CAPM Exam Questions and Answers | Exam-Dumps (Page: 43)

QUESTION: 211

Which Perform Quality Assurance tool or technique is used to identify a problem, discover the underlying causes that lead to it, and develop preventative actions?

Inspection
Quality audits
Design of experiments
Root cause analysis

Answer(s): D

Explanation:

Root cause analysis. Root-cause analysis is a specific technique used to identify a problem, discover the underlying causes that lead to it, and develop preventive action.

Process: 8.2 Perform Quality Assurance
Definition: The process of auditing the quality requirements and the results from quality control measurements to ensure that appropriate quality standards and operational definitions are used.
Key Benefit: The key benefit of this process is that it facilitates the improvement of quality processes.

Inputs
1. Quality management plan
2. Process improvement plan
3. Quality metrics
4. Quality control measurements
5. Project documents

Tools & Techniques
1. Quality management and control tools
2. Quality audits
3. Process analysis

Outputs
1. Change requests
2. Project management plan updates
3. Project documents updates
4. Organizational process assets updates

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QUESTION: 212

A disadvantage associated with virtual teams is that they:

Require communication technology that is not readily available.
Create difficulties when including people with disabilities.
Often cannot accommodate teams that work different hours or shifts.
Create the possibility for misunderstandings to arise.

Answer(s): D

Explanation:

9.2.2.4 Virtual Teams
The use of virtual teams creates new possibilities when acquiring project team members. Virtual teams can be defined as groups of people with a shared goal who fulfill their roles with little or no time spent meeting face to face. The availability of communication technology such as e-mail, audio conferencing, social media, web- based meetings and video conferencing has made virtual teams feasible. The virtual team model makes it possible to:
Form teams of people from the same organization who live in widespread geographic areas;
Add special expertise to a project team even though the expert is not in the same geographic area; Incorporate employees who work from home offices;
Form teams of people who work different shifts, hours, or days; Include people with mobility limitations or disabilities; and Move forward with projects that would have been ignored due to travel expenses.
There are some disadvantages related to virtual teams, such as possibility for misunderstandings, feeling of isolation, difficulties in sharing knowledge and experience between team members, and cost of appropriate technology. Communication planning becomes increasingly important in a virtual team environment. Additional time may be needed to set clear expectations, facilitate communications, develop protocols for resolving conflict, include people in decision making, understand cultural differences, and share credit in successes.

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QUESTION: 213

In which phase of team building activities do team members begin to work together and adjust their work habits and behavior to support the team?

Performing
Storming
Norming
Forming

Answer(s): C

Explanation:

One of the models used to describe team development is the Tuckman ladder (Tuckman, 1965; Tuckman & Jensen, 1977), which includes five stages of development that teams may go through. Although it’s common for these stages to occur in order, it’s not uncommon for a team to get stuck in a particular stage or slip to an earlier stage. Projects with team members who worked together in the past may skip a stage.
Forming. This phase is where the team meets and learns about the project and their formal roles and responsibilities. Team members tend to be independent and not as open in this phase.
Storming. During this phase, the team begins to address the project work, technical decisions, and the project management approach. If team members are not collaborative and open to differing ideas and perspectives, the environment can become counterproductive.
Norming. In the norming phase, team members begin to work together and adjust their work habits and behaviors to support the team. The team learns to trust each other.
Performing. Teams that reach the performing stage function as a well-organized unit. They are interdependent and work through issues smoothly and effectively.
Adjourning. In the adjourning phase, the team completes the work and moves on from the project. This typically occurs when staff is released from the project as deliverables are completed or as part of carrying out the Close Project or Phase process (Section 4.6).

The duration of a particular stage depends upon team dynamics, team size, and team leadership. Project managers should have a good understanding of team dynamics in order to move their team members through all stages in an effective manner.

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