPI = 0.8

Updated communications plan

Quality baseline

Responsibility assignment matrix

Transition plan

Reduce the likelihood of the risk.

Transfer ownership of the risk.

Update the risk management plan.

Change the project scope to eliminate the risk.

Use the largest vendors with access to enhanced resources.

Use the vendors with the closest location for easy access.

Use the established vendor approval process.

Use the lowest priced vendors.