Initiating and Planning Projects Coursera Quiz Answers

All Weeks Initiating and Planning Projects Coursera Quiz Answers

The courses in the Introduction to Project Management Principles and Practices Specialization are a recommended precursor to UCI’s Applied Project Management Certificate.

Successful projects require careful upfront planning. In this course, you’ll learn the key roles and responsibilities of the project manager and project team. You’ll also learn to answer some key questions upfront to help you meet project objectives: What will this project accomplish? Why is this project important? Who benefits from this project? How will we plan for successful outcomes?

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Initiating and Planning Projects Week 2 Quiz Answers

Quiz 1: Module 2 Quiz

Q1. True or False: A Project is defined as being unique and temporary, with an undefined start and finish.

  • True
  • False

Q2. We discussed three types of matrix organizations, they are:

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

Q3. In a projectized organization:

  • 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.

Q4. True or False: The best organization to use to run a project will always be the projectized organization.

  • False
  • True

Q5. The five project management process groups as described in the PMBOK® Guide and discussed in the preceding lesson are:

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

Q6. The three components of the triple constraint are:

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

Q7. 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?

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

Q8. The primary role of the project manager is:

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

Q9. As discussed in the preceding lesson, The PMBOK® Guide knowledge areas that have processes in the Initiating process group are:

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

Q10. As discussed in the preceding lesson, The PMBOK® Guide describes 10 Project Management Knowledge Areas. Identify 3 out of the 10:

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

Initiating and Planning Projects Week 3 Quiz Answers

Quiz 1: Module 3 Quiz

Q1.  The definition of a stakeholder includes:

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

Q2. 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.

  • False
  • True

Q3. If a stakeholder has high interest and high power then as the project manager you:

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

Q4. 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?

  • Supportive
  • Unaware
  • Neutral
  • Resistant

Q5. True or False: The Project Sponsor is responsible for stakeholder expectations management.

  • True
  • False

Q6. Who is the stakeholder that will ultimately use the product or service you are creating?

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

Q7. 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?

  • Monitor
  • Keep satisfied
  • Keep informed
  • Manage closely

Q8. Your stakeholder register is your primary output and should at least contain:

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

Q9. 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?

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

Q10. Identify the five engagement levels of stakeholders:

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

Initiating and Planning Projects Week 4 Quiz Answers

Quiz 1: Module 4 Quiz

Q1. One of the ways a Project Charter can help you as a project manager is:

  • 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 helps you hire team members.
  • It keeps your authority level vague, so you can do what you want.

Q2. The Scope Management section of your project plan document would include information on:

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

Q3. True or False: An important part of the project scope statement is exclusions or out of scope items.

  • False
  • True

Q4. 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:

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

Q5. 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.

  • True
  • False

Q6. The 8-80 rule refers to:

  • Work packages over 80 hours should be split between multiple resources.
  • Work packages should 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 should NOT be between 8 and 80 hours of effort.

Q7. Project scope differs from product scope in that:

  • 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.

Q8. 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.

  • True
  • False

Q9. The Project Scope Statement should include the following:

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

Q10. True or False: A Work Breakdown Structure (WBS) is a deliverable-oriented hierarchical decomposition of the work to be executed by the project team.

  • True
  • False

Initiating and Planning Projects Week 5 Quiz Answers

Quiz 1: Module 5 Quiz

Q1. True or False: Influence means you have the right to apply resources, make decisions and give approvals.

  • False
  • True

Q2. Which one of these is an example of role conflict:

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

Q3. 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:

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

Q4. 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:

  • Confronting
  • Smoothing
  • Compromising
  • Forcing

Q5. 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.

  • False
  • True

Q6.  of the major sources of conflict that a project manager may influence are:

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

Q7. What are the 5 approaches to conflict discussed in the Project Human Resources Management Lesson?

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

Q8. True or False: Project Human Resource Management includes the processes that organize, manage, and lead the project team.

  • False
  • True

Q9. 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.

  • False
  • True

Q10. What does RAM stand for:

  • Responsibility Assignment Matrix
  • Responsibility Activity Matrix
  • Responsibility Action Matrix
  • Responsibility Ambiguity Matrix

Initiating and Planning Projects Week 6 Quiz Answers

Quiz 1: Final Exam

Q1. True or False: A Project is defined as being unique and temporary, with an undefined start and finish.

  • True
  • False

Q2. We discussed three types of matrix organizations, they are:

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

Q3. In a projectized organization:

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

Q4. The five project management process groups as described in the PMBOK® Guide and discussed in the preceding lesson are:

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

Q5. The three components of the triple constraint are:

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

Q6. The primary role of the project manager is:

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

Q7. The PMBOK® Guide and in the preceding lesson describes 10 Project Management Knowledge Areas. Identify 3 out of the 10:

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

Q8. The definition of a stakeholder includes:

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

Q9. If a stakeholder has high interest and high power then as the project manager you:

  • 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.
  • Can ignore them, they are, as you need them to be.

Q10. Who is the stakeholder that will ultimately use the product or service you are creating?

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

Q11. 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?

  • Manage closely
  • Monitor
  • Keep satisfied
  • Keep informed

Q12. Your stakeholder register is your primary output and should at least contain:

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

Q13. 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?

  • 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.

Q14. Identify the five engagement levels of stakeholders:

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

Q15. One of the ways a Project Charter can help you as a project manager is:

  • 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.

Q16. The Scope Management section of your project plan document would include information on:

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

Q17. 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:

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

Q18. The 8-80 rule refers to:

  • 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.

Q19. Project scope differs from product scope in that:

  • 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.
  • 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.

Q20. The Project Scope Statement should include the following:

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

Q21. True or False: Influence means you have the right to apply resources, make decisions and give approvals.

  • False
  • True

Q22. Which one of these is an example of role conflict:

  • When a team member is late completing a task.
  • When two team members are trying to complete the same task.
  • 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.

Q23. 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:

  • Forcing
  • Confronting
  • Compromising
  • Smoothing

Q24. Some of the major sources of conflict that a project manager may influence are:

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

Q25. What are the 5 approaches to conflict discussed in the Project Human Resources Management Lesson?

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