Project Management (C722)
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Free Project Management (C722) Questions
A project is an operational necessity to repair a design flaw in the date field that constrains the year number to two digits, instead of permitting the year to be indicated with four digits. If the project is not completed before December 31, 1999, many legacy programs are expected to fail or produce unpredictable outcomes. The project manager has decided to recover the schedule by crashing the project's schedule. What is the expected consequence to this project's triple constraints
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Scope decreases because shortcuts are taken to avoid extra costs.
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Scope is unchanged, but costs rise to reduce the unfavorable schedule variance.
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Scope increases because more resources are being paid overtime costs.
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Scope is unchanged, but costs decrease because the work is being expedited.
Explanation
Identify the correct answer:
b. Scope is unchanged, but costs rise to reduce the unfavorable schedule variance.
Explanation for why it is correct:
Crashing the schedule typically involves adding more resources or working overtime to complete the project faster. This increases costs without changing the scope, as the project manager aims to meet the deadline despite the schedule delay.
Why the other options are incorrect:
- a. Scope decreases because shortcuts are taken to avoid extra costs: Crashing the schedule does not inherently reduce scope; instead, it increases resources or time to meet the deadline.
- c. Scope increases because more resources are being paid overtime costs: Increasing scope is not a direct result of crashing the schedule. The focus is on meeting the deadline, not expanding scope.
- d. Scope is unchanged, but costs decrease because the work is being expedited: This is incorrect because expediting the work typically leads to increased costs, not a reduction.
What is developed in the Project Integration Management knowledge area
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schedule management plan
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project management plan
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WBS
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quality management
Explanation
Correct Answer:
b. project management plan
Explanation:
The Project Integration Management knowledge area is responsible for coordinating all aspects of a project to ensure successful execution. One of its primary outputs is the Project Management Plan, which integrates all subsidiary plans (such as scope, schedule, cost, quality, resource, communication, risk, procurement, and stakeholder management plans). It serves as the blueprint for how the project will be managed and executed.
Why the other options are incorrect:
- a. Schedule Management Plan – This is a subsidiary plan developed under Project Schedule Management, not Project Integration Management.
- c. WBS (Work Breakdown Structure) – This is created under Project Scope Management, not Project Integration Management.
- d. Quality Management – This falls under Project Quality Management, which ensures that the project meets defined quality standards
Which project management activity will most directly contribute to this strategic business initiative
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Project controls
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Project contracting
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Project execution
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Project scheduling
Explanation
Correct answer C. Project execution
Explanation:
The execution phase is where the plans are put into action. This activity will directly contribute to the development of the new business model and the delivery of the tailored service to customers. It involves the implementation of the strategies necessary to meet the initiative's objectives.
Why the other options are incorrect:
A. Project controls – While important for monitoring and managing the project, project controls focus on ensuring the project stays on track and does not directly contribute to the creation of the business model.
B. Project contracting – This focuses on the formalization of agreements and external parties involved but is not directly related to the business model’s development.
D. Project scheduling – Scheduling helps in organizing the timeline but does not directly contribute to the strategic business initiative of delivering a tailored service.
Which two milestones are necessary to consider the project execution stage complete
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All of the promised deliverables have been produced.
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All project personnel have been reassigned to other projects.
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The project scope expands to include a new deliverable.
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The budget for the project has been met.
- The project outcomes are ready to be delivered to the customer.
Explanation
Correct answer: A. All of the promised deliverables have been produced.
E. The project outcomes are ready to be delivered to the customer.
Explanation:
- The completion of the project execution stage is marked by the production of all promised deliverables and the readiness of project outcomes to be delivered to the customer.
Why the other options are incorrect:
B. All project personnel have been reassigned to other projects. – This is more related to the conclusion of the project, not the execution phase.
C. The project scope expands to include a new deliverable. – This indicates scope change, which would cause the project to revisit planning, not signify the end of execution.
D. The budget for the project has been met. – Meeting the budget is important but not the defining milestone for completing the execution phase.
A project team is gathered together to begin the planning process to create a new website for its client. One of the project team members is new to technology-related projects. Before she shares the estimates for the firewall security, she is going to review three similar prior projects. What estimating technique will be used
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Bottom-up
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Parametric
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Three-point
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One-point
Explanation
Correct Answer:
B. Parametric
Explanation: The parametric estimating technique uses data from similar projects or historical data to generate estimates for the current project.
Why the other options are incorrect:
A. Bottom-up – Involves detailed estimation of each task, not relying on historical data.
C. Three-point – This method uses different scenarios (optimistic, pessimistic, and most likely) to create estimates, which is not the case here.
D. One-point – This method uses a single estimate from one individual and does not involve historical data.
Which task is logical to add below the visual design activity in the WBS
|
WBS ID |
Description |
|
1.0 |
Employee intranet |
|
1.1 |
Website design |
|
1.1.1 |
Define requirements |
|
1.1.1.1 |
Define user requirements |
|
1.1.1.2 |
Define content requirements |
|
1.1.1.3 |
Define technical requirements |
|
1.1.2 |
Visual design |
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1.2.1 Establish color scheme
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1.2.1 Install server hardware and software
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1.2 Website programming
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1.2.1 Website mock-up or prototype
Explanation
Correct Answer:
d. 1.2.1 Website mock-up or prototype
Explanation:
A website mock-up or prototype is the logical next step after visual design because it transforms the visual design concepts into a tangible representation of how the website will look and function. This follows a natural progression in website development where visual design elements are implemented into a prototype before moving to full development.
Why other options are incorrect:
- "1.2.1 Establish color scheme" is incorrect because color scheme selection should be part of the visual design phase, not after it
- "1.2.1 Install server hardware and software" is incorrect because infrastructure setup is typically done in parallel or later in the development process, not immediately after visual design
- "1.2 Website programming" is incorrect because it has an incorrect WBS numbering (1.2 is at the same level as visual design) and full programming would come after prototyping
Which of the following best describes the project management plan
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The project management plan can change whenever the team feels it's necessary
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The project management plan is a static picture of what the project is to accomplish and should not change
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The project management plan is a living document that evolves as the project evolves
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Change should only occur when there is no schedule or budget impact
Explanation
Correct Answer C. The project management plan is a living document that evolves as the project evolves
Explanation:
The project management plan is considered a living document because it is continuously updated and refined throughout the project lifecycle. As the project progresses, changes might occur that affect scope, schedule, cost, or resources, and these changes should be reflected in the project management plan. It is not a static document, but rather one that evolves in response to project needs and changes.
Why the other options are incorrect:
A. The project management plan can change whenever the team feels it's necessary – This is incorrect. Changes to the project management plan should be controlled and based on formal change management processes. They should not be made arbitrarily by the team.
B. The project management plan is a static picture of what the project is to accomplish and should not change – This is incorrect. As previously mentioned, the project management plan is not static and can be updated to reflect changes and new information.
D. Change should only occur when there is no schedule or budget impact – This is incorrect. Changes often occur due to unforeseen circumstances or evolving project needs, and they may impact the schedule or budget. However, such changes should still be managed and assessed appropriately, not avoided altogether.
Each project team member generated a series of questions to evaluate three projects. A checklist was compiled that included the top five questions from each person. What are two disadvantages of using this checklist approach
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Questions ask whether an attribute exists or does not exist.
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Projects will be compared using the same set of questions.
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Positive and negative questions create barriers in comparing projects.
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The questions may exhibit biases of each team member.
Explanation
Identify the correct answers:
a. Questions ask whether an attribute exists or does not exist.
d. The questions may exhibit biases of each team member.
Explanation for why it is correct:
- a. If questions only determine the existence or non-existence of an attribute, it limits the depth of evaluation and doesn't provide comprehensive insights into the projects.
- d. The questions may reflect the individual biases of team members, which could lead to subjective evaluation rather than objective decision-making.
Why the other options are incorrect:
- b. Projects will be compared using the same set of questions: This is not necessarily a disadvantage. A standardized set of questions ensures consistency in the evaluation process.
- c. Positive and negative questions create barriers in comparing projects: This is not a strong disadvantage as long as the evaluation framework is clear and provides a balanced view of each project.
A general contractor is managing a construction project that will add a new conference room to an existing office building. The project was documented in a fixed-price contract. The contract includes a damages clause imposing a late completion penalty if the conference room is not ready for use by the contracted deadline. The project has fallen behind schedule. Therefore, to avoid the contractual penalty, the project team will use fast-tracking to compress the duration of the remaining schedule. Which change management phase does this scenario describe
-
Reinforcing the change
-
Upgrading the change
-
Preparing for the change
-
Managing the change
Explanation
Correct Answer:
D. Managing the change
Explanation:
This scenario involves adjusting the schedule and applying a technique (fast-tracking) to mitigate the effects of a delay and avoid penalties, which is part of the "Managing the change" phase.
Why the other options are incorrect:
A. Reinforcing the change – This phase involves reinforcing the benefits of the change, not applying changes like fast-tracking.
B. Upgrading the change – This phase refers to enhancing or improving the change after implementation, not the immediate management of the change.
C. Preparing for the change – This is about planning and preparing for change, but the actions in this scenario are about executing changes in the project.
Which tool is used for generating a calendarized budget
-
Control chart
-
Fishbone
-
Histogram
-
Pareto chart
Explanation
Correct Answer:
A. Control chart
Explanation: A control chart is used to monitor and control project costs and schedules, helping generate a calendarized budget.
Why the other options are incorrect:
B. Fishbone – This tool is used for identifying causes of problems but is not related to calendarized budgets.
C. Histogram – Histograms are used for visualizing frequency distributions, not for creating a calendarized budget.
D. Pareto chart – A Pareto chart is used for prioritizing issues, not for generating a calendarized budget.
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