No student devices needed. Know more
19 questions
145. The major processes of Project Resource Management are:
Leadership, Management,Team Building, and Negotiation.
Develop Project Staffing Plan, Recruit Project Team, Administer Personnel Actions, and Manage Labor
Relations.
Plan Organizational Structure, Build Project Team, Develop Communications Plan, and Manage Team Conflicts.
Plan Resource Management, Estimate Activity Resources, Acquire Resources, Develop Team, Manage Team, and Control Resources.
146. The Responsibility Assignment Matrix (RAM) is:
Used for development of the project budget and network diagrams.
Developed at the activity level and used to closely link project roles and responsibilities to project network activities.
Used to illustrate the connections between work packages or activities and project team members. It ensures that there is only one person accountable for any one task to avoid confusion of responsibility.
Used to identify accountability and responsibilities in individual performance appraisals of project team members.
147. Plan Resource Management should generally include all of the following EXCEPT:
Roles and responsibilities
Identification of resources.
Acquiring resources.
Project interfaces
148. Questions that arise when planning the acquisition of team members generally include all of the following EXCEPT:
Whether the resources come from within the organization or from external, contracted sources.
The costs associated with each level of expertise needed for the project.
The compensation of senior executives.
The level of assistance that the organization's human resource department and functional managers are able to provide to the project management team.
149. Acquire resources is the process of confirming resource availability and obtaining the team necessary to complete project activities.The enterprise environmental factors
that can influence this process generally include all of the following EXCEPT:
Organizational structure.
Political philosophy.
Competency levels, prior experience, and cost rate.
Personnel administration policies, such as those that affect outsourcing.
150. It is important that the resource management plan addresses how team members will be released when they are no longer needed on the project for all of the following reasons EXCEPT:
To reduce project costs.
To improve morale when smooth transitions to upcoming projects are already planned.
To optimize the utilization of human and material resources.
To help mitigate resource risks that may occur during or at the end of a project.
151. To be effective, recognition and rewards systems should have the following characteristics EXCEPT:
Clear criteria for rewards and a planned system for their use to help promote and reinforce desired behaviors.
Being based on activities and performance under a person's control.
Cultural differences should be considered when determining recognition and rewards.
The required performance for rewards should be made un-achievable for most team members, to ensure that all team members strive for excellence throughout the project.
152. Tools and techniques to acquire resources include all of the following EXCEPT:
Decision making.
Acquisition.
Interpersonal and team skills.
Pre-assignment.
153. All of the following are true about conflict management EXCEPT:
It is inevitable in a project environment and should be addressed early.
It should usually be addressed in private.
It should be addressed only when it becomes disruptive, and at an official team meeting.
It should be addressed using a direct, collaborative approach.
154. Team building has all of the following characteristics EXCEPT:
Team-building activities can vary from a five-minute agenda item in a status review meeting to an off-site, professionally facilitated experience designed to improve interpersonal relationships.
Team building should be primarily considered after major conflicts within the project team, because they generally waste precious resource time and cause schedule delays.
Team-building strategies are particularly valuable when team members operate from remote locations without the benefit of face-to-face contact.
Team building is essential during the front end of a project and is an ongoing process.To effectively manage inevitable changes in the project environment, a continued or renewed team-building effort is required.
155. Training has all of the following characteristics EXCEPT:
It includes all activities designed to enhance the competencies of the project team members.
It can be formal or informal. Examples of training methods include classroom, online, computer-based, on-the-job training from another project team member, mentoring, and coaching.
If project team members lack necessary management or technical skills, the project should be deemed outside the core competencies of the performing organization ion,outsourced,or abandoned.
If project team members lack the necessary management or technical skills, such skills can be developed as part of the project work.
156. Effective team development strategies and activities are expected to increase the team's performance, which increases the likelihood of meeting project objectives. The evaluation of a team's effectiveness may include all of the following indicators EXCEPT.
Improvements in skills that allow individuals to perform assignments more effectively.
Improvements in competencies that help the team perform better as a unit.
Improvements in the overall project performance as a result of increased intensity of conflict among project team members.
Reduced staff turnover rate.
157. Generally acknowledged techniques for resolving conflict include:
Smooth, compromise, collaborate, and co-locating.
Accept, compromise, attack, and separate.
Accommodate, compromise, force, and collaborate.
Withdraw, force, elaborate, and provide sensitivity training.
158. Managing and leading the project team includes:
The process of tracking team member performance, providing feedback, resolving issues, and optimizing project performance.
Subscribing to the code of professional conduct, but does not involve ensuring that all team members follow professional and ethical behaviors.
Influencing the project team to achieve the triple constraints of the project. However, professional and ethical behaviors of project team members are outside the domain of the project management team.
Instructing the project team to avoid being caught in repetitive violations of the norms of professional and ethical behaviors specified by the performing organization.
159. Team development stages include:
Starting, Organizing, Preparing, Executing, and Closing.
Forming, Storming, Norming, Performing, and Adjourning.
Acquiring, Managing, Leading, Decision Making, and Releasing.
Initiating, Planning, Executing, Monitoring and Controlling, and Closing.
160. All of the following choices represent inputs to the EstÃmate Activity Resources process EXCEPT:
Activity list.
Enterprise environmental factors.
The deliverable-oriented WBS of a previous,similar project.
Resource management plan
161. Outputs from the Estimate Activity Resources process include:
Job descriptions of resources required for the project.
Salary schedules for various project resources.
Identification on the types and quantities of resources required for each activity in a work place.
Analogous estimates of resource requirements for each work package and each work period.
162. Team building has all of the following characteristics EXCEPT:
It is the process of helping a group of individuals to build a collaborative and cooperative working environment.
It requires handling project team problems decisively and removing the individual(s) responsible for these problems from the team promptly to ensure a productive, smooth project environment.
It can help individual team members work together effectively.
It can be particularly valuable when team members operate from remote locations without the benefit of face-to-face contact.
163. Motivating involves creating an environment to meet project objectives while providing satisfaction related to what people value most. All of the following are reasons of motivation EXCEPT:
Encouraging someone to act.
Participating in decision making.
Providing accurate criticism in the annual performance review or after the project is completed.
Encouraging people to work independently.
Explore all questions with a free account