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: