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A team member has come to you and reported
that the work due today is going to
be five weeks late. The team member has requested that you do not
report this to Senior Management. What is your professional
responsibility to the project?
(a) Report the status accurately and timely. (b) Issue a status report that does not contain this information. (c) Wait until you have some good news to report with the bad news (d) The manager has helped you so you won't report the slip, hoping it gets back on schedule. |
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A team member has come to you and reported
that the work due today is going to
be five weeks late. The team member has requested that you do not
report this to Senior Management. What is your professional
responsibility to the project?
(a) Report the status accurately and timely. (b) Issue a status report that does not contain this information. (c) Wait until you have some good news to report with the bad news (d) The manager has helped you so you won't report the slip, hoping it gets back on schedule. |
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Your company is involved in a integrated
circuit project in
which the information and intellectual property associated with it are
highly sensitive resulting in the
only product in this market. The project will involve people from a
variety of skill sets on the
project. Given this, which of the following would make
the most sense when planning the project?
(a) The company outsourcing and having the partner sign a non-disclosure agreement (b) Having only the creators of the idea work on the project to control who knows about the intellectual property (c) Outsourcing to an offshore development facility so your local competitors won't know your intellectual property details (d) The company making the product internally (Correct) Explanation: When intellectual property and proprietary information are involved, it makes sense for a company to keep the work internal. Having an outsourcing partner sign a non- disclosure agreement is not the best answer. The other two answers are noise. For more questions, terminology and other exercises please see the PMP® Exam Success Series: Certification Exam Manual at www.c rosswind pm.com |