CIMA CIMAPRA19-E02-1-ENG E2 Managing Performance (Online) Online Training
CIMA CIMAPRA19-E02-1-ENG Online Training
The questions for CIMAPRA19-E02-1-ENG were last updated at Nov 19,2024.
- Exam Code: CIMAPRA19-E02-1-ENG
- Exam Name: E2 Managing Performance (Online)
- Certification Provider: CIMA
- Latest update: Nov 19,2024
The difference between the latest event time and the earliest event time in a project network analysis is referred to as:
- A . Critical Activity
- B . Float
- C . Critical Path
- D . Node
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?
- A . To ensure that the project is broken down into work packages and a Work Breakdown Structure be produced.
- B . 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.
- C . To ensure that the project has a complete sound basis before any major commitment to
the project. - D . To act as a base document against which the project can be managed for progress, change management issues, and ongoing viability issues.
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.
- A . The team had reached the performing stage but the arrival of the new specialist may result in the team reverting to the storming stage.
- B . The team had reached the norming stage and instructions from the new arrival will quickly help the team reach the performing stage.
- C . 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.
- D . The new arrival will mean that the team will move forward from norming through storming into the final performing stage.
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?
- A . The rational approach takes up significant organisational resources, can be very expensive, time consuming and complicated.
- B . 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.
- C . Given an uncertain business environment, it is impossible for rational strategy makers to make reliable assumptions about the future.
- D . An emergent approach encourages managers to take a longer term view of the development of the business, rather than being short-term and reactive.
- E . 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.
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?
- A . Information for human resource planning.
- B . Involvement in the setting of tasks and goals.
- C . Adequate feedback as to how they are performing, in other words knowledge of results.
- D . Clear attainable goals so they know what to strive for.
Many companies use Critical Path Analysis (CPA) to manage projects.
Which TWO of the options below could be identified from a CPA diagram?
- A . The activities which need to be completed before the next activity can start.
- B . The resource usage variance for each activity.
- C . The activities which can’t overrun without delaying the whole project.
- D . The probable time for each activity.
F Company is an international fast food company and is committed to the rational model for strategy.
A senior team has carried out a comprehensive study of the environment in which it currently operates, its resources, distinctive competences and a corporate appraisal. The mission and objectives have been set in accord with stakeholder directives, which are based on twin objectives to grow profits by 5% year on year and become one of the top 100 global brands.
The team has generated a short-list of different strategic initiatives which it believes may deliver the primary objectives required by the stakeholders. Each initiative has been examined separately on its merits in terms of feasibility, suitablity and acceptablity. As many factors as possible have been taken into account such as market analysis, economic growth and competitors.
In terms of the rational model, select the actions that the company has now carried out:
- A . Strategic analysis / options generation / options evaluation
- B . Strategy selection / options evaluation / implementation of strategy
- C . Strategy selection / options generation / strategic choice
- D . Strategic analysis / options evaluation / implementation of strategy
A Company is undertaking a project for the first time and has given the Finance Manager the task of managing the project. He has been advised to use PERT, as it will help him with his Critical Path Analysis (CPA).
What information will the calculation using PERT provide the Finance Manager with to use in his CPA?
- A . The most optimistic time to complete an activity.
- B . The most realistic / probable time to complete an activity.
- C . The expected time to complete an activity.
- D . The most pessimistic time to complete an activity.
Conflict has heightened between the departments of a textile manufacturer, following a recent decision by the manager of the cloth inspection department to a tightening up of the inspection standards. She insists that the quality of output has to improve if the organisation is to remain competitive.
This has resulted in some staff being idle more frequently and the sight of this idle time has frustrated the management and other employees in the weaving department, due to the direct link between time and bonus payments.
Using the Thomas-Kilman Conflict Mode Instrument, which of the following would be the most appropriate method of resolving the conflict in this situation?
- A . Competing
- B . Collaborating
- C . Avoiding
- D . Accommodating
John is a young management accountant who, after completing his examinations recently, was put in charge of a small established accounts department.
At his first progress review with his superior, he was very confident and enthusiastic about numerous initiatives. John expressed disappointment that his staff were so reactionary and uncooperative.
It would seem most of the staff reporting to John are dissatisfied about his leadership. The younger ones are frightened of him and they say he his always in a hurry. The older ones who have worked in the department for years are worried about John’s risky decisions. Others resent him and are frustrated that John never listens to their ideas.
Which behaviour should John adopt to improve motivation in the department?
- A . John should dismiss the older staff and send the younger staff on training and take on an autocratic style of management.
- B . John should create time for one to ones with his staff and take on a participative style of management. Improving communication with regular briefings.
- C . John should not do anything as he will see things settle down over time and take on a more laissez-faire style of management.
- D . John should hire some external business consultants to overhaul the working practices and find solutions to get the department back on track.
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