Questions for Integration Management

1. Which of the following is not an input into the Project Charter?

A – The Business Case
B – The SOW (if one exists)
C – The Strategic Plan
D – The Project Management Plan

2. Which of the following tools and techniques will the PM use in producing the Project Charter and the Project Management Plan?

A – Earned Value Management
B – Alternatives Analysis
C – Expert Judgement
D – Scope Definition

3. After working for the past 5 years as a senior Key Account Manager, your skills and talent have been recognised and you have been selected to project manage the re-organisation of the whole of the Sales and Marketing team.

When you go through the feasibility study and its recommendation, you realise that key findings include the shortcomings of the manual CRM system for the sales staff, the lack of up to date information available for all sales staff, no clear signposting system for required supporting information, a lack of integration between the 4 different data recording systems in place and staff succeeding in spite of the system, not because of it.

What would be the origin of the resulting project you are going to manage?

A – Legal requirement
B – Customer request
C – Organizational need
D – Technological efficiencies

4. After working for the past 5 years as a senior Key Account Manager, your skills and talent have been recognised and you have been selected to project manage the re-organisation of the whole of the Sales and Marketing team. One of the project workstreams will be a new staffing structure, the second is a new CRM system, the third is integration between this new CRM system and the HR and Finance systems in place, the fourth is a better dialogue between Sales and Operations and the fifth is an Internal Communications Program. How should this project be managed?

A – With as many of the 47 PMBOK Guide® processes and tools and techniques as are necessary.
B – With all 5 Process Groups but taking out unnecessary processes without question
C – By having 5 teams of people against each workstream, delegating all accountability for the responsibilities to them and managing them directly
D – Recommending that it is managed as a portfolio as you can see it is clearly too big for you to manage

5. One of the most important things that a PMP PM must do is?

A – Talk to the Project Sponsor giving a daily update of progress
B – Engage with all stakeholders directly at least once a week
C – Integrate all aspects of the project
D – Drive project progress without regard for the feelings of team members

6. After working for the past 5 years as a senior Key Account Manager with Realto Components, your skills and talent have been recognised and you have been selected to project manage the re-organisation of the whole of the Sales and Marketing team. When considering what to do first you realise that a feasibility study has not been carried out and information to take you forward is quite limited. There are no external comparisons available. Which of the following organisational process assets could be the most helpful to you?

A – The Realto Components Business Plan
B – Historical information for a similar project carried out in HR
C – The template for a Project Management Plan
D – Downloadable documents on the Realto Components’s Intranet

7. Which of the following sets of processes will you expect to see in the Project Integration Knowledge Area?

A – Collect Requirements, Define Scope, Estimate Activity Durations
B – Define Scope, Create the WBS, Perform Integrated Change Control
C – Develop Project Charter, Develop Project Management Plan, Close Project or Phase
D – Define activities, Sequence activities, Develop Schedule

8. Which of the following are typically contained in the Business Case?

A – Information on marketplace conditions
B – Product Scope Description
C – Business need and cost benefit analysis
D – Strategic plan

9. Which of the following plans is NOT contained in the Project Management Plan?

A – Social and Corporate Responsibility Plan
B – Process Improvement Plan
C – Change Management Plan
D – Configuration Management Plan

10. Which of the following is not a type of approved change?

A – Corrective Action
B – Preventive Action
C – Defect Repair
D – Implementation of the new manufacturing process design

11. You have to present some financial information to the Project Sponsor and other key stakeholders, information on which they will select one of the projects in the list. Which of the project below would you recommend they select?

Project A has a payback period of 36 months, an IRR of 4 per cent and an NPV of $100k
Project B has a payback period of 48 months, an IRR of 5 per cent and an NPV of $140k
Project C has a payback period of 29 months, an IRR of 6 per cent and an NPV of $200k

A – Project A because it has a good payback period, a high IRR and a high NPV
B – Project B because it has the highest payback period with a good IRR and a good NPV
C – Project C because it looks good to you
D – Project C because it has the shortest payback period and the highest IRR and NPV values

12. You have to present some financial information to the Project Sponsor and other key stakeholders, information on which they will select one of the projects in the list. Which of the project below would you recommend they select?

Project A has a payback period of 46 months, an IRR of 4 per cent and an NPV of -$100k
Project B has a payback period of 48 months, an IRR of 5 per cent and an NPV of $140k

A – Project A because it has the shortest payback period, the highest IRR and a positive NPV
B – Project B because it has the longest payback period, the highest IRR and a positive NPV
C – Project A because it has the shortest payback period, the highest IRR and a negative NPV
D – Project B because it has the longest payback period, the highest IRR and a negative NPV

13. You are a project manager for Firebrand Global Organisational Development, and your project has the following values:

An IRR of 15%, a total outlay of $575,000, cash inflows of $100,000 for Year 1 and the same for Year 2 before increasing to $450,000 per year thereafter.

What is the payback period?

A – 26 months
B – 28 months
C – 30 months
D – 34 months

14. Which of the following does not have a responsibility for selecting projects?

A – The Project Sponsor
B – The Steering Committee
C – The Project Manager
D – The Customer and other Board Directors

15. Which statement below best describes the IRR?

A – It shows the cash inflows from internal departments
B – It is the discount rate when NPV is equal to zero
C – It takes inflation into account when using the weighted scoring method
D – It incorporates bids from different suppliers

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