You have been recently hired to be a project manager at a bio-tech company to develop a new drug to treat pancreatic cancer. This project requires significant coordination across multiple departments, from R&D to Manufacturing. You've attempt to gain the cooperation of the Chief Scientist (who reports to the V.P. of R&D) within the R&D department. You need her assistance to answer some questions regarding the clinical testing process of this new drug. However, the Chief Scientist is un-interested in your project and provides little or no feedback to your questions. Since your project is NOT one of her priorities, she's been rather unresponsive to your questions. What should you do in this situation?

• A) Inform the VP of R&D of the performance issues. Establish the expectations of the Chief Scientist by communicating your project requirements to the VP of R&D. Cooperation from the VP of R&D is necessary in order to ensure performance from the Chief Scientist.
• B) Communicate to the Chief Scientist that you'll be reporting her performance to the VP of R&D at the completion of the project.
• C) Clearly define and establish the Chief Scientist duties and communicate to her that you are expecting her to meet expectations. Inform the Chief Scientist of the impact on lost customers and declining company revenues if she misses her deadlines.
• D) Negotiate with the VP of R&D to establish expectations of the Chief Scientist and request to participate in the Chief Scientist's annual performance review.

Consider the expected cash flows from the following 5 projects. Projects A, C, E are mutually exclusive projects and Projects B and D are independent. Which of the following projects should be selected, assuming a 10% discount rate? Year 0 - A: (6000), B: (9000), C: (20000), D: (900), E (2500). Year 1 - A: 2500, B 4000, C 10000, D 500, E 1000. Year 2 - A: 800, B: 1000, C: 9000, D: 500, E: 600. Year 3 - A: 300, B: 2000, C: 4000, D: 500, E: 700. Year 4 - A: 3000, B: 5000, C: 1000, D: 500, E: 800. Year 5 - A: 2500, B: 1000, C: 1500, D: 500, E: 900. IRR - A: 14.6%, B: 14.5%, C: 13.3%, D: 47.6%, E: 18.2%. NPV - A: $760.62; B: $1,001.43, C: $1,148.58, D: $995.39, E: $536.12

• A) B, C, D
• B) B, D, E
• C) C, D
• D) A, B, E

One of your friends is a project manager at a computer security company. He is managing a project for the development of a NAC (network admissions control) appliance that uses the network infrastructure to enforce security policy compliance on all devices seeking to access network computing resources, thereby limiting damage from emerging security threats. The NAC appliance will provide rapid deployment with self-contained endpoint assessment, policy management, and remediation services. The company had performed a similar project a couple years ago. This is a critical project for the company and he is under tremendous pressure to deliver the project. Unfortunately, he is new to the company and the project is growing in size every day. He is starting to feel overwhelmed by the project. What is his BEST course of action?

• A) Ask the previous project manager for assistance
• B) Obtain the historical records and guidance from the PMO
• C) Ask for additional resources from his supervisor
• D) Contract with an outside vendor to provide the necessary technical expertise

You are the project manager at XYZ Software Corp, a U.S. software company developing enterprise Human Resources Applications. You've been asked to reduce the Company's engineering costs by developing an off-shore software development center. Recently, the Senior VP of Engineering has expressed concerns over the project plan. His concern is that if the project is implemented as planned, he'll have to layoff a substantial portion number of US-based software engineers. The organizational impact of the layoffs is substantial and was not taken into consideration during the project planning. However, the project sponsor wants you to continue as originally planned. The project sponsor insists that any deviation from the plan would result in poor product quality, and would cause customers to suffer. As the project manager, what should you do?

• A) Since the impact of the layoffs was not taken into account during project planning, the project should be indefinitely postponed until the impact can be thoroughly examined. The project plan should be revised to accommodate for the organizational impact of the layoffs.
• B) Based on the input from the Senior VP, you should file a change request item to adjust the project plan accordingly.
• C) The conflict between the project sponsor and Senior VP should be resolved in favor of the project sponsor.
• D) The conflict between the project stakeholders should be resolved in favor of the customer.

You have been recently been assigned to provide an accurate project schedule for a large construction project. You are evaluating the network diagram for the construction project. Using Three Point Estimating techniques, your lead engineer has given you the following completion estimates for several critical path activites, assuming a beta distribution model. Based on the table below, which of the following statements are true? Task A - Optimistic: 5, Pessimistic: 18, Most likely: 10, Expected value: 10.50, Std. Dev.: 2.17, SD Squared: 4.69. Task B - Optimistic: 28, Pessimistic: 61, Most likely: 40, Expected value: 41.50, Std. Dev.: 5.50, SD Squared: 30.25. Task C: Optimistic: 10, Pessimistic: 33, Most likely: 18, Expected value: 19.17, Std. Dev.: 3.83, SD Squared: 14.69. Total - Expected value: 71.17; SD Squared: 49.64.

• A) There is approx. a 50 percent chance that the project will complete between 64 days and 78 days
• B) There is approx. a 95 percent chance that the project will complete between 64 days and 78 days
• C) There is approx. a 99 percent chance that the project will complete between 64 days and 78 days
• D) There is approx. a 95 percent chance that the project will complete between 57 days and 85 days