ch14 example #33369

1. The most common circumstance for project closure is simply a ________ project. A. Completed B. Overdue C. Over-budget D. Underachieving E. Successful

2. Which of the following is NOT a wrap-up closure activity that might be found on a checklist? A. Getting delivery acceptance from the customer B. Reassigning project team members C. Closing accounts and seeing all bills are paid D. Evaluation of team performance E. Creating a final report

3. __________ of lessons learned are designed to improve performance on current and future projects. A. Retrospectives B. Corrective action plans C. Introspectives D. Culminations E. Evolutions

4. The content of the final report typically includes the following topics EXCEPT A. Lessons learned. B. Review and analysis. C. Recommendations. D. Executive summary. E. Team reviews.

5. When the project may be completed early with some parts of the project eliminated this is considered to be ___________ closure. A. Normal B. Premature C. Perpetual D. Changed priority E. Failed project

6. This type of closure occurs when the project may never seem to end. At some point the review group should recommend methods for bringing final closure to this type of project. This is considered to be ___________ closure. A. Normal B. Premature C. Perpetual D. Changed priority E. Failed project

7. Because of circumstances beyond the control of the project team, many projects are easy for a review group to close down. This type of project closure is called A. Normal. B. Premature. C. Perpetual. D. Failed project. E. Changed priority.

8. When a project starts with a high priority but it is canceled because its rank erodes or crashes during its project life cycle. This is an example of what type of project closure? A. Normal B. Premature C. Perpetual D. Failed project E. Changed priority

9. Which of the following summarizes project performance and provides useful information for continuous improvement? A. Customer acceptance B. The final report C. Team evaluation D. 360-degree feedback E. Project summary

10. Which part of the final report highlights the key findings and facts relating to the project implementation? A. Executive summary B. Review and analysis C. Recommendations D. Lessons learned E. Appendix

11. Which part of the final report examines in detail the underlying causes of problems, issues, and successes relative to the project and includes concise, factual review statements of the project? A. Executive summary B. Review and analysis C. Recommendations D. Lessons learned E. Appendix

12. Which part of the final report presents major improvement actions that should be made? A. Executive summary B. Review and analysis C. Recommendations D. Lessons learned E. Appendix

13. Which part of the final report is designed to be the most useful on future projects? A. Executive summary B. Review and analysis C. Recommendations D. Lessons learned E. Appendix

14. Which part of the final report includes backup data or details of analysis that would allow others to follow up if they wished? A. Executive summary B. Review and analysis C. Recommendations D. Lessons learned E. Appendix

15. The purpose of project evaluation is to assess how well A. The project team performed. B. The team members performed. C. The project manager performed. D. The project team and team members performed. E. The project team, team members and project manager performed.

16. Which of the following would NOT be appropriate to assess when evaluating team performance? A. How well the team performed in terms of time, cost, and specifications B. Effectiveness of group decisions C. Individual strengths and weaknesses D. Customer satisfaction with project deliverables E. Trust among group members

17. Before an evaluation of the project team can be effective and useful, a minimum core of conditions needs to be in place before the project begins. Which of the following would NOT be one of those conditions? A. Individuals have the skill set necessary to successfully complete the project B. Evaluation criteria beyond time, cost and specifications has been established C. Rewards are adequate D. Individual, team responsibilities and performance standards are known by all team members E. Standards for measuring performance exist

18. Performance appraisals generally fulfill two functions. The first is to identify individual strengths and weaknesses and to develop action plans for improving performance. The second involves salary or merit adjustments. Why should these two functions be addressed at different times? A. It is too much information to discuss at once B. Employees are so eager to learn about a potential raise that they tend to tune out constructive feedback C. Managers tend to spend too much time talking about how the employee can improve his or her performance and not on justifying the salary adjustment D. If employees are upset over a salary adjustment, they will more willing to listening to ways they can improve E. If the manager is giving employees good news

19. The following are general tips for conducting performance reviews EXCEPT A. Begin the process by asking the individual to evaluate his or her own contributions to the project. B. Use other team members' performance as a method to compare and evaluate. C. When you have to be critical, focus the criticism on specific examples of behavior and not on the individual personally. D. Be fair and consistent in your treatment of all team members. E. Treat the review as only one point in an ongoing process.

20. An analysis carried out during and shortly after the project life cycle that attempts to capture positive and negative learning is represented in which of the following? A. Scenario analysis B. Variance analyses C. Lessons learned D. Performance evaluation E. Strategic objectives

21. The process for capturing lessons learned continues to evolve, but there are still many barriers to effectively capitalizing on lessons learned that have been identified. The following are examples of these barriers EXCEPT A. Lack of time. B. Teams get little direction or support after lessons are reported. C. Lessons learned often degenerate into blame sessions. D. Lessons learned are being used across different locations. E. The organizational culture doesn't support the effort that it takes to capitalize on lessons learned.

22. The following are distinguishing characteristics of retrospectives methodology EXCEPT A. It uses an independent facilitator. B. It establishes in-process learning gates during the project life cycle. C. An owner, typically a team member, is assigned. D. Reviews cannot be linked to percent complete. E. A repository is developed that is easy to use.

23. Project closures can fall into all of the following categories EXCEPT A. Premature. B. Perpetual. C. Failed. D. Changed priority. E. Successful.

24. A guide who leads the project team through an analysis of project activities that went well and of what needs improvement and aids in the development of a follow-up action plan with goals and accountability is a(n) A. Owner. B. Project sponsor. C. Project manager. D. Project facilitator. E. Mediator.

25. It is imperative that the closure facilitator possess the following characteristics EXCEPT A. Has direct involvement or direct interest in the project. B. Is perceived as impartial and fair. C. Has respect for senior management and other project stakeholders. D. Is willing to listen. E. Is perceived as having the best interests of the organization in making decisions.

26. The typical mechanism for the evaluation of teams is normally A. A survey completed by the team members. B. A personal interview of each team member. C. An analysis by an outside consultant. D. A survey completed by members of top management. E. A survey completed by the internal or external customers.

27. More and more companies are discarding the traditional superior-subordinate performance feedback process and replacing it with a multi-rater appraisal called A. Critical incidences review. B. Management by objectives. C. The 360-degree feedback. D. Team evaluation survey. E. Retrospectives.

28. Which of the following is NOT a role of the closure facilitator? A. Create an environment in which stakeholders feel safe to provide input B. Lead the team in exploring new ways for solving problems C. Use several questionnaires as a starting point to conduct the post-project retrospective D. Get delivery acceptance from the customer E. Elicit a 360-degree view and input from all stakeholders to create a more complete picture of project issues

29. In organizations where projects are managed within a ____________, the team member's area manager, not the project manager, is responsible for assessing performance. A. Functional organization B. Matrix organization C. Flat organization D. Project organization E. Strong organization

30. Each retrospective is assigned a(n) _________, typically a team member who is very interested in and familiar with the retrospective. This individual will serve as the contact point for anyone needing information relating to the retrospective. A. Owner B. Project sponsor C. Project manager D. Project facilitator E. Mediator