Project Management: The Basics for Success Coursera Quiz Answers

All Weeks Project Management: The Basics for Success Coursera Quiz Answers

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
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