project initiation starting a successful project weekly challenge 2 answers

1. As a project manager, you’re using the SMART criteria to craft goals for your team. During the process, you ask yourself if a goal is aligned to the organization or the company’s goals. Which SMART criteria does this question represent?

  • Relevant
  • Attainable
  • Time-bound
  • Specific
  • Measurable

2. Which of the following scenarios best represents a project that is going out-of-scope?

  • The deliverable to present your project’s pre-launch event at a three-day, in-person conference is now an online conference. The switch reduces the costs associated with event space, travel, and people resource tim.
  • During the project weekly meeting, the project manager learns the main vendor will increase the cost of raw materials by 20% due to an international shortage.
  • The manufacturer of one of the project deliverables just lost power after a large storm. They don’t expect to be in production for one week, delaying the project timeline.
  • During the project weekly meeting, the project sponsor adds a new deliverable requirement that costs $10,000 USD. This addition surpasses the budget by $5,000 USD.

 

3. Consider the following scenario:

A new company project isn’t going well. The company hires outside evaluators to review the project. The evaluators tell the company that its plan has too many delays and that the company won’t be able to complete the project on time. They also identify one issue causing a delay is the company and the investors (stakeholders) have different expectations of what the completed project should be.

What step could the company have taken to avoid scope creep?

  • Have stakeholder involvement before the project begins.
  • Hire a different organization to review the project.
  • Require more detailed bids from the evaluators in writing.
  • Make the investors adopt the company’s project expectations.

 

4. Fill in the blank: The difference between a goal and a deliverable is that the goal is the desired outcome of the project and the deliverable is a _____ of the project.

  • progress
  • success criteria
  • tangible outcome
  • SMART method

 

5. Which of the following scenarios best represents project launch?

  • The client agrees to the initial timeline and budget.
  • The website development team researches a specific audience through sales data analysis.
  • The project team releases a new product.
  • The project manager works with stakeholders to develop project goals and deliverables.

 

6. Consider the following scenario: The Director of Product requests that the project manager do what they can to finish the project early. However, the Director also states that they cannot spend any additional funds.

Using the triple constraint model, what trade-off could the project manager use to meet the Director of Product’s request?

  • Change the budget
  • Change the project goal
  • Change the project scope
  • Change the team

 

7. Which of the following indicate whether a project manager accomplishes what they set out to do?

  • Deviation critera
  • Launch standard
  • Accuracy standard
  • Success criteria

 

8. Which of the following is an engagement metric?

  • A 20% increase of participation time within an app.
  • A 35% increase of first-time customers.
  • Number of new customer sign-ups for a subscription.
  • Double the amount of initial orders.

9. How will you quantify if you’re landing a project at its intended goal?

  • Check if the project meets the initial success criteria
  • Ask the clients if they’re happy with the result
  • Send out feedback surveys to team members
  • Solicit stakeholders for their opinions

 

10. Suppose as a project manager you’re receiving requests from stakeholders to add new features to the product you’re developing. How would you deal with this external scope creep?

  • Implement the initial stakeholders requests and then ban all future requests.
  • Agree on who can make formal requests and how your team will evaluate and act on those requests.
  • Ignore the requests because the project is already underway.
  • Take a team vote to decide if the team should add the new feature to the product.

 

11. Which of the following is true about Objectives and Key Results (OKRs)?

  • Adoption and engagement are often used as metrics to measure results.
  • There are typically 2–3 objectives for every key result.
  • OKRs are rarely used to determine a project’s success criteria.
  • OKRs are mainly for team-based metrics and not for individuals.

 

12. As a project manager, you’re using the SMART criteria to craft revenue goals for your team. During the process, you determine that current business conditions will allow for a maximum revenue increase of about 4.5% over last year’s revenue. Based on this estimate, you set a goal for your team to show at least 1% revenue increase each quarter of this year. In this instance, which SMART criteria are you using?

  • Specific
  • Measurable
  • Attainable
  • Relevant
  • Time-bound

13. Which of the following demonstrates a project manager keeping the project in-scope? Select all that apply.

  • The key stakeholder meets with the project manager to set the scope and deliverable agreements in writing. The project manager keeps the key stakeholder informed while communicating with project team members.
  • The key stakeholder has had to meet with the project manager several times to define the project scope. The project manager is delaying meetings and is unclear about project tasks.
  • The key stakeholder and the project manager clearly define the project scope in the initial planning stage. The project manager documents all the details to be referred to throughout the project life cycle.
  • The key stakeholder clearly states the project needs to be completed in 6 months and must stay within scope. The project manager has not been able to keep the project on schedule and has yet to inform the key stakeholder of the delay.

14. Suppose that you’re starting as a project manager for a new client. What three strategies can you use to decrease the likelihood of scope creep and make the project a success? Select all that apply.

  • Keep complicated documents from the client because you don’t want to confuse them.
  • Set ground rules and expectations for client involvement once the project begins.
  • Show the client the details of what you’re going to create and how much it will cost.
  • Ask for constructive criticism on the initial product proposal.

15. As a project manager for an online retailer, you meet with your company’s head of customer service and are asked to establish a rewards program and monitor its effect on the number of repeat online customers. Your team launches a finished website that introduces a new rewards program and add a link to the website on all new order confirmation emails. Which of the following is a project goal in this scenario?

  • Meet with your company’s head of customer service
  • Add a link to the rewards program website on all new order confirmation emails
  • Launch a finished website that introduces a new rewards program
  • Monitor the effect of a new rewards program on the number of repeat online customers

16. What is part of a project launch?

  • Presenting the final deliverable to the client
  • Measuring the success of the project
  • Defining and managing the project scope
  • Budgeting the deliverables for success

17. Consider the following scenario: The Director of Product requests a project cost reduction of 25%. However, they also state that the product’s final result needs to look and function as originally agreed with no additions to project workload.

Using the triple constraint model, what trade-off could the project manager use to meet the Director of Product’s request?

  • Change the team
  • Change the timeline
  • Change the project goal
  • Change the project scope

18. Which of the following best describes what success criteria are?

  • The metrics that show whether your project accomplishes what you set out to do
  • The process to determine whether your project tasks are in-scope or out-of-scope
  • The amount of funds that are available for you to complete your project
  • The use of the triple constraint model to manage changes to your project scope

19. As a project manager, you utilize your project management tools to check whether the project is progressing alongside the planned timelines. What type of metric would this be an example of?

  • An adoption metric
  • An engagement metric
  • A business metric
  • An efficiency metric

20. A project manager launches a project to streamline a local city's school bus route schedule to reduce the amount of time students are on the bus by 30%. What scenario below demonstrates that the project manager landed at the intended goal?

  • The project manager reviews the data in 3 months to determine if they reduced the amount of time students spend on the bus by at least 30%.
  • The project manager surveys the team members to ask how they feel about the project success; their feedback is reviewed and determines the next team.
  • The project manager completes the research and development required for the plan and adds another county to compare success rates for the project.
  • The project manager hands over the project to the client with all of the plans and documents and considers the project a success.

21. Fill in the blank: When determining a measurable outcome, _____ define how you will measure whether a desired outcome has been achieved.

  • budgets
  • key results
  • goals
  • objectives

22. Fill in the blank: The goal of a project helps to determine the _____.

  • culture
  • presentation
  • stakeholders
  • deliverables

23. As the project manager for a team of software developers, your team has been hired to develop a piece of proprietary software for a corporate customer. After a few weeks working on the project your customer announces that they must reduce their budget for your project by 15%, but that the software needs to look and function as originally agreed with no changes.

Using the triple constraint model, what trade-off could you use to meet your customer’s new requirements?

  • Change the project goals
  • Change the timeline
  • Change the project scope
  • Change team roles

24. Which of the following is the best example of success criteria?

  • Launch a new website on time and on budget.
  • Create a new product feature that increases customer engagement by 10%.
  • Make a new user interface that is easier to use.
  • Implement a successful onboarding process for new employees.

25. What’s a main difference between the adoption and engagement metrics?

  • Adoption is generally a one-time occurrence. Engagement is ongoing.
  • Adoption replaces a business metric. Engagement compliments other business metrics.
  • Adoption is an external metric. Engagement is an internal metric.
  • Adoption requires more expensive tools. Engagement requires less expensive tools.

26. As a project manager, your team has been tasked to come up with a new service that increases revenue by 4% within one year. The team implements a new service, a website has gone live, catalogs have been printed and delivered, orders have been received, and revenue starts to go up. How can you show that you’ve successfully landed this project?

  • Demonstrate a 6% increase in revenue one year after implementation.
  • Demonstrate a 4% increase in customer engagement after implementation.
  • Demonstrate a 6% increase in revenue two months after implementation.
  • Demonstrate implementation of website, delivery of catalogs, and new orders.

27. Fill in the blank: When determining a measurable outcome, _____ define what needs to be achieved and describe a desired outcome.

  • key results
  • objectives
  • metrics
  • budgets

28. As a project manager, you’re using the SMART criteria to craft revenue goals for your team. During the process, you look at last year's revenue data as a benchmark for deciding how much to increase revenue this year. In this instance, which SMART criteria are you using?

  • Specific
  • Measurable
  • Attainable
  • Relevant
  • Time-bound

29. As a project manager it is your responsibility to maintain the limits of the project. Which of the following are ways that scope creep is likely to affect your project? Select all that apply.

  • Increased risk
  • Team member turnover
  • Schedule delays
  • Losses to your bottom line

30. Consider this Office Green scenario: A member of the marketing team suggests allowing customers to choose from an additional three plant colors. Select all that apply.

What can help prevent project scope creep in this scenario? Select all that apply.

  • Get clarity on project requirements
  • Go along with the member’s suggestion
  • Make project plans visible
  • Create a plan for dealing with out-of-scope requests

31. Fill in the blank: Deliverables help project managers, team members, and stakeholders _____ and realize the impact of the project.

  • quantify
  • adjust
  • rank
  • compare

32. Which of the following is an adoption metric?

  • An increase in customer satisfaction score
  • A 20% increase in the amount of tasks completed
  • A 35% increase in first-time customers
  • Double the amount of time participating within an app

33. As a project manager, your team has been tasked to come up with a new service that increases revenue by 4% within one year. The team implements a new service, a website has gone live, catalogs have been printed and delivered, orders have been received, and revenue starts to go up. What is this an example of?

  • A successful project launch
  • A successful implementation of OKRs
  • A successful project landing
  • A successful use of the triple constraint method

34. As project manager, you approve a team member’s request to change the order of their tasks because they think it will be more efficient. However, this change disrupts another team member’s work process: they need to do two additional tasks not related to the project’s goal. What is happening on this project?

  • The project is going out-of-scope.
  • The project is staying in-scope.
  • The project is iterating.
  • The project is becoming more efficient.

35. Suppose as a project manager you’re receiving requests from stakeholders to add new features to the product you’re developing. How would you deal with this external scope creep?

  • Agree on who can make formal requests and how your team will evaluate and act on those requests
  • Ignore the requests because the project is already underway
  • Implement the initial stakeholders requests and then ban all future requests
  • Take a team vote to decide if the team should add the new feature to the product

36. As a project manager for an online retailer, you meet with your company’s head of customer service and are asked to improve the response time to customer email inquiries by 15 percent by the end of the first quarter. Your team creates email templates for responding to typical questions from customers and produces an end-of-quarter report that shows a 17 percent improvement in response time after your templates were implemented. Which of the following best represents the success criteria for this project?

  • Approval from your company’s head of customer service
  • Email templates for responding to typical questions from customers
  • An end-of-quarter report that shows a 17 percent improvement in response time
  • A 15 percent improvement in response time at the end of the first quarter

37. Which of the following is the best example of success criteria?

  • Achieve an 87% customer satisfaction rate within three months of product launch.
  • Use the triple constraint model to manage changes in project scope.
  • Offer the best product in our industry.
  • Create a new product feature that will satisfy customers.

38. As project manager, you approve a team member’s request to change the order of their tasks because they think it will be more efficient. However, this change disrupts another team member’s work process: they need to do two additional tasks that are not related to the project’s goal. What is this an example of?

  • Internal scope creep
  • External scope creep
  • Calibrating scope
  • Internalizing scope

39. Which scenario demonstrates project landing?

  • The car company Janco launches a new car series called the Cruiser ST. The launch is successful and all the dealerships request more models.
  • The project manager considers positive feedback from the project sponsor as enough evidence to assume success and reports the project complete.
  • The Director of Product requests to reduce the budget by 25% but the final outcome still needs to look and function as originally agreed.
  • The project manager checks back on the project in five years to see if the training program produces a 20% increase in the county’s recycling rate.

40. Fill in the blank: Objectives and Key Results (OKRs) combine both a goal and a _____ to determine a measurable outcome.

  • vision
  • consensus
  • budget
  • metric

41. As a project manager, you’re using the SMART criteria to craft goals for your team. During the process, you create goals that are a little challenging, but also encourage growth. In this instance, which SMART criteria are you using?

  • Specific
  • Measurable
  • Attainable
  • Relevant
  • Time-bound

42. As the project manager for a team of software developers, your team has been hired to develop a piece of proprietary software for a corporate customer. After a few weeks working on the project your customer announces that they will need their software several weeks sooner than originally expected, but that the software needs to look and function as originally agreed with no changes.

Using the triple constraint model, what trade-off could you use to meet your customer’s new requirements?

  • Change team roles
  • Change the project scope
  • Change the budget
  • Change the project goals

43. As a project manager, you have created a dashboard that allows your stakeholders to easily track gaps and trends in revenue. What type of metric would this be an example of?

  • An efficiency metric
  • A business metric
  • A happiness metric
  • An engagement metric

44. The objective for a car company is to launch a new series of cars. Which three of the following could be examples of key results? Select all that apply.

  • Create a best-in-class midsize sedan.
  • Meet production deadlines 95% of the time.
  • Distribute 98% of the product on time to dealerships.
  • Improve the customer satisfaction survey score by 15%.

45. Once a team launches a project, there’s still work to be done. Which of the following scenarios would occur in the landing phase? Select all that apply.

  • Gather the project team to discuss what they learned during the project and how to improve the process.
  • Decide how to deliver an organization-wide announcement and campaign for the project.
  • Work with stakeholders on the prioritization and documentation before building a new product.
  • Check that forms and processes are collecting the necessary data to evaluate project success.

46. As a construction project manager, your crew has been hired to build a new warehouse for a corporate customer. After a few weeks working on the project your customer announces that they will need their warehouse completed several weeks sooner than originally expected, but that they cannot spend more money on the project.

Using the triple constraint model, what trade-off could you use to meet your customer’s new requirements?

  • Change the project goals
  • Change the budget
  • Change the project scope
  • Change team roles

47. Which of the following is a happiness metric?

  • A 5% increase in customer satisfaction score
  • A 20% increase in the amount of tasks completed
  • Double the amount of time participating within an app
  • A 35% increase in first-time customers

48. As a project manager for an online retailer, you meet with your company’s head of customer service and are asked to establish a rewards program and monitor the number of repeat online customers. Your team launches a finished website that introduces a new rewards program and add a link to the website on all new order confirmation emails. Which of the following is a project deliverable in this scenario?

  • Launch a finished website that introduces a new rewards program
  • Monitor the number of repeat online customers
  • Establish a rewards program
  • Meet with your company’s head of customer service

49. As a project manager for an online retailer, you meet with your company’s head of customer service and are asked to improve the response time to customer email inquiries by 15 percent by the end of the first quarter. Your team creates email templates for responding to typical questions from customers and produces an end-of-quarter report that shows a 17 percent improvement in response time after your templates were implemented. Which of the following best represents the project launch?

  • Producing an end-of-quarter report that shows a 17 percent improvement in response time
  • Meeting with your company’s head of customer service
  • Creating email templates for responding to typical questions from customers
  • Improving the response time to customer email inquiries

50. As a project manager you are writing OKRs for your team. How many key results should you try to develop for each of your project objectives?

  • Two or three
  • Four or five
  • At least six
  • One

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