Fundamentals of Project Planning and Management Quiz Answers

All weeks Fundamentals of Project Planning and Management Coursera Quiz Answers

Fundamentals of Project Planning and Management Week 1 Quiz Answers

Quiz 1: The Fundamentals

Q1. Which of the following characterize a project?

• A temporary endeavor without a defined set of activities
• Work without a defined outcome, but with a specific allocation of resources
• All activities that take place in a single location by a specific organization
• A set of activities with a specific allocation of resources

Q2. Referring to the typical definition, which of the following is a project?

• Applying to a job opportunity
• Preparing to take a high school exam
• The design and development of a new Tesla car
• An airport’s operations

Q3. With a project to plan a wedding, which of the project objectives is most likely to be constrained?

• Budget
• Scope
• Time
• Accountability

Q4. Which of the following s could help with the “Identify” stage of the Stakeholder Cycle (Cleland and King, 1988)?

• How long will it take?
• What is the scope?
• Where can we compromise?
• Who will consume the product?

Q5. Referring to the Stakeholder Power/Interest Grid (Freeman, 1983) how should a project manager aim to treat a stakeholder with HIGH POWER and LOW INTEREST?

• Monitor
• Manage closely
• Keep satisfied
• Keep informed

Q6. Which of the following s is a good example of how to measure the success of a project to design and develop a new Honda car?

• Will the new car design be popular for 5+ years?
• Is the new car successful in meeting the specified gas mileage ranges?
• Will the new car be top-rated by Consumer Reports?
• Was the project team satisfied by their work on the project?

Q7. Which of the following will likely lead to project failure?

• Overconfidence
• Information from past projects
• New technology
• Various stakeholders

Q8. Referring to Shenhar and Dvir’s (2007) model, which of the following projects would you classify as novel?

• Google and the expansion of the Google Fiber service into Latin America
• The Olympic games in Rio
• Apple releasing the next iPhone
• Zara apparel developing 2016’s clothing collection

Q9. Which part of the project life-cycle is most often overlooked by project managers?

• Plan
• Initiate
• Monitor/Control
• Close

Q10. Gates within the Stage-gate Process (Cooper and Edgett, 2011) provide an organization with the opportunity to:

• Ensure a continuous flow of work in the organization
• Focus on quality of the final product or service deliverable
• Progress new products from idea to launch
• Make one major decision about the direction of the project

Fundamentals of Project Planning and Management Week 2 Quiz Answers

Quiz 1: Project Planning

Q1. Referring to Drucker (2006), which of the following describes a BAD action plan?

• It should have the best estimate for all tasks in order to anticipate what needs to be done, but it should be flexible as the plan is executed and new pieces of information arise
• It should provide a straight commitment from the management, both for the tasks to be executed and target of the plan, leaving no room for change or adaptation
• It provides a system for checking against expectations, adjusting the course of action as the plan is executed
• It should be a basis for executive time management, anticipating a likely scenario for time spend in the project

Q2. In which of the following situations would it be most beneficial to use a Work Breakdown Structure to illustrate the activities involved in a project?

• Team collaboration would not be helpful at such an early stage of the project
• Highlighting project risks, helping to plan for alternative scenarios
• Indentifying all task durations and allocating project resources
• A visual breakdown of the project scope

Q3. When producing a movie, the post production can only begin once the filming is complete. Which precedence relationship best describes the relationship between “onsite filming” and “post production”?

• Start-to-Start
• Start-to-Finish
• Finish-to-Finish
• Finish-to-Start

Q4. Figure 1: Design/Dependency Structure Matrix for Project X

According to the pictured Design/Dependency Structure Matrix, Task 4 is dependent on which tasks?

• Task 2 only
• Tasks 2 and 3
• Task 5 only
• Tasks 5 and 6

Q5. Figure 2: Network Diagram for Project X

What is the earliest possible completion time for this project?

• 11 weeks
• 12 weeks
• 13 weeks
• 14 weeks

Q6. Figure 2: Network Diagram for Project X

Which tasks will be critical if the Sales task takes 7 weeks instead of 6?

• Strategy, Marketing, and Finance
• Creative, Sales, and Finance
• Creative, Fundraising, and HR
• Creative, Sales, and Finance/HR

Q7. Figure 2: Network Diagram for Project X

If the IT task takes 6 weeks instead of 5, what will be the earliest possible completion time for this project?

• 14 weeks
• 15 weeks
• 16 weeks
• 17 weeks

Q8. Which of the following is NOT likely to occur after crashing a project activity?

• More risk associated with the project
• Less risk associated with the project

Q9. Which of the following describes an “as soon as possible” schedule?

• Constrained by time so compromise costs early on to provide slack time
• Benefits on costs, but downside on time
• Constrained by costs so incur them immediately
• Delays the committment of costs and resources

Q10. The forward pass is used to determine Earliest Start Time (EST) and Earliest Finish Time (EFT) of tasks. The EST of a task is the _____ of the EFT of all preceding tasks.

• Average
• Minimum
• Maximum
• Sum

Fundamentals of Project Planning and Management Week 3 Quiz Answers

Quiz 1: Project Risks

Q1. Referring to Loch, DeMeyer, and Pich’s (2006) description of sources of uncertainty, which of the following scenarios most likely provides FORESEEABLE uncertainties?

• Tesla motors planning to develop a new battery technology in 2016
• Google and the expansion of the Google Fiber service into Latin America (a novel market)
• Zara apparel developing 2016’s clothing collection
• The Olympic games in Rio

Q2. Which of the following industries faces the LEAST risk when it comes to demand and technology uncertainty?

• Software
• Pharmaceutical
• Medical equipment
• Precious metals

Q3. The probability of risk A is 0.8, with an impact score of 100. What is risk A’s Risk Score?

• 0.8
• 8
• 80
• 800

Q4. Figure 1: Risk Probability/Impact Matrix for five risks: A, B, C, D, and E

On the x-axis we have the relative magnitude of the ‘impact,’ with higher numbers indicating a more severe outcome. On the y-axis we have the probability that a risk ‘may’ occur, ranging from just above 0% to just below 100%. Using Risk Score as a measure, prioritize risks A through E from LEAST risky to MOST risky.

• A, B, E, C, D
• B, C, A, D, E
• C, B, A, D, E
• D, C, E, B, A

Q5. Figure 2: Table for Project X

Consider the project detailed in the table above. Assume every task begins as soon as possible, but lasts its MAXIMUM duration. What is the duration of this project as a whole?

• 10 weeks
• 19 weeks
• 22 weeks
• 30 weeks

Q6. Figure 3: Tornado Chart for Project X

According to the Tornado Chart above, which task has the potential to cause the GREATEST IMPACT on the project’s OVERALL DURATION?

• Creative and Finance
• Sales
• Fundraising
• Sales and Fundraising

Q7. Figure 4: Cumulative Probability Curve for the duration of Project X

According to the cumulative probability curve above, what is the probability that this project will take AT LEAST 25 weeks to complete?

• 10%
• 35%
• 50%
• 90%

Q8. Figure 4: Cumulative Probability Curve for the duration of Project X

According to the cumulative probability curve above, what is the probability that this project will be completed within 55 weeks?

• 10%
• 35%
• 50%
• 90%

Q9. If a task in a given project has a criticality index of 95%, what does this number say about that task?

• This task occurs before 5% of the other tasks on the critical path
• This task is highly likely to be on the critical path of a project and should be monitored closely
• The duration of that task is likely to be 95% of the overall duration of the project
• This task is more critical than 95% of the other tasks in the project

Q10. If three tasks in a project are estimated to cost $1,000, $5,000, and $10,000 respectively, how should $5,000 worth of contingency funds typically be allocated to cover variability?

• The $5,000 should be allocated to the project as a whole
• The $5,000 should be allocated proportionally, with $312.50 for the first task, $1,562.50 for the second task, and $3,125.00 for the third task
• The $5,000 should be allocated to the third task, since it is the highest estimated cost
• The $5,000 should be split evenly between the tasks, with $1,666.66 going to each task

Fundamentals of Project Planning and Management Week 4 Quiz Answers

Quiz 1: Earned Value

Q1. Planned Value (PV) is:

• Budgeted cost of work scheduled
• Budgeted cost of work performed
• Actual expenditure

Q2. Earned Value (EV) is:

• Budgeted cost of work scheduled
• Budgeted cost of work performed
• Actual expenditure

Q3. Actual Cost (AC) is:

• Budgeted cost of work scheduled
• Budgeted cost of work performed
• Actual expenditure

Q4. If Planned Value (PV) = Earned Value (EV), then…

• SPI = 1
• CPI = 1

Q5. Schedule Performance Index (SPI) =

• Earned Value (EV) / Planned Value (PV)
• Planned Value (PV) / Earned Value (EV)
• Earned Value (EV) / Actual Cost (AC)

Q6. Cost Performance Index (CPI) =

• Earned Value (EV) / Planned Value (PV)
• Planned Value (PV) / Earned Value (EV)
• Earned Value (EV) / Actual Cost (AC)

Q7. If SPI and CPI are >1, then…

• Performance is below expectations
• Performance is exceeding expectations
• We can’t be sure — need to check against the project scope

Q8. One of the critical tasks of a project is laying an electrical cable 60,000m in length. So far, 30,000m has been laid, so actual work is 30,000 of 60,000m. The budgeted cost for the task is $90,000. The actual expenditure so far is $60,000. The task duration is 10 weeks, and work on this task started 7 weeks ago.

1. Calculate the Planned Value (PV)

2. Calculate the Earned Value (EV)

3. Calculate the Schedule Performance Index (SPI)

4. Calculate the Cost Performance Index (CPI)

Your answer cannot be more than 10000 characters.

30,000m has been laid, so actual work is 30,000 of 60,000m. The budgeted cost for the task is $90,000. The actual expenditure so far is $60,000

Q9. One of the critical tasks of a project is laying an electrical cable 60,000m in length. So far, 30,000m has been laid, so actual work is 30,000 of 60,000m. The budgeted cost for the task is $90,000. The actual expenditure so far is $60,000. The task duration is 10 weeks, and work on this task started 7 weeks ago.

• Is the task on schedule?
• Yes
• No

Q10. One of the critical tasks of a project is laying an electrical cable 60,000m in length. So far, 30,000m has been laid, so actual work is 30,000 of 60,000m. The budgeted cost for the task is $90,000. The actual expenditure so far is $60,000. The task duration is 10 weeks, and work on this task started 7 weeks ago.

• Is the task on track to stay within its budget?
• Yes
• No

Quiz 2: Project Execution

Q1. Which of the following s would NOT help clarify an aspect of project execution?

• How will we take action to correct situations when things do not go as planned?
• What is the scope of the project?

Q2. During project execution, which of the following s would be most helpful to ask during the “Report and Collect” step?

• If necessary, who has the ability to allocate additional resources to the project?
• What information will be monitored?
• How often will stakeholders be informed about the project status?
• How will the project team be informed in the case of an alternative course of action?

Q3. What is one indicator that can inform us of our performance with regard to a project’s budget?

• Cost Performance Index (CPI)
• Earned Value (EV)
• Actual cost
• Budgeted cost

Q4. Figure 1: Earned Value Analysis Table for the Creative task

Is this task on schedule?

• Yes
• No

Q5. Figure 1: Earned Value Analysis Table for the Creative task

Use the information in Figure 1 to calculate the Cost Performance Index (CPI).

• 45%
• 50%
• 60%
• 70%

Q6. Figure 2: Earned Value Analysis Table for the Information Technology task

Use the information in Figure 2 to calculate the Schedule Performance Index (SPI).

• 47%
• 50%
• 56%
• 67%

Q7. Figure 2: Earned Value Analysis Table for the Information Technology task

Use the information in Figure 2 to calculate the Cost Performance Index (CPI).

• 50%
• 65%
• 70%
• 80.0%

Q8. Which of the following is one of the well-defined positions that needs to be filled for an Agile team to be effective?

• Sprint Master
• Development Master
• Scrum Master
• Product Master

Q9. Which project management approach is iterative and limits the amount of work in progress?

• Agile
• Scrum
• Kanban

Q10. Which project management approach is a continuous flow model with no iterations and limits the amount of work in progress?

• Agile
• Scrum
• Kanban