Interesting questions

[binoy...@gmail.com]

Would be nice if you can post some intersting questions here (with
answers!).

[Binoy]

Here is a nice one:

 

You are a project manager for a database redesign project. The feasibility analysis for this will take one week to perform. Requirements Gathering can start after the feasibility analysis. Design and Test planning can also start after the feasibility analysis. Test Planning takes 8 weeks, which is followed by a reviw of the customer which is expected to take one week. Test data generation, which happens after the review will take 6 weeks. Testing can start after coding and unit testing, which starts after design and takes 11 and 5 weeks respectively. If design takes 6 weeks, what is the slack on the critical path?

 

A, 0

B, 4 weeks

C, 6 weeks

D, Not enough information to answer the question.

 

Check it out!

[Binoy]

I feel that if you are learning the ITTO, you need to learn it process group-wise and not knowledge group-wise. You get a better perspective that way. Do you know the only planning process whic output change requests is Plan Procurements? I believe we would not notice such points if we are learning the processes knowledge group wise. Time to close Rita and open Kim Heldman :).

 

I will keep on posting the tid-bits as I come across. Some of you might have guessed, my manager is on a long leave :).

[Balkrishna Bellatti]

Hello Team
Please keep subject line of all your respective mail communicaiton as " BLR Chapter 11,12 and 18 19 Team ".

With Regards

Balkrishna Bellatti		Outer Ring Road,Manyata ITPark
DPE SO Delivery-AG/AP - ASI,BP-ADC,Citi,ING,JLL(AG/AP) and Syncora		Bangalore, 560045
ITIL Ver 3.0, PMP...!		India
E1L
5Q
Phone:	+91-802-803-3155 x3155
Mobile:	+91-99-02071773
e-mail:	balkrishn...@in.ibm.com

From:	Binoy <binoy...@gmail.com>
To:	pmpque...@googlegroups.com
Date:	09/18/2012 01:40 PM
Subject:	Re: Interesting questions
Sent by:	pmpque...@googlegroups.com

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[Binoy]

 

I am getting different answers for the question, when can you call the project a success. Kim Heldman says when the stake holders are happy. Rita Mulcahy says when the project sis on time, on budget and covers the whole scope. Not sure I read any thing in the PMBOK about project success. Any pointes?

On Friday, 24 August 2012 16:53:32 UTC+5:30, Binoy wrote:

[Ravi Bugadikatti]

PMBOK guidelines states the project success is clearly defined in the
process of making the project Charter. This would change case by case.

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-Wishes,
Ravi Bugadikatti.

Jho bhi mein
kehna chaoon,
Barbaad kare
Alphaz mere.

[Binoy]

When does a PM go to the sponsor and when does he need to go to senior management? Seeing a lot of questions regarding conflict with these 2 as answers. Which one to pick and when?

[Binoy]

One more intersting question:

 

You are feeling good about a project you are managing; half-way through the schedule the project spending is under budget. The actual costs have accrued to $720,000 and the cost variance is $95,000. You have assured your sponsor that you will finish the project without exceeding the budget. The sponsor agrees with your outlook, but he adds caution that to achieve the goal, the project's remaining spending efficiency should not fall below what percentage?

A. 112%

B. 90%

C. 80%

D. 105%

 

The answer here is B. What is being asked is the TCPI. AC is 720,000 & CV is 95,000. So EV = AC + CV = 815,000. As the work is 50% complete, BAC = 2* EV = 1,630,000. TCPI is the remaining work divided by the remaining funds, Remaining work = BAC - EV. Remaining funds = BAC - AC. So TCPI comes to 89.6%.

 

On Friday, 24 August 2012 16:53:32 UTC+5:30, Binoy wrote:

[Binoy]

You are the manager of your company’s project management office (PMO). In this role you hold regular meetings with each project manager on your team to determine how they are doing and what the status is of their projects. During a recent meeting you were told by a project manager that one of her project’s actual cost is 20% under planned cost. What is the BEST feedback you can provide?

a. Ask her if this includes indirect costs
b. You expect the project will complete under budget.
c. An increase in costs later in the project will more than likely bring the budget closer to estimates.
d. She should do a better job of estimating in the future

Answer: A

Explanation: A project’s actual or direct costs are very different from indirect costs. Indirect costs are those that are not directly attributable to a single project and are spread out across the entire portfolio. However, a project manager may include them. As a result, the correct feedback is Option A, you need to fully understand her costs to determine how the project is performing . Option B cannot be determined using the information provided. Although Option C may actually be a possibility it, but again, at this point you don’t know if the project manager is including indirect costs or not. Option D is not applicable since you don’t really know this is the case. PMBOK 4th Edition Pg. 173

 

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Your complete Earned Value calculations. Your CPI is less than 1. Which of the following options should you take first?

a. Eliminate risks in current estimates
b. Meet with the sponsor to find out what work can be fast tracked
c. Reduce quality
d. Cut some scope

Answer: A

Explanation: With a CPI < 1, you have cost overruns. Reducing quality and cutting scope should not be the initial action you take as PM. Fast tracking may not help your costs either and you may introduce re-work; costing you even more! Your best bet is to look at your estimates and work to remove risks from these to reduce costs. Once this is done you may decide to take further action like reducing scope or quality via formal Change Control process.

 

 

On Friday, 24 August 2012 16:53:32 UTC+5:30, Binoy wrote:

[Binoy]

You are taking a team to Dubai to work on a major construction project. You are finding there are many constraints to Human Resource planning. All of the following are constraints, EXCEPT.

 

a. Economic Conditions

b. Pre-Assignment

c. Collective Bargaining Agreements

d. Weak Matrix Organization

 

Answer : b

 

Explanation: Constraints that can limit flexibility in the Human Resource Planning process are: Organization structures such as functional and weak matrix structures where the PM has limited control. Collective bargaining agreements or other contractual agreements with unions and economic conditions such as hiring freezes and limited budgets. 

 

 

 

On Friday, 24 August 2012 16:53:32 UTC+5:30, Binoy wrote:

[Somesh Sahu]

Another interesting on risks:

Risk acceptance is when no change in the project is made to accommodate the risk.

Passive acceptance requires no action beyond documenting the decision.

Active acceptance includes further action eg. setting aside contingency to offset the effect of the risk.

One simple way to remember this: remember disaster movies like “Titanic”, “Armageddon” or “2012″. There are always those characters in the movie where they just accept that they are going to die and of course there are the heros who take some action to get out alive. Think of the former as “Passive Acceptance” and the heros as “Active Acceptance”.

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Thanks & Regards
Somesh
09611127790

[Binoy]

 

Where are planned risk responses documented? is it the Risk Register?

[Somesh Sahu]

The risk register is a part of the project management plan and is created during the risk

planning processes. It evolves as the risk management processes and the project evolve, and it

contains the following:

• Risks
• Triggers
• Probability (Likelihood) and Impact ($) from risk analysis
• Planned Responses
• Risk owners

Regards

Somesh