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Project Management: The Basics for Success Coursera Quiz Answers
All Weeks Project Management: The Basics for Success Coursera Quiz Answers
Table of Contents
Project Management: The Basics for Success Week 1 Quiz Answers
Quiz 1: Foundational Project Management Elements
Q1. All projects:
- Have budgets controlled exclusively by the Project Manager.
- Are one-time temporary undertakings.
- Are designed to be profitable.
- Have delivery dates established by the Project Manager alone.
- All of the above.
Q2. When working with the four project targets of scope, quality, cost, and time:
- Of the four project targets, a Project Manager should only be concerned with cost.
- The Project Manager needs to understand which of the four constraints is most important to the customer.
- Of the four project targets, a Project Manager should only be concerned with time.
- The Project Manager should always set all four targets.
- All of the above.
Q3. Project Management includes:
- Planning
- Coordinating
- Communicating
- Scheduling
- All of the above.
Q4. Which of the following is NOT a Process Group?
- Monitor and Control
- Initiate
- Execute
- Project Cost Management
- Close
Q5. Success in a project can best be defined by:
- Meeting only the project’s S,Q,C,T targets.
- Satisfying all of the customer’s expectations no matter what that does to the S,Q,C,T targets.
- Only handling the political challenges and situations that arise during the project.
- Meeting the S,Q,C,T targets while successfully managing the challenges that arise during the project.
Q6. Which of these is NOT a Knowledge Area, as defined by PMI?
- Project Cost Management
- Project Customer Management
- Project Human Resource Management
Q7. A project is a ______________ endeavor undertaken to create a unique product, service, or result.
- scheduled
- temporary
- unique
- managed
Project Management: The Basics for Success Week 2 Quiz Answers
Quiz 1: The WBS
Q1. The two elements typically used to analyze risk are
- Impact and Probability
- Cost and Time
- Initiating and Executing
- Cost and Schedule
Q2. A risk:
- Is something that will happen during the project.
- May or may not happen during the project.
- Is something beyond our ability to analyze and control.
- Is the same thing as a constraint.
Q3. Triggers in risk analysis are:
- Always quantitative.
- Generally inaccurate.
- Events that indicate when a risk is about to affect a project or is already affecting it.
- Contingent on the project scope.
Q4. A WBS:
- Displays the total scope of the project.
- Shows various levels of detail of the project.
- Is a good communication tool.
- Can be shown in outline or chart formats.
- All of the above.
Q5. Deliverables:
- Display detailed project tasks.
- Are typically included in the WBS.
- Should be listed in the risk plan.
- All of the above.
Q6. Detailed tasks:
- Are displayed as deliverables.
- Should take no more than ten hours to complete.
- Are typically included in the WBS.
- Become key components of the Project Schedule.
Project Management: The Basics for Success Week 3 Quiz Answers
Quiz 1: Planning and Scheduling
Q1. The Critical Path in a project is:
- The extra time available in a project.
- The time unaccounted for in a project.
- The longest path of sequential tasks through a project.
- A list of the most important milestones in a project.
Q2. A Gantt Chart is a:
- Diagram of a schedule WITHOUT an associated timeline.
- Bar chart across an associated timeline that displays a project schedule.
Q3. Float time is:
- The total time it takes to do a project.
- The fastest time a project can be completed.
- The total amount of time a schedule activity may be delayed.
- Always determined by the team.
Q4. A Network Diagram:
- Shows the relationships and dependencies of tasks.
- Is a tool to show project priorities.
- Is used only on technology projects.
Q5. A WBS:
- Shows the sequence of tasks.
- Determines the project timeline.
- Contains only deliverables.
- Shows deliverables and work at various levels of detail.
Q6. A milestone:
- Is an extensive time-consuming task.
- Is the total time required to complete a project.
- Designates significant events in the project.
Q7. Both the Network Diagram and the Gantt Chart:
- Display task relationships and dependencies.
- Show the starts and finishes of tasks.
- Define the total time it will take to do a tasks.
- Show amount and location of float time.
- All of the above.
Project Management: The Basics for Success Week 4 Quiz Answers
Quiz 1: Module 4
Q1. Duration:
- Refers to the total number of work periods required to complete a schedule activity.
- The amount of work involved in and the cost of a task.
Q2. Elapsed time:
- Is always the same as duration.
- Shows the cost of the project.
- Is the standard calendar and clock time.
Q3. When assigning people to project tasks:
- Over scheduling a team member is recommended.
- It is easy to find over schedule problems.
- Over scheduling issues need to be identified and then resolved.
- Team members just need to work more efficiently.
Q4. When the project manager (PM) is delegating tasks to team members:
- The PM should ignore other demands on the team members’ time.
- Team members should decide what tasks they want to do.
- Team members should be able to do the tasks and be willing to do them.
- The PM should first try to do the tasks to see how long they will take.
Q5. Maslow’s Hierarchy:
- Is a way to determine team project costs.
- Is a tool to show project priorities.
- Determines salary levels.
- Displays the factors that motivate and drive team members.
Q6. Tracking a project:
- Is easy to do with the correct software.
- Is usually unnecessary with a proper change control system in place.
- Examines the project’s progress and spending.
- Is done at the end of a project.
Q7. The Project Communication Plan:
- Is used only by the Project Manager.
- Provides information only to top executives.
- Is only needed on lengthy projects.
- Outlines methods for communicating information to those involved with the project.
Q8. When intervening to manage team dysfunctional behavior, the highest level of action a team leader can take is:
- High level disruption and low level confrontation
- Low level disruption and high level confrontation
- High level disruption and high level confrontation
- Low level disruption and low level confrontation
Q9. The Seven-Step Feedback Model is designed to be used mainly when:
- Talking one-to-one with another individual
- Meeting with a group of stakeholders
- Presenting information in a status update
Q10. In the Seven-Step Feedback Model, which is the fifth step and the one that describes the desired change?
- “When you…”
- “Because…”
- “What I would like is…”
- “Why…”
Q11. A Stakeholder Analysis can help the Team Leader:
- Determine project budgets
- Identify stakeholders who should not be part of the project
- Identify effective methods for working with stakeholders to prevent or manage challenges
Q12. Referring to the WBS can help the team leader manage difficult situations with stakeholders by:
- Emphasizing budgetary concerns
- Assigning the correct roles and responsibilities
- Focusing on the scope of the project
Q13. A team leader can use a Gantt chart to: (select all that apply)
- Show stakeholders how the change control process works
- Point out what activities are on the critical path
- Demonstrate the interrelatedness of project tasks
- Indicate major milestones of the project
- Show the high-level project risk
Q14. What is the main reason a team leader might use persuasion and influence with stakeholders?
- To prevent or manage the inevitable problems of a project
- To demonstrate his leadership abilities
- To manipulate stakeholders into doing what the team leader wants
Q15. What are the three key elements outlined by Zachary Wong in “Human Factors in Project Management”?
- Content, Process, Behaviors
- Communication, Identity, Skills
- Experience, Tools, Knowledge
Q16. According to the Project Overview video, what are the two categories of issues the Project Manager will deal with?
- Management issues and public relations issues
- Task/ technical issues and human dynamics issues
- Community issues and legal issues
Q17. A team leader who is rated as 9-9 on Blake and Mouton’s grid is said to lead with this style:
- Country Club Management: High attention to the need for satisfying relationships
- Authority-Obedience: Arranging work so human elements interfere minimally
- Team Management: Interdependence through common goals – leading to results, trust, and respect
Q18. The two general categories of verbal communication are:
- Interesting and boring
- Fun and serious
- Extroverted and introverted
- Pertinent and irrelevant
- One way and two way
Q19. The four steps of one-way communication are:
- Listen, acknowledge, respond, feedback
- Encode, transmit, decode, feedback
- Encode, transmit, receive, decode
Q20. The four stages of team development are:
- Enthusiasm, Dissolution, Blaming, Failure
- Forming, Storming, Norming, Performing
- Excitement, Fun, Boredom, Withdrawal
Q21. In the Forming stage the team needs the project manager to:
- Motivate the team to work hard
- Bypass any s and get right to project activities
- Provide a great deal of information
- Step back and let the team figure things out on their own
Q22. In the Performing stage the team needs the project manager to:
- Guide and support them
- Carefully inspect their work
- Adjust the processes the team uses to work together
- Give detailed feedback on their deliverables