CIMA E2 Managing Performance Dumps PDF Free Download

QUESTION: 21

The difference between the latest event time and the earliest event time in a project network analysis is referred to as:

Critical Activity
Float
Critical Path
Node

Answer(s): B

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The Board of organisation Y has authorised an upgrade to its computerised finance system.

The Finance Director, X, has been tasked with managing this project. X has been requested to consult with stakeholders, in order that a Project Initiation Document (PID) may be produced.

What are the TWO main uses of a PID?

To ensure that the project is broken down into work packages and a Work Breakdown Structure be produced.
To produce a risk assessment of both internal and external risks that are likely to effect the project, and alternative actions to reduce the risks.
To ensure that the project has a complete sound basis before any major commitment to
the project.
To act as a base document against which the project can be managed for progress, change management issues, and ongoing viability issues.

Answer(s): C,D

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QUESTION: 23

A highly complex IT project is being tackled by a self-managing team of three technical specialists who had never met each other before.

At first they argued constantly for nearly two days over the best way to tackle the work and what technical software tools to use. Finally these issues were resolved, the team went out for dinner together and they agreed how best to share the workload between them.

After this point, the productivity improved dramatically and good work progress was made. All was going well until two days later when another IT specialist turned up unexpectedly. This person was far less experienced than the other three.

The new arrival explained that he would be taking over as project manager and immediately started to give explicit orders to the team.

In the context of Tuckman's team development theory, which interpretation fits the facts of the scenario.

The team had reached the performing stage but the arrival of the new specialist may result in the team reverting to the storming stage.
The team had reached the norming stage and instructions from the new arrival will quickly help the team reach the performing stage.
The team had already formed and were moving into the storming stage when the new arrival turned up and reset development at the forming stage.
The new arrival will mean that the team will move forward from norming through storming into the final performing stage.

Answer(s): A

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QUESTION: 24

Q has been appointed as the Commercial Director of a medium-sized publishing company that is facing strong competitive pressures in difficult trading conditions. Q is surprised to find that the firm is pursuing the formal/rational approach to strategy development.

Q is now preparing a presentation to the Board to change the basis of strategy development to an emergent approach.

Which THREE arguments could Q use in the presentation?

The rational approach takes up significant organisational resources, can be very expensive, time consuming and complicated.
The rational process can end up as a bureaucratic, top-down process focusing on plans, systems and targets, leading to a loss of entrepreneurial spirit.
Given an uncertain business environment, it is impossible for rational strategy makers to make reliable assumptions about the future.
An emergent approach encourages managers to take a longer term view of the development of the business, rather than being short-term and reactive.
From a stakeholder perspective, the emergent approach could be viewed as demonstrating that the organisation has a very clear sense of where it is going.

Answer(s): A,B,C

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QUESTION: 25

James argues that performance appraisal has its roots in three substantiated psychological principles, meaning that people work / learn / achieve more when they are given the opportunities.

Which of the following does NOT apply?

Information for human resource planning.
Involvement in the setting of tasks and goals.
Adequate feedback as to how they are performing, in other words knowledge of results.
Clear attainable goals so they know what to strive for.

Answer(s): A

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CIMA E2 Managing Performance E2 Managing Performance Exam Questions in PDF

Free CIMA E2 Managing Performance Dumps Questions (page: 5)

QUESTION: 21

QUESTION: 22

QUESTION: 23

QUESTION: 24

QUESTION: 25