Chapter 5. Project Execution

Chapter 5. Project Execution

    Exam Prep Questions

    Answers and Explanations

Exam Prep Questions


Because the project execution phase requires the most time and resources of any phase of a project, there is a heavy emphasis on these processes in regard to the management of a project. The Project Management executing processes include all of the following except

  • A. Source selection and team development

  • B. Project plan execution and solicitation

  • C. Quality assurance and contract administration

  • D. Information distribution and staff acquisition


Margie is working on a project for a new military facility on the East Coast but she does not have a firm understanding of the milestones and timelines for the project. According to the PMBOK, an approved, formal document that is used to manage the execution of a project is known as

  • A. A project plan

  • B. A project notebook

  • C. A scope document

  • D. An organizational policy


Government regulations, organizational policies, and company guidelines are constraints that a project manager must be aware of whenever she is executing a project plan. Because these limitations can affect the options for the project and the responses to situations, some risk migration might be necessary. Inputs to the project plan execution to migrate these risks include

  • A. Budgets

  • B. Preventative actions

  • C. Training plans

  • D. Skills analysis reports


Marilyn is a senior project manager who is working on a project that has a duration of three years and is developed in three phases. During the project, she uses some project execution tools and techniques while intertwining skills that are routinely used for various types of management, such as leadership and communication. These execution tools and techniques are types of skills that are commonly referred to as

  • A. Supervisory skills

  • B. Organizational skills

  • C. General management skills

  • D. Expert power skills


Greg realizes that he must do a lot of communicating in order for his project for the new elementary school system to be successful and to keep everyone informed as the project proceeds. The interactive processes that occur during the evolution of a project are known as

  • A. PMIS

  • B. WBS

  • C. EV

  • D. BAC


Proactive planning will directly affect the execution of a project in numerous ways. Therefore, many project managers appreciate the opportunity to be involved with a project from the initiation of the project. One of the inputs to the project plan execution includes anything that is done to bring the project back in-line. This input completes the feedback loop and is known as a

  • A. Change control

  • B. Communication plan

  • C. Status report

  • D. Corrective action


John is hard at work on a $5 million telecommunications project that utilizes interactive voice response units to automate several processes that are currently being done by humans. His extensive project plan can be described as all of the following except

  • A. A method to identify milestones

  • B. A document or collection of documents that change over time

  • C. Formal and approved

  • D. Only used by the project manager to execute the project


Ken is brought in as a consultant to work on a project execution that is having scope problems and unrealistic stakeholder expectations. Which of the following statements is not true about the project execution?

  • A. The project performance will be measured against the project plan.

  • B. The majority of the budget is spent.

  • C. Decisions on when and with whom to communicate are made.

  • D. The product of the project is actually produced.


Sadie is leading a market research project that is being conducted through an educational grant from an international think tank. Her project's purpose is to define the buying habits of the typical consumer of various demographics and geographic locations. Therefore, she wants to use different types of root cause analysis techniques that may include all of the following except

  • A. Excel spreadsheets

  • B. Process flow diagrams

  • C. Fishbone

  • D. Ishikawa


You have been faced with corporate bureaucracy ever since you started your project earlier this year. Guidelines and rules of a company or organization can cause bottlenecks for timelines and require escalation to the appropriate levels of an organization. It is your responsibility as the project manager to be aware of which project execution tools and techniques can positively impact your project. Which of the following is a project execution tool that you can use?

  • A. Corporate hierarchies

  • B. Organizational procedures

  • C. Product skill and knowledge

  • D. Project review board


A project plan is a constant source of information for the project manager and is used for systems integration. This integration plays a vital part in the performance attributes of a project. Which of the following statements does not describe an objective of systems integration?

  • A. Performance

  • B. Effectiveness

  • C. Cost

  • D. Autonomy


The project plan must contain certain elements that are vital to the project. These include all of the following except

  • A. Potential problems and contractual aspects

  • B. Personnel information and schedules

  • C. Evaluation methods and general approach

  • D. Schedules and forward pass calculations


Linear responsibility charts can be used for all of the following except

  • A. Keeping track of who must approve what items

  • B. Critical interfaces

  • C. Project timelines

  • D. Determining who is responsible for what task


This project execution tool is usually triggered by a written or verbal approval to begin the activities and encourages control of the work processes. It is known as the

  • A. Work authorization system

  • B. Change control system

  • C. Communication plan

  • D. Project Management information system


You feel that you need to micromanage certain parts of the project, but you do not want to alienate your team. How often should a project plan be monitored?

  • A. Weekly

  • B. Monthly

  • C. At the end of the project

  • D. Continuously


You have a laundry list of tasks and you are overwhelmed by the ambiguous details due to the large number of deliverables that are required in the next two weeks. Following up to make sure that everything is done correctly and fulfills the requirements of the project is known as

  • A. Quality measurement

  • B. Quality assurance

  • C. Variance monitoring

  • D. Triple constraints


Events such as project schedule alterations and scope creep can impact the work results and activities related to the project and therefore require a response from the Project Management team. This response might require an approval for implementation. _________ generally has a direct impact upon the work results.

  • A. A change request

  • B. A budget decrease

  • C. An execution output

  • D. A GNP increase


There are many tools and techniques that are used throughout a project that are affiliated with inputs and outputs of various processes. Some of these aspects include quality planning and quality control. The costs of nonconformance and its impact on quality can be postponed until the end of the project if

  • A. The team says

  • B. You have a risk mitigation plan

  • C. The budget has anticipated that the costs of nonconformance increases over time

  • D. Quality planning involves auditing the project


Marcie has accepted a consulting assignment with a Fortune 500 publishing company for the development of a line of children's books, and she wants a strong quality policy. Because she is responsible for quality assurance during the project execution, she wants to learn more about the subject. What is the difference between quality planning and quality assurance?

  • A. None. Prior to ISO 9000, they were considered the same thing.

  • B. Quality planning uses the tools and techniques of cost-benefit analysis, benchmarking, flowcharting, and design of experiments to determine how quality should be assessed. Quality assurance does not use these.

  • C. Quality assurance is the totality of characteristics of an entity that bear on its capability to satisfy stated or implied needs. Quality planning is planning those characteristics.

  • D. Quality planning focuses on identifying which quality standards to use, whereas quality assurance focuses on planned and systematic activities to ensure the standards.


Some of the Project Management processes have multiple inputs and outputs. The only output to quality assurance is

  • A. A performance variance

  • B. A change control document

  • C. Re-baselining the project plan

  • D. Quality improvements


Team development involves the growth of competencies to increase the performance of the project. This can include individuals, stakeholders, or groups that have a vested interest in the project. Inputs into team development include all of the following except

  • A. Training

  • B. External feedback

  • C. Project staff

  • D. Performance reports


The conflict that a team member feels whenever he has dual reporting responsibilities between a functional manager and the project manager is known as

  • A. A critical success factor

  • B. Ambiguous jurisdiction

  • C. Conflict resolution

  • D. Portfolio project management


Quality assurance tools and techniques include all of the following except

  • A. Benchmarking

  • B. Design or prototype

  • C. Cost and benefit analysis

  • D. Flowcharting


Susan is constantly plagued by frustrations in her projects. What is the best project team environment to work in?

  • A. A team in the same room that reports directly and only to the project manager

  • B. A team that meets frequently face to face, but has other functional duties

  • C. A loosely connected group of functional experts who help direct the project

  • D. A team that resides offsite


The knowledge that the team and stakeholders gain by actually performing the project is known as

  • A. Team development

  • B. Best practices

  • C. Lessons learned

  • D. Cumulative intellectual capacity


Rob and Larry are on the same project team and do not get along very well due to personality conflicts. Team development is important to the success of a project because

  • A. It forces people to get along with each other.

  • B. It encourages people to participate with the other team members.

  • C. It can lead to good friendships outside of work.

  • D. It occurs throughout the entire project.


Providing positive reinforcement to your team can enhance its performance and lead to positive outcomes for the project. Traditional reward systems do not

  • A. Work in a functional organization

  • B. Generally fulfill the requirements for a project

  • C. Work in an autocratic management environment

  • D. Encourage team member loyalty


Sam realizes that the collaborative environment is the most productive for his team. Which of the following is a good team-building technique?

  • A. Involving the team in the planning process

  • B. Having a barbeque

  • C. Doing a lessons-learned session

  • D. Letting individual team members operate independently


Project managers generally have all of the responsibility and none of the authority to push their projects to completion. Therefore, they must rely upon _________ within a functional organization to get the support of the team and other stakeholders.

  • A. Expert power

  • B. Coercive power

  • C. Reward power

  • D. Referent power


You are the single point of contact (SPOC) for your projects and are frequently overwhelmed by the quantity of information and materials that you are required to disseminate to the team. What is the key purpose of distributing project information?

  • A. To create an archive of project information that can be used by other projects

  • B. To inform stakeholders in a timely manner of work results

  • C. To make sure the project continues to have sponsorship

  • D. To resolve conflicts between project members


Valerie has begun her work as a contract services project manager at a military facility. She is well prepared to handle a multitude of different volatile circumstances to provide a positive outcome. She also knows when to become a hard-nosed manager. The utilization of force by a manager is known as

  • A. Legitimate power

  • B. Coercive power

  • C. Reward power

  • D. Referent power


The close proximity that a team has to each other can have a positive impact on communication and productivity. This is an example of

  • A. Synergy

  • B. Brainstorming

  • C. Collocation

  • D. Team building


Team development covers many facets of a project for Marge at XYZ Corporation. The outputs to team development are all of the following except

  • A. An input to quality assurance

  • B. An input to performance appraisals

  • C. Increased efficiency

  • D. Lower defect rate


Formal management processes that utilize guidelines that promote or reinforce desired behavior are known as

  • A. 360-degree feedback forums

  • B. Reward and recognition systems

  • C. Peer evaluations

  • D. Team celebrations


Approaching a problem straight-on in order to discuss it for a win-win resolution is Michelle's approach to leading projects and working with her subordinates. This from-the-hip approach to problem solving has been very successful in her management development and interactions as she rises within the organization. This conflict resolution technique is commonly referred to as

  • A. Buy-in

  • B. Negotiation

  • C. Fact finding

  • D. Confrontation


DeVonne is familiar with temporary solutions to conflicts and not coming to a final resolution. This is inherent within the industry that she works in and is frequently called "putting it in the parking lot" or "putting it on the back burner." This _________ technique is not recommended for a long-term solution.

  • A. Contingency

  • B. Smoothing

  • C. Procrastination

  • D. Project execution


Maslow's Hierarchy is frequently discussed in college classes throughout the world and tends to still be relevant in today's business settings. What is it?

  • A. A pyramid of needs

  • B. The hierarchy order of the British royal family

  • C. Self-actualization

  • D. A philosophy that is similar to Deming's work


Fredrick Herzberg postulated a theory that people are motivated by factors that deal with the work and the satisfaction that people get by performing the actual functions of their jobs. This form of job satisfaction can be valuable to a project manager as she determines how to motivate team members and also maximize their efficiency. What did Herzberg call this theory?

  • A. X Theory

  • B. Hygiene Theory

  • C. Y Theory

  • D. Hawthorne Effect


After physical needs and security, what is the third-level need of Maslow's Hierarchy?

  • A. Social needs

  • B. Self-esteem

  • C. Self-actualization

  • D. Safety


Susan works as the director of the Project Management Office (PMO) at an electrical supply company and she puts a premium on a good employee medical policy for her family. Benefits, pay, and work conditions are examples from Herzberg's Hygiene Factors Theory. The job satisfaction and challenge that Susan gets from her job by actually performing her work is known as

  • A. A monetary expectancy

  • B. An intrinsic reward

  • C. A motivator

  • D. A satisfaction trigger


Charles has an autocratic type of management style that can sometimes offend subordinates if they do not understand his expectations. Many times, he uses formal power as a win-lose conflict resolution technique whenever his department does not want to participate in company initiatives. This technique is known as

  • A. Confronting

  • B. Forcing

  • C. Coercion

  • D. Satisfaction trigger


Ted is up to his neck in paperwork for the new project that he just inherited from a previous employee of the company. He has just received requests for capital equipment and he decides that the event will be on the critical path for his project. The procurement process can be time consuming and laborious when you have to coordinate with all the purchase order related paperwork and the individuals that process the documents. One step of the procurement process is known as solicitation. What is solicitation used for?

  • A. Gathering requirements for a product purchase

  • B. Determining what vendors to buy from

  • C. Letting vendors know you have a need

  • D. Negotiating pricing


Joe gets up every day to work at a local office supply company and has done the same job for over 25 years. Because he only has 5 years to go before his retirement, he tends to lack enthusiasm about his career or about progressing within the company. He is motivated exclusively by the fact that he has bills to pay and anticipates that he will be paid for the work that he performs on a daily basis. Theorists would describe Joe's performance is most closely aligned with

  • A. Expectancy Theory

  • B. Contingency Theory

  • C. Glass Ceiling Theory

  • D. Achievement Theory


As a project manager, you will encounter numerous problems with resources that are overworked and do not seem to have enough time to help you with any projects. Sometimes these resources can become frustrated and use a passive-aggressive approach to new requests. Job attributes that help prevent job dissatisfaction are known as

  • A. Motivators

  • B. Expectations

  • C. Social needs

  • D. Hygiene factors


Juanita realizes that she must get participation in order to gain commitment on her project. Consequently, common sense mandates that she utilize different management styles during the project life cycle in order to meet the project's objectives and timelines. She understands that one management and team development style emphasizes a participatory environment and puts value on getting the team's involvement while soliciting feedback to enhance the performance of the team. This management style and philosophy are most closely related to what team development theory?

  • A. Kerzner's Affiliation Theory

  • B. McGregor's Y Theory

  • C. Herzberg's Motivation-Hygiene Theory

  • D. Meredith and Mantel's Expectancy Theory


Modern Tool, Inc. is developing a new Project Management office based upon a five-year government contract that it just signed with the military. Because the team members for this new project are scattered around the world, keeping everyone informed will be a challenge for Ronak, the newly appointed international director of the office. The communication system that will develop during this project to assimilate information horizontally and vertically throughout the organization is known as the

  • A. Corporate hierarchy

  • B. Sender/receiver system

  • C. Feedback loop

  • D. Project Management Information System (PMIS)


When looking at how much money will be spent on his nuclear reactor decommission project, Michael has allocated $200,000 to the initiation phase; $2,000,000 to the planning phase; $2,000,000 to the execution phase; and $300,000 to the closing phase. If you were analyzing Michael's budget, what would you say?

  • A. The budget sounds good, but you need to beware of scope creep and how it can impact the budget.

  • B. He needs to allocate monies for the control phase of the project.

  • C. He does not have enough money for a project this big.

  • D. Regardless of how much money he spends, the execution phase will use the most money.


Your company has decided that it wants to install a new data center. You have contacted various contactors and facilities personnel to conduct studies about how much the data center expansion will cost. A contract between buyer and seller is created at what point in the procurement process?

  • A. During procurement planning, based on the policies and procedures of the company

  • B. During solicitation, when a proposal from a vendor is received

  • C. During contract administration, when the vendor is actually producing the work requested

  • D. During source selection, based on evaluation criteria, procurement policies, and supplier history


Paula is the accountant for Honorable Corporation and is responsible for the financial aspects of the community rehab project that began last year. The project is in the execution phase. She has recently noticed there is a budget variance that is due to the vice president going to Las Vegas for the weekend and charging it against the rehab project. What should she do?

  • A. Bring it up at the next team meeting.

  • B. Confront the vice president.

  • C. Immediately advise the project manager.

  • D. Sell her story to the local newspaper.


The mutual consent of a legally binding agreement is frequently part of the procurement process. This allows the review and weighing of various attributes while soliciting bids for various products and services. What is the purpose of contract administration?

  • A. To manage the interfaces among various providers

  • B. To ensure the seller's performance meets the contractual requirements

  • C. To avoid change requests

  • D. To provide payment to the vendor


In the reconstruction of New York City's World Trade Center area, there will be numerous opportunities for effective Project Management to enhance a productive work environment. This effective management style will enable the team to achieve the various milestones and meet deadlines by utilizing strong change control management techniques. As an output of the various control processes, anything that is done to bring expected future project performance back in-line with the project plan is known as a

  • A. Change request

  • B. Stratified opportunity

  • C. Preventive action

  • D. Corrective action


Carlos has accepted a recent highway construction project that has a tight 30-day time frame in order to get a major intersection re-engineered and construction completed. Therefore, people will need to be trained on language lessons and some new modern construction techniques that will increase their efficiency. This training, combined with additional human resources, will also increase productivity as the crews rotate through 24-hour shifts. From a Project Management standpoint, this employee training would be considered a

  • A. Capital expense

  • B. Work result

  • C. Scope expansion

  • D. Cost center debit


A project notebook is an excellent resource to provide a comprehensive overview of the project and provide archive materials for the team to reference as it progresses along the timeline. The notebook also provides an excellent repository for the project communications. Information distribution for the project has all of the following outputs except

  • A. Change requests

  • B. Status reports, deliverables, and formal documents

  • C. Information and documents

  • D. Presentations in formal and informal settings


As Rita develops an action plan for her project, she begins to itemize the keys that will lead to her future success. Because she is a PMP and is very familiar with PMI methodologies, she realizes that quality planning tools and techniques can also be used for quality assurance on her project. Therefore, she would like to try the use of flowcharting, such as Ishikawa diagrams or fishbone diagrams, for her new project. How are these tools used in relation to quality assurance?

  • A. They show how various factors might be linked to potential problems.

  • B. They are used in collaboration with a work breakdown structure (WBS).

  • C. They determine kill points for a project.

  • D. They utilize network logic to provide a forward pass calculation.


As the world evolves into a more energy-conscious environment, engineers will need to adapt to new constraints in quality to fulfill their end users' requirements. When electronic component designers want to determine what combination of features will provide reliability and functionality, they might use a statistical method that helps identify which factors will influence specific variables. This utilization of "what if" scenarios can be described as a

  • A. Procurement plan

  • B. Cost of quality

  • C. Design of experiments

  • D. System flowchart


Someone once said, "Projects would run incredibly well if people did not get in the way," as a statement to illustrate how personal agendas and conflicts can complicate a project and impact the timeline. Team development on a project becomes more challenging when the functional and project managers are both requesting a subject matter expert's (SME's) time and expertise on a project. This tends to give the SME a feeling of conflict that can be categorized as

  • A. Ambiguous jurisdiction

  • B. Internal conflict

  • C. Referent power

  • D. Autonomy


Jeff wants to use collocation of team members to enhance the performance of the team and focus on the end results of the project. A common method of collocating a team is to

  • A. Use frequent video conferencing.

  • B. Hold weekly status meetings.

  • C. Develop a reward and recognition system.

  • D. Set up a war room.


For the communications to over 100 stakeholders to be effective and informative, Darryl decides to draft a communication management plan for the project, have the team review it, and then get signoff for the implementation. All of the team is responsive to the changes that were suggested by the other stakeholders, and the final signoff comes within days after the kickoff meeting. A communication management plan provides all of the following details except

  • A. Methods to gather and store information

  • B. Production schedules for communications

  • C. To whom and by what methods that information will flow

  • D. Lessons learned by the team


Suzanne realizes that she must be an excellent communicator in order to successfully migrate from a systems analyst position to a Project Management role in her career path. Communications planning is frequently allied with organizational planning because

  • A. They both use the same channels.

  • B. The project's managerial configuration will impact the project's communication necessities.

  • C. Both planning activities involve executive stakeholders and utilize similar deliverables.

  • D. Organizational planning is an output of the communication planning process.


Takashi is going through the source selection process for a new library indexing system project that is in the initiation phase. He uses the following chart to track the vendors and selection criteria for the various vendors:


Vendor 1

Vendor 2

Vendor 3

Criteria A




Criteria B




Criteria C




Based upon feedback from the team, Takashi develops a weighted selection process and the following formula to assign weights to the various criteria:

.9a + .5b + .3c = Weighted average

Based upon these three criteria, which vendor should Takashi select?

  • A. Vendor 1

  • B. Vendor 2

  • C. Vendor 3

  • D. Look at another vendor