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BUSI 313 quiz 4 solutions complete correct answers
BUSI 313 quiz 4 solutions complete correct answers
When considering principled negotiation, keeping focus on the issues even when people become upset, frustrated, and even angry is an example of
Outsourcing project work requires
Experience indicates that co-location of project teams is not worth the extra costs.
In some countries, laws are considered to be guidelines that are not necessarily followed.
Successful firms are very careful in selecting the work to be outsourced. If expectations and requirements are fuzzy or open to debate, working together can become very difficult. The following are ways to clarify requirements and procedures EXCEPT
Co-location is less relevant for independent work that does not require ongoing coordination between professionals from different organizations.
Advantages to outsourced project work can include
Toyota and DaimlerChrysler collaborating with suppliers to develop new automobile platforms is an example of outsourcing.
A common project practice is to ignore straight labor hours when calculating Earned Value.
A scope change is always viewed negatively as it changes the delivery date of the project.
A ___________ Gantt chart is a simple and effective way to depict progress on a project.
The second step in the project control process for measuring and evaluating project performance is to
Although it is very difficult to measure, measuring technical performance is as important as measuring schedule and cost performance.
The first step in the project control process for measuring and evaluating project performance is to
Baseline costs typically include labor, equipment, materials and direct overhead cost.
An undesirable schedule variance always indicates that the project is running behind schedule.
Motivation can be the chief challenge when wrapping up closure activities.
Project closures can fall into all of the following categories EXCEPT
The final report typically includes profit made on the project.
Retrospectives of lessons learned are designed to improve performance on current and future projects.
The processes for capturing lessons learned continue to evolve, but there are still barriers to effectively mining lessons learned.
Which part of the final report highlights the key findings and facts relating to the project implementation?
The retrospective facilitator will typically progress through the retrospective starting with a larger group session and eventually working their way down to documented individual observations.
Within the final report, the project summary is the summary that simply highlights the key findings and facts relating to the project implementation.
The most common circumstance for project closure is simply a ________ project.
Successful firms are very careful in selecting the work to be outsourced. If expectations and requirements are fuzzy or open to debate, working together can become very difficult. The following are ways to clarify requirements and procedures EXCEPT
The transferring of business functions or processes to other companies has traditionally been known as
When you call your Internet provider to solve a technical problem and you end up talking to a technician in India or Romania, you have just experienced
The following are differences between the partnering approach and the traditional approach to managing contracted relationships EXCEPT
Contracts establish long-term commitments in the partnering approach while single project
Advantages of outsourcing project work may likely include all of the following EXCEPT
Disadvantages of outsourcing project work may likely include all of the following EXCEPT
Why are extensive training and team building activities important when managing contracted relationships?
Outsourced projects are susceptible to conflicts since people are unaccustomed to working together. Which of the following is a primary control mechanism for dealing with and resolving problems?
Key practices in the partnering approach to managing contracted relationships include
Which of the following is the BEST way to ensure that cohesion and cooperation are not undermined and the parties involved will be satisfied when the project is complete?
Which of the following is NOT a key to successful partnering relationships?
Which of the following is part of the traditional approach to managing contracted relationships?
Which of the following is NOT an advantage of establishing a long-term partnership?
Which of the following is true in regard to negotiation when managing projects?
Best practices in outsourcing project work include all the following EXCEPT
When negotiating, the tendency is to want to win! Why is this not a good approach when managing contracted relationships?
When considering principled negotiation, both buyers and sellers relying on the blue book to establish price parameters of a used car would be an example of
The result of team building among the project's participants that states their common goals for the project as well as the procedures that will be used to achieve these goals is a
In regard to outsourcing, the MOST effective way to avoid problems with schedules and deadlines is to
What does the acronym BATNA stand for?
Long-term partnerships will provide all the following EXCEPT
Which of the following is NOT a reason to have a BATNA?
Ultimate success of the project is determined by
What is the fundamental difference between a fixed-price and a cost-plus contract?
Principled negotiation emphasizes developing win/win solutions while protecting yourself against those who would take advantage of your forthrightness. Which of the following is NOT one of the key points of principled negotiation?
Customer satisfaction can be quantified by
Mathematically, customer satisfaction is a function of the extent to which perceived performance exceeds expectations. A customer satisfaction ratio of .95 indicates that a customer is
Which of the following is suggested as the best target for a customer satisfaction ratio?
The following are ways a project manager can manage a customer's expectations and perceptions EXCEPT
When interacting with the customer, it is important that the project manager
Which of the following is NOT an element of good negotiation?
When considering principled negotiation, keeping focus on the issues even when people become upset, frustrated, and even angry is an example of
When considering principled negotiation, revealing why you are trying to achieve something instead of demanding what you want or need is an example of
When considering principled negotiation, when one person identifies options that are of low cost to them but of high interest to the other party, this is an example of
A key element to any conflict management process is
Co-Locating staff for a project is a good strategy to
Advantages to outsourced project work can include
Outsourcing project work requires
Outsourcing project work to a supplier with questionable labor practices can cause a situation called
An organization that has identified an opportunity for long-term outsourcing can expect
In order to be even moderately successful at managing relations, a project manager needs to be skilled at managing customer ___________ and ____________ .
Since different participants do not share the same values, priorities, and culture, projects are more prone to interpersonal ___________ when outsourcing.
In the traditional approach to managing contracted relationships, _________ project contracting is normal.
When using the partnering approach to manage contracted relationships, ________ is shared jointly among the partners, which encourages innovation and continuous improvement.
When using the partnering approach to manage contracted relationships, mutual ________ forms the basis for strong working relationships.
The teambuilding sessions often conclude with the creation of a partnering _________ signed by all of the participants.
In the traditional approach to managing contracted relationships, ________ are structured and guarded.
Projects are more prone to conflict when outsourcing project work. The primary control mechanism for dealing with and resolving problems is known as _________.
The term __________ has traditionally been applied to the transferring of business functions or processes to other, often foreign, companies.
Whether a client is dissatisfied or delighted with a project is not based on hard facts and objective data but on perceptions and _________.
Cost __________ is a major advantage of outsourcing project work because companies can secure competitive prices for contracted services, especially if the work can be outsourced offshore.
Not only can contracted project work be cheaper, it can also be done __________.
A company no longer has to keep up with technological advances. High levels of __________ and technology can be brought onto a project by using contracted services.
Contracting project services can increase a firm's _________ by no longer being constrained by their own resources.
When outsourcing project work, coordination __________ are intensified by physical separation with people working in different buildings, different cities, if not different countries.
More and more companies are using online _________ to collect data from all project participants about the quality of working relations.
There is a potential loss of __________ over a project when the core team depends on other organizations that they do not have direct authority over.
Too often project members respond to customer inquiries with technical jargon. Project members should speak the language of the ________.
Many people approach _________ as if it is a competitive process.
Fisher and Ury champion the ________ negotiation approach to negotiation because it emphasizes win/win solutions while protecting yourself against those who would take advantage of your forthrightness.
_______ satisfaction is measured by the ratio of perceived performance to expected performance.
The best defense against unreasonable, win/lose negotiators is having what Fisher and Ury call a strong __________.
One key focus of principled negotiation is to separate people from the _________.
When both buyers and sellers rely on the blue book to establish price parameters for a used car, they are using _________ criteria.
In regard to outsourcing, the MOST effective way to avoid problems with schedules and deadlines is to add a _________ clause to the contract.
__________ is less relevant for independent work that does not require ongoing coordination between professionals for different organizations.
When you _________________ for mutual gain, the project team is beginning to create a "win/win" scenario.
Toyota and DaimlerChrysler collaborating with suppliers to develop new automobile platforms is an example of outsourcing.
Participants from different organizations working closely together at the construction site or in shared office space are an example of a virtual team.
Working in outsourcing teams, projects can be completed faster and more cheaply.
Increased conflict and loss of coordination are typical disadvantages of outsourcing project work.
Trust can be difficult to forge when interactions are limited and people come from different organizations.
When using the partnering approach to manage contracted relationships, access to each other's organization resources is available.
In the traditional method of managing projects, total company involvement requires commitment from CEO to team members.
When using the partnering approach to manage contracted relationships, each party's goals and objectives are similar but geared to what is best for them.
Colocation is less relevant for independent work that does not require ongoing coordination between professionals from different organizations.
In some countries, laws are considered to be guidelines that are not necessarily followed.
Project managers have the capability to manage customer expectations and perceptions.
In order to keep the customer happy and to keep perceptions about performance high, it is acceptable to falsely assure customers that everything is on track, especially if you feel that the problem will be resolved soon.
It is rare in today's flat world to find important projects that are being completed totally inhouse.
Experience indicates that co-location of project teams is not worth the extra costs.
A partnering charter states the common goals for the project as well as the procedures that will be used to achieve these goals.
It is a good idea to add a penalty clause to an outsourcing agreement to ensure that work is completed on time.
A prime consideration in choosing outsourcing vendors is to assess the fit with their project management system.
Conflict is inevitable on a project; however, if it is handled effectively, it can elevate performance.
In project negotiation each negotiator is out to win as much as he or she can for his or her side.
Principled negotiation emphasizes developing win/win solutions while protecting yourself against those who would take advantage of your forthrightness.
When separating the people from the problem, negotiators don't react to the emotional outburst, but try to find the issues that triggered it.
The best defense against unreasonable, win/lose negotiators is having what Fisher and Ury call a strong BATNA.
A value of 1.5 is the optimal target for the Met-Expectations model of customer satisfaction.
Outsourced projects are less about reduced costs and more focused on bringing the best talent available to get the job done.
Security issues on an outsourced project can be mitigated with a properly written contract.
Positive relationships going into a negotiation can have a beneficial effect on the ultimate solution.
A project monitoring system involves all of the following EXCEPT
Nancy tells her supervisor that as of right now, $1.05 worth of work has been accomplished for each $1 worth of scheduled work. Nancy got this information from viewing the
Jessica just received the following information on her project: PV = 200, EV = 300, AC = 250, BAC = 1500, EAC = 1208. In terms of cost at completion.
The first step in the project control process for measuring and evaluating project performance is to
The second step in the project control process for measuring and evaluating project performance is to
The third step in the project control process for measuring and evaluating project performance is to
The final step in the project control process for measuring and evaluating project performance is to
In monitoring project time (schedule) performance, actual performance should be compared to
A ___________ Gantt chart is a simple and effective way to depict progress on a project.
A tool used to monitor past project schedule performance and current performance, and to estimate future schedule trends is a simple line chart known as a
The earned value system starts with the time-phased costs that provide the project baseline, which is called the
The earned value of a project is the
The cost variance for a project is calculated by
The schedule variance for a project is calculated by:
Baseline project budgets are derived from
Of the following costs, which are NOT included in baseline?
When someone familiar with each task estimates what percent of the task has been completed or how much of the task remains, they are creating a method for assigning costs to the baseline called the
Which performance index is the most potentially misleading?
Which of the following are required to assess the current status of a project using the earned-value cost/schedule system?
Which of the following methods of variance analysis is the best indicator of how far off the budget a project will be at completion?
Which of the following methods will measure the cost efficiency of the work accomplished to date?
Which of the following methods will measure the scheduling efficiency of the work accomplished to date?
A CPI or SPI value less than one indicates that the project is
The value that tells you the planned value of work that has actually been completed is the
The indicator that tells you the amount each remaining dollar must earn in order for the project to stay within budget is the
A project manager learns that the project is only earning $.90 of planned work for each dollar spent by looking at the
A project manager notices that $1,000 worth of work that was scheduled to be completed at this time has not been accomplished. They know this by looking at the
Sally receives the following information on her project: PV = 100, AC = 75, EV = 100. How well is the project doing in terms of budget?
Jim receives the following information on his project: PV = 1000, EV = 1200, AC = 800, BAC = 2000, EAC = 1333. How is the project doing in terms of schedule?
Which of the following is NOT true regarding scope creep?
A reason that the duration on a task may differ from an original duration on a Tracking Gantt chart could be
The start of a task may be moved on a Tracking Gantt due to
When reviewing the variance on a project, you compare Earned Value with
A Cost/Schedule graph can be interpreted using ___________ and __________ for its axis.
A project can have a negative Schedule Variance and still be ahead of schedule when
A negative Cost Variance combined with a negative Schedule Variance is an indicator of
Causes for Scope Creep can include
________ holds people accountable, prevents small problems from mushrooming into large problems, and keeps focus.
The first step in creating a project control system for measuring and evaluating project performance is to set a ________.
The value that tells you the planned value of the actual work completed is ___________.
When someone familiar with each task estimates what percent of the task has been completed or how much of the task remains, they are creating a method for assigning costs to the baseline called the ____________ rule.
Because of their easy-to-understand visual format, ________ charts are the most favored, used, and understandable tool used to report project schedule status.
The indicator that tells you the planned time-phased value of the work that is scheduled is the _______________.
Baseline project budgets are derived from time-phasing the work ________.
The ________ variance is the difference between the earned value and the actual costs for the work completed to date.
The ________ variance is the difference between the earned value to date and the baseline schedule.
________ is simply the percent complete times the original budget.
Conditions or scope can change, which, in turn, will require a change to the __________ plan to recognize the new information.
The project network schedule is derived from the _______ and it serves as the baseline to compare against actual performance.
A negative CV indicates the project is ________ budget.
The ________ rule assumes credit is earned for having performed the work once it is completed. This rule is usually used for work packages having very short durations.
The ratio that measures the amount of value each remaining dollar in the budget must earn to stay within the budget is the _________.
The _________ index measures the project percent complete in relation to the resources that were budgeted.
Given that the AC = 300, PV = 400 and EV = 500, this project is _________ budget.
Given a BAC of 5,500 and an EAC of 6,000, the project is expected to be completed _________ budget.
An SPI index of 1.22 indicates that the project is ________ of schedule.
Although it is very difficult to measure, measuring ________ performance is as important as measuring schedule and cost performance.
The final step in the project control process for measuring and evaluating project performance is to take appropriate ________.
In some cases, conditions or scope can change, which, in turn, will require a change in the baseline plan to recognize new information.
The PCIC index measures the project percent complete in relation to the resources that have actually been used so far on the project.
The only accurate method for determining the true time progress of the project is to compare the project network schedule against the actual network schedule to measure if the project is on time.
Schedule variance measures progress in time units.
Earned value is defined as the budgeted cost of the actual work performed.
The baseline is derived from merging information from the work packages with the project network.
Because of their easy-to-understand visual format, tracking Gantt charts are the most favored, used, and understandable option for reporting project status.
The PV, AC and CV are all required to assess the current status of the project.
When revising the estimated cost at completion, there are two approaches. The EACre is determined by experts in the field and the EACf is a mathematical approach which assumes the CPI as the basis for forecasting cost at completion.
The best method for assigning costs to the baseline under the 50/50 rule is to establish frequent checkpoints over the duration of the work package and assign completion percentages in dollar terms.
Most changes will not result in serious scope changes and should be absorbed as positive or negative variances.
A "rubber baseline" occurs when, in an effort to disguise poor performance, the baseline changes to constantly match results.
Baseline costs typically include labor, equipment, materials and direct overhead cost.
A project control system allows for comparing actual performance against plan to identify deviations; however, the system doesn't impact the quality of communication between stakeholders.
Two major reasons for creating a baseline are to monitor and report progress and to estimate cash flow.
In calculating schedule variance and cost variance, a negative variance indicates a desirable condition, and a positive variance suggests problems.
An undesirable schedule variance always indicates that the project is running behind schedule.
Progress and performance can be measured quantitatively as well as qualitatively.
A CPI index of 0.97 indicates that the project has spent less money than budgeted.
Rachel notices that the current EV for her project is higher than both the PV and the AC. Rachel has reason to be concerned.
All scope changes that result in increased costs should be avoided.
Although it is very difficult to measure, measuring technical performance is as important as measuring schedule and cost performance.
Deciding what data to collect, actually collecting the data and analyzing it, and reporting this data are all parts of structuring a project monitoring information system.
A project manager would be glad to see a TCPI of 1.07.
A negative VAC indicates that the project will be completed over budget.
A Control Chart can be used to estimate schedule trends.
For a more complex project, statistical analysis can be applied to a Control Chart to identify potential causes of schedule deviation.
If the cost of labor and materials has not been separated there is additional analysis required to determine the cause of the calculated variance.
The Schedule Variance is the best way to get an accurate assessment of schedule performance.
A common project practice is to ignore straight labor hours when calculating Earned Value.
A scope change is always viewed negatively as it changes the delivery date of the project.
The most common circumstance for project closure is simply a ________ project.
Which of the following is NOT a wrap-up closure activity that might be found on a checklist?
__________ of lessons learned are designed to improve performance on current and future projects.
The content of the final report typically includes the following topics EXCEPT
When the project may be completed early with some parts of the project eliminated this is considered to be ___________ closure.
This type of closure occurs when the project may never seem to end. At some point the review group should recommend methods for bringing final closure to this type of project. This is considered to be ___________ closure.
Because of circumstances beyond the control of the project team, many projects are easy for a review group to close down. This type of project closure is called
When a project starts with a high priority but it is canceled because its rank erodes or crashes during its project life cycle. This is an example of what type of project closure?
Which of the following summarizes project performance and provides useful information for continuous improvement?
Which part of the final report highlights the key findings and facts relating to the project implementation?
Which part of the final report examines in detail the underlying causes of problems, issues, and successes relative to the project and includes concise, factual review statements of the project?
Which part of the final report presents major improvement actions that should be made?
Which part of the final report is designed to be the most useful on future projects?
Which part of the final report includes backup data or details of analysis that would allow others to follow up if they wished?
The purpose of project evaluation is to assess how well
Which of the following would NOT be appropriate to assess when evaluating team performance?
Before an evaluation of the project team can be effective and useful, a minimum core of conditions needs to be in place before the project begins. Which of the following would NOT be one of those conditions?
Performance appraisals generally fulfill two functions. The first is to identify individual strengths and weaknesses and to develop action plans for improving performance. The second involves salary or merit adjustments. Why should these two functions be addressed at different times?
The following are general tips for conducting performance reviews EXCEPT
An analysis carried out during and shortly after the project life cycle that attempts to capture positive and negative learning is represented in which of the following?
The process for capturing lessons learned continues to evolve, but there are still many barriers to effectively capitalizing on lessons learned that have been identified. The following are examples of these barriers EXCEPT
The following are distinguishing characteristics of retrospectives methodology EXCEPT
Project closures can fall into all of the following categories EXCEPT
A guide who leads the project team through an analysis of project activities that went well and of what needs improvement and aids in the development of a follow-up action plan with goals and accountability is a(n)
It is imperative that the closure facilitator possess the following characteristics EXCEPT
The typical mechanism for the evaluation of teams is normally
More and more companies are discarding the traditional superior-subordinate performance feedback process and replacing it with a multi-rater appraisal called
Which of the following is NOT a role of the closure facilitator?
In organizations where projects are managed within a ____________, the team member's area manager, not the project manager, is responsible for assessing performance.
Each retrospective is assigned a(n) _________, typically a team member who is very interested in and familiar with the retrospective. This individual will serve as the contact point for anyone needing information relating to the retrospective.
The major deliverable when closing out a project that includes a causal analysis and identification of lessons learned is known as
Obtaining __________ is a major and critical closure activity for the Project Manager.
Completing Team Evaluations relies upon ____________ to be in place before the project begins.
A Performance Appraisal generally provides
When conducting post-project audits, this is one of the main tools that a facilitator uses.
In order for lessons learned to be effective and usable by others a(n) ___________ needs to be assigned to assure it is properly documented and understood.
________ project closure is the most common circumstance for project closure and is simply a completed project.
When a project is completed early with some parts of the project eliminated this is known as _________ project closure.
A ____________ project closure is usually easy to identify and easy for a review group to close down.
Projects in process may need to be altered or canceled. Thus, a project may start with a high priority but see its rank erode or crash during its project life cycle as conditions change. This is called __________ project closure.
When the review group recommends methods for bringing final closure to a project that never seems it will end, this is an example of a ________ project closure.
Within the final report, a summary that simply highlights the key findings and facts relating to project implementation is called the ___________.
Implementing the closure process includes several _______ activities, including getting delivery acceptance from the customer.
The ________ section of the final project report includes concise, factual review statements of the project, such as project mission and objectives, procedures and systems used, and organizational resources used.
Perhaps the _________ section of the final report is the most valuable contribution of the closure process.
The ________ section of the final project report is often technical in nature and focuses on solutions to problems that surfaced.
Within the final report, the ___________ may include backup data or details of analysis that would allow others to follow up if they wish.
The purpose of project __________ is to assess how well the project team, team members, and project manager performed.
____________ of performance is essential to encourage changes in behavior and to support individual career development and continuous improvement through organizational learning.
The ________ feedback approach gathers anonymous feedback solicited from others that is compared with the individual's self-evaluations.
The typical mechanism for evaluation of teams is a ________ administered by a consultant.
The retrospective approach stresses gathering _____________ during project execution and using them to change remaining work.
In organizations where projects are managed within a functional organization, the team member's __________ manager is responsible for assessing performance.
The most common reason given for not creating lessons learned is the lack of _________.
A ________ is a methodology that analyzes a past project event to determine what worked and what didn't, develops lessons learned, and creates an action plan that ensures lessons learned are used to improve management of future projects.
Retrospective reviews should be set up in the project ___________ stage.
The ____________ report summarizes project performance and provides useful information for continuous improvement.
A guide who leads the project team through an analysis of project activities that went well and of what needs improvement and development of a follow-up action plan with goals and accountability is known as a project ____________.
__________ represent an analysis carried out during and shortly after the project life cycle; they attempt to capture positive and negative project learning.
Each retrospective is assigned a(n) __________, typically a team member who is very interested in and familiar with the retrospective.
It can be a significant challenge to keep the project team ___________ as the project nears completion.
Motivation can be the chief challenge when wrapping up closure activities.
In premature project closure, the project may be completed early with some parts of the project eliminated.
Retrospectives of lessons learned are designed to improve performance on current and future projects.
When a project starts as a high priority but its rank erodes or crashes during its project life cycle resulting in closure of the project, this is an example of changed priority project closure.
The final report typically includes profit made on the project.
During the closing phase, the project manager's challenge is to keep the project team focused on the remaining project activities and delivery to the customer until the project is complete.
Implementing project closure includes getting delivery acceptance from the customer.
Within the final report, the project summary is the summary that simply highlights the key findings and facts relating to the project implementation.
Expectations, standards, supportive organizational culture, and constraints must be in place before project implementation; if not, the effectiveness of the evaluation process will suffer.
Evaluation of performance is essential to encourage changes in behavior and to support individual career development and continuous improvement through organizational learning.
The processes for capturing lessons learned continue to evolve, but there are still barriers to effectively mining lessons learned.
Project managers should wait to give feedback to the project team and team members until the project has been completed. Giving feedback throughout the project can distract project teams.
Assessing what fundamental organizational culture properties affect project successes and failures, or become a hindrance to project teams, is a part of the retrospectives methodology.
In organizations where projects are managed within a functional organization, the team member's area manager, not the project manager, is responsible for assessing performance.
The most common circumstance for project closure is simply a completed project such as building a new facility or creating a customized information system.
A project closure where the project is completed early with some parts of the project eliminated would be classified as a failed project.
The key requirement in selection of the facilitator is one who is the end-user.
The retrospective facilitator should be able to deliver bad news to the project sponsor or senior management without recriminations.
Retrospective methodology is one positive step toward ensuring lessons learned are developed and implemented.
A 360-degree performance evaluation includes feedback from peers, project managers, subordinates, and even customers.
Project managers should, when possible, draw comparisons to other team members when conducting individual team member reviews.
The retrospective methodology is more inclusive and disciplined than past lessons learned approaches.
Setting the conditions for the completion and transfer of a project should happen at the beginning of the project close-out.
Team performance management is well-documented and understood enough that Team Evaluations are commonplace and accurate.
When performing a retrospective for a project, whoever is performing the retrospective needs to be perceived as being independent and unbiased.
The retrospective facilitator will typically progress through the retrospective starting with a larger group session and eventually working their way down to documented individual observations.
