PBMOK - CAPM Test

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You have just been given a project and management wants to know the lump-sum cost of the project. Therefore, you give them the rough order magnitude estimate. What is the range of the rough order magnitude estimate at the Initiation phase of the project?

(-25) to (+75%) *^* Reference: The PMBOK Guide, 6th Edition, Page: 241

Your project has a cost overrun and a new budget has been approved. Which formula will you use to calculate the TCPI?

(BAC - EV) / (EAC - AC) *^* If the TCPI is calculated based on the original budget, you will use the formula mentioned in "c". However, if the new budget is approved, you'll use the formula mentioned in "d". Reference: The PMBOK Guide, 6th Edition, Page: 266

You are working on a project to set up a call center for your client. The duration of the project is two years. One year has passed, however, only 40% of the work has been completed against the schedule, which says that by now 50% of the work should have been completed. To date, you have spent 60% of the budget. What is the cost performance index of the project?

0.67

0.67 *^* In the question, you have not been provided with the budget, therefore, let us assume that the project budget is "x". Earned Value = 40% of the budget = 0.4x Actual Cost = 60% of the budget = 0.6x We know that the cost performance index = (Earned Value) / (Actual Cost) = 0.4x / 0.6x = 0.67

You are managing a project with a budget of 500,000 USD, and 250,000 USD has been spent. Upon review, you observe that only 40% of the work has been completed. Your schedule says that you should have completed 50% of the work. What is the schedule performance index (SPI)?

0.8 *^* Schedule Performance Index = (Earned Value) / (Planned Value) Schedule Performance Index = 200,000 / 250,000 = 0.8 Reference: The PMBOK Guide, 6th Edition, Page: 263

What is the standard deviation for the above activity?

0.833 *^* Standard Deviation = (tp - to) / 6 = (10 - 5) / 6 = 5 / 6 = 0.833 Therefore, the standard deviation for this activity is 0.833

Consider the following three estimates for the duration of an activity : Optimistic (tO) = 6 weeks. Most likely (tM) = 9 weeks. Pessimistic (tP) = 15 weeks. Using the triangular distribution, the calculated Expected activity duration (tE) is:

10.0 weeks *^* PMBOK® Guide, page 201, Section 6. 4. 2. 4 Three Point Estimating ... The accuracy of single-point duration estimates may be improved by considering estimation uncertainty and risk. Using three-point estimates helps define an approximate range for an activity's duration: o Most likely (tM). This estimate is based on the duration of the activity, given the resources likely to be assigned, their productivity, realistic expectations of availability for the activity, dependencies on other participants, and interruptions. o Optimistic (tO). The activity duration based on analysis of the best-case scenario for the activity. o Pessimistic (tP). The duration based on analysis of the worst-case scenario for the activity. Depending on the assumed distribution of values within the range of the three estimates, the expected duration, tE, can be calculated. One commonly used formula is triangular distribution: tE = (tO + tM + tP)/ 3. Triangular distribution is used when there are insufficient historical data or when using judgmental data. Duration estimates based on three points with an assumed distribution provide an expected duration and clarify the range of uncertainty around the expected duration.

An activity in a network has the following characteristics: ES = 12, EF = 22, and LS 14. ES and LS relate to the beginning of the week, whereas EF relates to the end of the week . The duration of the activity is :

11.0 Weeks *^* PMBOK®Guide, pages 210 - 211, Section 6. 5. 2. 2 Critical Path Method The critical path method, which is a method used to estimate the minimum project duration and determine the amount of scheduling flexibility on the logical network paths within the schedule model. This schedule network analysis technique calculates the early start, early finish, late start, and late finish dates for all activities without regard for any resource limitations by performing a forward and backward pass analysis through the schedule network, as shown in Figure 6 - 18. In this example, the longest path includes activities A, C, and D, and therefore, the sequence of A - C - D is the critical path. The critical path is the sequence of activities that represents the longest path through a project, which determines the shortest possible project duration. On any network path, the schedule flexibility is measured by the amount of time that a schedule activity can be delayed or extended from its early start date without delaying the project finish date or violating a schedule constraint, and is termed total float. A CPM critical path is normally characterized by zero total float on the critical path. As implemented with PDM sequencing, critical paths may have positive, zero, or negative total float depending on constraints applied. Any activity on the critical path is called a critical path activity. Positive total float is caused when the backward pass is calculated from a schedule constraint that is later than the early finish date that has been calculated during forward pass calculation. Negative total float is caused when a constraint on the late dates is violated by duration and logic. Schedule networks may have multiple near-critical paths. Many software packages allow the user to define the parameters used to determine the critical path(s). Adjustments to activity durations (if more resources or less scope can be arranged), logical relationships (if the relationships were discretionary to begin with), leads and lags, or other schedule constraints may be necessary to produce network paths with a zero or positive total float. Once the total float for a network path has been calculated, then the free float - the amount of time that a schedule activity can be delayed without delaying the early start date of any successor or violating a schedule constraint - can also be determined. For example, the free float for Activity B, in Figure 6 - 18, is five days.

You have a project with a budget of 100,000 USD. The duration of the project is 20 months, and the work is evenly distributed throughout the duration. After 10 months, you review the project's progress and you find that 55% of the work is completed and 65,000 USD has been spent. Based on the above information, determine the estimate at completion assuming the future cost performance is same as the past cost performance.

117,647 USD *^* We know that, CPI = EV / AC So, first we will calculate the EV then we will divide it by the AC. EV =10000 * 0.55 = 55,000 AC = 65,000 CPI = 55,000 / 65,000 =0.85 Now, EAC= BAC / CPI = 100,000 / 0.85 = 117,647 USD Reference: The PMBOK Guide, 6th Edition, Page: 263, 264, 265

You have bought a piece of land with a worth of 120,000 USD. You also have an agreement with the company that if you return this land to them after 2 years, they will give you 160,000 USD. What is the appreciation rate?

15.5 *^* We know that, FV = PV * (1 + r / 100) time 160,000 = 120,000(1 + r / 100) 2 (1 + r / 100) 2 = 4 / 3 (1 + r / 100) = 2/1.731 (1 + r / 100) = 1.155 r / 100 = 0.155 r = 15.5 Therefore, the appreciation rate is 15.5%.

You are constructing an office building. The cost of this project is 200,000 USD, and the duration of the project is 8 months. During the performance review in the sixth month, you find that 65% of the work is completed and the cost performance index is 1.3. The Planned Value (PV) will be:

150,000 USD *^* Since no details are available on the schedule, you can safely assume that the work is evenly distributed in each month. In this case, the planned value will be = (200,000 / 8) * 6= 150,000 USD Reference: The PMBOK Guide, 6th Edition, Page: 261

You are managing a project whose budget is 150,000 USD. To date, you have spent 25% of your budget and have earned 28,000 USD of the project, though according to the schedule you should have earned 42,000 USD. What is the percentage of work completed?

18.7% *^* Value of completed work = 28,000 USD Value of the total work = 150,000 USD Therefore, the percentage of completed work = (28,000 / 150,000) * 100 = 18.7

You have been given a task to install grass. The area of the lawn is 30 square meters, and it will take 5 more days for the supplier to deliver the required quantity of grass. At your best performance, you usually take 10 days to complete the task and in the worst case, it might take 22 days. However, most of the time you take around 15 days to complete the task, assuming no unfavorable events happen. What is the standard deviation for this activity?

2 *^* Given in the question Optimistic Time = 10 days Pessimistic Time = 22 days Most Likely Time = 15 days We know that Standard Deviation = (Pessimistic Time - Optimistic Time) / 6 = (22 - 10) / 6 = 12 / 6 = 2

In your project, you are going to use a large generator. The rental cost for this generator is 250 USD per day which is quite high. Since the rental cost is high, and you are going to use it for a long duration, your team members suggest that you should buy this generator for 50,000 USD. What is the minimum number of rental days before it becomes beneficial to buy the generator?

200. *^* Let's say that after "x" number of days the total rent will be equal to the cost of the equipment. Total cost after x days = 250x And this is equal to the cost of the generator; i.e. 50,000 USD. 250x = 50,000 x = 50,000 / 250 = 200

Your team has 10 members, including you. Two new members are added to it. How many have the lines of communication increased?

21 *^* Communication lines = N * (N - 1) / 2 Communication lines before adding the new members = 10 * (10 - 1) / 2 = 45 Communication lines after introducing new members = 12 * (12 - 1) / 2 = 66 Increase in communication lines: 66 - 45 = 21

You are developing a video game for a client. The cost of the project is 250,000 USD. To date, you have spent 100,000 USD and you have completed the 30% of the project. Upon a review of the project you find that, due to an error, you are over budget and from now onward you can move ahead as planned. What is the EAC of the project?

275,000 USD

275,000 USD *^* The cost overrun is due to an error and you are sure that the remaining work can be completed as you have planned. In this scenario, you will use the following formula to calculate the EAC: EAC = AC + BAC - EV Given in the question: AC = 100,000 USD EV = 30% of 250,000 = 0.3 * 250,000 = 75,000 USD BAC = 250,000 USD Therefore, EAC = 100,000 + 250,000 - 75,000 = 275,000 USD

You have signed a Cost Plus Incentive Fee contract with the client. The details of the contract are as follows: Target cost: 300,000 USD Target fee: 30,000 USD Maximum fee: 40,000 USD Minimum fee: 15,000 USD Share ratio: 60/40 You have completed the work and the actual cost is 270,000 USD. The amount you will be paid from the client will be:

310,000 USD *^* The target cost is 300,000 USD and you have completed the project for 270,000 USD. This means you have saved 30,000 USD and this amount will be shared between you as per the agreed formula. Your share = 40% of the 30,000 USD = 12,000 USD Now the fee paid to you = 30,000 + 12,000 = 42,000 USD So, is this the real fee that the client is going to pay you? No, because this amount is exceeding the maximum fee of 40,000 USD. Therefore, the client will pay you 40,000 USD as a fee. Now the actual price paid to you = 270,000 + 40,000 = 310,000 USD

You are managing a project with a budget of 500,000 USD, and 250,000 USD has been spent. Upon review, you observe that only 40% of the work has been completed, your schedule says that you should have completed 50% of the work. What will be estimate to complete (ETC)?

375,000 *^* ETC = EAC - AC = 625,000 - 250,000 = 375,000 Reference: The PMBOK Guide, 6th Edition, Page: 264, 265

Consider the following information about the duration of an activity : Calculated expected (tE) = 5 weeks. Optimistic (tO) = 4 weeks. Pessimistic (tP) = 8 weeks. Using the beta distribution and the three- point estimating approach, the Most likely (tM) activity duration is:

4.5 weeks. *^* PMBOK® Guide, pages 244 - 245, Section 7. 2. 2. 5 Three-Point Estimating ... The accuracy of single-point duration estimates may be improved by considering estimation uncertainty and risk. Using three-point estimates helps define an approximate range for an activity's duration: o Most likely (tM). This estimate is based on the duration of the activity, given the resources likely to be assigned, their productivity, realistic expectationsof availability for the activity, dependencies on other participants, and interruptions. o Optimistic (tO). The activity duration based on analysis of the best-case scenario for the activity. o Pessimistic (tP). The duration based on analysis of the worst-case scenario for the activity. Depending on the assumed distribution of values within the range of the three estimates, the expected duration, tE, can be calculated. One commonly used formula is triangular distribution: tE = (tO + tM + tP)/ 3. Triangular distribution is used when there are insufficient historical data or when using judgmental data. Duration estimates based on three points with an assumed distribution provide an expected duration and clarify the range of uncertainty around the expected duration.

Consider the following three estimates for the duration of an activity : Optimistic (tO) = 4 weeks. Most likely (tM) = 5 weeks. Pessimistic (tP) = 9 weeks. Using the beta distribution and the three- point estimating approach, the calculated Expected activity duration (tE) is:

5.5 weeks. *^* PMBOK® Guide, pages 244 - 245, Section 7. 2. 2. 5 Three-Point Estimating ... Depending on the assumed distribution of values within the range of the three estimates, the expected duration, tE, can be calculated using a formula. Two commonly used formulas are triangular and beta distributions. The formulas are: o Triangular distribution.tE = (tO + tM + tP)/ 3 o Beta distribution (from the traditional PERT technique). tE = (tO + 4tM + tP)/ 6 Duration estimates based on three points with an assumed distribution provide an expected duration and clarify the range of uncertainty around the expected duration.

An activity can be completed in 5 days if the conditions are favorable; however, if the conditions are unfavorable, it will take 10 days to complete. The most likely time for this activity to be completed is 6 days. Determine the PERT estimate for this activity.

6.5

6.5 *^* In the given question: Optimistic Estimate (to) = 5 days Pessimistic Estimate (tp) = 10 days Most Likely Estimate (tm) = 6 days PERT Estimate = (to + 4tm + tp) / 6 = (10 + 4 * 6 + 5) / 6 = (10 + 24 + 5) / 6 = 39 / 6 = 6.5 Therefore, the PERT estimate for this activity is 6.5 days. Reference: The PMBOK Guide, 6th Edition, Page: 245

You have been producing rods with the following lengths: 50 cm, 55 cm, 62 cm, 65 cm, and 68 cm. What is the standard deviation?

6.6 *^* Mean = (50 + 55 + 62 + 65 + 68) / 5 = 60 And, Variance = (50 - 60) 2 + (55 - 60) 2 + (62 - 60) 2 + (65 - 60) 2 + (68 - 60) 2 = (100 + 25 + 4 + 25 + 64) / 5 = 43.6 We know that, Standard Deviation = square root of Variance Therefore, Standard Deviation = square root of 43.6 = 6.6

Assuming your past performance will be the same as the future performance, you have calculated the EAC as 250,000 USD. Your previous budget was 200,000 USD and you have earned 50,000 USD to date. What is the money spent to date?

62, 500 USD *^* Given in the question: EAC = 250,000 USD BAC = 200,000 USD EV = 50,000 USD Since the future cost performance will be the same as the past cost performance, you will use the formula: EAC = BAC / CPI 250,000 = 200,000 / CPI CPI = 200,000 / 250,000 = 0.8 Now we know that: CPI = EV / AC AC = EV / CPI = 50,000 / 0.8 = 62,500 The money spent to date is 62,500 USD

You are planning to implement a change in your project. There is a 75% chance that it will help your organization to save 100,000 USD. However, there is a 25% chance of losing 50,000 USD. Calculate the expected monitory value (EMV).

62,500 USD

62,500 USD *^* EMV = 0.75 * (100,000) + 0.25 * (-50,000) EMV = 75,000 - 12,500 EMV = 62,500

625,000 USD *^* EAC = BAC / CPI CPI = EV / AC = 200,000 / 250,000 = 0.8 => EAC = BAC / CPI = 500,000 / 0.8 = 625,000 Reference: The PMBOK Guide, 6th Edition, Page: 264

You had contracted a Fixed Price Incentive Fee contract with the seller with the following parameters: Target cost: 500,000 USD Target profit: 50,000 USD Target price: 550,000 USD Ceiling price: 600,000 USD Share ratio: 80/20 The contractor has completed the work for 400,000 USD. How much actual profit will you give to the seller?

70,000 USD *^* The target cost was 500,000 USD and the actual cost spent to complete the project was 400,000 USD. This means you have saved 100,000 USD, and this 100,000 USD profit will be divided according to the share ratio that was agreed upon. In the question, the share ratio is 80/20, which means that 80% will be taken by you and 20% will be taken by the seller. Therefore, the seller's part = 20% of 100,000 USD = 20,000 USD Since you have completed the project within the target cost, these savings will be added to your target profit. Final profit to the seller = 50,000 + 20,000 = 70,000 USD Since you have completed the project within the target cost, the ceiling price will not have any role here.

You are over budget and it seems difficult for you to complete with your current budget which is 250,000 USD. Considering your current cost performance will be the same as the future cost performance, you calculate your new budget as 300,000 USD. To date, you have spent 100,000 USD. What is the earned value?

83,000 USD

83,000 USD *^* Given in the question: BAC = 250,000 USD EAC = 300,000 USD AC = 100,000 USD First, we will calculate the CPI. We know that: EAC = BAC / CPI CPI = BAC / EAC = 250,000 / 300,000 = 0.83 Now we will calculate the CPI. CPI = EV / AC 0.83 = EV / 100,000 EV= 83,000 The earned value is 83,000 USD.

An activity in a project network has the following characteristics: ES = 5, EF= 10, and LF = 14. Therefore, LS .=

9.0 Weeks

An activity in a project network has the following characteristics: ES = 5, EF= 10, and LF = 14. Therefore, LS .=

9.0 Weeks *^* PMBOK® Guide, pages 210 - 211, Section 6. 5. 2. 2 Critical Path Method The critical path method, which is a method used to estimate the minimum project duration and determine the amount of scheduling flexibility on the logical network paths within the schedule model. This schedule network analysis technique calculates the early start, early finish, late start, and late finish dates for all activities without regard for any resource limitations by performing a forward and backward pass analysis through the schedule network, as shown in Figure 6 - 18. In this example, the longest path includes activities A, C, and D, and therefore, the sequence of A - C - D is the critical path. The critical path is the sequence of activities that represents the longest path through a project, which determines the shortest possible project duration. On any network path, the schedule flexibility is measured by the amount of time that a schedule activity can be delayed or extended from its early start date without delaying the project finish date or violating a schedule constraint, and is termed total float. A CPM critical path is normally characterized by zero total float on the critical path. As implemented with PDM sequencing, critical paths may have positive, zero, or negative total float depending on constraints applied Any activity on the critical path is called a critical path activity. Positive total float is caused when the backward pass is calculated from a schedule constraint that is later than the early finish date that has been calculated during forward pass calculation. Negative total float is caused when a constraint on the late dates is violated by duration and logic. Schedule networks may have multiple near-critical paths. Many software packages allow the user to define the parameters used to determine the critical path(s). Adjustments to activity durations (if more resources or less scope can be arranged), logical relationships (if the relationships were discretionary to begin with), leads and lags, or other schedule constraints may be necessary to produce network paths with a zero or positive total float. Once the total float for a network path has been calculated, then the free float - the amount of time that a schedule activity can be delayed without delaying the early start date of any successor or violating a schedule constraint - can also be determined. For example, the free float for Activity B, in Figure 6 - 18, is five days.

Iterative, agile, and adaptive approaches track, review, and regulate progress and performance by maintaining:

A backlog *^* PMBOK® Guide, page 671, Section X3.2.4 Monitoring and Controlling Process Group Monitoring and Controlling Process are those processes required to track, review, and regulate the progress and performance of the project; identify any areas in which changes to the plan are required; and initiate the corresponding changes. Iterative, agile, and adaptive approaches track, review, and regulate progress and performance by maintaining a backlog. The backlog is prioritized by a business representative, with help from the project team, who estimates and provides information about technical dependencies. Work is pulled from the top of the backlog for the next iteration based on business priority and team capacity. Requests for change and defect reports are evaluated by the business representative in consultation with the team for technical input and are prioritized accordingly in the backlog or work.

Generally, a bid differs from a proposal in that the term :

A bid is used when the seller selection decision will be based on price. *^* PMBOK® Guide, page 477, Section 12.1.3.3 Procurement Documentation Procurement documentation provides a written record used in reaching the legal agreement, and may include older documents predating the current project. Procurement documentation can include: Bid Documents. Described in Section 12.1.3.3, procurement documents include the RFI, RFP, RFQ, or other documents sent to sellers so they can develop a bid response. 12.2.1.4 Seller Proposals Seller proposals, prepared in response to a procurement document package, form the basic information that will be used by an evaluation body to select one or more successful bidders (sellers). If the seller is going to submit a price proposal, good practice is to require that it be separate from the technical proposal according to the source selection criteria and selects the seller that can best satisfy the buying organization's requirements.

Which of the below represents the BEST definition for a RACI chart?

A common type of responsibility assignment matrix that uses responsible, accountable, consult, and inform statuses to define the involvement of stakeholders in project activities.

Which of the below represents the BEST definition for a RACI chart?

A common type of responsibility assignment matrix that uses responsible, accountable, consult, and inform statuses to define the involvement of stakeholders in project activities. *^* PMBOK® Guide, page 317, Section 9.1.2.2; andGlossary RACI chart. A common type of responsibility assignment matrix that uses responsible, accountable, consult, and inform statues to define the involvement of stakeholders in project activities.

All of the following are characteristics of a decision tree EXCEPT

A decision tree is primarily a graphical, qualitative risk analysis technique and is not generally used in quantitative risk analysis. *^* PMBOK®Guide, page 432, Section 11.4.2.4 Probability distributions. Continuous probability distributions, which are used extensively in modeling and simulation, represent the uncertainty in values such as durations of schedule activities and costs of project components. Discrete distributions can be used to represent uncertain events, such as the outcome of a test or a possible scenario in a decision tree. Expected monetary value analysis. Expected monetary value (EMV) analysis is a statistical concept that calculates the average outcome when the future includes scenarios that may or may not happen (i.e., analysis under uncertainty). The EMV of opportunities is generally expressed as positive value, while the EMV of threats is expressed as negative values. EMV requires a risk-neutral assumption-neither risk-averse nor risk-seeking. EMV for a project is calculated by multiplying the value of each possible outcome by its probability of occurrence and adding the products together. A common use of this type of analysis is a decision tree analysis (Figure 11-16). Plan Risk Responses: Tools and Techniques Several risk response strategies are available. The strategy or mix of strategies most likely to be effective should be selected for each risk. Risk analysis tools, such as decision tree analysis (Section 11.4.2.5), can be used to choose the most appropriate responses. Decision tree analysis is a diagramming and calculation technique for evaluating the implications of a chain of multiple options in the presence of uncertainty.

What is the BEST way to describe the requirements documentation ?

A description of how individual requirements meet the business need for the project. *^* PMBOK® Guide, page 235, Section 9.2.3.1; andGlossary Requirements documentation. A description of how individual requirements meet the business need for the project.

A change control board (CCB) is

A formally chartered group responsible for reviewing, evaluating, approving, delaying, or rejecting changes to the project, and for recording and communicating such decisions. *^* PMBOK®Guide, page 115, Section 4. 6; and Glossary Every documented change request needs to be either approved, deferred, or rejected by a responsible individual, usually the project sponsor or project manager. The responsible individual will be identified in the project management plan or by organizational procedures. When required, the Perform Integrated Change Control process includes a change control board (CCB), which is a formally chartered group responsible for reviewing, evaluating, approving, deferring, or rejecting changes to the project and for recording and communicating such decisions. Approved change requests can require new or revised cost estimates, activity sequences, schedule dates, resource requirements, and/ or analysis of risk response alternatives. These changes can require adjustments to the project management plan and other project documents. Customer or sponsor approval may be required for certain change requests after CCB approval, unless they are part of the CCB. Change control board (CCB). A formally chartered group responsible for reviewing, evaluating, approving, delaying, or rejecting changes to the project, and for recording and communicating such decisions. Although changes may be initiated verbally, they should be recorded in written form and entered into the change management and/ or configuration management system. Change requests may require information on estimated schedule impacts and estimated cost impacts prior to approval. Whenever a change request may impact any of the project baselines, a formal integrated change control process is always required. Every documented change request needs to be either approved, deferred, or rejected by a responsible individual, usually the project sponsor or project manager. The responsible individual will be identified in the project management plan or by organizational procedures. When required, the Perform Integrated Change Control process includes a change control board (CCB), which is a formally chartered group responsible for reviewing, evaluating, approving,deferring, or rejecting changes to the project and for recording and communicating such decisions. Approved change requests can require new or revised cost estimates, activity sequences, schedule dates, resourcerequirements, and/ or analysis of risk response alternatives. These changes can require adjustments to the project management plan and other project documents. Customer or sponsor approval may be required for certain change requests after CCB approval, unless they are part of the CCB.

The probability and impact matrix helps you rank risks so you can develop your risk management plan accordingly. Which statement is true about the probability and impact matrix?

A grid showing probability and impact of the risk. *^* In the probability and impact matrix, you can see the probability of each risk and its impact on the project objective. Reference: The PMBOK Guide, 6th Edition, Page: 408

What is a work breakdown structure (WBS)?

A hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish the project objectives and create the required deliverables. *^* PMBOK® Guide, page 570, Section 3; and Glossary Work breakdown structure (WBS). A hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish the project objectives and create the required deliverables.

The Perform Qualitative Risk Analysis process assesses the priority of identified risks using all of the following EXCEPT :

A mathmatical technique, such as the expected monetary value (EMV) to create the impression of precision and accuracy. *^* PMBOK® Guide, page 419, Section 11.3 Perform Qualitative Risk Analysis Perform Qualitative Risk Analysis is the process of prioritizing individual project risks for further analysis or action by assessing their probability of occurrence and impact as well as other characteristics. The key benefit of this process is that it focuses efforts on high-priority risks. This process is performed throughout the project. The inputs, tools and techniques, and outputs of the process are depicted in Figure 11-8. Figure 11-9 depicts the data flow diagram for the process.

How would you define the statement of work (SOW)?

A narrative description of products, services, or results to be delivered by the project. *^* PMBOK® Guide, page 477, Section 12.1.3.4; and Glossary Statement of work (SOW). A narrative description of products, services, or results to be delivered by the project.

The following is an example of a constraint associated with the project scope that limits the team's options in scope definition

A predefined budget or any imposed dates or schedule milestones that are issued by the customer or performing organization. *^* PMBOK® Guide, page 154, Section 5. 3. 3. 1; page 415, Section 11. 2. 2. 3; and Glossary Section 5. 3. 3. 1: Project scope statement may contain explicit scope exclusions that can assist in managing stakeholder expectations. Scope exclusions are often a result of project constraints. Section 11. 2. 2. 3: Constraints may give rise to opportunities through removing or relaxing a limiting factor that affects the execution of a project or process. Glossary: A limiting factor that affects the execution of a project, program, portfolio, or process.

Project tailoring is an important consideration for most projects. Which of the following is the least likely project consideration?

A project manager's skill and competency. *^* PMBOK®Guide, page 28, Section 1.2.5 Tailoring is necessary because each project is unique; not every process, tool, technique, input, or output Identified in the PMBOK® Guide is required on every project. Tailoring should address the competing constraints of scope, schedule, cost, resources, quality, and risk. The importance of each constraint is different for each project, and the project manager tailors the approach for managing these constraints based on the project environment, organizational culture, stakeholder needs, and other variables. In tailoring project management, the project manager should also consider the varying levels of governance that may be required and within which the project will operate, as well as considering the culture of the organization. In addition, consideration of whether the customer of the project is internal or external to the organization may affect project management tailoring decisions. But since tailoring requires significant project management experience and knowledge, tailoring the project to suit a project manager's skill set is likely to be uncommon .

Which of the below represents the BEST definition for quality audits ?

A quality audit is a structured, independent process to determine if project activities comply with organization pnd project policies, processes, and procedures.

Which of the below represents the BEST definition for quality audits ?

A quality audit is a structured, independent process to determine if project activities comply with organization pnd project policies, processes, and procedures. *^* PMBOK® Guide, page 290, Section 8.2; and Glossary Quality audits. A quality audit is a structured, independent process to determine if project activities comply with organizational and project policies, processes, and procedures.

Which of the below represents the BEST definition for resource leveling ?

A resource optimization technique in which adjustments are made to the project schedule to optimize the allocation of resources and which may affect critical path. *^* PMBOK® Guide, page 211, Section 6.5.2.3; and Glossary Resource leveling. A resource optimization technique in which adjustments are made to the project schedule to optimize the allocation of resources and which may affect critical path. See also resource optimization technique and resource smoothing.

Management is sending a team of experts for a risk audit. You inform management that you have already completed the risk review process and did not find any shortcomings, so there is no need for a risk audit. However, management is firm on their decision. Which of the following is true about the risk audit and risk review?

A risk audit is performed to see if you are following the correct procedures. *^* In a risk audit, it is checked if you are following the correct procedures. On the other hand, in risk review you review the effectiveness of the risk management plan. Reference: The PMBOK Guide, 6th Edition, Page: 456, 457

"Crashing" in schedule management is:

A schedule compression technique used to shorten the schedule duration for the least incremental cost by adding resources. *^* PMBOK®Guide, page 215, Section 6. 5. 2. 6; and Glossary Schedule Compression Schedule compression techniques are used to shorten or accelerate the schedule duration without reducing the project scope in order to meet schedule constraints, imposed dates, or other schedule objectives. A helpful technique is the negative float analysis. The critical path is the one with the least float. Due to violating a constraint or imposed date, the total float can become negative. Schedule compression techniques are compared in Figure 6 - 19 and include: o Crashing. A technique used to shorten the schedule duration for the least incremental cost by adding resources. Examples of crashing include approving overtime, bringing in additional resources, or paying to expedite delivery to activities on the critical path. Crashing works only for activities on the critical path where additional resources will shorten the activity's duration. Crashing does not always produce a viable alternative and may result in increased risk and/ or cost.

Which phrase BEST describes the source selection criteria ?

A set of attributes desired by the buyer which a seller is required to meet or exceed to be selected for a contract. *^* PMBOK® Guide, page 478, Section 12.1.3.5; and Glossary Source selection criteria. A set of attributes desired by the buyer that a seller is required to meet or exceed to be selected for a contract.

The precedence diagramming method (PDM) is :

A technique in which activities are represented by nodes and are graphically linked by one or more logical relationships to show the sequence in which the activities are performed. *^* PMBOK® Guide, page 189, Section 6. 3. 2. 1 Precedence Diagramming Method The precedence diagramming method (PDM) is a technique used for constructing a schedule model in which activities are represented by nodes and are graphically linked by one or more logical relationships to show the sequence in which the activities are to be performed.

A project is:

A temporary endeavor undertaken to create a unique product, service, or result. *^* PMBOK® Guide, page 4, Section 1.2.1 What is a project? A project is a temporary endeavor undertaken to create a unique product, service, or result.

Due to an improper cost management plan, you are over budget and a new estimate is required to complete the project. Management asks you what the new estimate for the project will be. Which of the following formulas is not used to find this new estimate?

AC + (BAC - PV)

AC + (BAC - PV) *^* Management is asking you to calculate the estimate at completion (EAC). All options except EAC = AC + (BAC - PV) are correct formulas to calculate the EAC in different scenarios. Reference: The PMBOK Guide, 6th Edition, Page: 263, 264, & 265

Your project is behind schedule and over budget, and the actual cost is on its way to being higher than the target cost. You and the client both are worried about the project's progress and there is a high probability that the point of total assumption will be crossed. Which of the following assumptions is true about the point of total assumption?

Above PTA, you will bear the cost.

Above PTA, you will bear the cost. *^* Under the FPIF, you set a ceiling price; once this ceiling price is passed, the seller bears all the cost. This point is known as the point of total assumption. Reference: The PMBOK Guide, 6th Edition, Page: 471

An issue has arisen which forces you to schedule a meeting with your stakeholders. A project team member tells you that one of your influential stakeholders may not come to the meeting because of a personal issue. You choose not to take any action because you think that you will manage without the presence of this stakeholder. What kind of risk response strategy are you using here?

During risk planning, a team member comes to you and informs you about a risk. This risk was not important; therefore, you tell him to just note down the risk and you will manage this risk if it occurs. What risk response strategy you are using here?

Accept *^* In the accept risk response strategy, although you acknowledge the risk, you did not take any action to manage it. You decide to deal with it once it happens. Reference: The PMBOK Guide, 6th Edition, Page: 443

Accept *^* You know the risk and you did not take any action, so this is an example of accept risk response strategy. Reference: The PMBOK Guide, 6th Edition, Page: 443

Your project has successfully completed; the deliverable is handed over to the client, and you are in the close phase or project process. Which of the following activities will you not perform in the close phase or project process?

Acceptance of deliverables. *^* During the close project or phase process, you update the lessons learned and release the resources. Accepting deliverable is the output of the validate scope process. Reference: The PMBOK Guide, 6th Edition, Page: 163

Which of the following is NOT an output of the Control Scope process?

Accepted deliverables. *^* PMBOK® Guide, pages 170 - 171, Section 5. 6. 3; page 160, Figure 5 - 14; pages 167 - 168, Figure 5 - 17 and Figure 5 - 18 Control Scope: Outputs 1. Work performance information. 2. Change requests. 3. Project management plan updates: o Scope management plan. o Scope baseline. o Schedule baseline. o Cost baseline. 4. Project documents updates: o Lessons learned register. o Requirements documentation. o Requirements traceability matrix.

Generally acknowledged techniques for resolving conflict include :

Accommodate, compromise, force, and collaborate. *^* PMBOK® Guide, pages 348-349, Section 9.5.2.1 Interpersonal and Team skills There are five general techniques for resolving conflict, each of which has its place and use: o Withdraw/avoid. Retreating from an actual or potential conflict situation; postponing the issue to be better prepared or to be resolved by others. o Smooth/accommodate. Emphasizing areas of agreement rather than areas of difference; conceding one's position to the needs of others to maintain harmony and relationships. o Compromise/reconcile. Searching for solutions that bring some degree of satisfaction to all parties in order to temporarily or partially resolve the conflict. This approach occasionally results in a lose-lose situation. o Force/direct. Pushing one's viewpoint at the expense of others; offering only win-lose solutions, usually enforced through a power position to resolve an emergency. This approach often results in a win-lose situation. o Collaborate/problem solve. Incorporating multiple viewpoints and insights from differing perspectives; requires a cooperative attitude and open dialogue that typically leads to consensus and commitment. This approach can result in a win-win situation.

For project scheduling, bar charts show :

Activity start and end dates, as well as expected durations. *^* PMBOK® Guide, page 217, Section 6. 5. 3. 2; page 219, Figure 6 - 21 Project Schedule Also known as Gantt charts, bar charts represent schedule information where activities are listed on the vertical axis, dates are shown on the horizontal axis, and activity durations are shown as horizontal bars placed according to start and finish dates. Bar charts are relatively easy to read and are commonly used. Depending on the audience, float can be depicted or not. For control and management communications, the broader, more comprehensive summary activity is used between milestones or across multiple interdependent work packages and is displayed in bar chart reports.

Earned value (EV) involves all of the following EXCEPT :

Actual cost for an activity or work breakdown structure (WBS) component. *^* PMBOK® Guide, page 261, Section 7. 4. 2. 2 Earned Value Management Earned value management (EVM) develops and monitors three key dimensions for each work package and control account: ... Earned value. Earned value (EV) is a measure of work performed expressed in terms of the budget authorized for that work. It is the budget associated with the authorized work that has been completed. The EV being measured needs to be related to the PMB, and the EV measured cannot be greater than the authorized PV budget for a component. The EV is often used to calculate the percent complete of a project. Progress measurement criteria should be established for each WBS component to measure work in progress. Project managers monitor EV, both incrementally to determine current status and cumulatively to determine the long-term performance trends.

Life cycles develop a set of high-level plans for the initial requirements and progressively elaborate requirements to an appropriate level of detail for the planning cycle.

Adaptive *^* PMBOK® Guide, page 669, Section X3.3.2 Planning Process Group Planning processes are those processes required to establish the scope of the project, refine the objectives, and define the course of action required to attain the objects that the project was undertaken to achieve. Highly predictive project life cycles are generally characterized by few changes to project scope and high stakeholder alignment. These projects benefit from detailed up- front planning. Adaptive life cycles, on the other hand, develop a set of high-level plans for the initial requirements and progressively elaborate requirements to an appropriate level of detail for the planning cycle. Therefore, predictive and adaptive life cycles differ as to how much planning is done and when it is done.

A project life cycle that is iterative or incremental

Adaptive life cycle *^* PMBOK® Guide, page 19, Section 1.2.4.1; and Glossary Adaptive life cycle. A project life cycle that is iterative or incremental.

You are managing a project in which you intend to respond to high levels of change and ongoing stakeholder involvement. The most suitable project life cycle for your project is the :

Adaptive life cycle *^* PMBOK®Guide, pages 19, Section 1.2.4.1 Project life cycles can be predictive or adaptive. Within a project life cycle, there are generally one or more phases that are associated with the development of the product, service, or result. These are called a development life cycle. Development life cycles can be predictive, iterative, incremental, adaptive, or a hybrid model. The explanation here is only provided for predictive, iterative, and adaptive life cycles. Refer to Section 1.2.4.1 for the other development life cycles. - In a predictive life cycle, the project scope, time, and cost are determined in the early phases of the life cycle. Any changes to the scope are carefully managed. Predictive life cycles may also be referred to as waterfall life cycles. - In an iterative life cycle, the project scope is generally determined early in the project life cycle, but time and cost estimates are routinely modified as the project team's understanding of the product increases. Iterations develop the product through - a series of repeated cycles, while increments successively add to the functionality of the product. - Adaptive life cycles are agile, iterative, or incremental. The detailed scope is defined and approved before the start of an iteration. Adaptive life cycles are also referred to as agile or change- driven life cycles. Also see Appendix X3 .

Which of the following is FALSE about advertising as one of the tools and techniques of the Conduct Procurements process?

Advertisements in general circulation publications and using online resources can cause public-pressure, resulting in bid disputes.

Which of the following is FALSE about advertising as one of the tools and techniques of the Conduct Procurements process?

Advertisements in general circulation publications and using online resources can cause public-pressure, resulting in bid disputes. *^* PMBOK® Guide, page 487, Section 12.2.2.2 Advertising Existing lists of potential sellers often can be expanded by placing advertisements in general circulation publications, such as selected newspapers or in specialty trade publications. Some organizations use online resources to communicate solicitations to the vendor community. Some government jurisdictions require public advertising of certain types of procurement items, and most government jurisdictions require public advertising or online posting of pending government contracts.

Project success is all about managing stakeholders efficiently and fulfilling their requirements. To keep them satisfied you will have to compare the current engagement level of all stakeholders with the planned stakeholder engagement throughout the project life cycle. As per the PMBOK Guide Sixth Edition, which option is not an engagement level of stakeholder classification?

Aggressive *^* The PMBOK Guide classifies stakeholders into five groups based on the engagement level. These engagement levels are as follows: unaware, resistant, neutral, supportive, and leading. Hence, 'c' is correct. Reference: The PMBOK Guide, 6th Edition, Page: 521

Project Procurement Management includes all of the following EXCEPT:

All projects are risky. Organizations chose to take project risk in order to create value, while balancing risk and reward. *^* PMBOK® Guide, page 678, Section X4.9 Key concepts for Project Procurement Management include the following: o The project manager should be familiar enough with the procurement process to make intelligent decisions regarding contracts and contractual relationships. o Procurement involves agreements that describe the relationship between a buyer and a seller. Agreements can be simple or complex, and the procurement approach should reflect the degree of complexity. An agreement can be a contract, a service-level agreement, an understanding, a memorandum of agreement, or a purchase order. o Agreements must comply with local, national, and international laws regarding contracts. o The project manager should ensure that all procurements meet the specific needs of the project, while working with procurement specialists to ensure that organizational policies are followed. o The legally binding nature of an agreement means it will be subjected to a more extensive approval process, often involving the legal department, to ensure that it adequately describes the products, services, or results that the seller is agreeing to provide, while being in compliance with the laws and regulations regarding procurements. o A complex project may involve multiple contracts simultaneously or in sequence. The buyerseller relationship may exist at many levels on any one project, and between organizations internal to and external to the acquiring organization.

You have noticed that some of your team members are not attending meetings, a few are always late and are frequently disruptive. Therefore, to remove these issues you set guidelines and establish clear expectations regarding acceptable behavior by project team members. Who will be responsible for implementing these rules?

All team members. *^* You have established team charter and once it is established, all project team members are responsible to enforce it. Reference: The PMBOK Guide, 6th Edition, Page: 320

Project cost control includes all of the following EXCEPT :

Allocating the overall estimates to individual work package to establish a cost baseline. *^* PMBOK®Guide, pages 256 - 258, Section 7. 4 Control Costs Project cost control includes: o influencing the factors that create changes to the authorized cost baseline; o Ensuring that all change requests are acted on in a timely manner; o Managing the actual changes when and as they occur; o Ensuring that cost expenditures do not exceed the authorized funding by period, by WBS component, by activity, and in total for the project; o Monitoring cost performance to isolate and understand variances from the approved cost baseline; o Monitoring work performance against funds expended; o Preventing unapproved changes from being included in the reported cost or resource usage; o Informing appropriate stakeholders of all approved changes and associated costs; and o Bringing expected cost overruns within acceptable limits.

All of the following are generally true about leadership in a project environment EXCEPT :

Although important thoughout all project phases, effective leadership is critical during the Closing phase of a project when the emphasis is on stakeholder acceptance of the project. *^* PMBOK® Guide, page 60, Section 3. 4. 4 Leadership Skills Leadership skills involve the ability to guide, motivate, and direct a team. These skills may include demonstrating essential capabilities such as negotiation, resilience, communication, problem solving, critical thinking, and interpersonal skills. Projects are becoming increasingly more complicated with more and more businesses executing their strategy through projects. Project management is more than just working with numbers, templates, charts, graphs, and computing systems. A common denominator in all projects is people. People can be counted, but they are not numbers.

A primary function of a project management office (PMO) is to support project managers in a variety of ways, which may include all of the following EXCEPT:

An intervening in project execution directly and without involving the manager. *^* PMBOK® Guide, page 49, Section 2. 4. 4. 3 Project Management Office A primary function of a PMO is to support project managers in a variety of ways, which may include, but are not limited to: o Managing shared resources across all projects administered by the PMO; o Identifying and developing project management methodologies, best practices, and standards; o Coaching, mentoring, training, and oversight; o Monitoring compliance with project management standards, policies, procedures, and templates by means of project audits; o Developing and managing project policies, procedures, templates, and other shared documentation (organizational process assets); and o Coordinating communication across projects. PMOs do not generally intervene in a project's direction, especially without communicating with the project manager.

Which definition BEST describes rolling wave planning ?

An iterative planning technique in which teh work to be accomplished in the near term is planned in detail, while the work in the future is planned at a higher level. *^* PMBOK® Guide, page 185, Section 6.2.2.3; andGlossary Rolling wave planning. An iterative planning technique in which the work to be accomplished in the near term is planned in detail, which the work in the future is planned at a higher level.

Three-point estimating uses :

An optimistic, pessimistic, and most likely estimate to calculate the estimate.

Three-point estimating uses :

An optimistic, pessimistic, and most likely estimate to calculate the estimate. *^* PMBOK® Guide, page 201, Section 6. 4. 2. 4; and Glossary Three-Point Estimating The accuracy of single-point duration estimates may be improved by considering estimation uncertainty and risk. Using three-point estimates helps define an approximate range for an activity's duration as follows: o Most likely (tM). This estimate is based on the duration of the activity, given the resources likely to be assigned, their productivity, realistic expectations of availability for the activity, dependencies on other participants, and interruptions. o Optimistic (tO). The activity duration based on analysis of the best-case scenario for the activity. o Pessimistic (tP). The duration based on analysis of the worst-case scenario for the activity. Depending on the assumed distribution of values within the range of the three estimates, the expected duration, tE, can be calculated. One commonly used formula is triangular distribution: tE = (tO + tM + tP)/ 3. Triangular distribution is used when there are insufficient historical data or when using judgmental data. Duration estimates based on three points with an assumed distribution provide an expected duration and clarify the range of uncertainty around the expected duration.

You have received an urgent call from management and they asked you to find the cost estimate of a new project. Since time is critical and you have to provide them with the cost estimate, which technique will you use to calculate the project cost?

Analogous

Analogous *^* In all estimating techniques, the analogous cost estimation is the fastest. In this estimation, you see the cost of any past similar project and apply the parameters to your project and get the approximate cost. Symmetric estimate is a made-up term. Reference: The PMBOK Guide, 6th Edition, Page: 244

Tom, a project manager of a large defense project, is using a technique for estimating the duration of an activity in his project using historical data from a similar activity or project.

Analogous Estimating.

Tom, a project manager of a large defense project, is using a technique for estimating the duration of an activity in his project using historical data from a similar activity or project.

Analogous Estimating. *^* PMBOK® Guide, page 200, Section 6.4.2.2; andGlossary Analogous estimating. A technique for estimating the duration or cost of an activity or a project using historical data from a similar activity or project.

For a project to be successful, the project should generally achieve all of the following EXCEPT:

Appling knowledge, skills, and processes within the Project Management process groups uniformly to meet the project objectives. *^* PMBOK® Guide, pages 34-35, Section 1.2.6.4 One of the most common challenges in project management is determining whether or not a project is successful. Traditionally, the project management metrics of time, cost, scope, and quality have been the most important factors in defining the success of a project. More recently, practitioners and scholars have determined that project success should also be measured with consideration toward achievement of the project objectives. Project stakeholders may have different ideas as to what the successful completion of a project will look like and which factors are the most important. It is critical to clearly document the project objectives and to select objectives that are measurable. Project success may include additional criteria linked to the organizational strategy and to the delivery of business results.

All of the following are true about the statement of work (SOW) for a procurement EXCEPT :

Are capable of providing the products, services, or results. *^* PMBOK® Guide, page 477, Section 12.1.3.4 Procurement Statement of Work The statement of work (SOW) for each procurement is developed from the project scope baseline and defines only that portion of the project scope that is to be included within the related contract. The SOW describes the procurement item in sufficient detail to allow prospective sellers to determine if they are capable of providing the products, services, or results. Sufficient detail can vary based on the nature of the item, the needs of the buyer, or the expected contract form. Information included in a SOW can include specifications, quantity desired, quality levels, performance data, period of performance, work location, and other requirements. The procurement SOW should be clear, complete, and concise. It includes a description of any collateral services required, such as performance reporting or post-project operational support for the procured item. The SOW can be revised as required as it moves through the procurement process until it is incorporated into a signed agreement.

To increase the chances of achieving project success, the project manager should do all of the following EXCEPT:

As much as possible, create conflicts among various stakeholders to allow the project team to get optimal work done.

To increase the chances of achieving project success, the project manager should do all of the following EXCEPT:

As much as possible, create conflicts among various stakeholders to allow the project team to get optimal work done. *^* PMBOK® Guide, page 523, Section 13.3 Manage Stakeholder Engagement Manage Stakeholder Engagement is the process of communicating and working with stakeholders to meet their needs and expectations, address issues, and foster appropriate stakeholder involvement. The key benefit of this process is that it allows the project manager to increase support and minimize resistance from stakeholders. This process is performed throughout the project. The inputs, tools and techniques, and outputs of the process are depicted in Figure 13-7. Figure 13-8 depicts the data flow diagram for the process.

Actions and activities necessary to transfer the project's products, services, or results to the next phase or to production and/or operations are add ressed:

As part of the close project or phase process. *^* PMBOK®Guide, pages 121 and 123 Section 4. 7 Close Project or Phase Close Project or Phase is the processes of finalizing activities for the project, phase, or contract. The benefits of this process are: the project or phase information is archived, the planned work is completed, and organizational team resources are released to pursue new endeavors. This process is performed once or at predefined points in the project. When closing the project, the project manager reviews the project management plan to ensure that all project work is completed and that the project has met its objectives. The activities necessary for the administrative closure of the project or phase include, but are not limited to: Actions and activities necessary to satisfy completion or exit criteria for the phase or project such as: o Making certain that all documents and deliverables are up to date and that all issues are resolved; o Confirming the delivery and formal acceptance of deliverables by the customer; o Ensuring that all costs are charged to the project; o Closing project accounts; o Reassigning personnel; o Dealing with excess project material; o Reallocating project facilities, equipment, and other resources; and o Elaborating the final project reports as required by organizational policies. Activities related to the completion of the contractual agreements applicable to the project or project phase such as: o Confirming the formal acceptance of the seller'swork, o Finalizing open claims, o Updating records to reflect final results, and o Archiving such information for future use. Activities needed to: Collect project or phase records, o Audit project success or failure, o Manage knowledge sharing and transfer, o Identify lessons learned, and o Archive project information for future use by the organization. Actions and activities necessary to transfer the project's products, services, or results to the next phase or to production and/ or operations. Collecting any suggestions for improving or updating the policies and procedures of the organization, and sending them to the appropriate organizational unit. Measuring stakeholder satisfaction. The Close Project or Phase process also establishes the procedures to investigate and document the reasons for actions taken if a project is terminated before completion. In order to successfully achieve this, the project manager needs to engage all the proper stakeholders in the process.

The key elements of the benefits management plan are all of the following EXCEPT:

Assumptions *^* PMBOK® Guide, pages 30-32, Section 1.2.6.1 The benefits management plan describes key elements of the benefits and may include, but is not limited to, documenting: - Target benefits (e.g., the expected tangible and intangible value to be gained by the implementation of the project; financial value is expressed as net present value). - Strategic alignment (e.g., how well the project benefits align to the business strategies of the organization). - Time frame for realizing benefits (e.g., benefits by phase, short-term, long-term, and ongoing. - Benefits owner (e.g., the accountable person to monitor, record, and report realized benefits throughout the time frame established in the plan). - Metrics (e.g., the measures to be used to show benefits realized, direct measures, and indirect measures.( - Assumptions (e.g., factors expected to be in place or to be in evidence); and - Risks (e.g., risks for realization of benefits).

Dawn is a project manager in a successful product launch in Silicon Valley. She often comes across factors in the planning process that are cons idered to be true, real, or certain, without proof or demonstration. These are called :

Assumptions. *^* PMBOK® Guide,Glossary Assumption. A factor in the planning process that is considered to be true, real, or certain; without proof or demonstration.

Sources of information typically used to identify and define project communication requirements include all of the following EXCEPT:

Availability of the project sponser at the project location *^* PMBOK®Guide, pages 369-370, Section 10.1.2.2 Communication Requirements Analysis Analysis of communication requirements determines the information needs of the project stakeholders. These requirements are defined by combining the type and format of information needed with an analysis of the value of that information. Sources of information typically used to identify and define project communication requirements include, but are not limited to: o Stakeholder information and communication requirements from within the stakeholder register and stakeholder engagement plan; o Number of potential communication channels or paths, including one-to-one, one-to-may, and many-to-many communications; o Organizational charts; o Project organization and stakeholder responsibilities, relationships, and interdependencies; o Development approach; o Disciplines, departments, and specialties involved in the project; o Logistics of how many persons will be involved with the project and at which locations; o Internal information needs (e.g., when communicating within organizations); o External information needs (e.g., when communicating with the media, public, or contractors); and Legal requirements.

During risk planning, you encounter a risk that you find difficult to manage; therefore, you make small changes to your project management plan to eliminate the risk. Which risk response strategy are you using here?

Avoid *^* Here, you are using the avoid risk response strategy to manage the risk. In this strategy, you eliminate the threat by changing the project management plan. Reference: The PMBOK Guide, 6th Edition, Page: 443

Manage Stakeholder Engagement involvesall of the following activities EXCEPT:

Avoiding potential concerns that have not yet become issues *^* PMBOK® Guide, page 523, Section 13.3 Manage Stakeholder Engagement Manage Stakeholder Engagement is the process of communicating and working with stakeholders to meet their needs and expectations, address issues, and foster appropriate stakeholder involvement. The key benefit of this process is that it allows the project manager to increase support and minimize resistance from stakeholders. This process is performed throughout the project. The inputs, tools and techniques, and outputs of the process are depicted in Figure 13-7. Figure 13-8 depicts the data flow diagram for the process.

You have floated a tender for your project, and to clarify some issues raised by bidders you are conducting a bidder conference. What will not be done in a bidder conference?

Award the contract *^* In a bidder conference, you clear the doubts raised by bidders and clarify the terms and conditions of the contract. In a bidder conference, you do not award the contract. Reference: The PMBOK Guide, 6th Edition, Page: 482

A project manager has some authority to manage the budget; however, he does not have any full-time employees under him. In what type of organization is he working?

Balanced matrix *^* In balanced matrix organization, the project manager has some authority to manage the budget, and has some part-time employees. Reference: The PMBOK Guide, 6th Edition, Page: 47

For smaller projects, what is the supporting documentation that could be used to support the details used in establishing project estimates such as assumptions, constraints, level of detail, ranges, and confidence levels ?

Basis of estimates. *^* PMBOK® Guide, page 204, Section 6.4.3.2; andGlossary Basic of estimates. Supporting documentation outlining the details used in establishing project estimates such as assumption, constraints, level of detail, range, and confidence levels.

All of the following are true about projects and operations EXCEPT :

Because of their temporary nature, projects cannot help achieve an organization's long-term goals. Therefore, stategic activities in the organization can be generally addressed within the organization's normal operations. *^* PMBOK® Guide, page 11-13, Section 1.2.3-1 Relationship between Project Management, Operations Management, and Organizational Strategy Operations management is responsible for overseeing, directing, and controlling business operations. Operations evolve to support the day-to-day business, and are necessary to achieve strategic and tactical goals of the business. Examples include production operations, manufacturing operations, accounting operations, software support, and maintenance. Though temporary in nature, projects can help achieve the organizational goals when they are aligned with the organization's strategy. Organizations sometimes change their operations, products, or systems by creating strategic business initiatives that are developed and implemented through projects. Projects require project management activities and skill sets, while operations require business process management, operations management activities, and skill sets. Operations and Project Management Changes in business operations may be the focus of a dedicated project-especially if there are substantial changes to business operations as a result of a new product or service delivery. Ongoing operations are outside of the scope of a project; however, there are intersecting points where the two areas cross. Projects can intersect with operations at various points during the product life cycle, such as: - At each closeout phase; - When developing a new product, upgrading a product, or expanding outputs; - While improving operations or the product development process; or - Until the end of the product life cycle.

You have been assigned as project manager for a large project. This project has a very large numbers of stakeholders and you have to identify and analyze each of them. What is the best time to identify the project stakeholders?

Before developing the project management plan. *^* You need to identify stakeholders before developing the project management plan; otherwise, you may face difficulties in later stages of your project. Reference: The PMBOK Guide, 6th Edition, Page: 507

You are developing a quality management plan for your project. During the planning process, one of your team members tells you that, in the past, the organization has completed a similar project. You start to review the old project and find that some of its quality metrics can be used in your project as well. This technique is known as:

Benchmarking *^* In benchmarking, you compare the current project parameters with past comparable project parameters to identify the best practices and ideas for improvement. Reference: The PMBOK Guide, 6th Edition, Page: 281

You have estimated the cost of your project by calculating the cost of each activity, adding them together to get the cost of a work package, and then you adding together the cost of all work packages. What kind of estimate are you using here?

Bottom up

Bottom up *^* In bottom up estimation, you find the cost of each activity with the highest degree of accuracy and add them up to reach the higher level. This is the most accurate method of calculating the cost of a project. Reference: The PMBOK Guide, 6th Edition, Page: 244

You have been given a big project to complete. This is an important project for your company, therefore management does not want any delay in completion. As soon as the project charter is signed, you start identifying and categorizing stakeholders using various data representation tools. Which of the following tools will you not use here?

Brain writing *^* Besides brain writing, all other options are data representation techniques. Brain writing is a gathering technique. Reference: The PMBOK Guide, 6th Edition, Page: 511, 512, 513

A documented economic feasibility study used to establish validity of the benefits of a selected component lacking sufficient definition and that is used as a basis for the authorization of further project management activities .

Business Case. *^* PMBOK® Guide, page 30, Section 1.2.6.1; and Glossary Business case. A documented economic feasibility study used to establish validity of the benefits of a selected component lacking sufficient definition and that is used as a basis for the authorization of further project management activities.

Agile scope planning is especially useful when :

Business requirements are not stable. *^* PMBOK® Guide, page133 In projects with evolving requirements, high risk, or significant uncertainty, the scope is often not understood at the beginning of the project or it evolves during the project. Agile methods deliberately spend less time trying to define and agree on scope in the early stage of the project and spend more time establishing the process for its ongoing discovery and refinement. Many environments with emerging requirements find that there is often a gap between the real business requirements and the business requirements that were originally stated. Therefore, agile methods purposefully build and review prototypes and release versions in order to refine the requirements. As a result, scope is defined and redefined throughout the project. In agile approaches, the requirements constitute the backlog.

Tools and techniques to acquire resources include all of the following EXCEPT:

C. Interpersonal and team skills. *^* PMBOK® Guide, page 267, Figure 9-7; and pages 332-334, Section 9.3.2 Acquire Resources: Tools and Techniques 1. Decision making 2. Interpersonal and team skills 3. Pre-assignment 4. Virtual teams

You have signed a contract with a contractor which states that you will pay for the entire contractor's legitimate costs, plus a fee based on the subjective evaluation of his performance; this will not be subject to an appeal. What kind of contract is this?

CPAF *^* In cost plus award fee (CPAF), seller is given all cost for his work plus an award based upon some pre-defined performance achievement, which is not subjected to an appeal. Reference: The PMBOK Guide, 6th Edition, Page: 472

Project managers spend the majority of their time communicating with team members and other project stakeholders. To communicate effectively, the project manager should generally perform all of the following EXCEPT:

Calculating the potential number of communication channels accurately.

Calculating the potential number of communication channels accurately. *^* PMBOK® Guide, page 54, Section 3. 3. 2 The Project The ability to communicate with stakeholders, including the team and sponsors, applies across multiple aspects of the project including, but not limited to: o enveloping finely tuned skills using multiple methods (e.g., verbal, written, and nonverbal); o Creating, maintaining, and adhering to communications plans and schedules; o Communicating predictably and consistently; o Seeking to understand the project stakeholders' communication needs (communication may be the only deliverable that some stakeholders receive until the project's end product or service is completed); o Making communications concise, clear, complete, simple, relevant, and tailored; o Including important positive and negative news; o Incorporating feedback channels; and o Relationship skills involving the development of extensive networks of people throughout the project manager's spheres of influence. These networks include formal networks such as organizational reporting structures. However, the informal networks that project managers develop, maintain, and nurture are more important. Informal networks include the use of established relationships with individuals such as subject matter experts and influential leaders.Use of these formal and informal networks allows the project manager to engage multiple people in solving problems and navigating the bureaucrat encountered in a project.

You are developing a smartphone, when suddenly your competitor has launched a smartphone which is better than yours. Therefore, you make some changes to the product which causes WBS elements to be amended heavily. What kind of changes have you made to your project?

Change in scope *^* Project scope consists of scope baseline, WBS, and WBS dictionary. Therefore, any change in the WBS will be reflected in the scope. Reference: The PMBOK Guide, 6th Edition, Page: 161

You are over budget and it is impossible to complete the project with the given budget. Therefore, you raise the change request which management approves. After the change request is approved, you update the cost baseline and update other project documents. The document used to register any changes which occur during the project execution is known as:

Change log

Change log *^* In change log, you record any change that occurs during the project, along with its impact on any project objective. Reference: The PMBOK Guide, 6th Edition, Page: 120

You are in a process which helps you evaluate the effectiveness of the risk process throughout the project. Which of the following documents will not be updated here?

Change log *^* You are in the monitor risks process. Besides the change log, all other documents are updated in this process. Reference: The PMBOK Guide, 6th Edition, Page: 458

The plan-do-check-act cycle is defined and modified by Shewhart & Deming. It is a four-step model for carrying out change and improving processes. In these four stages, which stage involves the evaluation of improvement?

Check

Check *^* The four steps in the cycle are: Plan-Do-Check-Act (PDCA). Here, you check the improvement in the process in the 'check' phase. Reference: The PMBOK Guide, 6th Edition, Page: 275

A technique for systematically reviewing materials using a list for accuracy and completeness .

Checklist analysis *^* PMBOK®Guide,Glossary Checklist analysis. A technique for systematically reviewing materials using a list for accuracy and completeness.

Which of the following is one of the terms used to describe contested changes and potential constructive changes where the buyer and seller cannot reach an agreement on compensation for the change or cannot agree that a change has occurred?

Claims *^* PMBOK® Guide, page 498, Section 12.3.2.2 Claims Administration Contested changes and potential constructive changes are those requested changes where the buyer and seller cannot reach an agreement on compensation for the change or cannot agree that a change has occurred. These contested changes are called claims. When they cannot be resolved, they become disputes, and finally, appeals. Claims are documented, processed, monitored, and managed throughout the contract life cycle, usually in accordance with the terms of the contract. If the parties themselves do not resolve a claim, it may have to be handled in accordance with alternative dispute resolution (ADR) typically following procedures established in the contract. Settlement of all claims and disputes through negotiation is the preferred method.

You have been assigned a very critical project. Although your team members are experts and efficient, your team performance is poor. What will you do to improve your team performance?

Co-locate them

Your project team is located in different locations. Your schedule is delayed and you're facing many issues. Which of the following is the best solution to this problem?

Co-locate them

You have been assigned a very critical project. Although your team members are experts and efficient, your team performance is poor. What will you do to improve your team performance?

Co-locate them *^* Since the team members are experienced and experts, the only option left to increase the performance is to co-locate them. Reference: The PMBOK Guide, 6th Edition, Page: 340

Your project team is located in different locations. Your schedule is delayed and you're facing many issues. Which of the following is the best solution to this problem?

Co-locate them *^* When the team is located in different places and performance is poor, you can bring them together to improve performance. Reference: The PMBOK Guide, 6th Edition, Page: 340

During the status review with your stakeholders, one of the stakeholders told you that they were not asked for their opinion, and now they need a change in the product characteristics. This change may lead to a change in your cost and schedule baseline. Which of the following processes could have helped you prevent this issue?

Collect requirements *^* In the collect requirements process, you collect the requirements from all project stakeholders, and according to the question it is evident that you did not collect the requirements from this stakeholder. Reference: The PMBOK Guide, 6th Edition, Page: 138

You have been given a project to construct a small dam. Currently, you are visiting your project stakeholders and asking about their needs and expectations. You also have had many workshops and brainstorming sessions with them. Which process is this?

Collect requirements. *^* "You are visiting stakeholders to discover their needs and collect their requirements. This process is known as collect requirements. Reference: The PMBOK Guide, 6th Edition, Page: 138 "

An analytical technique to determine the information needs of the project stakeholders through interviews, workshops, study of lessons learned from previous projects, etc .

Communication requirements analysis.

An analytical technique to determine the information needs of the project stakeholders through interviews, workshops, study of lessons learned from previous projects, etc .

Communication requirements analysis. *^* PMBOK® Guide, pages 369-370, Section 10.1.2.2; and Glossary Communication requirements analysis. An analytical technique to determine the information needs of the project stakeholders through interviews, workshops, study of lessons learned from previous projects, etc.

Performing integration is a cornerstone skill for all project managers; the following describe the three different levels of performing integration EXCEPT :

Complexity level *^* PMBOK®Guide, pages 66 - 67, Section 3. 5, 3. 5. 1, 3. 5. 2, 3. 5. 3 Integration is a critical skill for project managers. Integration takes place at three different levels: process, cognitive, and context. Performing Integration at the Process Level Project management may be seen as a set of processes and activities that are undertaken to achieve the project objectives. Some of these processes may take place once (e.g., the initial creation of the project charter), but many others overlap and occur several times throughout the project. Although there is no stated definition on how to integrate the project processes, it is clear that a project has a small chance of meeting its objective when the project manager fails to integrate the project processes where they interact. Integration at the Cognitive Level There are many different ways to manage a project, and the method selected typically depends on the specific characteristics of the project, including its size, how complicated the project or organization may be, and the culture of the performing organization. It is clear that the personal skills and abilities of the project manager are closely related to the way in which the project is managed. The project manager should strive to become proficient in all of the Project Management Knowledge Areas. In concert with proficiency in these Knowledge Areas, the project manager applies experience, insight, leadership, and technical and business management skills to the project. Finally, it is the project manager's ability to integrate the processes in these Knowledge Areas that makes it possible to achieve the desired project results. Integration at the Context Level There have been many changes in the context in which business and projects take place today compared to a few decades ago. New technologies have been introduced. Social networks, multicultural aspects, virtual teams, and new values are part of the new reality of projects. An example is knowledge and people integration in the context of a large, cross-functional project implementation involving multiple organizations. The project manager considers the implications of this context in communications planning and knowledge management for guiding the project team.

Personality refers to the individual differences in characteristic patterns of thinking, feeling, and behaving. Which of the following are the least appropriate characteristics for project managers?

Complexity, courteous, intellectual, cultural, and managerial. *^* PMBOK® Guide, page 66, Section 3. 4. 5. 2 Personality refers to the individual differences in characteristic patterns of thinking, feeling, and behaving. Personality characteristics or traits include, but are not limited to: o Authentic (e.g., accepts others for what and who they are, shows open concern); o Courteous (e.g., ability to apply appropriate behavior and etiquette); o Creative (e.g., ability to think abstractly, to see things differently, to innovate); o Cultural (e.g., measure of sensitivity to other cultures, including values, norms, and beliefs); o Emotional (e.g., ability to perceive emotions and the information they present and to manage them; measure of interpersonal skills); o Intellectual (e.g., measure of human intelligence over multiple aptitudes); o Managerial (e.g., measure of management practice and potential); o Political (e.g., measure of political intelligence and making things happen); o Service-oriented (e.g., evidence of willingness to serve other people); o Social (e.g., ability to understand and manage people); and o Systemic (e.g., drive to understand and build systems). An effective project manager will have some level of ability with each of these characteristics in order to be successful. Each project, organization, and situation requires that the project manager emphasize different aspects of personality.

Michael and John are having some conflicts and they come to you. Since you are too busy and the problem is complex, you go with the midway of both parties and partially satisfy both of them. What conflict resolution technique are you using here?

Compromise *^* In the compromise technique, you take suggestions from both sides and try to make a compromise. Both parties involved in the conflict gain something, so this solution partially satisfies both parties. Reference: The PMBOK Guide, 6th Edition, Page: 349

The following are all key differences between management and leadership EXCEPT:

Concentrate on project activities vs. emphasis on results. *^* PMBOK®Guide, page 64, Section 3. 4. 5, Table 3 - 1 The words leadership and management are often used interchangeably. However, they are not synonymous. The word management is more closely associated with directing another person to get from one point to another using a known set of expected behaviors. In contrast, leadership involves working with others through discussion or debate in order to guide them from one point to another. The method that a project manager chooses to employ reveals a distinct difference in behavior, selfperception, and project role. Table 3 - 1 compares management and leadership on several important levels. Project managers need to employ both leadership and management in order to be successful. The skill is in finding the right balance for each situation. The way in which management and leadership are employed often shows up in the project manager's leadership style.

Communication activities have many potential dimensions that generally include all of the following EXCEPT :

Conceptual and definitive. *^* PMBOK®Guide, pages 359-362, Introduction Project Communications management o Communications activities have many dimensions, including but not limited to the following: o Internal. Focus on stakeholders within the project and within the organization. o External. Focus on external stakeholders such as customers, vendors, other projects, organizations, government, the public, and environmental advocates. o Formal. Reports, formal meetings (both regular and ad hoc), meeting agendas and minutes, stakeholder briefings, and presentation. o Informal. General communications activities using emails, social media, websites, and informal ad hoc discussions. o Hierarchical focus. The position of the stakeholder or group with respect to the project team will affect the format and content of the message, in the following ways: o Upward. Senior management stakeholders. o Downward. The team and other who will contribute to the work of the project. o Horizontal. Peers of the project manager or team. o Official. Annual reports; reports to regulator of government bodies. o Unofficial. Communications that focus on establishing and maintaining the profile and recognition of the project and building strong relationships between the project team and its stakeholders using flexible, and often informal, means. o Written and oral. Verbal (words and voice inflections) and nonverbal (body language and actions), social media and websites, media releases.

You have received many bids from contractors and are now separating them according to their experience, technical expertise, and capabilities. After segregating these responses, you are reviewing them to see if they are capable of doing the job or not. What process is this?

Conduct procurement

You have advertised in several newspapers to inform interested contractors to apply for a bid for some of your procurement needs. Which process are you currently in?

Conduct procurement *^* Advertisement is tool and technique of the conduct procurement process. Reference: The PMBOK Guide, 6th Edition, Page: 482

Conduct procurement *^* Here, you are evaluating the proposals submitted by bidders, and proposal evaluation is a technique of the conduct procurement process. Please note that the question is asking about the process, not the technique. Therefore, the option "proposal evaluation technique" is incorrect. Reference: The PMBOK Guide, 6th Edition, Page: 487

During a project management process, you are reviewing proposals from many bidders using some predetermined criteria. Based on this review, you prepare a final list of bidders and then select a bidder from this list. What project management process is this?

Conduct procurement *^* This is a conduct procurement process and you are in the process of selecting a seller. Reference: The PMBOK Guide, 6th Edition, Page: 482

In change management, CCB reviews the changes in processes or in the baseline and then make a decision to either approve or reject it. On the other hand, configuration control deals with any change in product specification and the processes. Which of the following activities is not included in the perform integrated change control process?

Configuration account checking *^* Configuration identification, configuration status accounting, configuration verification, and audit are configuration management activities. Configuration account checking is made-up. Reference: The PMBOK Guide, 6th Edition, Page: 118

You are developing a product for your client. During the development of the product, the client has indicated that he needs some changes in the product, so you process his request. How do you manage changes in product specification?

Configuration management *^* If there is any change in the project's parameter, you will manage it through change management. However, changes in product specification should be managed through configuration change management. Reference: The PMBOK Guide, 6th Edition, Page: 113, 115

As part of the communications model, the sender is responsible for:

Confirming that the communication is correctly understood. *^* PMBOK® Guide, pages 371-373, Section 10.1.2.4; and Figure 10-4 Communication Models The communication models used to facilitate communications and the exchange of information may vary from project to project and also within different stages of the same project. A basic communication model, shown in Figure 10-4, consists of two parties, defined as the sender and receiver. Medium is the technology medium and includes the model of communication, while noise includes any interference or barriers that might compromise the delivery of the message. The components of the basic communications model need to be considered when project communications are discussed. As part of the communications process, the sender is responsible for the transmission of the message, ensuring that the information being communicated is clear and complete, and confirming the communication is correctly understood. The receiver is responsible for ensuring that the information is received in its entirety, understood correctly, and acknowledged or responded to appropriately.

An identified risk occurred during the execution phase and the risk owner implemented the risk response plan. The impact of the risk was higher than the planned impact and the risk response plan was not effective. So, you ask the risk owner to implement the fallback plan to contain the situation. To implement the fallback plan, which reserve is most likely to be utilized?

Contingency reserve

Time or money allocated in the schedule or cost baseline for known risks with active response strategies .

Contingency reserve

Time or money allocated in the schedule or cost baseline for known risks with active response strategies .

Contingency reserve *^* PMBOK® Guide, page 245, Section 7.2.2.6; andGlossary Contingency reserve. Time or money allocated in the schedule or cost baseline for known risks with active response strategies.

Contingency reserve *^* You develop the fallback plan for identified risks for which the primary risk response strategy fails or for the accepted risks; therefore, in most cases you will use the contingency reserve for a fallback plan. Reference: The PMBOK Guide, 6th Edition, Page: 439

During the sixth monthly update on a 10 -month, $300,000 project, analysis of the earned value management data shows that the cumulative PV is $190,000, the cumulative AC is $120,000, and the cumulative EV is $150,000. In planning its action, the project management team can conclude all of the following from these measures EXCEPT :

Continuing performance at the same efficiency with no management intervention, the project will probably be completed ahead of schedule and budget. *^* PMBOK® Guide, pages 260 - 265, Section 7. 4. 2. 2; and Figure 7 - 12 Earned Value Management ... Variances from the approved baseline will also be Monitored: Schedule variance. Schedule variance (SV) is a measure of schedule performance expressed as the difference between the earned value and the planned value. It is the amount by which the project is ahead or behind the planned delivery date, at a given point in time. It is a measure of schedule performance on a project. It is equal to the earned value (EV) minus the planned value (PV). The EVM schedule variance is a useful metric in that it can indicate when a project is falling behind or is ahead of its baseline schedule. The EVM schedule variance will ultimately equal zero when the project is completed because all of the planned values will have been earned. Schedule variance is best used in conjunction with critical path methodology (CPM) scheduling and risk management. Equation: SV = EV - PV Cost variance. Cost variance (CV) is the amount of budget deficit or surplus at a given point in time, expressed as the difference between earned value and the actual cost. It is a measure of cost performance on a project. It is equal to the earned value (EV) minus the actual cost (AC). The cost variance at the end of the project will be the difference between the budget at completion (BAC) and the actual amount spent. The CV is particularly critical because it indicates the relationship of physical performance to the costs spent. Negative CV is often difficult for the project to recover. Equation: CV = EV - AC

When tailoring processes for Project Cost Management, you should consider all of these EXCEPT :

Continuous improvement *^* PMBOK® Guide, page 681, Section X5.4 Project Cost management o Estimating and budgeting. Does the organization have existing formal or informal cost estimating and budgeting-related policies, procedures, and guidelines? o Earned value management. Does the organization use earned value management in managing projects? o Governance. Does the organization have formal or informal audit and governance policies, procedures, and guidelines? o Continuous improvement. How will quality improvement be managed in the project? Is it managed at the organizational level or at the level of each project? This is considered for tailoring under the Project Quality Management process.

When tailoring processes for Project Cost Management, you should consider all of these EXCEPT :

Continuous improvement.

When tailoring processes for Project Cost Management, you should consider all of these EXCEPT :

Continuous improvement. *^* PMBOK® Guide, page 681, Section X5.4 Project Cost management o Estimating and budgeting. Does the organization have existing formal or informal cost estimating and budgeting-related policies, procedures, and guidelines? o Earned value management. Does the organization use earned value management in managing projects? o Governance. Does the organization have formal or informal audit and governance policies, procedures, and guidelines? o Continuous improvement. How will quality improvement be managed in the project? Is it managed at the organizational level or at the level of each project? This is considered for tailoring under the Project Quality Management process.

You are reviewing seller-prepared documents and quality audits are conducted during the seller's execution of the work with an objective to identify performance success and failure. What process is this?

Control Procurement

Control Procurement *^* You are doing procurement performance reviews, which is a tool and technique of the control procurement process. Here, you review the seller's performance against the conditions laid down in the contract. Reference: The PMBOK Guide, 6th Edition, Page: 498

Which of the following is NOT a process in Project Stakeholder Management?

Control Stakeholder Engagement. *^* PMBOK® Guide, pages 503-504, Section 13 The Project Stakeholder Management processes are as follows: 1.Identify Stakeholders-The process of identifying project stakeholders regularly and analyzing and documenting relevant information regarding their interests, involvement, interdependencies, influence, and potential impacts on project success. 2.Plan Stakeholder Engagement-The process of developing approaches to involve project stakeholders based on their needs, expectations, interests, and potential impacts on the project. 3.Manage Stakeholder Engagement-The process of communicating and working with stakeholders to meet their needs and expectations, address issues, and foster appropriate stakeholder engagement involvement. 4.Monitor Stakeholder Engagement-The process of monitoring project stakeholder relationships and tailoring strategies for engaging stakeholders through the modification of engagement strategies and plans.

During an inspection, you are reviewing a chart and notice that a particular process is outside the below specification limit. You instruct your team member to take corrective action. What chart have you reviewed here?

Control chart *^* In a control chart, if the process goes above or below the specification limits, you say that the process is out of control and immediate action is needed to bring the process back on track. Reference: The PMBOK Guide, 6th Edition, Page: 304

The buyer structures procurement documents, which include all of the following EXCEPT :

Control procurement documents.

The buyer structures procurement documents, which include all of the following EXCEPT :

Control procurement documents. *^* PMBOK® Guide, page 485, Section 12.2.1.3 Procurement Documentation Procurement documentation provides a written record used in reaching the legal agreement, and may include older documents predating the current project. Procurement documentation can include the following: o Bid Documents. Described in Section 12.1.3.3, procurement documents include the RFI, RFP, RFQ, or other documents sent to sellers so they can develop a bid response. o Procurement statement of work. Described in Section 12.1.3.4, the procurement statement of work (SOW) provides sellers with a clearly stated set of goals, requirements, and outcomes from which they can provide a quantifiable response. o Independent cost estimates. Described in Section 12.1.3.7, independent cost estimates are developed either internally or by using external resources and provide a reasonableness check against the proposals submitted by bidders. o Source selection criteria. Described in Section 12.1.3.5, these criteria describe how bidder proposals will be evaluated, including evaluation criteria and weights. For risk mitigation, the buyer may decide to sign agreements with more than one seller to mitigate damage caused by a single seller having problems that impact the overall project.

You have made John responsible for painting a certain portion of the building you are constructing. John completes the painting and submits his bills to you. You review his invoices, pay him and close the contract. What process is this?

Control procurement. *^* In the control procurements process, you close procurement contracts. Close procurements is not a procurement process in the sixth edition of the PMBOK Guide. Reference: The PMBOK Guide, 6th Edition, Page: 492

You are a project manager of a complex project which involves many procurement contracts with subcontractors. During the execution phase, a subcontractor comes to you and says that he has completed his part of the work. You reviewed the facts and provided the subcontractor with a formal written notice that the contract has ended. What process is this?

Control procurements *^* In the control procurements process, the buyer issues a formal written notice that the contract has been completed. Reference: The PMBOK Guide, 6th Edition, Page: 499

You are in the middle of your project and working on a deliverable which is 90% completed. It is time for the yearly audit. A team of auditors are about to come and verify if you are following the process as defined or not. However, as the deliverable is about to be completed, you check it and measure all dimensions to find any possible dimensional defects. What process is this?

Control quality *^* In the quality control process, you inspect the deliverable for any possible defects. As you are doing an inspection, you are in the quality control process. Please note that although the quality audit is performed in the manage quality process, it has not started yet and you are doing an inspection, which is a tool of the quality control process. Reference: The PMBOK Guide, 6th Edition, Page: 303

You are working in a large organization and managing a project to construct a road. To help you in your project, your PMO is providing you with their support and require you to comply with them. What kind of PMO is this?

Controlling *^* "A controlling PMO provides you with support and expects you to comply with their requests and wishes. Reference: The PMBOK Guide, 6th Edition, Page: 48 "

In a SWOT analysis, when you are able to convert threats into opportunities and weaknesses into strengths, it is known as:

Conversion stategy

In a SWOT analysis, when you are able to convert threats into opportunities and weaknesses into strengths, it is known as:

Conversion stategy *^* You can use a SWOT analysis in two ways: matching and converting. In converting, you change threats and weaknesses into opportunities and strengths. Matching is used to find a competitive advantage by matching strengths to opportunities. Reference: The PMBOK Guide, 6th Edition, Page: 415

Enterprise environmental factors are conditions under which you must work and you cannot control them. Which of the following is not an enterprise environmental factor?

Corporate knowledge base. *^* "Corporate knowledge base is a part of organizational process assets. Reference: The PMBOK Guide, 6th Edition, Page: 39 "

You are working on a project to build a production line to produce round balls. During the inspection, you observe that some of these balls are not round. You analyze the problem and find that it can be prevented by making some changes to the procedures. Therefore, you make changes to the procedure to prevent this problem again. This is an example of:

Corrective action

Corrective action *^* This is an example of corrective action where you act due to an error. Preventive action is a proactive step where errors do not occur and you take action to prevent them, while a corrective action is reactive where you take action once the problem occurs. The term prevent is used in the question to confuse you. Reference: The PMBOK Guide, 6th Edition, Page: 112

Due to an error in the process, a defect is occurring in a deliverable. You identified the root cause of the problem and made some changes to the process to stop the defect from occurring. This process is known as:

Corrective action *^* This is an example of corrective action where you took measures to keep the same error from happening again. Reference: The PMBOK Guide, 6th Edition, Page: 96

Outputs from the Plan Risk Responses process include all of the following EXCEPT:

Corrective actions

Outputs from the Plan Risk Responses process include all of the following EXCEPT:

Corrective actions *^* PMBOK® Guide, pages 437-438, Section 11.5.3; and Figure 11-16 The Plan Risk Responses process has the following outputs: Change requests Project management plan updates o Schedule management plan o Cost management plan o Quality management plan o Resource management plan o Procurement management plan o Scope baseline o Schedule baseline o Cost baseline Project documents updates o Assumption log o Cost forecasts o Lessons learned register o Project schedule o Risk register

The authorized time phased budget which you use to monitor and control the cost of the project is known as:

Cost Baseline

The authorized time phased budget which you use to monitor and control the cost of the project is known as:

Cost Baseline *^* The cost baseline is the approved version of the time-phased project budget excluding the management reserve. Reference: The PMBOK Guide, 6th Edition, Page: 255

All of the following are true about project phases and the project life cycle EXCEPT:

Cost and staffing levels are generally steady throughout the project life cycle. *^* PMBOK® Guide, page 19, Section 1.2.4.1 Characteristics of the Project Life Cycle Project life cycles can be predictive or adaptive within a project life cycle, there are generally one or more pin phases that are associated with the development of the product service, or result. These are called a development life cycle. Development life cycles can be predictive, iterative, incremental, adaptive, or a hybrid model Explanation here is only provided for predictive and iterative life cycles. Refer to Section 1.2.4.1 for the other development life cycles. In a predictive life cycle, the project scope, time, and cost are determined in the early phases of the life cycle. Any changes to the scope are carefully managed Predictive life cycles may also be referred to as waleil.tll life cycles. In an iterative life cycle, the project scope is generally determined early in the project life cycle, but time and cost estimates are routinely modified as the project team's understanding of the product increases Iterations develop the product through a series of repeated cycles, while increments successively add to the functionality of the product. While project cost and staffing levels can be steady, for larger and complex projects, costs and staffing levels an subject to change and therefore not likely to be steady throughout the project life cycle .

You are reviewing a chart which looks like an S-Curve during the execution phase of your project. What kind of chart is this?

Cost baseline *^* This is a cost baseline curve which looks like an S-Curve. Reference: The PMBOK Guide, 6th Edition, Page: 255

You have been given a task to estimate a budget for your project. You are using a bottom up cost estimation technique to calculate the cost of each activity. Management told you that the management reserve will be 6% of the cost baseline. Which of the following represents the budgeted cost of the project?

Cost baseline + management reserve. *^* The PMBOK Guide, 6th Edition, Page: 255

You are using an analytic tool to find the strengths and weaknesses of alternatives to determine the best option in terms of benefits provided. What tool is this?

Cost benefit analysis *^* You are doing a cost benefit analysis here. Reference: The PMBOK Guide, 6th Edition, Page: 508

All costs incurred over the life of the product by investment in preventing nonconformance to requirements, appraisal of the product or service for conformance to requirements, and failure to meet requirements.

Cost of errors (COE) *^* PMBOK® Guide, page 282, Section 8.1.2.3; andGlossary Cost of quality (CoQ). All costs incurred over the life of the product by investment in preventing nonconformance to requirement, appraisal of the product or service for conformance to requirements, and failure no meet requirements.

You have signed a contract to have a customer care support system built for your company. In this contract, you have mentioned that you will pay all costs incurred plus a monetary benefit if you are happy with the work and the contractor fulfills some conditions set in the contract. What type of contract is this?

Cost plus incentive fee. *^* Since the incentive is based on the objective evaluation, it is a cost plus incentive fee contract. Reference: The PMBOK Guide, 6th Edition, Page: 472

You have been appointed a project manager for ABC Inc. and are given a project. While in the planning stage, you find that your organization is lacking the skills and manpower to complete a part of the work and the scope is also unclear. You decide to contract this work to a third party. What kind of contract will you select in this case?

Cost reimbursable

Cost reimbursable *^* In this case, you use the cost reimbursable contract because this contract provides you with flexibility when the scope of work is flexible. Reference: The PMBOK Guide, 6th Edition, Page: 472

A schedule compression technique used to shorten the schedule duration for the least incremental cost by adding resources is called

Crashing

The client has given you a project to construct a cold storage plant. Everything was going as planned, however, due to some unforeseen incidents, your project is delayed. The client is in a hurry and has threatened you with a large penalty if you are not able to complete the project on time. So, you started working hard to complete the project and avoid the fine. You are working overtime, bringing in more resources from other projects, and renting extra equipment; finally, you complete the project on time. This is an example of:

Crashing

Crashing *^* Here, you have brought some extra resources to bring the project on track, so this is an example of crashing. Reference: The PMBOK Guide, 6th Edition, Page: 215

A schedule compression technique used to shorten the schedule duration for the least incremental cost by adding resources is called

Crashing *^* PMBOK®Guide, page 215, Section 6. 5. 2. 6 Schedule Compression Schedule compression techniques are used to shorten or accelerate the schedule duration without reducing the project scope in order to meet schedule constraints, imposed dates, or other schedule objectives. A helpful technique is the negative float analysis. The critical path is the one with the least float. Due to violating a constraint or imposed date, the total float can become negative. Two approaches are crashing and fast tracking: o Crashing. A technique used to shorten the schedule duration for the least incremental cost by adding resources. Examples of crashing include approving overtime, bringing in additional resources, or paying to expedite delivery to activities on the critical path. Crashing works only for activities on the critical path where additional resources will shorten the activity's duration. Crashing does not always produce a viable alternative and may result in increased risk and/ or cost.

Crashing helps you bring the project back on schedule if it is late. Which of the following statements is true about crashing?

Crashing should be done on the critical path.

Crashing helps you bring the project back on schedule if it is late. Which of the following statements is true about crashing?

Crashing should be done on the critical path. *^* The duration of the critical path is the duration of the project, so if you want to reduce the duration of the project you must work on the critical path. Reference: The PMBOK Guide, 6th Edition, Page: 215

The scope baseline provides a detailed description of project deliverables and their components that provide a basis for the measurement of changes from that baseline. In which process is the scope baseline developed?

Create WBS *^* Scope baseline is the output of create WBS process. Reference: The PMBOK Guide, 6th Edition, Page: 156

You are in the process of dividing work into smaller components so you can get a structured vision of what has to be delivered. What process is this?

Create WBS *^* The create work breakdown structure is a process where you break down the project work into manageable work packages and, from there, you can track the project's progress. Reference: The PMBOK Guide, 6th Edition, Page: 156

Your project is very complex and due to a scope change, you need a few additional experts, which you did not think of earlier. You request that your company provide you with some experts for consultancy work. Although your company has provided you with those experts, they are located in a different geographical location. In this situation, how will you get their input?

Create a virtual team *^* If your experts are located in different geographical locations and you need their input, you will create a virtual team including all these experts. Reference: The PMBOK Guide, 6th Edition, Page: 333

Any activity on the critical path in a project schedule .

Critical path activity

Any activity on the critical path in a project schedule .

Critical path activity *^* PMBOK®Guide,Glossary Critical path activity. Any activity on the critical path in a project schedule.

The work breakdown structure provides you with a structured vision of what has to be delivered, and the WBS dictionary provides you with detailed deliverables, activities, and scheduling information about each component in the WBS. Which of the following information cannot be found in the WBS dictionary?

Critical risks *^* All information about the risks can be found in the risk register, not in the WBS dictionary. Reference: The PMBOK Guide, 6th Edition, Page: 162

Understanding, evaluating, defining, and managing requirements are essential to satisfying:

Customer Expectations *^* PMBOK® Guide, Section 8. 3, page 298 Control Quality The process of monitoring and recording the results of executing the quality management activities to assess performance and ensure the project outputs are complete, correct, and meet customer expectations.

You receive an email in French. Since you're unable to read French, you bring in a translator to translate the message into English. What is the translator doing here?

Decoding

You receive an email in French. Since you're unable to read French, you bring in a translator to translate the message into English. What is the translator doing here?

Decoding *^* The message is in French, which you don't understand. The translator is translating the message to a language you can understand; he is decoding the message. Reference: The PMBOK Guide, 6th Edition, Page: 371

You are in the process of establishing the policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule. Which of the following is not a tool and technique of this process?

Decomposition *^* You are in the plan schedule management stage. Expert judgment, data analysis, and meetings are tools and techniques of this process. Reference: The PMBOK Guide, 6th Edition, Page: 179

The client has given you a project to build a research center for him. You have met with all stakeholders, noted down their requirements, and you are now deciding which requirements should be included in the project and which should not. What process is this?

Define scope *^* In define scope process, you define the project and project requirements. You define what should be included and what should not. Reference: The PMBOK Guide, 6th Edition, Page: 151, 151

Cost of quality includes all costs incurred over the lifetime of the product by investing in the prevention of nonconformance to requirements, appraising the product or service for conformance to requirements, and failing to meet requirements. Which is not an example of the cost of non-conformance?

Destructive testing loss *^* "Destructive testing loss is an example of the cost of conformance, the rest are examples of cost of non-conformance. Reference: The PMBOK Guide, 6th Edition, Page: 283 "

You are managing a global project that involves stakeholders in several international locations. You are likely to consult the WBS dictionary to find:

Detailed deliverable, activity, and scheduling information about each component in the WBS. *^* PMBOK® Guide, page 162, Section 5. 4. 3. 1 Scope Baseline WBS dictionary. The WBS dictionary is a document that provides detailed deliverable, activity, and scheduling information about each component in the WBS. The WBS dictionary is a document that supports the WBS. Most of the information included in the WBS dictionary is created by other processes and added to this document at a later stage. Information in the WBS dictionary may include, but is not limited to: o Code of account identifier, o Description of work, o Assumptions and constraints, o Responsible organization, o Schedule milestones, o Associated schedule activities, o Resources required, o Cost estimates, o Quality requirements, o Acceptance criteria, o Technical references, and o Agreement information.

Which of the following represents processes concerned with establishing and controlling the cost baseline?

Determine Budget and Control Costs *^* 107. Answer: C . PMBOK®Guide, page 248, Section 7. 3; and pages 257 - 259, Section 7. 4 Determine Budget Determine Budget is the process of aggregating the estimated costs of individual activities or work packages to establish an authorized cost baseline. The key benefit of this process is that it determines the cost baseline against which project performance can be monitored and controlled. Control Costs Control Costs is the process of monitoring the status of the project to update the project costs and managing changes to the cost baseline. The key benefit of this process is that it provides the means to recognize variance from the plan in order to take corrective action and minimize risk. The key to effective cost control is the management of the approved cost baseline and the changes to that baseline. Project cost control includes: o Influencing the factors that create changes to the authorized cost baseline...

You are in the process of aggregating the estimated costs of individual activities or work packages to establish an authorized cost baseline. What process is this?

Determine budget *^* Reference: The PMBOK Guide, 6th Edition, Page: 248

Which statement below BEST describes Tailoring ?

Determining the appropriate combination of processes, inputs, tools, techniques, outputs, and the life cycle phases to manage a project. *^* PMBOK® Guide, page 28, Section 1.2.5; andGlossary Tailoring. Determining the appropriate combination of processes, inputs, tools, techniques, outputs, and life cycle phases to manage a project.

Julia is a longtime employee of your organization and is given to you for your new project. She was very good in her previous position but you notice that she is not performing well with the assignment you have given her. After further investigation, you learn that she is lacking skills to complete the job assigned to her. What will your next step be?

Develop a training program for them. *^* During develop project team process, if you see that any of your team members are lacking certain skills, you will develop a training program for him. Reference: The PMBOK Guide, 6th Edition, Page: 342

Which of the following processes is included in Project Integration Management?

Develop project management plan. *^* PMBOK®Guide, page 70, Introduction; and page 71, Figure 4 - 1 Project Integration Management The Project Integration Management processes are as follows: 4. 1 Develop Project Charter - The process of developing a document that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities. 4. 2 Develop Project Management Plan - The process of defining, preparing, and coordinating all plan components and consolidating them into an integrated project management plan. 4. 3 Direct and Manage Project Work - The process of leading and performing the work defined in the project management plan and implementing approved changes to achieve the project's objectives. 4. 4 Manage Project Knowledge - The process of using existing knowledge and creating new knowledge to achieve the project's objectives and contribute to organizational learning. 4. 5 Monitor and Control Project Work - The process of tracking, reviewing, and reporting overall progress to meet the performance objectives defined in the project management plan. 4. 6 Perform Integrated Change Control - The process of reviewing all change requests; approving changes and managing changes to deliverables, organizational process assets, project documents, and the project management plan; and communicating the decisions. 4. 7 Close Project or Phase - The process of finalizing all activities for the project, phase, or contract.

You are using a technique involving the project's risk and uncertainty to find the probability of completing the project under different situations. What process is this?

Develop schedule *^* You are using a Monte Carlo simulation to find the chance of completing the project within the scheduled time. You are in the develop schedule process. Reference: The PMBOK Guide, 6th Edition, Page: 213

The client has requested a change in a deliverable which you have processed through a change request and it is approved. Now, you are in the process of implementing this change into the project. In which of the following processes do you implement the approved change?

Direct and manage project work *^* Approved change requests are implemented in the direct and manage project work process. Reference: The PMBOK Guide, 6th Edition, Page: 90

You are currently in a process whose main benefit is to increase support and minimize resistance from stakeholders as the project evolves and environment changes. Which is not a tool and technique of this process?

Document analysis *^* You are in the manage stakeholder engagement process; ground rules, expert judgment, and meetings are tools and techniques of the manage stakeholder engagement process. Reference: The PMBOK Guide, 6th Edition, Page: 523

The project business case is all of the following EXCEPT :

Documented economic feasibility study used to establish the validity of the benefits of a selected component lacking sufficient definition and that is used as a basis for the authorization of further project management activities. *^* PMBOK® Guide, pages 33, Section 1.2.6.2 A project business case is an important document that highlights the business rationality for the project, including the objectives and the reason for the project, and helps define success at the project closure. The project business case can be used throughout the project life cycle, especially when there are situations that require a review and understanding of the business reasons for the project.

Which of the following gives you the cost estimate of your project if you continue to perform with the same cost performance?

EAC *^* This is Estimate at Completion, which is the cost of the completed work plus the cost needed to complete the remaining work. Please note that EAC will always be the cost of the actual work and the work to be completed regardless of whether you perform with the same cost performance or not. Reference: The PMBOK Guide, 6th Edition, Page: 264, 265

The budget of your project is 350,000 USD and you have spent 200,000 USD. However, upon analyzing the project's performance you find that you are over budget and may need 200,000 USD to complete the remaining work. This 200,000 USD is known as:

ETC

ETC *^* Estimate to Complete (ETC) is the cost required to complete the remaining work. Reference: The PMBOK Guide, 6th Edition, Page: 264, 265

In earned value management, the cost variance is equal to :

EV - AC *^* PMBOK® Guide, page 262, Section 7. 4. 2. 2 Earned Value Management ... Variances from the approved baseline will also be monitored: Cost variance. Cost variance (CV) is the amount of budget deficit or surplus at a given point in time, expressed as the difference between earned value and the actual cost. It is a measure of cost performance on a project. It is equal to the earned value (EV) minus the actual cost (AC). The cost variance at the end of the project will be the difference between the budget at completion (BAC) and the actual amount spent. The CV is particularly critical because it indicates the relationship of physical performance to the costs spent. Negative CV is often difficult for the project to recover. Equation: CV= EV - AC

The following is true about the WBS

Each descending level of the WBS represents an increasingly details definition of the project work.

The following is true about the WBS

Each descending level of the WBS represents an increasingly details definition of the project work. *^* PMBOK® Guide, page l6l, Section 5. 4. 3. 1 Scope Baseline WBS. The WBS is a hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish the project objectives and create the required deliverables. Each descending level of the WBS represents an increasingly detailed definition of the project work.

You have a project with a cost of 10,000 USD, and the duration is 10 months. Five months have passed, 45% of the work is completed and you have spent 5,500 USD. The value of this 45% of the work is known as:

Earned value

Earned value *^* Earned value is the budgeted value of work that has been completed. Reference: The PMBOK Guide, 6th Edition, Page: 261

Project Resource Management includes all of the following EXCEPT:

Effort is required to prevent misunderstandings and miscommunication, and the methods, messenger, and messages should be carefully selected. *^* PMBOK® Guide, page 676, Section X4.6 Key concepts for Project Resource Management include the following: - Project resources include both physical resources (equipment, materials, facilities, and infrastructure) and team resource (individuals with assigned project roles and responsibilities). - Different skills and competences are needed to mange team resources versus physical resources. - The project manager should be both the leader and the manager of the project team, and should invest suitable effort in acquiring, managing, motivating, and empowering team members. - The project manager should be aware of team influences such as the team environment, geographical location of team members, communication among stakeholders, organizational change management, internal and external politics, cultural issues, and organizational uniqueness. - The project manager is responsible for proactively developing team skills and competences while retaining and improving team satisfaction and motivation. - Physical resource management is concentrated on allocating and utilizing the physical resources needed for successful completion of the project in an efficient and effective way. Failure to manage and control resources efficiently may reduce the chance of completing the project successfully.

The communications management plan usually contains all of the following EXCEPT:

Email archives, correspondence, reports, and documents related to the project from all stakeholders. *^* PMBOK® Guide, pages 368-370, Section 10.1.1.2, Section 4.2.3.1 Communications Management Plan The communications management plan is a component of the project management plan that describes how project communications will be planned, structured, monitored, and controlled. The plan contains the following information: o Stakeholder communication requirements; o Information to be communicated, including language, format, content, and level of detail; o Reason for the distribution of that information; o Time frame and frequency for the distribution of required information and receipt of acknowledgment or response, if applicable; o Person responsible for communicating the information; o Person responsible for authorizing release of confidential information; o Person or groups who will receive the information; o Methods or technologies used to convey the information, such as memos, email, and/or press releases; o Resources allocated for communication activities, including time and budget; o Escalation process identifying time frames and the management chain (name) for escalation of issues that cannot be resolved at a lower staff level; o Method for updating and refining the communications management plan as the project progresses and develops; o Glossary of common terminology; o Flow charts of the information flow in the project, workflows with possible sequence of authorization list of reports, and meeting plans, etc.; and o Communication constraints usually derived from a specific legislation or regulation, technology, and organizational policies, etc. The communications management plan can also include guidelines and templates for project status meetings, project team meetings, e-meetings, and email messages. The use of a project website and project management software can also be included if these are to be used in the project.

You see an opportunity if you complete the project ahead of time: you may get a new project. Therefore, you try to complete the project early, but due to lack of resources, you are only able to shorten the duration of a few activities by starting the parallel or partially-parallel. Which risk response strategy are you employing here?

Enhance

Enhance *^* Here, you are applying the enhance risk response strategy because you are only trying to realize the opportunity. In the exploit risk response strategy, you make sure that the risk is realized. Mitigate is a negative risk response strategy, and in accept you do not take any proactive action. Reference: The PMBOK Guide, 6th Edition, Page: 444

Which of the following is least likely to be a project manager's role?

Ensuring that organizations are operating efficiently.

Which of the following is least likely to be a project manager's role?

Ensuring that organizations are operating efficiently. *^* PMBOK®Guide, page 51, Section 3. 1 The project manager plays a critical role in the leadership of a project team in order to achieve the project's objectives. This role is clearly visible throughout the project. Many project managers become involved in a project from its initiation through closing. However, in some organizations, a project manager may be involved in evaluation and analysis activities prior to project initiation. These activities may include consulting with executive and business unit leaders on ideas for advancing strategic objectives, improving organizational performance, or meeting customer needs. In some organizational settings, the project manager may also be called upon to manage or assist in business analysis, business case development, and aspects of portfolio management for a project. A project manager may also be involved in follow-on activities related to realizing business benefits from the project. The role of a project manager may vary from organization to organization. Ultimately, the project management role is tailored to fit the organization in the same way that the project management processes are tailored to fit the project. Because project managers are generally responsible for ''temporary" endeavors, they are least likely to be involved in ensuring efficient operations, at least in their role as a project manager.

As part of the communications model, the receiver is responsible for :

Ensuring that the information is received in its entirety, understood correctly, and ackowledged or responded to appropriately.

As part of the communications model, the receiver is responsible for :

Ensuring that the information is received in its entirety, understood correctly, and ackowledged or responded to appropriately. *^* PMBOK® Guide, pages 371-373, Section 10.1.2.4; and Figure 10-4 Communication Models The components of the basic communication model need to be considered when project communications are discussed. As part of the communications process, the sender is responsible for the transmission of the message, ensuring that the information being communication is correctly understood. The receiver is responsible for ensuring that the information is received in its entirety, understood correctly, and acknowledged or responded to appropriately. Listening is an important part of communication. Listening techniques, both active and passive, give the user insight to problem areas, negotiation and conflict management strategies, decision making, and problem resolution..

Monitor Communications is the process of :

Ensuring that the information needs of the project stakeholders are met throughout the entire project life cycle *^* PMBOK®Guide, page 388, Section 10.3, Figure 10-7 Monitor Communications Monitor Communications is the process of monitoring and controlling communications throughout the entire project life cycle to ensure that the information needs of the project stakeholders are met. The key benefit of this process is that it ensures optimal information flow among all communication participants, at any moment in time.

Enterprise environmental factors refer to both internal and external environmental factors that surround or influence a project's success. All of the following are true about these factors EXCEPT :

Enterprise environmental factors exclude personnel administration functions (eg. staffing and retention guidelines, employee performance reviews, and training records, and time tracking) because these are considered to be functions of the human resources department. *^* PMBOK®Guide, page 38, Section 2. 2. 1 Enterprise Environmental Factors Enterprise environmental factors (EEFs) refer to conditions, not under the control of the project team, that influence, constrain, or direct the project. Enterprise environmental factors are considered inputs to most planning processes, may enhance or constrain project management options, and may have a positive or negative influence on the outcome. EEFs vary widely in type or nature. These factors need to be considered if the project is to be effective. EEFs include, but are not limited to, the factors below. The following EEFs are internal to the organization: o Organizational culture, structure, and governance. Examples include vision, mission, values, beliefs, cultural norms, leadership styles, hierarchy and authority relationships, organizational styles, ethics, and codes of conduct. o Geographic distribution of facilities and resources. Examples include factory locations, virtual teams, shared systems, and cloud computing. o Infrastructure. Examples include existing facilities, equipment, organizational telecommunications channels, information technology hardware, availability, and capacity. o Information technology software. Examples include scheduling software tools, configuration management systems, web interfaces to other online automated systems, and work authorization systems. o Resource availability. Examples include contracting and purchasing constraints, approved providers and subcontractors, and collaboration agreements. o Employee capability. Examples include existing human resources expertise, skills, competencies, and specialized knowledge. The following EEFs are external to the organization: o Marketplace conditions. Examples include competitors, market share brand recognition, and trademarks. o Social and cultural influences and issues. o Examples include political climate, codes of conduct, ethics, and perceptions. o Legal restrictions. Examples include country or local laws and regulations related to security, data protection, business conduct, employment, and procurement. o Commercial databases. Examples include benchmarking results, standardized cost estimating data, industry risk study information, and risk databases. o Academic research. Examples include industry studies, publications, and benchmarking results. o Government or industry standards. Examples include regulatory agency regulations and standards related to products, production, environment, quality, and workmanship. o Financial considerations. Examples include currency exchange rates, interest rates, inflation rates, tariffs, and geographic location.

You have been given a task to find cost estimates for several projects, and your organization will submit its bid based on these estimates. The financial position of the organization is not very good; therefore, they tell you that they cannot invest more than 500,000 USD. They also give you a leeway of 10% on either side of it. This leeway is a part of:

Enterprise environmental factors. *^* This 10% limit is the stakeholder tolerance, which is an enterprise environmental factor. Reference: The PMBOK Guide, 6th Edition, Page: 38

During the risk response process, you find a risk which would be difficult for you to manage. You discuss the issue with management and a decision is taken to transfer the management of this risk to your portfolio manager. What risk response strategy is this?

Escalate

Escalate *^* This is an example of an escalate risk response strategy where you shift the ownership of the risk to upper levels as managing the risk is beyond your authority. Reference: The PMBOK Guide, 6th Edition, Page: 443

You are involved in collecting requirements for your project. You are likely to use the stakeholder register for all of the following EXCEPT :

Evaluating the product breakdown structure (PBS) associated with each of the key stakeholders.

You are involved in collecting requirements for your project. You are likely to use the stakeholder register for all of the following EXCEPT :

Evaluating the product breakdown structure (PBS) associated with each of the key stakeholders. *^* PMBOK®Guide, page 140, Section 5. 2. 1 Collect Requirements: Inputs The stakeholder register is used to identify stakeholders who can provide information on the requirements. It also captures requirements and expectations that stakeholders have for the project.

Factors that can affect the choice of communication technology generally include all of the following EXCEPT :

Executive requirements *^* PMBOK® Guide, pages 370-371, Section 10.1.2.3 Communication Technology The methods used to transfer information among project stakeholders may vary significantly... Factors that can effect the choice of communication technology include: o Urgency of the need for information... o Availability of technology... o Ease of use... o Project environment... o Sensitivity and confidentiality of the information...

Tools and techniques of the Perform Quantitative Risk Analysis process include:

Expert judgement, data gathering, simulations, and decision tree analysis

Tools and techniques of the Perform Quantitative Risk Analysis process include:

Expert judgement, data gathering, simulations, and decision tree analysis *^* PMBOK® Guide, pages 428-432, Section 11.4.2; and page 428, Figure 11-11 The perform Quantitative Risk Analysis process has the following tools and techniques: 1. Expert judgment 2. Data gathering o Interviews 3. Interpersonal and teamskills o Facilitation 4. Representations of uncertainty 5. Data analysis o Simulations o Sensitivity analysis o Decision Tree analysis o Influence diagrams

You have been given a project to develop some gaming software for the client. You have developed many similar games in the past and possess the knowledge and skills that are needed to build the game. You have recruited your team and many of them are new, however all of them respect you a lot. What kind of power are you showing here?

Expert power *^* Since you have knowledge and skills, which is also emphasized in the question, the correct answer is expert power. Reference: The PMBOK Guide, 6th Edition, Page: 63

If you finish your project early, there is a chance that you may get another project, so you are trying very hard to get your project finished. You use fast tracking, crashing, overtime, etc. Which strategy is this?

Exploit

Exploit *^* Exploit is a risk response strategy where you use all means to realize the opportunity. Reference: The PMBOK Guide, 6th Edition, Page: 444

You have signed a contract to construct a cross-country gas pipeline. The duration of the project is 5 years. Although the scope is well defined and the duration is long, the seller is insisting you reimburse any costs which may increase due to the time factor. What kind of contract will you select in this case?

FP-EPA *^* Fixed price with economic price adjustment is a type of contract which is used for a long-term fixed type contract where the price can be adjusted due to inflation. This provision saves the seller from external conditions which are beyond the seller's control. Reference: The PMBOK Guide, 6th Edition, Page: 471

You have signed a multi-year contract with a customer to complete a project for a fixed price. Since the duration of the contract is long, you have added a provision to adjust the price of the contract according to the market inflation. What kind of contract is this?

FP-EPA *^* If you sign a fixed price multi-year contract with the customer, you add a special clause which helps you adjust the price of the contract according to the inflation. This contract type is known as a fixed price with economic price adjustment (FP-EPA). Reference: The PMBOK Guide, 6th Edition, Page: 471

You have two activities with Finish to Start sequences. The duration of the first activity is 10 days, and the duration of the second activity is 8 days. The estimated time completed for these activities is 18 days. The client asks you complete these activities within 15 days; you review his request and agree to do so at no extra cost. Now, you plan to start the second activity three days before the first activity completes so that both activities can be completed in 15 days. This process is known as:

Fast tracking *^* In fast tracking, those activities planned in sequence, performed in parallel or partially parallel to reduce the schedule (if possible). Reference: The PMBOK Guide, 6th Edition, Page: 215

Your project is delayed and you are trying to compress the schedule so that you can bring your project on track. While reviewing the activities of your project, you notice that plumbing work starts after completing electrical work. You discuss these two activities with your team members and reach a conclusion that these two activities can start at the same time. Therefore, you make a change to the plan to start these two activities together. Which technique are you using here?

Fast tracking *^* Since you are performing two activities in parallel to save the time, this is an example of fast tracking. Reference: The PMBOK Guide, 6th Edition, Page: 215

All of the following are primary benefits of meeting quality requirements EXCEPT:

Fewer change orders

All of the following are primary benefits of meeting quality requirements EXCEPT:

Fewer change orders *^* PMBOK® Guide, Section 8. 1. 2. 3, page 282 Data Analysis Data analysis techniques that can be used for this process include, but are not limited to: Cost-benefit analysis. A cost-benefit analysis is a financial analysis tool used to estimate the strengths and weaknesses of alternatives in order to determine the best alternative in terms of benefits provided. A cost-benefit analysis will help the project manager determine if the planned quality activities are cost effective. The primary benefits of meeting quality requirements include less rework, higher productivity, lower costs, increased stakeholder satisfaction, and increased profitability. A cost-benefit analysis for each quality activity compares the cost of the quality step to the expected benefit.

Outputs of the Monitor and Control Project Work process include all of the following EXCEPT :

Final product, service, or result transition. *^* PMBOK® Guide, pages 112 - 113, Section 4. 5. 3; and pages 127 - 128, Section 4. 7. 3 Monitor and Control Project Work: Outputs 1. Work performance reports. 2. Change requests. 3. Project management plan updates. 4.Project documents updates. Close Project or Phase:Outputs 5. Project documents updates. 6. Final product, service, or result transition. 7. Final report. 8. Organizational process asset updates.

You have been given a project to clean an area where hundreds of families are living and to develop residential flats for them. Since there so many stakeholders involved, how will you manage them?

Find a way to manage them all *^* You cannot leave any stakeholders out of your project. You must find a way to manage them all. Reference: The PMBOK Guide, 6th Edition, Page: 507

Activity A has ES-5, EF-10 and Activity B has ES-7, and the duration is 4 days. What kind of relationship exists between these two activities?

Finish to Finish

Activity A has ES-5, EF-10 and Activity B has ES-7, and the duration is 4 days. What kind of relationship exists between these two activities?

Finish to Finish *^* The Early Start of activity B is 7 and the duration is 4 days; this means the Early Finish will be 7 + 4 - 1 = 10. Now, since the Early Finish of both activities is the same, it is a Finish to Finish type of relationship. Reference: The PMBOK Guide, 6th Edition, Page: 190

You are constructing a big mall for a client. During the execution phase, the client requests additional work and you agree. The scope of work is clear but you are lacking expertise and time, so you decide to procure this part of the work. What kind of contract will you select considering you can review invoices submitted by a contractor?

Firm fixed price. *^* If the scope of work is well defined, you will go for the firm fixed price contract. Reference: The PMBOK Guide, 6th Edition, Page: 471

You have joined an ongoing project. This project is in trouble, so you identify the issues which have the highest effect on the project, and now you are analyzing the reason for these issues. Which tool are you using now?

Fishbone diagram *^* A Fishbone diagram, which is also known as a cause and effect diagram, can help you find the root cause of a problem. Reference: The PMBOK Guide, 6th Edition, Page: 293

In which type of contracts do buyers need to precisely specify the product or services being procured?In which type of contracts do buyers need to precisely specify the product or services being procured?

Fixed-price contracts

Fixed-price contracts *^* PMBOK®Guide, page 471, Section 12.1.1.6 Organizational Process Assets Fixed-price contracts. This category of contracts involves setting a fixed total price for a defined product, service, or result to be provided. These contracts should be used when the requirements are well defined and no significant changes to the scope are expected. Types of fixed-price include: o Firm fixed price (FFP). The most commonly used contract type is the FFP. It is favored by most buying organizations because the price for goods is set at the outset and not subject to change unless the scope of work changes. o Fixed price incentive fee (FPIF). This fixed-price arrangement gives the buyer and sellersome flexibility in that it allows for deviation from performance, with financial incentives tied to achieving agreed-upon metrics. Typically, such financial incentives are related to cost, schedule, or technical performance of the seller. Under FPIF contracts, a price ceiling is set, and all costs above the price ceiling are the responsibility of the seller. o Fixed price with economic price adjustment (FPEPA). This type is used whenever the seller's performance period spans a considerable period of years, or if the payments are made in different currency. It is a fixed-price contract, but with a special provision allowing for predefined final adjustments to the contract price due to changed conditions, such as inflation changes or cost increases (or decreases) for specific commodities.

Two team members come to you with a dispute. Since you are very busy, you briefly listen to one member, agree with him, and support his view. What kind of problem- solving technique is this?

Force *^* This is an example of force/direct technique; here, you push one's viewpoint at the expense of the other. Reference: The PMBOK Guide, 6th Edition, Page: 348, 349

Your project is running late and you are over budget. You review the situation and find that it would be difficult for you to complete the project with the given budget. You inform management and they ask you to come up with a new budget. After estimating the new cost, you inform management that you may need 10,000 USD more to complete the project. This is an example of:

Forecast analysis *^* The project budget might change as the project progresses. In this case, you may need to inform management about the new forecasted budget, which is known as estimate at completion (EAC). Reference: The PMBOK Guide, 6th Edition, Page: 264

The buyer, usually through its authorized procurement administrator, provides the seller with as an output of the Control Procurement process .

Formal written notice that the contract has been completed.

The buyer, usually through its authorized procurement administrator, provides the seller with as an output of the Control Procurement process .

Formal written notice that the contract has been completed. *^* PMBOK®Guide, page 492, Section 12.3 Control Procurements The buyer, usually through its authorized procurement administrator, provides the seller with formal written notice that the contract has been completed, requirements for formal procurement closure are usually defined in the terms and conditions of the contract and are included in the procurement management plan. Deliverable acceptance. Documentation of formal acceptance of seller-provided deliverables may be required to be retained by the organization. The Close procurement process ensures that this documentation requirement is satisfied. Requirements for formal deliverable acceptance and how to address nonconforming deliverables are usually defined in the agreement.

Team development stages include :

Forming, Storming, Norming, Performing, and Adjourning.

Team development stages include :

Forming, Storming, Norming, Performing, and Adjourning. *^* PMBOK®Guide, page 338, Section 9.4 Develop Team One of the models used to describe team development is the Tuckman ladder [19, 20], which includes five stages of development that teams may go through. Although it is common for these stages to occur in order, it is not uncommon for a team to get stuck in a particular stage or regress to an earlier stage. Projects with team members who worked together in the past might skip a stage. o Forming. This phase is where the team members meet and learn about the project and their formal roles and responsibilities. Team members tend to be independent and not as open in this phase. o 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 or open to differing ideas and perspectives, the environment can become counterproductive. o Norming. In this phase, team members begin to work together and adjust their work habits and behaviors to support the team. The team members learn to trust one another. o Performing. Team that reach the performing stage function as a well-organized unit. They are interdependent and work through issues smoothly and effectively. o Adjourning. In this 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 the Close Project or Phase process.

In your project, you have two activities, D and E. These two activities have a common successor, Activity F. Activity D will be completed on the 10th and activity E will be completed on the 15th. Therefore, Activity D can be delayed by 5 days without affecting the early start of Activity F. This delay is known as:

Free Float *^* Free float is an amount of time that an activity can be delayed without affecting the early start of the next activity. Total float is an amount of time that an activity can be delayed without affecting the project completion date. The project buffer is placed between the last task and the project completion date as a non-activity buffer, and this buffer acts as a contingency for the critical chain activities. Any delay on the critical chain will eat this buffer, but the project completion date will remain unchanged. Feeding buffers are added to the non-critical chain so that any delay on the non-critical chain does not affect the critical chain. They are inserted between the last task on a non- critical chain and the critical chain. Reference: The PMBOK Guide, 6th Edition, Page: 210

Analogous duration estimating is :

Frequently used to estimate project duration when there is a limited amount for detailed information about the project. *^* PMBOK® Guide, page 200, Section 6. 4. 2. 2 Analogous Estimating Analogous estimating is a technique for estimating the duration or cost of an activity or a project using historical data from a similar activity or project. Analogous estimating uses parameters from a previous, similar project, such as duration, budget, size, weight, and complexity, as the basis for estimating the same parameter or measure for a future project. When estimating durations, this technique relies on the actual duration of previous, similar projects as the basis for estimating the duration of the current project. It is a gross value-estimating approach, sometimes adjusted for known differences in project complexity. Analogous duration estimating is frequently used to estimate project duration when there is a limited amount of detailed information about the project. Analogous estimating is generally less costly and less time-consuming than other techniques, but it is also less accurate. Analogous duration estimates can be applied to a total project or to segments of a project and may be used in conjunction with other estimating methods. Analogousestimating is most reliable when the previous activities are similar in fact and not just in appearance, and the project team members preparing the estimates have the needed expertise.

During a public hearing regarding your company's proposed state-of-theart water of the tower, a highly interested resident of the area challenges you: "Would you have this thing built in your own backyard?" Your best answer can begin by saying :

Given that the experts provided ample information. That the proposed location is the most suitable. I would be pleased to have this state-of-the-art water tower as a neighbor. *^* PMBOK® Guide, pages 512-513, Section 13.1.2.4 Data Representation A data representation technique that may be used in this process includes, but is not limited to, stakeholder mapping/representation. Stakeholder mapping and representation is a method of categorizing stakeholders using various methods. Categorizing stakeholders assists the team in building relationships with the identified project stakeholders. Common methods include the following: Power/interest grid, power/influence grid, or impact/influence grid. Each of these techniques supports a grouping of stakeholders according to their level of authority (power), level of concern about the project's outcomes (interest), ability to influence the outcomes of the project (influence), or ability to cause changes to the project's planning or execution. These classification models are useful for small projects or for projects with simple relationships between stakeholders and the project, or within the stakeholder community itself. Stakeholder cube. This is a refinement of the grid models previously mentioned. This model combines the grid elements into a three-dimensional model that can be useful to project managers and teams in identifying and engaging their stakeholder community. It provides a model with multiple dimensions that improves the depiction of the stakeholder community as a multidimensional entity and assists with the development of communication strategies. Salience model. This model describes classes of stakeholders based on assessments of their power (level of authority or ability to influence the outcomes of the project), urgency (need for immediate attention, either time-constrained or relating to the stakeholder's high stake in the outcome), and legitimacy (their involvement is appropriate). There is an adaptation of the salience model that substitutes proximity for legitimacy (applying to the team and measuring their level of involvement with the work of the project). The salience model is most useful for large, complex communities of stakeholders or where there are complex networks of relationships within the community. It is also useful in determining the relative importance of the identified stakeholders. Directions of influence. This classifies stakeholders according to their influence on the work of the project or the project team itself.

When tailoring processes for Project Schedule Management, you should consider all of these EXCEPT :

Governance

When tailoring processes for Project Schedule Management, you should consider all of these EXCEPT :

Governance *^* PMBOK® Guide, page 680, Section X5.3 Project Schedule Management According to the PMBOK®Guide - Sixth Edition, governance is typically tailored in the Project Scope Management Knowledge Area, and not recognized as a Knowledge Area to be tailored in the Project Schedule Management phase. Definitions of the following are below. o Life cycle approach. What is the most appropriate life cycle approach that allows for a detailed schedule? o Knowledge management. Does the organization have a formal knowledge management and financial databases repository that a project manager is required to used and is readily accessible? o Project dimensions. How will the presence of project complexity, technological uncertainty, product novelty, and pace or progress tracking (such as earned value management, percentage complete, and red-yellow-green [stop light] indicators) impact the desired level of control? o Governance. Does the organization have formal or informal audit and governance policies, procedures, and guidelines?

Examples of interpersonal skills that a project manager uses most often include all of the following indicators EXCEPT:

Governance. *^* PMBOK® Guide, page 527, Section 13.3.2.3 Interpersonal and Team Skills o Active listening. Described in Section 10.2.2.6, active listening is used to reduce misunderstandings and other miscommunication. o Cultural awareness. Described in Section 10.1.2.6, cultural awareness and cultural sensitivity help the project manager plan communications based on the cultural differences and requirements of stakeholders and team members. o Leadership. Described in Section 3.4.4, successful stakeholder engagement requires strong leadership skills to communicate the vision and inspire stakeholders to support the work and outcomes of the project. o Networking. Described in Section 10.2.2.6, networking ensures access to information about levels of engagement of stakeholders. o Political awareness. Described in Section 10.1.2.6, political awareness is used to understand the strategies of the organization, understand who wields power and influence in this arena, and develop an ability to communicate with these stakeholders.

Which of the following is least likely to be within the project manager's sphere of influence?

Government *^* PMBOK®Guide, pages 52 - 53, Section 3. 3. 1 Project managers fulfill numerous roles within their sphere of influence. These roles reflect the project manager's capabilities and are representative of the value and contributions of the project management profession. Figure 3 - 1 illustrates some examples of the project manager's sphere of influence.

A program is a :

Group of related projects, subsidiary programs, and program activities managed in a coordinated manner. *^* PMBOK® Guide, page 11, Section 1.2.3-1 Program Management A program is defined as a group of related projects, subsidiary programs, and program activities managed in a coordinated manner to obtain benefits not available from managing them individually. Programs are not large projects .

Management is asking you to provide them with the report on the project's status and progress. Therefore, you start preparing a report on it. You are preparing a chart where you are using a virtual activity (an aggregation of several activities) showing the summary levels so management can understand it easily. This virtual activity is known as:

Hammock activity *^* Hammock activities are a summary of many activities which are roughly related to each other. Hammock activities are also referred to as the summary activities. Reference: The PMBOK Guide, 6th Edition, Page: 182

The types of project management office (PMO) structures in organizations include all of the following EXCEPT :

Harmonizing PMOs that strive to reduce conflict and imrpove harmony among project team members.

The types of project management office (PMO) structures in organizations include all of the following EXCEPT :

Harmonizing PMOs that strive to reduce conflict and imrpove harmony among project team members. *^* PMBOK® Guide, pages 48 - 49, Section 2. 4. 4. 3 There are several types of PMO structures in organizations, each varying in the degree of control and influence they have on projects within the organization, such as the following: o Supportive. Supportive PMOs provide a consultative role to projects by supplying templates, best practices, training, access to information, and lessons learned from other projects. This type of PMO serves as a project repository. The degree of control provided by the PMO is low. o Controlling. Controlling PMOs provide support and require compliance through various means. Compliance may involve adopting project management frameworks or methodologies; using specific templates, forms, and tools; or conformance to governance. The degree of control provided by the PMO is moderate. o Directive. Directive PMOs take control of the projects by directly managing the projects. The degree of control provided by the PMO is high.

If cumulative PV = 100, cumulative EV = 98, and cumulative AC = 104, the project is likely to be:

Headed for a cost overrun. *^* "PMBOK® Guide, page 263, Section 7. 4. 2. 2; and Figure 7 - 12 Earned Value Management Schedule performance index. The schedule performance index (SPI) is a measure of schedule efficiency expressed as the ratio of earned value to planned value. It measures how efficiently the project team is using its time. It is sometimes used in conjunction with the cost performance index (CPI) to forecast the final project completion estimates. An SPI value less than 1.0 indicates less work was completed than was planned. An SPI greater than 1.0 indicates that more work was completed than was planned. Since the SPI measures all project work, the performance on the critical path also needs to be analyzed to determine whether the project will finish ahead of or behind its planned finish date. The SPI is equal to the ratio of the EV to the PV. Equation: SPI = EV/ PV Cost performance index. The cost performance index (CPI) is a measure of the cost efficiency of budgeted resources, expressed as a ratio of earned value to actual cost. It is considered the most critical EVM metric and measures the cost efficiency for the work completed. A CPI value of less than 1.0 indicates a cost overrun for work completed. A CPI value greater than 1.0 indicates a cost underrun of performance to date. The CPI is equal to the ratio of the EV to the AC. The indices are useful for determining project status and providing a basis for estimating project cost and schedule outcome. Equation: CPI = EV/ AC The three parameters of planned value, earned value, and actual cost can be monitored and reported on both a period-by-period basis (typically weekly or monthly) and on a cumulative basis. Figure 7 - 12 uses S-curves to display EV data for a project that is performing over budget and behind schedule. The SV and CV values can be converted to efficiency indicators to reflect the cost and schedule performance of any project for comparison against all other projects or within a portfolio of projects. The variances are useful for determining project status. Schedule performance index. The schedule performance index (SPI) is a measure of schedule efficiency expressed as the ratio of earned value to planned value. It measures how efficiently the project team is using its time. It is sometimes used in conjunction with the cost performance index (CPI) to forecast the final project completion estimates. An SPI value less than 1.0 indicates less work was completed than was planned. An SPI greater than 1.0 indicates that more work was completed than was planned. Since the SPI measures all project work, the performance on the critical path also needs to be analyzed to determine whether the project will finish ahead of or behind its planned finish date. The SPI is equal to the ratio of the EV to the PV. Equation: SPI = EV/PV Cost performance index. The cost performance index (CPI) is a measure of the cost efficiency of budgeted resources, expressed as a ratio of earned value to actual cost. It is considered the most critical EVM metric and measures the cost efficiency for the work completed. A CPI value of less than 1.0 indicates a cost overrun for work completed. A CPI value greater than 1.0 indicates a cost underrun of performance to date. The CPI is equal to the ratio of the EV to the AC. The indices are useful for determining project status and providing a basis for estimating project cost and schedule outcome. Equation: CPI = EV/ AC The three parameters of planned value, earned value, and actual cost can be monitored and reported on both a period-by-period basis (typically weekly or monthly) and on a cumulative basis. Figure 7 - 12 uses S-curves to display EV data for a project that is performing over budget and behind schedule. "

Training has all of the following characteristics EXCEPT :

If project team members lack necessary management or technical skills, the project should be deemed outside the core competencies of the performing organization, outsourced, or abandoned. *^* PMBOK® Guide, page 342, Section 9.4.2.6 Training Training includes all activities designed to enhance the competencies of the project team members. Training can be formal or informal. Examples of training methods include classroom, online, computer-based, on-the-job training from another project team member, mentoring, and coaching. If project team members lack the necessary management or technical skills, such skills can be developed as part of the project work. Scheduled training takes place as stated in the resource management plan. Unplanned training takes place as a result of observation, conversation, and project performance appraisals conducted during management of the project team. Training costs could be included in the project budget or supported by the performing organization if the added skills may be useful for future projects. It may be performed by in-house or by external trainers.

Project Risk Management includes all of the following EXCEPT:

Ignoring overall project risk to focus on specific project risks, because that will take care of project overall risk. *^* PMBOK® Guide, page 677, Section X4.8 Key concepts for Project Risk Management include the following: All projects are risky. Organizations choose to take project risk in order to create value, while balancing risk and reward. Project Risk Management aims to identify and manage risks that are not covered by other project management processes. Risk exists at two levels within every project: o Individual project risk is an uncertain event or condition that, if it occurs, has a positive or negative effect on once or more project objectives. Overall project risk is the effect of uncertainty on the project as a whole, arising from all sources of uncertainty, including individual risks, representing the exposure of stakeholders to the implications of variations in project outcome, both positive and negative. Project Risk Management processes address both levels of risk in projects. o Individual project risks can have a positive or negative effect on project objectives if they occur. Overall project risk can also be positive or negative. o Risks will continue to emerge during the lifetime of the project, so Project Risk Management processes should be conducted iteratively. o In order to manage risk effectively on a particular project, the project team needs to know what level of risk exposure is acceptable in pursuit of project objectives. This is defined by measurable risk thresholds that reflect the risk appetite of the organization and project stakeholders.

You have been assigned as project manager to conduct a study to find the impact of pollution on the environment. After the project charter is signed, you have completed the identify project stakeholders process and are now about to classify them. Which of the following models of classifying the project stakeholders is not mentioned in the PMBOK Guide 6th Edition?

Impact / Power Grid

Impact / Power Grid *^* Out of these four choices, the Impact / Power grid is not mentioned in the PMBOK Guide 6th Edition. Reference: The PMBOK Guide, 6th Edition, Page: 512

Some of your team members do not come to meetings on time. A few other members keep themselves busy with other activities during meetings, and their behavior is not proper. Therefore, to improve the environment what step will you take?

Implement ground rules *^* The ground rules establish the expected behavior from the team members. Therefore, if you are facing problem regarding the team members' behavior, you will develop ground rules and implement them. Reference: The PMBOK Guide, 6th Edition, Page: 528

Effective team development strategies and activities are expected to increase the team's performance, which increases the likelihood of meeting project objectives. The evaluation of a team's effectiveness may include all of the following indicators EXCEPT :

Improvements in the overall project performance as a result of increased intensity of conflict among project team members. *^* PMBOK® Guide, page 343, Section 9.4.3.1 Team Performance Assessments As project team development effort such as training, team building, and colocation are implemented, the project management team makes formal or informal assessments of the project team's effectiveness. Effective team development strategies and activities expected to increase the team's performance, which increases the likelihood of meeting project objectives. The evaluation of a team's effectiveness may include indicators such as: o Improvements in skills that allow individuals to perform assignments more effectively; o Improvements in competencies that help team members perform better as a team o Reduced staff turnover rate; and o Increased team cohesiveness, where team members share information and experiences openly and help one another improve the overall project performance. As a result of conducting an evaluation of the team's overall performance, the project management team can identify the specific training, coaching, mentoring, assistance, or changes required to improve the team's performance. This should also include identifying the appropriate or required resources necessary to achieve and implement the improvements identified in the assessment.

An adaptive project life cycle in which the deliverable is produced through a series of iterations that successively add functionality within a predetermined time frame. The deliverable contains the necessary and sufficient capability to be considered complete only after the final iteration .

Incremental life cycle *^* PMBOK® Guide, page 19, Section 1.2.4.1; and Glossary Incremental life cycle. An adaptive project life cycle in which the deliverable is produced through a series of iterations that successively add functionality within a predetermined time frame. The deliverable contains the necessary and sufficient capability to be considered complete only after the final iteration.

Outputs from the Estimate Activity Resources, process include :

Indentification of the ypes and quantities of resources required for each activity in a work package *^* PMBOK® Guide, page 325, Section 9.2.3.1 Resource requirements Resource requirements identify the types and quantities of resources required for each work package or activity in a work package and can be aggregated to determine the estimated resources for each work package, each WBS branch, and the project as a whole. The amount of detail and the level of specificity of the resource requirement descriptions can vary by application area. The resource requirements' documentation can include assumptions that were made in determining which types of resources are applied, their availability, and what quantities are needed.

You are working on a project which is under budget and ahead of schedule. The project is 85% complete, and the client comes and asks you to terminate the project because he fears a possible regulation can impact his project. You review the project parameters and find that you can complete the project before the proposed legislation comes into existence; moreover, you won't need any extra funding. What will your next steps be?

Initiate the close project process. *^* Regardless of whether the project is successfully completed or terminated before the completion, you must start close project process in order to close the project. Reference: The PMBOK Guide, 6th Edition, Page: 121

The five Project Management Process Groups are:

Initiating, Planning, Executing, Monitoring, Controlling, Closing. *^* PMBOK® Guide, pages 23, Section 1.2.4.5 Project management processes are grouped into five. Categories known as Project Management Process groups (or Process Groups): - Initiating Process Group. Those processes performed to define a new project or a new phase of an existing project by obtaining authorization to start the project or phase. - Planning Process Group. Those processes required to establish the scope of the project, refine the objectives, and define the course of action required to attain the objectives that the project was undertaken to achieve. - Executing Process Group. Those processes performed to complete the work defined in the project management plan to satisfy the project specifications. - Monitoring and Controlling Process Group. - Those processes required to track, review, and regulate the progress and performance of the project; identify any areas in which changes to the plan are required; and initiate the corresponding changes. - Closing Process Group. Those processes performed to finalize all activities across all Process Groups to formally close the project or phase.

All of the following are information management and distribution tools EXCEPT:

Inputting project performance data into a spreadsheet or database *^* PMBOK®Guide, page 385, Section 10.2.2.4 Project Management Information System (PMIS) Described in Section 4.3.2.2, project management information systems can ensure that stakeholders can easily retrieve the information they need in a timely way. Project information is managed and distributed using a variety of tools, including the following: o Electronic project management tools. Project management software, meeting and virtual office support software, web interfaces, specialized project portals and dashboard, and collaborative work management tools. o Electronic communications management. Email, fax, and voicemail; audio, video, and web conferencing; and websites and web publishing. o Social media management. Websites and web publishing; and blogs and applications, which offer the opportunity to engage with stakeholders and form online communities.

All of the following are components of culture EXCEPT :

Intelligence *^* PMBOK® Guide, page 66, Section 3. 4. 5. 2 Personality Personality refers to the individual differences in characteristic patterns of thinking, feeling, and behaving. Personality characteristics or traits include, but are not limited to: ... o Cultural (e.g., measure of sensitivity to other cultures, including values, norms, and beliefs); o Emotional (e.g., ability to perceive emotions and the information they present and to manage them; measure of interpersonal skills).

A SWOT analysis helps you identify opportunities which arise from organizational strengths threats dues to its weakness. According to this analysis, analyzing the strengths and weaknesses is a part of:

Internal factors

Internal factors *^* SWOT stands for strengths, weaknesses, opportunities, and threats. A SWOT analysis is used to find the strengths and weaknesses of an organization, and the opportunities and threats for the project. Reference: The PMBOK Guide, 6th Edition, Page: 415

You are in the process of communicating and working with stakeholders to meet their needs and expectations and address issues as they occur. Which option is a tool and technique of this process?

Interpersonal Skills

You are in the process of communicating and working with stakeholders to meet their needs and expectations and address issues as they occur. Which option is a tool and technique of this process?

Interpersonal Skills *^* You are in the manage stakeholder engagement process and interpersonal skills are a tool and technique of this process. Reference: The PMBOK Guide, 6th Edition, Page: 523

Trategies typically used to deal with threats or risks that may have negative impacts on project objectives if they occur include all of the fo llowing EXCEPT:

Interpreting.

Trategies typically used to deal with threats or risks that may have negative impacts on project objectives if they occur include all of the fo llowing EXCEPT:

Interpreting. *^* PMBOK® Guide, pages 442-443, Section 11.5.2.4 Strategies for Threats Three strategies, which typically deal with threats or risks that may have negative impacts on project objectives if they occur, are: avoid, transfer, and mitigate. The fourth strategy, accept, can be used for negative risks or threats as well as positive risks or opportunities. Each of these risk response strategies has varied and unique influence on the risk condition. These strategies should be chosen to match the risk's probability and impact on the project's overall objectives. Avoidance and mitigation strategies are usually good strategies for critical risks with high impact, while transference and acceptance are usually good strategies for threats that are less critical and with low overall impact.

You have joined AVC Corp and are immediately assigned a project. The project charter is signed, stakeholders have been identified and now you are classifying them according to the direction of influence. Which of the following is not a way to classify the project stakeholders under this technique?

Inward

Inward *^* "Inward" is not a way to classify stakeholders in a "Direction of Influence" method. Reference: The PMBOK Guide, 6th Edition, Page: 513

The risk rating

Is calculated by multiplying the probability of the occurrence of a risk times its impact (numerical scale) on an objective (e.g., cost, time, scope, or quality) if it were to occur.

The risk rating

Is calculated by multiplying the probability of the occurrence of a risk times its impact (numerical scale) on an objective (e.g., cost, time, scope, or quality) if it were to occur. *^* PMBOK®Guide, pages 425-426, Section 11.3.2.6; and Figure 11-10. Probability and Impact Matrix Described in Section 11.3.2.6, Prioritization rules may be specified by the organization in advance of the project and be included in organizational process assets, or they may be tailored to the specific project. Opportunities and threats are represented in a common probability and impact matrix using positive definitions of impact for opportunities and negative impact definitions for threats. Descriptive terms (such as very high, high, medium, low, and very low) or numeric values can be used for probability and impact. Where numeric values are used, these can be multiplied to give a probability-impact score for each risk, which allows the relative priority of individual risks to be evaluated within each priority level. An example probability and impact matrix is presented in Figure 11-5, which also shows a possible numeric risk-scoring scheme.

As one of the tools and techniques of the Sequence Activities process, a lead:

Is the amount of time whereby a successor activity can be startd beofre the previous activity is completed.

As one of the tools and techniques of the Sequence Activities process, a lead:

Is the amount of time whereby a successor activity can be startd beofre the previous activity is completed. *^* PMBOK® Guide, page 192, Section 6. 3. 2. 3 Leads and Lags A lead is the amount of time a successor activity can be advanced with respect to a predecessor activity. For example, on a project to construct a new office building, the landscaping could be scheduled to start two weeks prior to the scheduled punch list completion. This would be shown as a finish-to-start with a two-week lead as shown in Figure 6 - 10. Lead is often represented as a negative value for lag in scheduling software. A lag is the amount of time a successor activity will be delayed with respect to a predecessor activity. For example, a technical writing team may begin editing the draft of a large document 15 days after they begin writing it. This can be shown as a start-to-start relationship with a 15-day lag, as shown in Figure 6 - 10. Lag can also be represented in project schedule network diagrams as shown in Figure 6 - 11 in the relationship between activities H and I (as indicated by the nomenclature SS + 10 [startto-start plus 10 days lag] even though the offset is not shown relative to a time scale).

The Control Schedule process for a project :

Is the process of monitoring the status of the project to update the project schedule and managing changes to the schedule baseline.

The Control Schedule process for a project :

Is the process of monitoring the status of the project to update the project schedule and managing changes to the schedule baseline. *^* PMBOK®Guide, page 222, Section 6. 6 Control Schedule is the process of monitoring the status of the project to update the project schedule and managing changes to the schedule baseline. The key benefit of this process is that the schedule baseline is maintained throughout the project. This process is performed throughout the project.

In your project, two important stakeholders are having some issues. To keep this issue from escalating further you intervene and resolve the issue. After the issue is resolved you asked your team member to record the issue so in the future a lesson can be learned from it. Where will you note the issues between stakeholders?

Issue log *^* In the issue log, you log all issues and the resolution of those issues. Reference: The PMBOK Guide, 6th Edition, Page: 96, 528

The Monitor Stakeholder Engagement process helps you increase the effectiveness of stakeholders' engagement with your project. Which of the following is not an output of this process?

Issue log *^* Issue log is an output of the manage stakeholder engagement process and the input to monitor stakeholder engagement process. Reference: The PMBOK Guide, 6th Edition, Page: 530

You have been hired by ABC Inc. and appointed as a project manager for their new project. The project charter has been signed and currently you are busy with preparing a detailed description of your project and the product. The description is in detail, the final requirements are identified, the product boundaries are defined, and you have outlined what is included and what is excluded. Once you complete this process, which of the following documents will you not update next?

Issue log *^* You are in the define scope process. In this process, you develop the project scope and product description. At the end of this process, you update the project document which includes the stakeholder register, requirement documentations, and requirement traceability matrix. Define scope belongs to the planning process group, and issues happen in the executing. Reference: The PMBOK Guide, 6th Edition, Page: 155

Monitor Stakeholder Engagement tools and techniques include all of the following EXCEPT :

Issue log. *^* PMBOK® Guide, pages 533-534, Section 13.4.2 The Monitor Stakeholder Engagement process has the following tools and techniques: 1. Data analysis o Alternatives analysis o Root cause analysis o Stakeholder analysis o Stakeholder engagement assessment matrix 2. Decision making o Multi criteria decision analysis o Voting 3. Meetings 4. Communication o Feedback o Presentation and other verbal communications o Stakeholder mapping/representation 5. Interpersonal and team skills o Active listening o Cultural awareness

While finalizing the WBS you assign each work package to a control account and establish a unique identifier for the same work from a code of account. These identifiers help you find a hierarchical sum of costs, schedule, etc. Which statement is true about the WBS?

It contains all project work *^* WBS stands for work breakdown structure. Here, work is broken down into smaller, manageable, packages. Reference: The PMBOK Guide, 6th Edition, Page: 161

Which one of the following choices is the BEST description of sensitivity analysis?

It examines the extent to which the uncertainty of project element affects the objective being studied when all other uncertain elements are held at their baseline values. *^* PMBOK®Guide, pages 433-434, Section 11.4.2.5; and Figure 11-14 Sensitivity Analysis Sensitivity analysis (also called a tornado diagram) helps determine which individual project risks or other sources of uncertainty have the most potential impact on project outcomes. It correlate variations impact on project outcomes. It correlate variations in project outcomes with variations in elements of the quantitative risk analysis model. Once typical display of sensitivity analysis is the tornado diagram, which presents the calculated correlation coefficient for each element of the quantitative risk analysis model that can influence the project outcome. This can include individual project risks, project activities with high degree of variability, or specific sources of ambiguity. Items are ordered by descending strength of correlation, giving the typical tornado appearance. An example tornado diagram is shown in Figure 11-14.

Two of your team members are having conflicts about their roles and responsibilities. In attempting to resolve this conflict you ask them to refer to the responsibility assignment matrix. Which of the following statements is not true about the responsibility assignment matrix?

It helps you rank risks. *^* The responsibility assignment matrix connects work packages to the project resources. It is not used for ranking of risks. Reference: The PMBOK Guide, 6th Edition, Page: 317

SWOT analysis has all of the following characteristics EXCEPT :

It identifies strengths and weaknesses of the organization, regardless of the specific project or the general business area. *^* PMBOK® Guide, page 415, Section 11.2.2.3 Data Analysis SWOT analysis examines the project from each of the strengths, weaknesses, opportunities, and threats perspectives. For risk identification, it is used to increase the breadth of identified risks by including internally generated risks. The technique starts with the identification of strengths and weaknesses of the organization, focusing on either the project, organization, or the business area in general. SWOT analysis then identifies any opportunities for the project that may arise from strengths, and any threats resulting from weaknesses. The analysis also examines the degree to which organizational strengths may offset threats and determines if weaknesses might hinder opportunities.

You are developing the project management plan. Management asks you to provide them with information on the chances of completing the project under different circumstances. The project is important and so management does not want to delay the schedule. You compile the data and use a tool and tell management that there is a 90% chance you can complete the project within the schedule, however, if you are given three weeks of extra time, the chance of completing project rises to 98%. Which of the following statements is true about the tool you have used to come up with this information?

It is a perform quantitative risk analysis process technique. *^* You are using the Monte Carlo Simulation, which is a perform quantitative risk analysis process technique and helps you determine the probability of completing the project in different scenarios. Reference: The PMBOK Guide, 6th Edition, Page: 433

All of the following are true about the project scope statement EXCEPT:

It is an output of the VAlidate Scope process.

All of the following are true about the project scope statement EXCEPT:

It is an output of the VAlidate Scope process. *^* PMBOK® Guide, pages 154 - 155, Table 5 - 1, and Section 5. 3. 3. 1 Project Scope Statement The project scope statement is the description of the project scope, major deliverables, assumptions, and constraints. The project scope statement documents the entire scope, including project and product scope. It describes the project's deliverables in detail. It also provides a common understanding of the project scope among project stakeholders. It may contain explicit scope exclusions that can assist in managing stakeholder expectations. It enables the project team to perform more detailed planning, guides the project team's work during execution, and provides the baseline for evaluating whether requests for changes or additional work are contained within or outside the project's boundaries. The degree and level of detail to which the project scope statement defines the work that will be performed and the work that is excluded can help determine how well the project management team can control the overall project scope. The detailed project scope statement, either directly or by reference to other documents, includes the following: o Product scope description. Progressively elaborates the characteristics of the product, service, or result described in the project charter and requirements documentation. o Deliverables. Any unique and verifiable product, result, or capability to perform a service that is required to be produced to complete a process, phase, or project. Deliverables also include ancillary results, such as project management reports and documentation. These deliverables may be described at a summary level or in great detail. o Acceptance criteria. A set of conditions that is required to be met before deliverables are accepted. o Project exclusions. Identify what is excluded from the project; explicitly stating what is out of scope for the project helps manage stakeholders' expectations and can reduce scope creep.

The cost management plan has all of the following characteristics EXCEPT:

It is based on project cost estimates and is separate from the project management plan. *^* PMBOK®Guide, pages 238 - 239, Section 7. 1. 3. 1 Cost Management Plan The cost management plan is a component of the project management plan and describes how the project costs will be planned, structured, and controlled. The cost management processes and their associated tools and techniques are documented in the cost management plan. For example, the cost management plan can establish the following: o Units of measure. Each unit used in measurements (such as staff hours, staff days, or weeks for time measures; meters, liters, tons, kilometers, or cubic yards for quantity measures; or lump sum in currency form) is defined for each of the resources. o Level of precision. The degree to which activity cost estimates will be rounded up or down (e.g., US$ 100.49 to US$ 100, or US$ 995.59 to US$ 1,000), based on the scope of the activities and magnitude of the project. o Level of accuracy. The acceptable range(e.g., ±10%) used in determining realistic activity cost estimates is specified, and may include an amount for contingencies. o Organizational procedures links... o Control thresholds. Variance thresholds for monitoring cost performance may be specified to indicate an agreed-upon amount of variation to be allowed before some action needs to be taken. Thresholds are typically expressed as percentage deviations from the baseline plan. o Rules of performance measurement... o Reporting formats... o Process descriptions... o Additional details...

All of the following are true about the project scope management plan EXCEPT:

It is not related to the project management plan *^* PMBOK®Guide, page 137, Section 5. 1. 3. 1 Scope Management Plan The scope management plan is a component of the project management plan that describes how the scope will be defined, developed, monitored, controlled, and validated. The components of a scope management plan include: o Process for preparing a project scope statement; o Process that enables the creation of the WBS from the detailed project scope statement; o Process that establishes how the scope baseline will be approved and maintained; and o Process that specifies how formal acceptance of the completed project deliverables will be obtained. o The scope management plan can be formal or informal, broadly framed or highly detailed, based on the needs of the project.

Which of the following Is true about the Validate Scope process?

It is the process of formalizing the acceptance of the completed project deliverables.

Which of the following Is true about the Validate Scope process?

It is the process of formalizing the acceptance of the completed project deliverables. *^* PMBOK® Guide, pages 163 - 164, Section 5. 5 Validate Scope Validate Scope is the process of formalizing acceptance of the completed project deliverables. The key benefit of this process is that it brings objectivity to the acceptance process and increases the chance of final product, service, or result acceptance by validating each deliverable. The Validate Scope process differs from the Control Quality process in that the former is primarily concerned with acceptance of the deliverables, while quality control is primarily concerned with correctness of the deliverables and meeting the quality requirements specified for the deliverables. Control Quality is generally performed before Validate Scope, although the two processes may be performed in parallel.

All of the following are characteristics of the Project Management Information System (PMIS) EXCEPT :

It is used by the project manager and the project management team primarily to generate presentations to key stakeholders.

All of the following are characteristics of the Project Management Information System (PMIS) EXCEPT :

It is used by the project manager and the project management team primarily to generate presentations to key stakeholders. *^* PMBOK®Guide, page 95, Section 4. 3. 2. 2 Project Management Information System (PMIS) The PMIS provides access to information technology (IT) software tools, such as scheduling software tools, work authorization systems, configuration management systems, information collection and distribution systems, as well as interfaces to other online automated systems such as corporate knowledge base repositories. Automated gathering and reporting on key performance indicators (KPIs) can be part of this system. Figure 4 - 1 provides an overview of the Project Integration Management processes. The Project Integration Management processes are presented as discrete processes with defined interfaces while, in practice, they overlap and interact in ways that cannot be completely detailed in the PMBOK® Guide.

All of the following are characteristics of the project charter EXCEPT :

It is used primarily to request bids for a project or a specific phase of a project. *^* PMBOK®Guide, pages 75 - 77, Section 4. 1 Develop Project Charter Develop Project Charter is the process of developing a document that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities. The key benefits of this process are that it provides a direct link between the project and the strategic objectives of the organization, creates a formal record of the project, and shows the organizational commitment to the project. This process is performed once or at predefined points in the project. The project charter establishes a partnership between the performing and requesting organizations. In the case of external projects, a formal contract is typically the preferred way to establish an agreement. A project charter may still be used to establish internal agreements within an organization to ensure proper delivery under the contract. The approved project charter formally initiates the project. A project manager is identified and assigned as early in the project as is feasible, preferably while the project charter is being developed and always prior to the start of planning. The project charter can be developed by the sponsor or the project manager in collaboration with the initiating entity. This collaboration allows the project manager to have a better understanding of the project purpose, objectives, and expected benefits. This understanding will better allow for efficient resource allocation to project activities. The project charter provides the project manager with the authority to plan, execute, and control the project.

Team building has all of the following characteristics EXCEPT :

It requires handling project team problems decisively and removing the individual(s) responsible for these problems from the team promptly to ensure a productive, smooth project environment. *^* PMBOK® Guide, page 341, Section 9.4.2.4 Team Building Team building is conducting activities that enhance the team's social relations and build a collaborative and cooperative working environment. Team-building activities can vary from a fiveminute agenda item in a status review meeting to an offsite, professionally facilitated event designed to improve interpersonal relationships. The objective of team-building activities is to help individual team members work together effectively. Team-building strategies are particularly valuable when team members operate from remote locations without the benefit of face-face contact. Informal communication and activities can help in building trust and establishing good working relationships. While team building is essential during the initial stages of a project, it should be a continuous process. Changes in a project environment are inevitable, and to manage them effectively, a continuous or renewed team-building effort may be applied. The project manager should continually monitor team functionality and performance to determine if any actions are needed to prevent or correct various team problems.

All of the following are true about conflict management EXCEPT :

It should be addressed only when it becomes disruptive, and at an official team meeting. *^* PMBOK® Guide, page 348, Section 9.5.2.1 Interpersonal and Team Skills Interpersonal and team skills that can be used for this process include, but are not limited to: Conflict management. Conflict is inevitable in a project environment. Sources of conflict include scarce resources, scheduling priorities, and personal work styles. Team ground rules, group norms, and solid project management practices, such as communication planning and role definition, reduce the amount of conflict. Successful conflict management results in greater productivity and positive working relationships. When managed properly, differences of opinion can lead to increased creativity and better decision making. If the differences become a negative factor, project team members are initially responsible for their resolution. If conflict escalates, the project manager should help facilitate a satisfactory resolution. Conflict should be addressed early and usually in private, using a direct, collaborative approach. If disruptive conflict continues, formal procedures may be used, including disciplinary actions. The success of project managers in managing their project teams often depends on their ability to resolve conflict. Different project managers may use different conflict resolution methods. Factors that influence conflict resolution methods include: o Importance and intensity of the conflict, o Time pressure for resolving the conflict, o Relative power of the people involved in the conflict, o Importance of maintaining a good relationship, and o Motivation to resolve conflict on a long-term or short-term basis.

The cost performance baseline has all of the following characteristics EXCEPT:

It shows the actual cost expenditures throughout the project life cycle. *^* PMBOK®Guide, pages 253 - 254, Section 7. 3. 3. 1, Figure 7 - 8 and Figure 7 - 9 Cost Baseline The cost baseline is the approved version of the time-phased project budget, excluding any management reserves, which can only be changed through formal change control procedures and is used as a basis for comparison to actual results. It is developed as a summation of the approved budgets for the different schedule activities. Figure 7 - 8 illustrates the various components of the project budget and cost baseline. Activity cost estimates for the various project activities, along with any contingency reserves for these activities, are aggregated into their associated work package costs. The work package cost estimates, along with any contingency reserves estimated for the work packages, are aggregated into control accounts. The summation of the control accounts make up the cost baseline. Since the cost estimates that make up the cost baseline are directly tied to the schedule activities, this enables a time-phased view of the cost baseline, which is typically displayed in the form of an S-curve, as is illustrated in Figure 7 - 9. Management reserves are added to the cost baseline to produce the project budget. As changes warranting the use of management reserves arise, the change control process is used to obtain approval to move the applicable management reserve funds into the cost baseline.

An adaptive project life cycle in which the deliverable matures through a series of repeated cycles. The deliverable contains the necessary and sufficient capability to be considered complete at the end of each cycle. Each repeated cycle further enhances the capability of the deliverable .

Iterative life cycle. *^* PMBOK® Guide, page 19, Section 1.2.4.1; and Glossary Iterative life cycle. An adaptive project life cycle in which the deliverable matures through a series of repeated cycles. The deliverable contains the necessary and sufficient capability to be considered complete at the end of each cycle. Each repeated cycle further enhances the capability of the deliverable.

During the risk analysis process, you find that a specific risk has a remote chance of happening and if it occurs, it will have very little effect on the project objective. What will you do with this risk?

Keep it in watch list

Keep it in watch list *^* Low-priority and low-impact risks are kept on a watch list to monitor them. You never know when they may become a high-priority risk. Reference: The PMBOK Guide, 6th Edition, Page: 423

During the risk qualification process, you have identified many risks with a low impact or probability of happening. How will you deal with these risks?

Keep on the watch list

During the risk qualification process, you have identified many risks with a low impact or probability of happening. How will you deal with these risks?

Keep on the watch list *^* These are low-priority risks, and low-priority risks are kept on the watch list for future monitoring. Reference: The PMBOK Guide, 6th Edition, Page: 423

The power/interest grid classification model for stakeholders' analysis suggests:

Keeping high-power/low-interest stakeholders satisfied. *^* PMBOK® Guide, page 512, Section 13.1.2.4 Data Representation Power/interest grid, power/influence grid, or impact/influence grid. Each of these techniques supports a grouping of stakeholders according to their level of authority (power), level of concern about the project's outcomes (interest), ability to influence the outcomes of the project (influence), or ability to cause changes to the project's planning or execution. These classification models are useful for small projects or for projects with simple relationships between stakeholders and the project, or within the stakeholder community itself.

All of the following are inputs to Manage Project Knowledge EXCEPT :

Knowledge management

All of the following are inputs to Manage Project Knowledge EXCEPT :

Knowledge management *^* PMBOK® Guide, pages 100 - 102, Section 4. 4. 1 Manage Project Knowledge: Inputs. 1. Project management plan. 2. Project documents. Project documents that can be considered as inputs for this process include, but are not limited to: o Lessons learned register. o Project team assignments. o Resource breakdown structure. o Stakeholder register. 3. Deliverables. 4. Enterprise environmental factors. 5. Organizational process assets.

During the execution phase, some equipment fails; the risk owner implements the contingency plan and brings in new equipment immediately from an identified supplier. This is an example of:

Known Risk *^* Since the risk owner implemented the contingency plan it means this is a known risk. The contingency plan and contingency reserve are used to manage known risks. Reference: The PMBOK Guide, 6th Edition, Page: 445

Project Cost Management includes all of the following processes EXCEPT :

Level resources. *^* PMBOK®Guide, page 231, Introduction; and page 232, Figure 7 - 1 Project Cost Management Project Cost Management includes the processes involved in planning, estimating, budgeting, financing, funding, managing, and controlling costs so that the project can be completed within the approved budget. The Project Cost Management processes are: 7. 1 Plan Cost Management - The process of defining how the project costs will be estimated, budgeted, managed, monitored, and controlled. 7. 2 Estimate Costs - The process of developing an approximation of the monetary resources needed to complete project work. 7. 3 Determine Budget - The process of aggregating the estimated costs of individual activities or work packages to establish an authorized cost baseline. 7. 4 Control Costs - The process of monitoring the status of the project to update the project costs and manage changes to the cost baseline.

You are sequencing activities to develop the schedule using a precedence diagram method. To do this you need to identify the type of dependency between the activities. Which of the following is not a type of dependency used in a precedence diagram method?

Linear dependency *^* The four types of dependencies in the Precedence Diagramming method are: mandatory dependency, discretionary dependency, internal dependency, and external dependency. Reference: The PMBOK Guide, 6th Edition, Page: 191, 192

Your earned value management analysis indicates that your project is falling behind its baseline schedule. You know this because the cumulative EV is much:

Lower then the cumulative PV. *^* PMBOK® Guide, pages 260 - 265, Section 7. 4. 2. 1; and Figure 7 - 12 Earned Value Management ... Variances from the approved baseline will also be monitored: Schedule variance. Schedule variance (SV) is a measure of schedule performance expressed as the difference between the earned value and the planned value. It is the amount by which the project is ahead or behind the planned delivery date, at a given point in time. It is a measure of schedule performance on a project. It is equal to the earned value (EV) minus the planned value (PV). The EVM schedule variance is a useful metric in that it can indicate when a project is falling behind or is ahead of its baseline schedule. The EVM schedule variance will ultimately equal zero when the project is completed because all of the planned values will have been earned. Schedule variance is best used in conjunction with critical path methodology (CPM) scheduling and risk management. Equation: SV = EV - PV ... The SV and CV values can be converted to efficiency indicators to reflect the cost and schedule performance of any project for comparison against all other projects or within a portfolio of projects. The variances are useful for determining project status. Schedule performance index. The schedule performance index (SPI) is a measure of schedule efficiency expressed as the ratio of earned value to planned value. It measures how efficiently the project team is using its time. It is sometimes used in conjunction with the cost performance index (CPI) to forecast the final project completion estimates. An SPI value less than 1.0 indicates less work was completed than was planned. An SPI greater than 1.0 indicates that more work was completed than was planned. Because the SPImeasures all project work, the performance on the critical path also needs to be analyzed to determine whether the project will finish ahead of or behind its planned finish date. The SPI is equal to the ratio of the EV to the PV. Equation: SPI = EV/ PV ... The three parameters of planned value, earned value, and actual cost can be monitored and reported on both a period-by-period basis (typically weekly or monthly) and on a cumulative basis. Figure 7 - 12 uses S-curves to display EV data for a project that is performing over budget and behind schedule.

You are sitting in a group discussion with 13 stakeholders and collecting ideas. Now you are in the final stage and are selecting the final idea. As there are many ideas, you decide to vote. After voting you see that a particular idea receives 7 votes, so you go with that option. What kind of decision making is this?

Majority *^* In majority, a decision is accepted if it receives more than 50% of total votes. Reference: The PMBOK Guide, 6th Edition, Page: 144

You are designing a motor engine. During the design phase, you find that a technique required to develop the piston is a bit more advanced than the technology you currently possess. Although you can acquire this technology, it is too time consuming. On the other hand, there is a supplier that can provide you with the same component but at a higher cost. You are still discussing the options with your team members. Which technique are you using here?

Make or Buy analysis. *^* This is an example of make or buy analysis. Reference: The PMBOK Guide, 6th Edition, Page: 479

You are involved in the process of communicating and working with stakeholder, to meet their needs/expectations, address issues as they occur, and foster appropriate stakeholder engagement in project activities throughout the project life cycle. This is known as :

Manage Stakeholder Engagement

Manage Stakeholder Engagement *^* PMBOK® Guide, page 523, Section 13.3 Manage Stakeholder Engagement Manage Stakeholder Engagement is the process of communicating and working with stakeholders to meet their needs and expectations, address issues, and foster appropriate stakeholder involvement. The key benefit of this process is that it allows the project manager to increase support and minimize resistance from stakeholders. This process is performed throughout the project. The inputs, tools and techniques, and outputs of the process are depicted in Figure 13-7. Figure 13-8 depicts the data flow diagram for the process.

Which of the following helps you to use existing knowledge and contribute to organizational learning?

Manage project knowledge *^* This is the definition of the manage project knowledge process. Reference: The PMBOK Guide 6th Edition, Page: 98

A team of experts come to your project and ask for approved procedures to verify your team is following these procedures. This is an example of which of the following?

Manage quality *^* In manage quality process, it is ensured that you are following the policies and procedures set by an organization. Reference: The PMBOK Guide, 6th Edition, Page: 247

While you are in the execution phase of your project, management informs you that some ISO certified people are coming to your project to see if you're complying with standards, policies, and procedure. This act is part of which of the following processes?

Manage quality *^* In manage quality process, it is ensured that you are following the policies and procedures set by organization. Reference: The PMBOK Guide, 6th Edition, Page: 288, 294

Your company wants to get ISO 9001 certified. Therefore, they call some experts from a lead consultancy to come and certify the company as ISO 9001. These experts come and review your documents and verify each and every detail. What process is this?

Manage quality *^* In the quality audit, external experts review and check if you are following the standard procedures or not. The quality audit is a tool and technique of the manage quality process. Reference: The PMBOK Guide, 6th Edition, Page: 294

Is 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.

Manage quality *^* PMBOK® Guide, page 599, Section 4.3 Manage Quality Manage quality is 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. The key benefit of this process is that it facilitates the improvement of quality processes.

Which of the following best describe management elements?

Management elements are the components that comrpise the key functions or principles of general management in the organization.

Which of the following best describe management elements?

Management elements are the components that comrpise the key functions or principles of general management in the organization. *^* PMBOK® Guide, pages 44 - 45, Section 2. 4. 3 Management elements are the components that comprise the key functions or principles of general management in the organization. The general management elements are allocated within the organization according to its governance framework and the organizational structure type selected.

Your project is ahead of schedule but over budget. Therefore, you ask your team member to collect data and compare it with the cost baseline. Which of the following is not included in the cost baseline?

Management reserve

Management reserve *^* The Management Reserve is not a part of the cost baseline. Once you add the management reserve to the cost baseline, it becomes the project budget. Reference: The PMBOK Guide, 6th Edition, Page: 255

The PMBOK® Guide is the standard for:

Managing most projects most of the time. *^* PMBOK® Guide, page 2, Section 1.1.1 Project Management Body of Knowledge The standard (PMBOK® Guide) identifies the processes that are considered good practices on most projects, most of the time. The standard also identifies the inputs and outputs that are usually associated with those processes.

You are constructing a school building and due to some unforeseen incidents, your project is delayed. To bring the project on schedule, you are thinking about running several activities in parallel which were earlier planned to run sequentially. So, you started reviewing activities such as excavation of foundation, building walls, carpentry work, electrical work, and plumbing work, etc. After the review, you decide to run the carpentry, electrical, and plumbing works together. Excavating the foundation for the construction of a wall is an example of which of the following?

Mandatory dependency *^* You cannot build the wall unless the foundation is built. This is a mandatory type of dependency. Mandatory dependency can be of three types: legally required, contractually required or inherent in the nature of the work. Discretionary dependency is also known as preferential logic. These dependencies are based on the best industry practice and knowledge. External dependency is a relationship between project activities and non-project activities. These dependencies are usually outside the project team's control. Internal dependency is a precedence relationship between project activities. These dependencies are usually inside the project team's control. Reference: The PMBOK Guide, 6th Edition, Page: 191, 192

Classification of the engagement levels of stakeholders includes all of the following EXCEPT :

Manipulative. *^* PMBOK® Guide, page 521, Section 13.2.2.5 Data representation Stakeholder engagement assessment matrix. A stakeholder engagement assessment matrix supports comparison between the current engagement levels of stakeholders and the desired engagement levels required for successful project delivery. One way to classify the engagement level of stakeholders is shown in Figure 13-6. The engagement level of stakeholders can be classified as follows: o Unaware. Unaware of the project and potential impacts. o Resistant. Aware of the project and potential impacts, but resistant to any changes that may occur as a result of the work or outcomes of the project. These stakeholders will be unsupportive of the work or outcome of the project. o Neutral. Aware of the project, but neither supportive nor unsupportive. o Supportive. Aware of the project and potential impacts, and supportive of the work and its outcomes. o Leading. Aware of the project and potential impacts, and actively engaged in ensuring that the project is a success.

Project Management Processes

May be overlapping activities that occur throughout the project. *^* PMBOK® Guide, page 22, Section 1.2.4.4 Project management processes may contain overlapping activities that occur throughout the project.

Project Cost Management includes all of the following EXCEPT:

Measuring and monitoring progress and taking appropriate action. *^* PMBOK® Guide, page 674, Section X4.4 Key concepts for Project Cost Management include the following: o Project Cost Management is primarily concerned with the cost of the resources needed to complete project activities, but it should also consider the project activities, but it should also consider the effect or project decisions on the subsequent recurring cost of using, maintaining, and supporting project deliverables. o Different stakeholders will measure project costs in different ways and at different times. Stakeholder requirements for managing costs should be considered explicitly. o Predicting and analyzing the prospective financial performance of the project's product may be performed outside the project, or it may be part of Project Cost Management.

Project Quality Management includes the processes for incorporating the organization's quality policy regarding planning, managing, and controlling project and product quality requirements in order to:

Meet stakeholders' objectives. *^* PMBOK® Guide, Introduction, page 271 Project Quality Management Project Quality Management includes the processes for incorporating the organization's quality policy regarding planning, managing, and controlling project and product quality requirements in order to meet stakeholders' objectives. Project Quality Management also supports continuous process improvement activities as undertaken on behalf of the performing organization.

During the project execution, some people stole your consumables. You did not identify this threat earlier, though you were able to manage the situation through a workaround. This risk did not have much of an impact on your cost baseline but the schedule was impacted. Management is aware of the issue and to get the complete picture they insist you provide them the performance report. Which of the following information will you provide to them?

Memos

Memos *^* Work performance report is a compilation of work performance information intended for making a decision or creating awareness; e.g. status reports, memos, etc. Reference: The PMBOK Guide, 6th Edition, Page: 26

Earned value management (EVM) is a commonly used :

Method of performance measurements for projects. *^* PMBOK® Guide, page 261, Section 7. 4. 2. 2 Data Analysis Earned value analysis (EVA), sometimes called earned value management (EVM), compares the performance measurement baseline to the actual schedule and cost performance. EVM integrates the scope baseline with the cost baseline and schedule baseline to form the performance measurement baseline. EVM develops and monitors three key dimensions for each work package and control account.

You have identified a risk that your work might be affected due to an equipment malfunction. Which of the following risk response strategies will you use to contain this risk?

Mitigate *^* This is an example of negative risk; therefore, you will use mitigation strategy to minimize the impact. The other two strategies, exploit and enhance, are positive risk response strategies. Reference: The PMBOK Guide, 6th Edition, Page: 442, 443, 444, 445, 446

You have identified a risk that at a certain point in your project you may need extra quantities of a consumable which you thought of earlier. The chance of this event occurring is 20% and if it occurs it will cost you 150 USD. So, you develop a contingency plan for this risk and assign a risk owner. What kind of risk response strategy is this?

Mitigation

Mitigation *^* In mitigation risk response strategy, you plan to mitigate it and assign it to a risk owner. Reference: The PMBOK Guide, 6th Edition, Page: 443

You are monitoring overall project stakeholder relationships and adjusting strategies for engaging stakeholders. This is known as :

Monitor Stakeholder Engagement *^* PMBOK® Guide, page 530, Section 13.4 Monitor Stakeholder Engagement Monitor Stakeholder Engagement is the process of monitoring project stakeholder relationships and tailoring strategies for engaging stakeholders through modification of engagement strategies and plans. The key benefit of this process is that it maintains or increases the efficiency and effectiveness of stakeholder engagement activities as the project evolves and its environment changes. This process is performed throughout the project. The inputs, tools and techniques, and outputs of the process are depicted in Figure 13-9. Figure 13-10 depicts the data flow diagram for the process.

As per the PMBOK Guide, the project life cycle is a series of phases that a project passes through from its initiation to its closure, and these phases are generally sequential. Which of the following is not a project life cycle phase?

Monitoring and controlling the work *^* Monitoring and controlling the work is a project management process; it is not a project life cycle phase. Reference: The PMBOK Guide, 6th Edition, Page: 547, 548

Some of the configuration management activities included in the Perform Integrated Change Control process include all of the following activities EXCEPT:

Monitoring changes in resource-leveling heuristics to ensure efficient resource utilization throughout the life cycle of the project.

Some of the configuration management activities included in the Perform Integrated Change Control process include all of the following activities EXCEPT:

Monitoring changes in resource-leveling heuristics to ensure efficient resource utilization throughout the life cycle of the project. *^* PMBOK®Guide, pages 118 - 119, Section 4. 6. 2. 2 Change Control Tools Tool selection should be based on the needs of the project stakeholders, including organizational and environmental considerations and/ or constraints. Tools should support the following configuration management activities: o Identify configuration item. Identification and selection of a configuration item to provide the basis for which the product configuration is defined and verified, products and documents are labeled, changes are managed, and accountability is maintained. o Record and report configuration item status. o Information recording and reporting about each configuration item. Perform configuration item verification and audit. Configuration verification and configuration audits ensure that the composition of a project's configuration items is correct and that corresponding changes are registered, assessed, approved, tracked, and correctly implemented. This ensures that the functional requirements defined in the configuration documentation are met. Tools should support the following change management activities as well: o Identify changes. Identifying and selecting a change item for processes or project documents. o Document changes. Documenting the change into a proper change request. o Decide on changes. Reviewing the changes; approving, rejecting, deferring, or making any other decision about changes to the project document, deliverables, or baselines. o Track changes. Verifying that the changes are registered, assessed, approved, and tracked and communicating final results to stakeholders. Tools are also used to manage the change requests and the resulting decisions. Additional considerations should be made for communications to assist the change control board (CCB) members in their duties, as well as to distribute the decisions to the appropriate stakeholders. Although changes may be initiated verbally, they should be recorded in written form and entered into the change management and/ or configuration management system. Change requests may require information on estimated schedule impacts and estimated cost impacts prior to approval. Whenever a change request may impact any of the project baselines, a formal integrated change control process is always required. Every documented change request needs to be either approved, deferred, or rejected by a responsible individual, usually the project sponsor or project manager. The responsible individual will be identified in the project management plan or by organizational procedures. When required, the Perform Integrated Change Control process includes a change control board (CCB), which is a formally chartered group responsible for reviewing, evaluating, approving, deferring, or rejecting changes to the project and for recording and communicating such decisions. Approved change requests can require new or revised cost estimates, activity sequences, schedule dates, resource requirements, and/ or analysis of risk response alternatives. These changes can require adjustments to the project management plan and other project documents. Customer or sponsor approval may be required for certain change requests after CCB approval, unless they are part of the CCB.

Project managers exhibit different leadership styles. Which of the following is NOT a leadership style?

Motivational *^* PMBOK® Guide, page 65, Section 3. 4. 5. 1 Project managers may lead their teams in many ways. The style a project manager selects may be a personal preference, or the result of the combination of multiple factors associated with the project. o Some of the most common examples of these styles include, but are not limited to: o Laissez-faire (e.g., allowing the team to make their own decisions and establish their own goals; also referred to as taking a hands-off style); o Transactional (e.g., focus on goals, feedback, and accomplishment to determine rewards; management by exception); o Servant leader (e.g., demonstrates commitment to serve and put other people first; focuses on other people's growth, learning, development, autonomy, and well-being; concentrates on relationships, community, and collaboration; leadership is secondary and emerges after service); o Transformational (e.g., empowering followers through idealized attributes and behaviors, inspirational motivation, encouragement for innovation and creativity, and individual consideration); o Charismatic (e.g., able to inspire; is high-energy, enthusiastic, self-confident; holds strong convictions); and o Interactional (e.g., a combination of transactional, transformational, and charismatic).

You are planning resources for your project and the team charter has been established. This charter provides a clear guideline of the acceptable behavior of team members. Which of the following is not included?

Motivational processes *^* All options besides motivational process are included in the team charter. Reference: The PMBOK Guide, 6th Edition, Page: 319

The project charter is a document which initiates the project, establishes your authority and contains some high-level information. Which of the following information will not be included in the project charter?

Name of the competitor *^* The project charter does not include the name of business rivals. Reference: The PMBOK Guide, 6th Edition, Page: 81

During the team member acquiring process, you observe that a particular employee from another department can be used for your project for some work. Therefore, you ask their functional manager to provide the employee on alternate days. The functional manager says they can provide you with the particular employee for only two days a week. Which technique are you using here?

Negotiation *^* Here, you are negotiating with the functional manager to get a particular employee from his section to work on your project. Reference: The PMBOK Guide, 6th Edition, Page: 332

Your project is delayed because of some regulatory issues and the client has asked you to stop the work until he gets government clearance. The project team members are afraid that the project may be terminated early and you may need to enter into the close project process. In which of the following cases will you not perform the close project or close phase process?

None of the above *^* If the project or phase is closed or terminated due to any reason, you will perform the close project or close phase process regardless of the reason behind it. Reference: The PMBOK Guide, 6th Edition, Page: 121

The project statement of work is a narrative description of products, services, or results to be delivered by a project. The procurement statement of work includes:

None of the above *^* The procurement statement of work includes the scope of work that is included in a particular contract. Reference: The PMBOK Guide, 6th Edition, Page: 477

You have been given a project to build a park for a local community. Currently you are developing approaches to involve project stakeholders based on their needs, expectations, interests, and potential impact on the project. Which of the following is not an output of this process?

None of the above. *^* You have been given a project to build a park for a local community. Currently you are developing approaches to involve project stakeholders based on their needs, expectations, interests, and potential impact on the project. Which of the following is not an output of this process?

You have a team of 10 members. They started to work together and are learning to trust each other. In which stage are they working?

Norming *^* In the norming stage, team members begin to work together, adjust their habits, and learn to trust each other. Reference: The PMBOK Guide, 6th Edition, Page: 338

In the Plan Risk Responses process, an accept strategy for a negative risk or threat indicates that the project team has decided :

Not to change the project management plan to deal with a risk, or it is unable to identify any other suitable response strategy. *^* PMBOK®Guide, pages 442-443, Section 11.5.2.4 Strategies for Threats Risk Acceptance acknowledges the existence for a threat, but no proactive action is taken. This strategy may be appropriate for low-priority threats, and it may also be adopted where it is not possible or cost-effective to address a threat in any other way. Acceptance can be either active or passive. The most common active acceptance strategy is to establish a contingency reserve, including amounts of time, money, or resources to handle the threat if it occurs. Passive acceptance involves no proactive action apart from periodic review of the threat to ensure that it does not change significantly. Risk acceptance is a risk response strategy whereby the project team decides to acknowledge the risk and not take any action unless the risk occurs. This strategy is adopted where it is not possible or cost-effective to address a specific risk in any other way. This strategy indicates that the project team has decided not to change the project management plan to deal with a risk, or is unable to identify any other suitable response strategy. This strategy can be either passive or active. Passive acceptance requires no action except to document the strategy, leaving the project team to deal with the risk as they occur, and to periodically review the threat to ensure that it does not change significantly. The most common active acceptance strategy is to establish a contingency reserve, including amounts of time, money, or resources to handle the risks.

Your project is going full steam and to prepare a monthly report you collect some data and give it to John who is your team member. You ask him to provide you with work performance information. He analyzes the information, compiles the data, and gives you the requested information which includes the status of deliverables, the number of change requests, implementation status for change requests, and forecasted estimates to complete. Among this information, which does not represent the information you requested?

Number of change requests *^* Work performance information is an organized summary of work performance data. Among all the choices, "number of changes requests" represents work performance data and all the other options are work performance information. So, "a" is the correct choice. Reference: The PMBOK Guide, 6th Edition, Page: 26

You have been appointed a project manager for a project which involves more than 3,000 stakeholders. After identifying your project stakeholders, you are in the process of determining the method to use for transferring information to your stakeholders. Which of the following factors will not affect your choice of technology?

Number of stakeholders *^* The number of stakeholders does not affect the communication technology used to transfer the information to your stakeholders. Reference: The PMBOK Guide, 6th Edition, Page: 370, 371

When tailoring processes for Project Resource Management, you should consider all of these EXCEPT :

Number of team members. *^* PMBOK® Guide, page 682, Section X5.6 Project Resource Management o Diversity. What is the diversity background of the team? o Physical location. What is the physical location of team members and physical resources? o Number of team members. The number of team members should always reflect the overall work that needs to be completed in order to meet the project objectives. It is not a primary focus of tailoring activities. o Life cycle approaches. What life cycle approach will be used on the project?

You are working in a matrix organization and managing a project. You are having trouble working with one deliverable so you ask the functional manager to send you two team members who are experts in dealing with this type of work. She agrees and provides you with two of her best employees. They have joined your project and you have given them their roles and responsibilities. They are also made aware of who will be responsible or accountable for each deliverable. However, they are still not clear about their roles and responsibilities. So, to make it clear what document or chart will you show them?

OBS *^* OBS stands for organizational breakdown structure. In the OBS chart, you can see the hierarchical structure of your organization and the roles and responsibilities of each department. Reference: The PMBOK Guide, 6th Edition, Page: 316

You have been assigned as a project manager for a project which was terminated a few years earlier due to some government regulations. Now you reviewing this document to start again. This document is an example of:

OPA (Organizational process assets) *^* You may have confused this with an enterprise environmental factor because the project was terminated due to some government regulations, and government regulations are an example of an enterprise environmental factor. Although the project was canceled due to government regulations, this is past information and it is a part of the organizational process assets. Reference: The PMBOK Guide, 6th Edition, Page: 39, 40, 41

An example of a mandatory dependency is :

On a construction project, to erect the superstructure only after the foundation has been built.

An example of a mandatory dependency is :

On a construction project, to erect the superstructure only after the foundation has been built. *^* PMBOK®Guide, pages 191 - 192, Section 6. 3. 2. 2 Dependency Determination and Integration Dependencies may be characterized by the following attributes: mandatory or discretionary, internal or external (as described below). Dependency has four attributes, but two can be applicable at the same time in the following ways: mandatory external dependencies, mandatory internal dependencies, discretionary external dependencies, or discretionary internal dependencies. o Mandatory dependencies. Mandatory dependencies are those that are legally or contractually required or inherent in the nature of the work. Mandatory dependencies often involve physical limitations, such as on a construction project, where it is impossible to erect the superstructure until after the foundation has been built, or on an electronics project, where a prototype has to be built before it can be tested. Mandatory dependencies are sometimes referred to as hard logic or hard dependencies. Technical dependencies may not be mandatory. The project team determines which dependencies are mandatory during the process of sequencing the activities. Mandatory dependencies should not be confused with assigning schedule constraints in the scheduling tool. o Discretionary dependencies. Discretionary dependencies are sometimes referred to as preferred logic, preferential logic, or soft logic. Discretionary dependencies are established based on knowledge of best practices within a particular application area or some unusual aspect of the project wherea specific sequence is desired, even though there may be other acceptable sequences. For example, generally accepted best practices recommend that during construction, the electrical work should start after finishing the plumbing work. This order is not mandatory and both activities may occur at the same time (in parallel), but performing the activities in sequential order reduces the overall project risk. Discretionary dependencies should be fully documented since they can create arbitrary total

As per the PMBOK Guide, which of the following is not a communication method that you use to share information among project stakeholders?

Online communication

As per the PMBOK Guide, which of the following is not a communication method that you use to share information among project stakeholders?

Online communication *^* Online communication is not a communication method. Communication methods can be broadly classified into three types: interactive communication, push communication, and pull communication. Reference: The PMBOK Guide, 6th Edition, Page: 374

Cost of quality includes all of the following EXCEPT :

Operating computers required for the project *^* PMBOK® Guide, page 271, Section 8, Figure 8 - 1 Project Quality Management The cost of quality (COQ) includes all costs incurred over the life of the product by investment in preventing nonconformance to requirements, appraising the product or service for conformance to requirements, and failing to meet requirements (rework). Failure costs are often categorized into internal (found by the project team) and external (found by the customer). Failure costs are also called the cost of poor quality. Section 8.1.2.3 provides some examples to consider in each area. Organizations choose to invest in defect prevention because of the benefits over the life of the product. Because projects are temporary, decisions about the COQ over a product's life cycle are often the concern of portfolio management, program management, the PMO, or operations.

John has been assigned a task to build a facility where different types of bicycles can be produced. John builds this facility and hands it over to Andrew to run it. What is Andrew's role?

Operation manager *^* Andrew will be running the factory to produce the bicycles, where he will be managing operations to produce cycles. Reference: The PMBOK Guide, 6th Edition, Page: 16

The following are all key competencies of a project manager EXCEPT :

Operational Management *^* PMBOK®Guide, page 56, Section 3. 4. 1 Recent PMI studies applied the Project Manager Competency Development (PMCD) FrameworkThird Edition to the skills needed by project managers through the use of the PMI Talent Triangle® . The Talent Triangle focuses on three key skill sets: o Technical project management skills. The knowledge, skills, and behaviors related to specific domains of project, program, and portfolio management; the technical aspects of performing one's role. o Leadership capabilities. The knowledge, skills, and behaviors needed to guide, motivate, and direct a team, to help an organization achieve its business goals. o Strategic and business management expertise. The knowledge of and expertise in the industry and organization that enhance performance and better deliver business outcomes.

You are working in an organization where the work group arrangement is flexible, team members work side by side, and you have little authority. What type of organizational structure is this?

Organic *^* These are the characteristics of an organic or simple type of organizational structure where the team is flexible and the project manager has little or no authority and no authority over the project budget. Reference: The PMBOK Guide, 6th Edition, Page: 47

The interaction of the various system components creates the organizational culture and capabilities that are important for projects. Which role is typically responsible for establishing the system?

Organization's management *^* PMBOK®Guide, page 42, Section 2. 4. 1 Systems are typically the responsibility of an organization's management. The organization's management examines the optimizational trade-offs between the components and the system in order to take the appropriate action to achieve the best outcomes for the organization. The results of this examination will impact the project under consideration. The following EEFs are external to the organization: o Marketplace conditions. Examples include competitors, market share brand recognition, and trademarks. o Social and cultural influences and issues. Examples include political climate, codes of conduct ethics, and perceptions. o Legal restrictions. Examples include country or local laws and regulations related to security, data protection, business conduct, employment, and procurement. o Commercial databases. Examples include benchmarking results, standardized cost estimating data, industry risk study information, and risk databases. o Academic research. Examples include industry studies, publications, and benchmarking results. o Government or industry standards. Examples include regulatory agency regulations and standards related to products, production, environment, quality, and workmanship. o Financial considerations. Examples include currency exchange rates, interest rates, inflation rates, tariffs, and geographic location. o Physical environmental elements. Examples include working conditions, weather, and constraints. o An organization's value and principle, while not explicitly stated, are related to organizational culture and thus are internal to an organization.

Organizational process assets (OPAs) influence the management of projects. Which one of the following best describes the important categories of OPAs?

Organizational knowledge bases, processes, policies, and procedures. *^* PMBOK®Guide, page 39, Section 2. 3 Organizational process assets (OPAs) are the plans, processes, policies, procedures, and knowledge bases specific to and used by the performing organization. They may be grouped into two categories: o Processes, policies, and procedures; and o Organizational knowledge bases.

You have joined a new organization and are assigned a project. This is a new type of project but the organization has completed many similar projects in the past. You decide to review the lessons learned from past projects. You go to the archives and ask for the lessons learned from past projects. Lessons learned is a part of which of the following?

Organizational process assets. *^* Lessons learned is a part of organizational process assets. Reference: The PMBOK Guide, 6th Edition, Page: 39

All of the following are external environmental factors EXCEPT :

Organizational values and principles.

All of the following are external environmental factors EXCEPT :

Organizational values and principles. *^* PMBOK®Guide, page 39, Section 2. 2. 2 Enterprise Environmental Factors Enterprise environmental factors (EEFs) refer to conditions, not under the control of the project team, that influence, constrain, or direct the project. Enterprise environmental factors are considered inputs to most planning processes, may enhance or constrain project management options, and may have a positive or negative influence on the outcome. EEFs vary widely in type or nature. These factors need to be considered if the project is to be effective. EEFs include, but are not limited to, the factors below. The following EEFs are internal to the organization: o Organizational culture, structure, and governance. Examples include vision, mission, values, beliefs, cultural norms, leadership styles, hierarchy and authority relationships, organizational styles, ethics, and codes of conduct. o Geographic distribution of facilities and resources. Examples include factory locations, virtual teams, shared systems, and cloud computing. o Infrastructure. Examples include existing facilities, equipment, organizational telecommunications channels, information technology hardware, availability, and capacity. o Information technology software. Examples include scheduling software tools, configuration management systems, web interfaces to other online automated systems, and work authorization systems. o Resource availability. Examples include contracting and purchasing constraints, approved providers and subcontractors, and collaboration agreements. o Employee capability. Examples include existing human resources expertise, skills, competencies, and specialized knowledge.

Inputs to control quality include all of the following EXCEPT

PERT chart *^* PMBOK® Guide, pages 300 - 302, Section 8. 3. 1; and page 298, Figure 8 - 10 The Control Quality process has the following inputs: Project management plan o Quality management plan Project documents o Lessons learned register o Quality metrics o Test and evaluation documents Approved change requests Deliverables Work performance data Enterprise environmental factors Organizational process assets

You are estimating the cost for your project by using historical data and applying it to your project, such as the cost of painting per square foot. Which technique are you using here?

Parametric

You are estimating the cost for your project by using historical data and applying it to your project, such as the cost of painting per square foot. Which technique are you using here?

Parametric *^* In parametric estimation, you use historical data from previous projects, such as the cost of painting or plastering per square foot, and apply it to your project to get an estimate. This technique provides a higher level of accuracy than the analogous technique. Reference: The PMBOK Guide, 6th Edition, Page: 244

You calculated the cost of constructing the walls by multiplying the cost per square foot with the total area of the wall. This is an example of which of the following?

Parametric Estimation

You calculated the cost of constructing the walls by multiplying the cost per square foot with the total area of the wall. This is an example of which of the following?

Parametric Estimation *^* Reference: The PMBOK Guide, 6th Edition, Page: 244

Risk transference nearly always involves :

Payment of a risk premium to the party taking on the risk. *^* PMBOK®Guide, pages 442-443, Section 11.5.2.4 Strategies for Threats Transfer involves shifting ownership of a threat to a third party to manage the risk and bear the impact if the threat occurs. Risk transfer often involves payment of a risk premium to the party taking on the threat. Transfer can be achieved by a range of actions, which include, but are not limited to, the use of insurance, performance bonds, warranties, guarantees, etc. Agreement may be used to transfer ownership and liability for specified risks to another party. Risk transference is a risk response strategy whereby the project team shifts the impact of a threat to a third party, together with ownership of the response. Transferring the risk simply gives another party responsibility for its management-it does not eliminate it. Transferring does not mean disowning the risk by transferring it to a later project or another person without his or her knowledge or agreement. Risk transference nearly always involves payment of a risk premium to the party taking on the risk. Transferring liability for risk is most effective in dealing with financial risk exposure. Transference tools can be quite diverse and include, but are not limited to, the use of insurance, performance bonds, warranties, guarantees, etc. Contracts or agreements may be used to transfer liability for specified risks to another party. For example, when a buyer has capabilities that the seller does not possess, it may be prudent to transfer some work and its concurrent risk contractually back to the buyer. In many cases, use of a cost-plus contract may transfer the cost risk to the buyer, while a fixed-price contract may transfer risk to the seller.

You are working in a big organization. Due to a change in market conditions your organization needs to raise a small project to accommodate the current change in the organization's processes. The initiating phase is complete and now you are in the planning phase and developing the project plan. Which of the following project management processes can be omitted for this project?

Perform quantitative risk analysis *^* The perform quantitative risk analysis process is usually not performed in small and unimportant projects. It depends on the project manager and the management to decide whether or not to go for it. Reference: The PMBOK Guide, 6th Edition, Page: 428, 429

After identifying the risks, you analyze them qualitatively and quantitatively to see if your risk response planning will effectively minimize the project risk or not. If not, you will tweak your risk response plan so the project risks fall within the stakeholders' tolerance limits. Which of the following statements is correct about the quantitative risk analysis process?

Performed after qualitative risk analysis, if required. *^* Quantitative risk analysis is performed after the qualitative risk analysis. Reference: The PMBOK Guide, 6th Edition, Page: 25

You are working on a project to build a canal for irrigation purposes. Six months have passed, and now the team is working as a well-organized unit. Team members are interdependent, working smoothly, and working effectively. What team formation stage is this?

Performing *^* According to the Tuckman Ladder's theory, the different stages of team development are as follows: forming, storming, norming, performing, and adjourning. In the performing stage, the team starts working as a well-organized unit, they are interdependent and work smoothly and effectively. Reference: The PMBOK Guide, 6th Edition, Page: 338

The "fast tracking" method of schedule compression involves :

Performing in parallel for at least a portion of their duration activities or phases that are normally done in sequence, which may result in rework and increased risk. *^* PMBOK®Guide, page 215, Section 6. 5. 2. 6 Schedule Compression Schedule compression techniques are used to shorten or accelerate the schedule duration without reducing the project scope in order to meet schedule constraints, imposed dates, or other schedule objectives. A helpful technique is the negative float analysis. The critical path is the one with the least float. Due to violating a constraint or imposed date, the total float can become negative. Two approaches are crashing and fast tracking: o Fast tracking. A schedule compression technique in which activities or phases normally done in sequence are performed in parallel for at least a portion of their duration. An example is constructing the foundation for a building before completing all of the architectural drawings. Fast tracking may result in rework and increased risk. Fast tracking only works when activities can be overlapped to shorten the project duration on the critical path. Using leads in case of schedule acceleration usually increases coordination efforts between the activities concerned and increases quality risk. Fast tracking may also increase project costs.

Jijo and Stefan are two employees of your organization. Jijo is working in an office and Stefan is on a site so their working conditions are different. During the project execution, both of them have some kind of conflict and come to you. You listen to them and solve the conflict. Which of the following is most likely to be a reason for a conflict in the working environment?

Personal work style

Personal work style *^* Salary and work conditions are hygienic conditions. Ground rules defines the behavior. Here, the most likely reason for a conflict can be personal work style. Reference: The PMBOK Guide, 6th Edition, Page: 348

Project Communications Management includes all of the following EXCEPT:

Phsyical resource management is concentrated on allocating and utilizing the physical resources needed for the successful completion of the project in an efficient and effective way. Failure to manage and control resources efficiently may reduce teh chance of completing the project successfully. *^* PMBOK® Guide, page 676-677, Section X4.7 Key concepts for Project Communications Management include the following: o Communication is the process of exchanging information, intended or involuntary, between individuals and/or groups. Communications describes the means by which information can be sent or received, either through activities, such as meetings and presentations, or artifacts, such as emails, social media, project reports, or project documentation. Project Communication Management addresses both the process of communication and management of communications activities and artifacts. o Effective communication creates a bridge between diverse stakeholders whose differences will generally have an impact or influence upon the project execution or outcome, so it is vital that all communication in clear and concise. o Communication can be directed upward to senior management stakeholders, downward to team members, or horizontally to peers. This will affect the format and content of the message. o Communication takes place consciously or unconsciously through words, facial expressions, gestures, and other actions. It includes developing strategies and plans for suitable communications artifacts, and the application of skills to enhance effectiveness. o Effort is required to prevent misunderstandings and miscommunication, and the methods, messengers, and messages should be carefully selected. o Effective communication depends on defining the purpose of communication, understanding the receiver of the communications, and monitoring effectiveness.

Project Stakeholder Management includes all of the following EXCEPT:

Physical resource management is concentrated on allocating and utilizing the physical resources needed for successful completion of the project in an efficient and effective way. Failure to manage and control resources efficiently may reduce the changes of completing the project successfully. *^* PMBOK® Guide, page 678, Section X4.10 Key concepts for Project Stakeholder Management include the following: - Every project has stakeholders who are impacted by, or can impact, the project in a positive or negative way. Some stakeholders will have a limited ability to influence the project's work or economies; others will have significant influence on the project and its expected outcomes. - The ability of the project manager and team to correctly identify and engage all of the stakeholders in an appropriate way can mean the difference between project success and failure. - To increase the chances of success, the process of stakeholder identification and engagement should commence as soon as possible after the project charter has been approved, the project manager has been assigned, and the team begins to form. - The key to effective stakeholder engagement is a focus on continuous communication with all stakeholders. Stakeholder satisfaction should be identified and managed as a key project objective. - The process of identifying and engaging stakeholders for the benefit of the project is iterative, and should be reviewed and updated routinely, particularly when the project moves into a new phase, or if there are significant changes in the organization or the wider stakeholder community.

Project Communications Management includes all of the following EXCEPT:

Physical resource management is concentrated on allocating and utilizing the physical resources needed for successful completion of the project in an efficient and effective way. Failure to manage and controll resources efficiently may reduce the change of completing the project successfully. *^* PMBOK® Guide, page 676-677, Section X4.7 Key concepts for Project Communications Management include the following: o Communication is the process of exchanging information, intended or involuntary, between individuals and/or groups. Communications describes the means by which information can be sent or received, either through activities, such as meetings and presentations, or artifacts, such as emails, social media, project reports, or project documentation. Project Communication Management addresses both the process of communication and management of communications activities and artifacts. o Effective communication creates a bridge between diverse stakeholders whose differences will generally have an impact or influence upon the project execution or outcome, so it is vital that all communication in clear and concise. o Communication can be directed upward to senior management stakeholders, downward to team members, or horizontally to peers. This will affect the format and content of the message. o Communication takes place consciously or unconsciously through words, facial expressions, gestures, and other actions. It includes developing strategies and plans for suitable communications artifacts, and the application of skills to enhance effectiveness. o Effort is required to prevent misunderstandings and miscommunication, and the methods, messengers, and messages should be carefully selected. o Effective communication depends on defining the purpose of communication, understanding the receiver of the communications, and monitoring effectiveness.

You are discussing strategies to be used to manage and engage stakeholders in your project. Which process are you in?

Place stakeholder engagement *^* In the plan stakeholders engagement process, you define the strategies to manage and engage stakeholders. Reference: The PMBOK Guide, 6th Edition, Page: 516

You are analyzing a particular task with your team members to determine if the task should be done by your team, or if it should be contracted out to a contractor. Which process is this?

Plan Procurement *^* You're doing make or buy analysis. In this analysis, you determine which particular work you will be doing on your own, and which work you should outsource. Reference: The PMBOK Guide, 6th Edition, Page: 473

You are developing management strategies to effectively engage stakeholders throughout the project life cycle, based on the analysis of their needs, interests, and potential impact on project success. This is known as :

Plan Stakeholder Engagement. *^* PMBOK® Guide, page 516, Section 13.2 Plan Stakeholder Engagement Plan Stakeholder Engagement is the process of developing approaches to involve project stakeholders based on their needs, expectations, interests, and potential impacts on the project. The key benefit is that it provides an actionable plan to interact effectively with stakeholders. This process is performed periodically throughout the project as needed. (The PMBOK®Guide - Fifth Edition called this process Plan Stakeholder Management).

The major processes of Project Communications Management are:

Plan communications management, manage communications, and monitor communications. *^* PMBOK® Guide, pages 359-360, Introduction; and page 360, Figure 10-1 Project Communications Management Figure 10-1 provides an overview of the Project Communications Management Processes, which are as follows: 1.Plan Communications Management-The process of developing an appropriate approach and plan for project communications based on stakeholders' information needs and requirements, and available organizational assets. 2.Manage Communications-The process of creating, collecting, distributing, storing, retrieving, and the ultimate disposition of project information in accordance with the communications management plan. 3.Monitor Communications-The process of monitoring and controlling communications throughout the entire project life cycle to ensure that the information needs of the project stakeholders are met.

You are in the process of defining policies, procedures, and guidance to help you manage the project costs. In which process you are working?

Plan cost management. *^* In the plan cost management process, you define policy, procedures, and guidance to manage the project cost. Reference: The PMBOK Guide, 6th Edition, Page: 235

The major processes of Project Resource Management are :

Plan resource management, estimate activity resources, acquire resources, develop team, manage team, and control resources. *^* PMBOK®Guide, page 307, Introduction; and page 308, Figure 9-1 Project Resource Management Processes Figure 9-1 provides and overview of the Project Resource Management processes, which are as follows: 1.Plan Resource Management-The process of defining how to estimate, acquire, manage, and utilize physical and team resources. 2.Estimate Activity Resources-The process of estimating team resources and the type and quantities of material, equipment, and supplies necessary to perform project work. 3.Acquire Resources-The process of obtaining team members, facilities, equipment, materials, supplies, and other resources necessary to complete project work. 4.Develop Team-The process of improving competencies, team member interaction, and the overall team environment to enhance project performance. 5.Manage Team-The process of tracking team member performance, providing feedback, resolving issues, and managing team changes to optimize project performance. 6.Control Resources-The process of ensuring that the physical resources assigned and allocated to the project are available as planned, as well as monitoring the planned versus actual use of resources, and performing corrective action as necessary.

You are sitting with your team members and experts in a room and defining the definition of probability of events occurring and the impact. What process is this?

Plan risk management *^* In plan risk management process, you define the definition of risk probability and its impact. Reference: The PMBOK Guide, 6th Edition, Page: 407

The credibility of your risk management depends on the unbiased probability and impact of identified risks. If these parameters are not correctly assessed, your risk management is not worth following. In which of the following process do you define the definition of probability of risks?

Plan risk management *^* In the plan risk management process, you define the definition of the probabilities of risks. Reference: The PMBOK Guide, 6th Edition, Page: 407

The key processes of Project Risk Management are:

Plan risk management, identify risks, perform qualitative risk analysis, perform quantitative risk analysis, plan risk responses, implement risk responses, and monitor risks. *^* PMBOK® Guide, pages 395-396, Introduction; and page 396, Figure 11-1 Project Risk Management Processes Project Risk Management includes the processes of conducting risk management planning, identification, analysis, response planning, and controlling risk on a project. The objectives of project risk management are to increase the likelihood and impact of positive events, and decrease the likelihood and impact of negative events in the project. Figure 11-1 provides an overview of the Project Risk Management processes, which are as follows: 1.Plan Risk Management-The process of defining how to conduct risk management activities for a project. 2.Identify Risks-The process of determining which risks may affect the project and documenting their characteristics. 3.Perform Qualitative Risk Analysis-The process of prioritizing risks for further analysis or action by assessing and combining their probability of occurrence and impact. 4.Perform Quantitative Risk Analysis-The process of numerically analyzing the effect of identified risks on overall project objectives. 5.Plan Risk Responses-The process of developing options and actions to enhance opportunities and to reduce threats to project objectives. 6.Implement Risk Responses-The process of implementing predefined risk responses as risks occur on the project. 7.Monitor Risks-The process of implementing risk response plans, tracking identified risks, monitoring residual risks, identifying new risks, and evaluating risk process effectiveness throughout the project.

You are making some changes to the scope and schedule baseline because you have identified a high-impact risk and management does not want to take a risk. What process is this?

Plan risk reponse. *^* In plan risk response process, you determine the response to each identified risk. Reference: The PMBOK Guide, 6th Edition, Page: 437

During the project execution, due to excessive hot weather some of your equipment has started showing signs of malfunctioning. This problem was brought to you by a team member so you decided to deal with it. Which of the following is not a methodological step to solve the problem?

Plan the solution *^* "Plan the solution" is made up. The remaining options are correct answers. Reference: The PMBOK Guide 6th Edition, Page: 356

The basis for continuous quality improvement is the :

Plan-do-check-act (PDCA) cycle as defined by Shewhart and modified by Deming. *^* PMBOK®Guide, page 275 Trends and Emerging Practices in Project Quality Management Continual improvement. The plan-do-check-act (PDCA) cycle is the basis for quality improvement as defined by Shewhart and modified by Deming. In addition, quality improvement initiatives such as total quality management (TQM), Six Sigma, and Lean Six Sigma may improve both the quality of project management, as well as the quality of the end product, service, or result.

Planning quality management to identify quality requirements and/or standards for the project and its deliverables and documenting how the project will demonstrate compliance with quality requirements is part of the:

Planning process group *^* PMBOK®Guide, page 55, Section 3.4; page 61, Table 1-4; and page 227, Introduction Planning Process Group The Planning Processes Group consists of those processes performed to establish the total scope of the effort, define and refine the objectives, and develop the course of action required to attain those objectives. The Planning processes develop the project management plan and the project documents that will be used to carry out the project. Table 1-4 reflects the mapping of the 47 project management processes within the five Project Management Process Groups and the 10 Knowledge Areas. Plan Quality Management - the process of identifying quality requirements and/or standards for the project and its deliverables and documenting how the project will demonstrate compliance with quality requirements.

You are collecting requirements for your project. For a few requirements you are having difficulty reaching a consensus, so you decide to vote and select the choice which has the largest number of votes. What voting technique is this?

Plurality *^* In plurality, you select the choice which has the largest numbers of votes. You use this method when the choices are more than two. Reference: The PMBOK Guide, 6th Edition, Page: 144

Acquire resources is the process of confirming resource availability and obtaining the team necessary to complete project activities.The enterprise environmental factors that can influence this process generally inc lude all of the following EXCEPT :

Political philosophy *^* PMBOK® Guide, page 328, Section 9.3; and page 331, Section 9.3.1.3 Acquire Resources Acquire Resources is the process of obtaining team members, facilities, equipment, materials, supplies, and other resources necessary to complete project work. The key benefit of this process is that it outlines and guides the selection of resources and assigns them to their respective activities. This process is performed periodically throughout the project as needed. Enterprise Environmental Factors The enterprise environmental factors that can influence the Acquire resources process include, but are not limited to: o Existing information on organizational resources, including availability, competence levels, and prior experience for team resources and resource costs; o Marketplace conditions; o Organizational structure; and o Geographic locations.

All of the following are inputs to the Plan Procurement Management process EXCEPT:

Porcurement stategy

All of the following are inputs to the Plan Procurement Management process EXCEPT:

Porcurement stategy *^* PMBOK® Guide, pages 466-467, Section 12.1; and Figure 12-2 The Plan Procurement Management process has the following inputs: · Project charter · Business documents o Business case o Benefits management plan · Project management plan o Scope management plan o Quality management plan o Resource management plan o Scope baseline · Project documents o Milestone list o Project team assignments o Requirements documentation o Requirements traceability matrix o Resource requirements o Risk register o Stakeholder register · Enterprise environmental factors · Organizational process assets

Your job responsibility is to align components (projects, programs, or related operations) to the organizational strategy, organized into portfolios orsubsidiary portfolios to optimize project or program objectives, dependencies,costs, timelines, benefits, resources, and risks. This is known as:

Portfolio Management *^* PMBOK® Guide, page 15, Section 1.2.3.3 Portfolio management aligns components (projects, programs, or operations) to the organizational strategy, organized into portfolios or subsidiary portfolios to optimize project or program objectives, dependencies, costs, timelines, benefits, resources, and risks. This allows organizations to have an overall view of how the strategic goals are reflected in the portfolio, institute appropriate governance management, and authorize human, financial, or material resources to be allocated based on expected performance and benefits.

You are managing two projects. The first project is to design a simulator for a client which he will use in his driving school. The second project is to install a security system on a client's premises to ensure its security around the clock. What is your role here?

Portfolio manager

You are managing four projects in your organization. Two projects are of a similar type, but the other two are entirely different. What is your role in the organization?

Portfolio manager *^* In portfolio management, a group of related or non-related projects and programs are managed in a coordinated way. Reference: The PMBOK Guide, 6th Edition, Page: 13

Portfolio manager *^* You are managing two different kinds of projects, so your role is portfolio manager. Reference: The PMBOK Guide, 6th Edition, Page: 11, 12, 13

Leadership and management are ultimately about being able to get th ings done, and power plays an important part. Which of the following best describe the various forms of power?

Positional, personal, relational, guilt-based, informational, and expertise. *^* PMBOK®Guide, pages 62 - 63, Section 3. 4. 4. 3 B is the best answer because it is the most comprehensive response. A and C are not the best responses because they are not as comprehensive as B (plus, cultural is not listed in the section even though it can be a source of soft power). D is correct, but not as comprehensive as B. Various forms of power listed in Section 3. 4. 4. 3 include, but are not limited to: Positional (sometimes called formal, authoritative, legitimate) (e.g., formal position granted in the organization or team); o Informational (e.g., control of gathering or distribution); o Referent (e.g., respect or admiration that others hold for the individual, credibility gained); o Situational (e.g., gained due to unique situation such as a specific crisis); o Personal or charismatic (e.g., charm, attraction); o Relational (e.g., participates in networking, connections, and alliances); o Expert (e.g., skill, information possessed; experience, training, education, certification); o Reward-oriented (e.g., ability to give praise, monetary or other desired items); o Punitive or coercive (e.g., ability to invoke discipline or negative consequences); o Ingratiating (e.g., application of flattery or other common ground to win favor or cooperation); o Pressure-based (e.g., limit freedom of choice or movement for the purpose of gaining compliance to desired action); o Guilt-based (e.g., imposition of obligation or sense of duty); o Persuasive (e.g., ability to provide arguments that move people to a desired course of action); and o Avoiding (e.g., refusing to participate).

You have identified your project stakeholders and are now analyzing them with the help of a salience model in order to manage them effectively. Which of the following parameters are used in the salience model?

Power, urgency, legitimacy. *^* The salience model uses three parameters to analyze the project stakeholders. These parameters are: power, urgency, and legitimacy. Reference: The PMBOK Guide 6th Edition, Page: 513

You are using a classification model for stakeholders' analysis that groups the stakeholders based on their level of authority and their level or concern regarding the project outcomes. This is known as:

Power/interest grid. *^* PMBOK® Guide, page 512, Section 13.1.2.4 Data Representation Power/interest grid, power/influence grid, or impact/influence grid. Each of these techniques supports a grouping of stakeholders according to their level of authority (power), level of concern about the project's outcomes (interest), ability to influence the outcomes of the project (influence), or ability to cause changes to the project's planning or execution. These classification models are useful for small projects or for projects with simple relationships between stakeholders and the project, or within the stakeholder community itself.

A form of project life cycle in which the project scope, time, and cost are determined in the early phases of the life cycle .

Predictive life cycle. *^* PMBOK® Guide, page 19, Section 1.2.4.1; and Glossary Predictive life cycle. A form of project life cycle in which the project scope, time and cost are determined in the early phases of the life cycle.

Project Integration Management includes all of the following EXCEPT :

Prevention is preferred over inspection. It is better to design quality into deliverables, rather than to find quality issues during inspection. The cost of preventing mistakes is generally much less than the cost of correcting mistakes when they are found by inspection or during usage. *^* PMBOK®Guide, page 673, Section X4.1 Key concepts for Project Integration management include: Project Integration management is the specific responsibility of the project manager and it cannot be delegated or transferred. The project manager combines the results from all the other Knowledge Areas to provide an overall view of the project. It is the project manager who is ultimately responsible for the project. Projects and project management are integrative by nature, with most tasks involving more than one Knowledge Area. 1. The relationships of processes within the 2. Project Management Process Groups and between the 3. Project Management Process Groups are iterative. 4. Project Integration Management is about: o Ensuring that the due dates of project deliverables, the project life cycle, and the benefits realization plan are aligned; o Providing a project management plan to achieve the project objectives; o Ensuring the creation and use of appropriate knowledge to and from the project; o Managing project performance and changes to the project activities; o Measuring and monitoring progress and taking appropriate action; o Collecting, analyzing, and communicating project information to relevant stakeholders; o Managing phase transitions when necessary; and o Completing all the work of the project and formally closing each phase, contract, and the project as a whole.

As an output of the Perform Quantitative Risk Analysis process, the risk register is updated. These updates generally include :

Prioritized list of quantified risks. *^* PMBOK® Guide, page 436, Section 11.4.3; and page 428, Figure 11-11 The Perform Quantitative Risk Analysis Process has the following outputs: Project documents updates o Risk report

You are working on a medium-sized project and management has decided to forego the perform quantitative risk analysis process. So, after identifying risks, you start the qualitative risk analysis process and now you are going to prioritize them. Which of the following techniques are you going to use?

Probability and impact *^* After identifying risks, your next step will be to prioritize them. To do so you will use the probability and impact matrix. Reference: The PMBOK Guide, 6th Edition, Page: 408

Two very important stakeholders are having a conflict which may affect your project. They come to you but you are very busy. In this case what kind of conflict resolution technique should you select?

Problem solve *^* Since these stakeholders are important, you cannot ignore them or force a decision. You will go for the problem solve technique, which leads to consensus and commitment. Reference: The PMBOK Guide, 6th Edition, Page: 349

The linkages between project management processes are best described by the following

Processes are linked by the outputs that arc produced - the output of one process generally becomes an input to another process or is a deliverable of the project, subproject, or project phase. *^* PMBOK®Guide, page 28, Section 1.2.4.5 The project management processes are linked by specific inputs and outputs where the result or outcomeof one process may become the input to anotherprocess that is not necessarily in the same Process Group

You are constructing an office building for your client. You decide to outsource painting and electric work from a third party. You create a detailed work description and ask bidders to apply for this part of the project. The document you just prepared is known as:

Procurement SOW *^* The procurement statement of work (SOW) describes the work in detail so that sellers can review it and place a bid. Reference: The PMBOK Guide, 6th Edition, Page: 477

You are managing two projects. The first project is to design and construct a school building, and the second project is to construct an office building for your company's employees. What is your current role?

Program manager *^* Since these two projects are of a similar type they will be managed under the program and your role will be the program manager. Reference: The PMBOK Guide, 6th Edition, Page: 11, 12, 13

The iterative process of increasing the level of detail in a project management plan as greater amounts of information and more accurate estimates become available .

Progressive elaboration

The iterative process of increasing the level of detail in a project management plan as greater amounts of information and more accurate estimates become available .

Progressive elaboration *^* PMBOK® Guide, page 185, Section 6.2.2.3; andGlossary Progressive elaboration. The iterative process of increasing the level of detail in a project management plan as greater amounts of information and more accurate estimates become available.

You are responsible for IT maintenance in your organization. The head of the IT department comes to you with an internet security expert and tells you to disable auto login and force authentic login based on a new password. The password will be 15 characters long and consist of letters, numerals, and one special character, and this password must expire after every 30 days. This is an example of:

Project *^* Since you are adding a function to a system, this will be an example of a project. Reference: The PMBOK Guide, 6th Edition, Page: 4

You are reviewing an old project file where you find a document which contains the project description, important requirements, milestones, and project budget. What document is it?

Project Charter *^* All the given information is high-level information, and can be found in the project charter. Reference: The PMBOK Guide, 6th Edition, Page: 81

The collection of generally sequential and sometimes overlapping project phases, whose name and number are determined by the management and control needs of the organization or organizations involved in the project, is known as the :

Project Life Cycle *^* PMBOK® Guide, page 19, Section 1.2.4.1 Project Life Cycle A project life cycle is the series of phases that a project passes through from its start to its completion. It provides the basic framework for managing the project. This basic- framework applies regardless of the specific project work involved. The phases may be sequential, iterative, or overlapping. All projects can be mapped to the generic- life cycle as shown in Figure 1-5.

An input to the Define Scope process is

Project charter *^* PMBOK® Guide, pages 150 - 153, Section 5 - 3, Figure 5 - 8 Define Scope: Inputs. 1. Project charter. 2. Project management plan: o Scope management plan. 3. Project documents: o Assumption log. o Requirements documentation. 4. Enterprise environmental factors. 5. Organizational process assets.

You have been hired as a consultant for a project that is in trouble. You meet the project manager and ask several questions regarding the project budget, the project end date, etc. The project manager was not able to answer some of these questions properly, so you decided to verify them yourself. What document will you refer to in order to verify such facts?

Project charter *^* You are asking for some high-level information about the project such as the budget, project end dates, etc. All this information can be found in the project charter. Reference: The PMBOK Guide, 6th Edition, Page: 81

When tailoring processes for Project Quality Management, you should consider all of these EXCEPT :

Project complexity, uncertainty, and product novelty. *^* PMBOK® Guide, page 681, Section X5.5 Project Quality Management o Stakeholder engagement. Is there a collaborative environment with stakeholders and suppliers? o Policy compliance and auditing. What quality policies and procedures exist in the organization? What quality tools, techniques, and template are used in the organization? o Project complexity, uncertainty, product novelty. These are important concepts in project management; however, they are not typically tailored. o Standards and regulatory compliance. Are there any specific quality standards in the industry that need to be applied? Are there any specific governmental, legal, or regulatory constraints that need to be taken into consideration?

Select the answer that BEST describes test and evaluation documents :

Project documents that describet he activities used to determine if the product meets the quality objectives stated in the quality management plan. *^* PMBOK® Guide, page 296, Section 8.2.3.2; and Glossary Test and evaluation documents. Project documents that describe the activities used to determine if the product meets the quality objectives stated in the quality management plan.

When tailoring processes for Project Risk Management, you should consider all of these EXCEPT :

Project duration

When tailoring processes for Project Risk Management, you should consider all of these EXCEPT :

Project duration *^* PMBOK® Guide, page 683, Section X5.8 Project Risk Management o Project complexity. Is a robust risk approach demanded by high levels of innovation, new technology, commercial arrangements, interfaces, or external dependencies arrangements, interfaces, or external dependencies that increase project complexity? Or is the project simple enough that a reduced risk process will suffice? o Project importance. How strategically important is the project? Is the level of risk increased for this project because it aims to produce breakthrough opportunities, addresses significant blocks to organizational performance, or involves major product innovation? o Project size. Does the project's size in terms of budget, duration, scope, or team size require a more detailed approach to risk management? Or is it small enough to justify a simplified risk process? o Project duration. This is not a concept which would be under consideration for tailoring in risk management.

You have completed your project to construct a railway bridge. The project is in the closing phase and you are now archiving various documents such as the stakeholder register, risk register, project calendar, etc. All these documents are part of:

Project files *^* Course image Practice Test 3: Full-Length CAPM® Exam 2 information alert Schedule learning time Learning a little each day adds up. Research shows that students who make learning a habit are more likely to reach their goals. Set time aside to learn and get reminders using your learning scheduler. About this course 514 Challenging and Scenariobased Questions Like Real CAPM® Exam l All you need to pass your CAPM Exam+ Rich Explanation By the numbers Skill level: All Levels Students: 1086 Languages: English Captions: No Description This course is based on the latest CAPM ECO 2023.

Plan Resource Management should generally include all of the following EXCEPT:

Project interfaces *^* PMBOK® Guide, pages 318-319, Section 9.1.3 Plan Resource Management: Outputs 1. Resource Management Plan The resource management plan is the component of the project management plan that provides guidance on how project resources should be categorized, allocated, managed, and released. It may be divided between the team management plan and physical resource management plan according to the specifies of the project. The resource management plan may include, but is not limited to the following: o Identification of resources. Methods for identifying and quantifying team and physical resources needed. o Acquiring resources. Guidance on how to acquire team and physical resources for the project. o Roles and responsibilities...

Project Quality Management includes all of the following EXCEPT:

Project life cycles range along a continuum from predictive to adaptive or agile. In a life cycle that uses a predictive approach, the project deliverables are defined at the beginning of the project and any changes to the scope are progressively managed. In an adaptive or agile approach, the deliverables are developed over multiple iterations where a detailed scope is defined and approved for each iteration when it begins. *^* PMBOK® Guide, page 675, Section X4.5 Key concepts for Project Quality Management include: o Project quality Management addresses the management of the project and the deliverables of the project. It applies to all projects, regardless of the nature of their deliverables. Quality measures and techniques are specific to the type of deliverables being produced by the project. o Quality and grade are different concepts. o Quality is "the degree to which a set of inherent characteristics fulfills requirements" (ISO 9000). o Grade is a category assigned to deliverables having the same functional use but different technical characteristics. The project manager and team are responsible for managing trade-offs associated with delivering the required levels of both quality and grade. o Prevention is preferred over inspection. It is better to design quality into deliverables, rather than to find quality issues during inspection. The cost of preventing mistakes is generally much less than the cost of correcting mistakes when they are found by inspection or during usage. 1. Project managers may need to be familiar with sampling, including attribute sampling (the result either conforms or does not conform) and variable sampling (the result is rated on a continuous scale that measures the degree of conformity). 2. Many projects establish tolerances and control limits for project and product measurements. Tolerances (the specified range of acceptable results) and control limits (the boundaries of common variation in a statistically stable process or process performance). 3. The cost of quality (COQ) includes all costs incurred over the life of the product by investment in preventing nonconformance to requirements, appraising the product or service for conformance to requirements, and failing to meet requirements (rework). Cost of quality of often the concern of portfolio management, program management, the PMO, or operations. 4. The most effective quality management is achieved when quality is incorporated into the planning and designing of the project and product, and when organizational culture is aware of and committed to quality.

Hard-copy document management, Electronic communications management, and web interfaces to scheduling and project management software are examples of:

Project management information systems (PMIS)

Hard-copy document management, Electronic communications management, and web interfaces to scheduling and project management software are examples of:

Project management information systems (PMIS) *^* PMBOK® Guide, page 385, Section 10.2.2.4 Project Management Information Systems (PMIS) Project information is managed and distributed using a variety of tools, including: o Hard-copy document management: letters, memos, reports, and press releases; o Electronic communications management: email, fax, voicemail, telephone, video and web conferencing, websites, and web publishing; and Electronic project management tools: web interfaces to scheduling and project management software, meeting and virtual office support software, portable, and collaborative work management tools.

A risk occurred in your project. This was an identified risk, so the risk owner implemented the risk response plan and the risk was mitigated. Which of the following is least likely to be updated due to this action?

Project management plan

Project management plan *^* All documents except the project management plan may be updated here because this was an identified risk and its impact and response were already factored into the project plan. Reference: The PMBOK Guide 6th Edition, Page: 449

The quality management plan is a component of the which describes how the organization's quality policies will be implemented .

Project management plan *^* PMBOK® Guide, page 286, Section 8.1.3.1 Quality Management Plan The quality management plan is a component of the project management plan that describes how applicable policies, procedures, and guidelines will be implemented to achieve the quality objectives. It describes the activities and resources necessary for the project management team to achieve the quality objectives set for the project. The quality management plan may be formal or informal, detailed, or broadly framed. The style and detail of the quality management plan are determined by the requirements of the project. The quality management plan should be reviewed early in the project to ensure that decisions are based on accurate information. The benefits of this review can include a sharper focus on the project's value proposition, reductions in costs, and less frequent schedule overruns that are caused by rework.

You are in the process of creating, collecting, distributing, storing, retrieving, and the ultimate disposition of project information in accordance with the communications management plan. What is the output of this process?

Project management plan update. *^* You are in the manage communication process. The project management plan update is an output of this process. Reference: The PMBOK Guide, 6th Edition, Page: 379

Inputs to the Plan Communications Management process include :

Project management plan, project documents, enterprise environmental factors, and organizational process assets. *^* PMBOK® Guide, pages 366-367, Section 10.1; and page 366, Figure 10-2 The Plan Communications Management inputs are as follows: Project charter o Project Management plan o Resource management plan Stakeholder engagement plan o Project documents o Requirements documentation Stakeholder register Enterprise environmental factors Organizational process assets

Projects operate within the constraints imposed by the organization through their structure and governance framework. The system factors include all of the following EXCEPT :

Project management processes *^* "PMBOK®Guide, page 42, Section 2. 4. 1 Projects operate within the constraints imposed by the organization through their structure and governance framework. To operate effectively and efficiently, the project manager needs to understand where responsibility, accountability, and authority reside within the organization. This understanding will help the project manager effectively use his or her power, influence, competence, leadership, and political capabilities to successfully complete the project. The interaction of multiple factors within an individual organization creates a unique system that impacts the project operating in that system. The resulting organizational system determines the power, influence, interests, competence, and political capabilities of the people who are able to act within the system. The system factors include, but are not limited to: o Management elements, o Governance frameworks, and o Organizational structure types. Project managers should consider tailoring the project management processes based on these system factors. "

Project Schedule Management includes all of the following EXCEPT:

Project managers may need to be familiar with sampling, including attribute sampling (the result either conforms or does not conform) and variable sampling (the results is rated on a continuous scale that measures the degree of conformity.) *^* PMBOK® Guide, page 674, Section X4.3 Key concepts for Project Schedule Management include: o Project scheduling provides a detailed plan that represents how and when the project will deliver the products, services, and results defined in the project scope; o The project schedule is used as a tool for communication, managing stakeholder expectations, and a basis for performance reporting; and o When possible, the detailed project schedule should remain flexible throughout the project to adjust for knowledge gained, increased understanding of the risk, and value-added activities.

Your organization gets a new project and wants you to assign the project manager for this project. As management is busy with other activities, they ask you to develop the project charter so the project can get started. To develop the project charter, which of the following is not needed?

Project plan *^* The project plan is developed once the project charter is signed. Reference: The PMBOK Guide, 6th Edition, Page: 75

The project charter is the document that authorizes the existence of the project and contains a great deal of important information. Which of the following options shows the correct content of a project charter?

Project purpose, high level requirements, assumptions and constraints, summary budget. *^* Project management plan, WBS, and schedule baselines are not a part of the project charter. Therefore, "a" is the correct choice. Reference: The PMBOK Guide, 6th Edition, Page: 81

In developing a stakeholder register, you need to include all of the following EXCEPT :

Project risk information. *^* PMBOK® Guide, page 514, Section 13.1.3.1 Stakeholder Register The main output of the Identify Stakeholders process is the stakeholder register. This document contains information about identified stakeholders that includes, but is not limited to, the following: 1. Identification information. Name, organizational position, location and contact details, and role on the project. 2. Assessment information. Major requirements, expectations, potential for influencing project outcomes, and the phase of the project life cycle where the stakeholder has the most influence or impact. 3. Stakeholder classification. Internal/external, impact/influence, power/interest, upward/downward, outward/sideward, or any other classification model chosen by the project manager.

All of the following are inputs to the Implement Risk Response process EXCEPT:

Project risk management plan. *^* PMBOK® Guide, page 450, Section 11.6.1 The Implement Risk responses process has the following inputs: o Project management plan 1. Risk management plan o Project documents 1. Lessons learned register 2. Risk register 3. Risk report o Organizational process assets

You are busy with an important milestone, and after that, you have to deliver a deliverable to the client. Since the client is known for his difficult behavior, management is worried whether the client will accept the deliverable. Therefore, they tell you to check the product acceptance criteria again before calling the client. What document will you look at to get this information?

Project scope statement

Project scope statement *^* In the project scope statement, you can see the product acceptance criteria. Reference: The PMBOK Guide, 6th Edition, Page: 154

An output of the Define Scope process is

Project scope statement *^* PMBOK®Guide, page 150. Figure 5 - 8; and page 154, Section 5. 3. 3 Define Scope: Outputs Outputs from the Define Scope process are as follows: 1. Project scope statement. 2. Project document updates: o Assumption log, o Requirements documentation, o Requirements traceability matrix, and o Stakeholder register.

You are in a process whose objective is outlining and guiding team selection and responsibility assignment to obtain a successful team. Which of the following is an output of this process?

Project staff assignments *^* You are in the acquire project team process. Project staff assignments is an output of the acquire project team process. Reference: The PMBOK Guide, 6th Edition, Page: 328

The create WBS process is where you create the work breakdown structure. The WBS helps you immensely in developing the schedule and other project management activities. Which of the following is the highest element in the hierarchical breakdown of the work breakdown structure?

Project work

Project work *^* The WBS is a hierarchical decomposition of the total scope of work. Reference: The PMBOK Guide, 6th Edition, Page: 161

Project Scope Management includes all of the following EXCEPT:

Projects and project management are integrative nature, with most tasks involving more than one Knowledge Area. *^* PMBOK®Guide, page 674, Section X4.2 Key concepts for Project Scope Management include: Scope can refer to product scope (the features and functions that characterize a product, service, or result), or to project scope (the work performed to deliver a product, service, or result with the specified features and functions). Project life cycles range along a continuum from predictive to adaptive or agile. In a life cycle that uses a predictive approach, the project deliverables are defined at the beginning of the project and any changes to the scope are progressively managed. In an adaptive or agile approach, the deliverables are developed over multiple interactions where a detailed scope is defined and approved for each iteration when it begins. Completion of the project scope is measured against the project management plan. Completion of the product scope is measured against the product requirements.

All of the following are tools and techniques of the Conduct Procurements process EXCEPT :

Proposal evaluation techniques *^* PMBOK® Guide, pages 482-483, Section 12.2 The Conduct Procurements process has the following tools and techniques: 1. Expert judgment 2. Advertising 3. Bidder conferences 4. Data analysis o Proposal evaluation 5. Negotiation

To demonstrate your product, you develop a small functional model of your real product and show to your stakeholders to get their feedback. This model is known as:

Prototype

To demonstrate your product, you develop a small functional model of your real product and show to your stakeholders to get their feedback. This model is known as:

Prototype *^* In prototype, you produce a small-sized functional model of the real product and demonstrate it to stakeholders. Reference: The PMBOK Guide, 6th Edition, Page: 147

Techniques and considerations for effective communications management generally include all of the following Except:

Providing a more comfortable environment in project conference rooms to strengthen project team cohesion.

Techniques and considerations for effective communications management generally include all of the following Except:

Providing a more comfortable environment in project conference rooms to strengthen project team cohesion. *^* PMBOK® Guide, pages 379-380, Section 10.2, Figure 10-5 Manage Communications Techniques and considerations for effective communications management include, but are not limited to, the following: o Communications technology o Communication skills 1. Communication competence 2. Feedback 3. Nonverbal 4. Presentations o Project management information systems (PMIS) o Project reporting o Interpersonal and team skills 1. Active listening 2. Conflict management 3. Cultural awareness 4. Meeting management 5. Networking 6. Political awareness o Meetings

Motivating involves creating an environment to meet project objectives while providing satisfaction related to what people value most. All of the following are reasons of motivation EXCEPT :

Providing accurate criticism in the annaul performance review or after the project is completed. *^* PMBOK® Guide, page 341, Section 9.4.2.4 Motivation is providing a reason for someone to act. Terms are motivated by empowering them to participate in decision making and encouraging them to work independently.

You publish some informative notes on the company's web portal and ask stakeholders to review it. What kind of communication method is this?

Pull

You publish some informative notes on the company's web portal and ask stakeholders to review it. What kind of communication method is this?

Pull *^* In a pull communication method, you keep information somewhere and ask stakeholders to access it. Reference: The PMBOK Guide, 6th Edition, Page: 374

Which of the following is not an interpersonal skill that the project manager will use to manage stakeholders' expectations?

Punishment *^* Punishment is not an interpersonal skill. Reference: The PMBOK Guide, 6th Edition, Page: 527

You realize that you have made an error in your monthly status meeting. Therefore, you send stakeholders the correct report by email. What kind of communication method are you using here?

Push *^* In email, you send information to recipients so it is a push communication. Reference: The PMBOK Guide, 6th Edition, Page: 374

Which of the following tools helps you to determine whether the subcontractor's work is meeting the quality requirements?

Quality Audit *^* In manage quality process, you review the information obtained in the quality control process and check whether or not it is meeting the quality requirements. Reference: The PMBOK Guide, 6th Edition, Page: 288

Quality and grade are not the same . A fundamental distinction is that:

Quality as a delivered performance or result is the degree to which a set of inherent characteristics fulfills requirements; grade as a design intent is a category assigned to deliverables having the same functional use but different technical characteristics. *^* PMBOK®Guide, page 274 Project Quality Management Quality and grade are not the same concepts. Quality as a delivered performance or result is ''the degree to which a set of inherent characteristics fulfill requirements'' (ISO 9000 [18]). Grade as a design intent is a category assigned to deliverables having the same functional use but different technical characteristics. The project manager and the project management team are responsible for managing the trade-offs associated with delivering the required levels of both quality and grade. While a quality level that fails to meet quality, requirements is always a problem, a low-grade product may not be a problem. Forexample: It may not be a problem if a suitable low-grade product (one with a limited number of features) is of high quality (no obvious defects). In this example, the product would be appropriate for its general purpose of use; or It may be a problem if a high-grade product (one with numerous features) is of low quality (many defects). In essence, a high-grade feature set would prove ineffective and/or inefficient due to low quality.

During the project execution, a stakeholder comes to you and tells you that she suspects that some team members are not doing their tasks and are busy with other activities. You discuss her concerns with her and show her a document. After seeing it, she agrees with that the team members are doing the right job. What document was this?

RACI Chart *^* In the question the stakeholder only needs to know whether the team member is doing his assigned job or not. Once she sees it, she agree on it. This means she saw the RACI chart. RACI stands for responsible, accountable, consult, and inform. This is an example of the responsibility assignment matrix (RAM). Reference: The PMBOK Guide, 6th Edition, Page: 317

You are attending a monthly status meeting with your stakeholders. During the discussion with an influential stakeholder, he asks you about a particular deliverable, He would like to know why it is taking so long to deliver and who is responsible for it. To answer his query, you refer a document and call Tom, who was responsible for this deliverable. What document is this?

RACI Chart *^* The RACI stands for responsible, accountable, consult, and inform. This chart shows the relationship between the deliverable and the person who is responsible for it. Reference: The PMBOK Guide, 6th Edition, Page: 317

Two team members come to you with a dispute regarding their roles and responsibilities. To resolve the dispute, which document will you refer to?

RAM Matrix *^* The RAM matrix shows the connection between work packages or activities and the team members. RAM Matrix can be used to define the responsibilities of groups or any individual team member. Reference: The PMBOK Guide, 6th Edition, Page: 317

You have one document which hierarchically categorizes labor, equipment, and materials, etc. This document is known as:

RBS *^* Resource breakdown structure (RBS) hierarchically categorizes resources by category or type. Reference: The PMBOK Guide, 6th Edition, Page: 165

Due to improper cost planning, your cost performance is not as planned and you are over budget. Therefore, you again estimate the cost of the project and find that you will require more money to complete the project. This will require an update of the cost baseline. What will you do?

Raise the change request to update the cost baseline. *^* If there is a change which requires an update to the cost baseline, you will raise it, get it approved, and then update the cost baseline. Reference: The PMBOK Guide, 6th Edition, Page: 113, 115

You call your team member and give some instructions. She receives your message and gives her feedback. What is the role of the team member in this conversion?

Receiver *^* You are calling her and she is receiving your call, and gets your message. Her role is receiver. Reference: The PMBOK Guide, 6th Edition, Page: 373

All of the following are Knowledge Management tools and techniques EXCEPT:

Regression analysis. *^* PMBOK® Guide, pages 102 - 103, Section 4. 4. 2 Manage Project Knowledge: Tools and Techniques 1. Expert judgment. 2. Knowledge management. Tools and techniques include, but are not limited to: o Work shadowing and reverse shadowing; o Discussion forums such as focus groups; o Knowledge-sharing events such as seminars and conferences; o Workshops, including problem-solving sessions and learning reviews designed to identify lessons learned; and Storytelling. 3. Information management. 4. Interpersonal and team skills.

You were recently appointed as a project manager in an organization. You are well recognized in the organization because of your connection with management, and team members obey you because of this relationship. What kind of power do you possess here?

Relational power *^* In relational power, team members respect you because they know that you are connected to influential people in the organization. Reference: The PMBOK Guide, 6th Edition, Page: 63

The communication model helps you communicate information to stakeholders smoothly. Which of the following is not a basic step in the communication model?

Remove noise

The communication model helps you communicate information to stakeholders smoothly. Which of the following is not a basic step in the communication model?

Remove noise *^* Remove noise is not a part of the basic communication model. The communication model consists of: encode, transmit message, decode, acknowledge, and feedback. Reference: The PMBOK Guide, 6th Edition, Page: 371

All legal contractual relationships generally fall into one of the following broad categories EXCEPT:

Request for proposal (RFP)

All legal contractual relationships generally fall into one of the following broad categories EXCEPT:

Request for proposal (RFP) *^* PMBOK® Guide, page 471, Section 12.1.1.6 Organizational Process Assets Fixed-price contracts. This category of contracts involves setting a fixed total price for a defined product, service, or result to be provided. These contracts should be used when the requirements are well defined and no significant changes to the scope are expected. Types of fixed-price contracts include the following: Cost-reimbursable contracts. This category of contract involves payment (cost reimbursements) to the seller for all legitimate actual costs incurred for completed work, plus a fee representing seller profit. This type should be used if the scope of work is expected to change significantly during the execution of the contract. Time and material contracts (T&M). Time and material contracts (also called time and means) are a hybrid type of contractual arrangement with aspects of both cost-reimbursable and fixed-price contracts. They are often used for staff augmentation, acquisition of experts, and any outside support when a precise statement of work cannot be quickly prescribed.

During the project execution, a stakeholder comes to you and argues against a particular deliverable. You investigated it and found that this particular deliverable was based on his requirement. To prove this, what document will you show to him?

Requirement traceability matrix *^* The requirement traceability matrix connects the requirements to their deliverables. From this document, you can see the requirement and the requestor. Reference: The PMBOK Guide, 6th Edition, Page: 148

You are reviewing a plan which explains how changes to the product will be initiated, how impacts will be analyzed, and how they will be traced, tracked, and reported, as well as the authorization levels required to approve these changes. What document is this?

Requirements management plan *^* All these are components of the requirements management plan. Reference: The PMBOK Guide, 6th Edition, Page: 137

You are in the planning phase of a project and you find that, due to a miscommunication, some additional features were added to the product which were not requested by any of your stakeholders. Which of the following could help you avoid such a situation?

Requirements traceability matrix *^* The question states that some features were added to the deliverables due to a miscommunication and misunderstanding. A requirement traceability matrix would connect each deliverable to its origin and, therefore, avoid misunderstandings. Reference: The PMBOK Guide, 6th Edition, Page: 148, 149

You are developing a document that links product requirements from their origin to the deliverables that satisfy them to help ensure that each requirement adds business value and to manage changes to the product scope This is known as the :

Requirements traceability matrix. *^* PMBOK®Guide, pages 148 - 149, Section 5. 2. 3. 2; and Figure 5 - 7 Requirements Traceability Matrix The requirements traceability matrix is a grid that links product requirements from their origin to the deliverables that satisfy them. The implementation of a requirements traceability matrix helps ensure that each requirement adds business value by linking it to the business and project objectives. It provides a means to track requirements throughout the project life cycle, helping to ensure that requirements approved in the requirements documentation are delivered at the end of the project. Finally, it provides a structure for managing changes to the product scope. Tracing requirements includes, but is not limited to: o Business needs, opportunities, goals, and objectives; o Project objectives; o Project scope and WBS deliverables; o Product design; o Product development; o Test strategy and test scenarios; and o High-level requirements to more detailed requirements. Attributes associated with each requirement can be recorded in the requirements traceability matrix.These attributes help define key information about the requirement. Typical attributes used in the requirements traceability matrix may include a unique identifier, a textual description of the requirement, the rationale for inclusion, owner, source, priority, version, current status (such as active, canceled, deferred, added, approved, assigned, completed), and status date. Additional attributes to ensure that the requirement has met stakeholders' satisfaction may include stability, complexity, and acceptance criteria. Figure 5 - 7 provides an example of a requirements traceability matrix with its associated attributes.

While working on a deliverable which is 95% complete, two stakeholders come and enquire about it. They argue with you that this deliverable was not part of the project and it was not requested by any stakeholders, which you disagree with. Therefore, to prove your point, which document will you show them?

Requirements traceability matrix. *^* The traceability matrix connects the product requirement with its source. From here you can see which stakeholder has requested the particular requirement because they were arguing that the requirement was not requested by any stakeholder. Reference: The PMBOK Guide, 6th Edition, Page: 148

Which of the following is not a management skill that a project manager will use to get support from the stakeholders?

Resolving conflicts

Which of the following is not a management skill that a project manager will use to get support from the stakeholders?

Resolving conflicts *^* Resolving conflict is an interpersonal skill, not a management skill. Reference: The PMBOK Guide, 6th Edition, Page: 527

The organization's processes and procedures for conducting project work during Executing, Monitoring, and Controlling include all of the following EXCEPT:

Resource availability control and assignment management *^* PMBOK®Guide, pages 40 - 41, Section 2. 3. 1 The organization's processes and procedures for conducting project work for Executing and Monitoring and Controlling include, but are not limited, to: o Change control procedures, including the steps by which performing organization standards, policies, plans, and procedures or any project documents will be modified, and how any changes will be approved and validated; o Traceability matrices; o Financial controls procedures (e.g., time reporting, required expenditure and disbursement reviews, accounting codes, and standard contract provisions); o Issue and defect management procedures (e.g., defining issue and defect controls, identifying and resolving issues and defects, and tracking action items); o Resource availability control and assignment management; o Organizational communication requirements (e.g., specific communication technology available, authorized communication media, record retention policies, videoconferencing, collaborative tools, and security requirements); o Procedures for prioritizing, approving, and issuing work authorizations; o Templates (e.g., risk register, issue log, and change log); o Standardized guidelines, work instructions, proposal evaluation criteria, and performance measurement criteria; and o Product, service, or result verification and validation procedures. o Project closing guidelines are included in OPAs for the Closing Process Group.

The types and quantities of resources required for each activity in a work package.

Resource requirements

The types and quantities of resources required for each activity in a work package.

Resource requirements *^* PMBOK® Guide, page 199, Section 6.4.1.2; andGlossary Resource requirements. The types and quantities of resources required for each activity in a work package.

The risk management plan generally includes all of the following EXCEPT :

Responses to individual risks.

The risk management plan generally includes all of the following EXCEPT :

Responses to individual risks. *^* PMBOK®Guide, page 405, Section 11.1.3.1 Risk Management plan The risk management plan is a component of the project management plan that describes how risk management activities will be structured and performed. The risk management plan may include some or all of the following elements: o Risk Strategy. Describes the general approach to managing risk on the project. o Methodology. Defines the specific approaches, tools, and data sources that will be used to perform risk management on the project. o Roles and responsibilities. Defines the lead, support, and risk management team members for each type of activity described in the risk management plan, and clarifies their responsibilities. o Funding. Identifies the funds needed to perform activities related to Project Risk management. Establishes protocols for the application of contingency and management reserves. o Timing. Defines when and how often the Project Risk Management processes will be performed throughout the project life cycle, and establishes risk management activities for inclusion into the project schedule. o Risk Categories. Provide a means for grouping individual project risks. A Common way to structure risk categories is with a risk breakdown structure (RBS), which is a hierarchical representation of potential sources of risk (see the example in Figure 11-4). An RBS helps the project team consider the full range of sources from which individual project risks may arise. This can be useful when identifying risks or when categorizing identified risks. The organization may have a generic RBS to frameworks for different types of projects, or the project may develop a tailored RBS. Where and RBS is not used, an organization may use a custom risk categorization framework, which may take the from of a simple list of categorization framework, which may take the from of a simple list of categories or a structure based on project objectives.

A stakeholder register contains all the information about the stakeholders. Which of the following is not included in the stakeholder register?

Responsibility of assignments

A stakeholder register contains all the information about the stakeholders. Which of the following is not included in the stakeholder register?

Responsibility of assignments *^* The responsibility of assignments is included in the responsibility assignment matrix (RAM), not in the stakeholder register. Reference: The PMBOK Guide, 6th Edition, Page: 514

The client needs a small modification in the project scope, and he discusses it with you. He has told you that this may not increase the cost and may actually save some money. What will your next step be?

Review it *^* Every change request should be reviewed thoroughly. Once you review the change request you will be able to determine if this may cause you to spend more money or save it. Reference: The PMBOK Guide, 6th Edition, Page: 113, 115

You are managing a large project with many contractors working on it. A stakeholder comes to you and informs you that he never received the status report from one of your contractors. What will your next step be?

Review the communications management plan. *^* In this case, you will first review the communication plan to see if this stakeholder is an intended recipient of the information. Reference: The PMBOK Guide, 6th Edition, Page: 366

The client asks you for some minor changes to the project and you discuss this matter with your team members. One of your team members told you that he thinks that it will not affect any other project objective. What will you do now?

Review the request according to integrated change control process. *^* Every change request must go through the integrated change control process. Reference: The PMBOK Guide, 6th Edition, Page: 113, 115

Interpersonal skills are also known as soft skills, which are behavioral competencies that help you develop your project management team. Which of the following is not an interpersonal skill which is required to manage the project team?

Rewards

Rewards *^* To complete the project successfully you will have to manage the team effectively. To manage the team effectively, you will need to have interpersonal and team skills such as: leadership, influencing, decision making, etc. Reference: The PMBOK Guide, 6th Edition, Page: 348, 349

Which of the following helps the project team to look at many sources from which project risks may arise in a risk identification exercise?

Risk breakdown structure *^* The risk breakdown structure is a hierarchical breakdown of risks which helps you identify the source of the risks and helps you to look at many sources from which project risks may arise in a risk identification exercise. Reference: The PMBOK Guide, 6th Edition, Page: 405, 406

A thorough analysis of the will help identify potential risks to the project.

Risk identification checklist based on historical information and knowledge. *^* PMBOK®Guide, page 414, Section 11.2.2.2 Data Gathering Checklists. A checklist is a list of items, actions, or points to be considered. It is often used as a reminder. Risk checklists are developed based on historical information and knowledge that has been accumulated from similar projects and from other sources of information. They are an effective way to capture lessons learned from similar completed projects, listing specific individual project risks checklist based on its own completed projects or may use generic risk checklists from the industry. While a checklists may be quick and simple to use, it is impossible to build an exhaustive one, and care should be taken to ensure that the checklist is not used to avoid the effort of proper risk identification. The project team should also explore items that do not appear on the checklist. Additionally, the checklist should be reviewed from time to time to update new information as well as remove or archive obsolete information.

All of the following are inputs to the Identify Risks process EXCEPT :

Risk mitigation plan.

All of the following are inputs to the Identify Risks process EXCEPT :

Risk mitigation plan. *^* PMBOK® Guide, pages 411-412, Section 11.2.1; and Figure 11-6 The Identify Risks process has the following inputs: Project management plan o Requirements management plan o Schedule management plan o Cost management plan o Resource management plan o Risk management plan o Quality management plan o Scope baseline o Schedule baseline o Cost baseline Project documents o Assumption log o Cost estimates o Issue log o Lessons learned register o Requirements documentation o Resource requirements o Stakeholder register Agreements Procurement documentation Enterprise environmental factors Organizational process assets

You are in the define scope process and defining the detailed scope of the product and the project. This process helps you define the description of product, service or result and define boundaries and tells you about requirement inclusion and exclusion. Which of the following is not an outcome once the process ends?

Risk register update *^* Acceptance criteria, project exclusions, and project constraints are included in the project scope statement. The stakeholder register is also updated here but the risk register is not. Reference: The PMBOK Guide, 6th Edition, Page: 154

The primary output of the Identify Risks process is the :

Risk register. *^* PMBOK® Guide, pages 417-418, Section 11.2.3, Figure 11-6 Identify Risks: Outputs 1. Risk Register The primary output from Identify Risks is the initial entry into the risk register. The risk register is a document in which the results of risk analysis and risk response planning are recorded. It contains the outcomes of the other risk management processes as they are conducted, resulting in an increase in the level and type of information contained in the risk register over time. The preparation of the risk register begins in the Identify Risks process with the following information, and then becomes available to other project management and risk management processes: List of identified risks... List of potential responses...

You have a large, multi-year project. Because of the large scope and duration, you decide that you will plan near term work in detail, and for the rest, you will make a high-level plan. Once you move ahead you will plan, in detail, for that work. This is an example of:

Rolling wave planning *^* In rolling wave planning, near term work is planned in detail while the work performed in the future is planned at a higher level. Reference: The PMBOK Guide, 6th Edition, Page: 159, 185

During the planning phase, you have created the WBS for the work that you are about to complete. However, because of a lack of information you are not able to create the WBS for the rest of the work, so you leave it until you get the correct and detailed information. This is an example of:

Rolling wave planning. *^* This is an example of rolling wave planning. In rolling wave planning, you make a detailed plan for near term work. You will make the plan for the rest of the work when you get more information on it. Reference: The PMBOK Guide, 6th Edition, Page: 160

You are in the identifying risks process. You are meeting with your team members and stated that the project may be delayed because of the late delivery of certain consumables for your project. Now you ask the team members to find ways in which this problem can occur. What technique are you using here?

Root cause analysis *^* This is the root cause analysis where a moderator starts a discussion with a problem statement and asks members to find ways this problem could occur. Reference: The PMBOK Guide, 6th Edition, Page: 415

Inputs to the Define Activities process are :

Schedule management plan, scope baseline, enterprise environmental factors, and organizational process assets.

Inputs to the Define Activities process are :

Schedule management plan, scope baseline, enterprise environmental factors, and organizational process assets. *^* PMBOK® Guide, pages 183 - 184, Figure 6 - 5, Section 6. 2. 1 Define Activities: Inputs. 1. Schedule Management Plan. 2. Scope Baseline. 3. Enterprise Environmental Factors. 4. Organizational Process Assets.

You are in the process of subdividing project deliverables and project work into smaller, more manageable parts so the project management team can get a structured vision of what has to be delivered. Which of the following is an output of this process?

Scope Baseline *^* You are in the create WBS process. The scope baseline is an output of the create WBS process, which consists of the project scope statement, the WBS, and the WBS dictionary. Reference: The PMBOK Guide, 6th Edition, Page: 161, 162

All of the following are Process Groups In adaptive environments EXCEPT:

Scope Management Process Group

All of the following are Process Groups In adaptive environments EXCEPT:

Scope Management Process Group *^* PMBOK® Guide, page 668, Section X3.2.2 Scope Management is not a Process Group in an adaptive environment. o Section X3.3.1 Initiating Process Group o Section X3.3.2 Planning Process Group o Section X3.3.3 Executing and Controlling process Group o Section X3.3.4 Monitoring and Controlling Process Group o Section X3.3.5 Closing Process Group

You gave the responsibility of collecting requirements from project stakeholders to four of your team members. After starting the requirements collection process one of your team members left the job and the requirements could not be compiled properly. Initially, you did not notice this, however, during a product review, a few stakeholders told you that some of the features in the products were not requested by them. Therefore, to verify their comments you review the product requirements and identify the issue. This is an example of:

Scope creep *^* The uncontrolled addition to the scope is known as scope creep. Scope creep shows that you do not have complete control over your project. Reference: The PMBOK Guide, 6th Edition, Page: 168

The client informs you that he noticed some parts of the work are not being completed by your team. You ensure him you will look into it and give a proper response after verifying the facts. Which document will you refer to verify it?

Scope statement *^* In the project scope statement, you can find all the detailed information about the project's work. Reference: The PMBOK Guide, 6th Edition, Page: 154

In the create WBS process, you sub-divide project deliverables and project work into smaller and more manageable components. The output of this process is the scope baseline and project document update. Which of the following truly represents the scope baseline?

Scope statement, WBS, WBS dicitonary *^* Scope baseline consists of scope statement, WBS, and WBS dictionary. Reference: The PMBOK Guide, 6th Edition, Page: 161

In your project you identified a risk; there is a chance you may lose a critical employee. You have identified an employee from another project to bring into your project if your team member leaves you. However, this employee is known for his bad behavior and creating trouble for other employees. In a monthly risk review, a stakeholder asks you what your strategy will be if this new team member creates a problem for you. You assured him that you are aware of it and you also have a plan for it. What kind of risk is the stakeholder discussing with you?

Secondary risk *^* A secondary risk is a risk which is caused by a response to a primary risk. Here, you bring in a new employee to mitigate the effect of the employee who has left you. Now, the behavior of this employee is a secondary risk for you to manage. Reference: The PMBOK Guide, 6th Edition, Page: 439

Approved change requests can generally include all of the following EXCEPT:

Seller invoices. *^* PMBOK® Guide, page 496, Section 12.3.1.5 Approved Change Requests Approved change requests can include modifications to the terms and conditions of the contract, including the procurement statement of work (SOW), pricing and descriptions of the products, services, or results to be provided. All procurement-related changes are formally documented in writing and approved before being implemented through the Control Procurements process. In complex programs and projects, change requests may come from sellers involved with the project that can influence other involved sellers. The project should have the capability of identifying, communicating, and resolving changes that impact the work of multiple sellers.

You have identified risks and now have asked your team members to analyze which risks have the largest potential impact on the project. Which of the following tools will help you find this impact?

Sensitivity Analysis *^* Sensitivity analysis helps you find which risk has the most potent impact on the project objectives. One example of sensitivity analysis is a "Tornado Diagram". Reference: The PMBOK Guide, 6th Edition, Page: 434

For your project, you have broken down the work package into activities and just now completed the network diagram. Which process is this?

Sequence activities

For your project, you have broken down the work package into activities and just now completed the network diagram. Which process is this?

Sequence activities *^* In the sequence activities process, you define the logical sequence of activities to complete the work efficiently and draw the network diagram. Reference: The PMBOK Guide, 6th Edition, Page: 187

Projects following more of the adaptive side of the project life cycle most closely follow the pattern of :

Sequential, iteration-based phases and continuous overlapping phases.

Projects following more of the adaptive side of the project life cycle most closely follow the pattern of :

Sequential, iteration-based phases and continuous overlapping phases. *^* PMBOK®Guide, page 667, Section X3.2.1 Sequential Iteration-Based Phases Adaptive projects are often decomposed into a sequence of phases called iterations. Each iteration utilizes the relevant project management processes. These iterations create cadence of predictable, time-boxed, pre-agreed, consistent duration that aids with scheduling. Performing the Process Groups repeatedly incurs overhead. The overhead is considered necessary to effectively manage projects with high degrees of complexity, uncertainty, and change. The effort level for iteration-based phases is illustrated in Figure X3-2. Section X3.2.2 Continuous Overlapping Phases Projects that are highly adaptive will often perform all of the Project Management Process Groups continuously throughout the project life cycle. Inspired by techniques from lean thinking, the adaptive approach is often referred to as "continuous and adaptive planning," which acknowledges that once work starts, the plan will change, and the plan needs to reflect this new knowledge. The intent is to aggressively refine and improve all elements of the project management plan, beyond the prescheduled checkpoints associate with iterations. The interaction of the Process Groups in this approach is illustrated in Figure X3-3. Figure X3-3: Relationship of Process Groups in Continuous Phases These highly adaptive approaches continuously pull tasks from a prioritized list of work. This aims to minimize the overhead of managing Process Groups repeatedly, by removing the start and end of iteration activities. Continuous pull systems can be viewed as micro-iterations with an emphasis on maximizing the time available on execution rather than management. They do, however, need their own planning, tracking, and adjustment mechanisms to keep them on track and adapt to changes.

Because of the temporary nature of projects and the potential benefits that may be derived from reducing the post-project cost Of quality, may choose to invest In product quality improvement, especially in the areas of prevention and appraisal:

Sponsoring organizations *^* PMBOK® Guide, page 274, Section Project Quality Management The cost of quality (COQ) includes all costs incurred over the life of the product by investment in preventing nonconformance to requirements, appraising the product or service for conformance to requirements, and failing to meet requirements (rework). Failure costs are often categorized into internal (found by the project team) and external (found by the customer). Failure costs are also called the cost of poor quality. Section 8.1.2.3 provides some examples to consider in each area. Organizations choose to invest in defect prevention because of the benefits over the life of the product. Because projects are temporary, decisions about the COQ over a product's life cycle are often the concern of portfolio management, program management, the PMO, or operations.

When tailoring processes for Project Stakeholder Management, you should consider all of these EXCEPT :

Stakeholder Engagement *^* PMBOK® Guide, page 684, Section X5.10 Project Stakeholder Management o Complexity of stakeholder relationships. How complex are the relationships within the stakeholder community? The more networks a stakeholder or stakeholder group participates in, the more complex the networks of information and misinformation the stakeholder may receive. o Stakeholder diversity. How many stakeholders are there? How diverse is the culture within the stakeholder community? o Communication technology. What communication technology is available? What support mechanisms are in place to ensure that best value is achieved from the technology? o Stakeholder engagement. This is the process of communicating and working with stakeholders to meet their needs and expectations, address issues, and foster appropriate stakeholder involvement.

You are gathering all the information about the stakeholders and discussing with your team members what changes they can make to the project objective. Which technique are you using here?

Stakeholder analysis *^* Here, you are using the stakeholder analysis technique. In the stakeholder analysis technique, you analyze the interests and impact of each stakeholder on the project or its objective. Once you are finished, you draft your stakeholder management strategy. Reference: The PMBOK Guide, 6th Edition, Page: 512

All of the following are considerations for tailoring in Project Quality Management EXCEPT :

Stakeholder management *^* PMBOK® Guide, page 276, Introduction Tailoring Considerations Each project is unique; therefore, the project manager will need to tailor the way Project Quality Management processes are applied. Considerations for tailoring include, but are not limited to the following: 1. Policy compliance and auditing. What quality policies and procedures exist in the organization? What quality tools, techniques, and templates are used in the organization? 2. Standards and regulatory compliance. Are there any specific quality standards in the industry that need to be applied? Are there any specific governmental, legal, or regulatory constraints that need to be taken into consideration? 3. Continuous improvement. How will quality improvement be managed in the project? Is it managed at the organizational level or at the level of each project? 4. Stakeholder engagement. Is there a collaborative environment for stakeholders and suppliers?

You are analyzing whether the stakeholders are resistant, neutral, or supporting and noting down all the information in a table. What tool is this?

Stakeholders engagement assessment matrix. *^* You are using a stakeholder engagement assessment matrix, which is a tool and technique of the plan stakeholder management process. Reference: The PMBOK Guide, 6th Edition, Page: 521

You have been producing ball bearings in large numbers. For this kind of process, what technique will you use to verify if the products are of the right quality?

Statistical sampling. *^* In statistical sampling, you take a small number of samples at random from the batch and check them to see if the products are of the right quality. Reference: The PMBOK Guide, 6th Edition, Page: 303

You have signed a contract with the client to provide manpower for 50 USD/hour. Moreover, you will also be reimbursed for any costs incurred, along with a fixed fee of 25,000 USD. What kind of contract is this?

T&M

Your company has signed up to build a high-tech machine in collaboration with ABC Corp in Japan. ABC Corp will provide the expert, technical know-how and any spare parts you may need. This is a very high-tech machine, the exact description of work is not yet clear, and you are building it for the first time. In this scenario what kind of contract will you select?

T&M

Question: 23 You have floated a firm fixed price contract for some work. Since the scope of the work is not clear, the risk is higher and contractors are hesitant to bid for your contract. You are very busy and don't have time to monitor the contractor's bill. In this case, what kind of contract will you select?

T&M *^* As it is clear that no bidder is interested in a fixed price contract this is the wrong answer. Also, you don't have time to audit the contractor's cost, therefore, you will also not go for the cost plus contract. Now, you are left with the time and materials; therefore, you will use that one. In time and materials, there is less risk for the seller and the buyer does not need to invest much time. Reference: The PMBOK Guide, 6th Edition, Page: 472

T&M *^* The T&M contract is a hybrid type contract which contains the prospect of cost plus and fixed price contracts. Reference: The PMBOK Guide, 6th Edition, Page: 472

T&M *^* When you need to hire technical experts, you will use the T&M contract. T&M contract is a hybrid of fixed price and cost reimbursable contract. Reference: The PMBOK Guide, 6th Edition, Page: 472

Your organization is following a methodology where the long term approach is customer satisfaction, and to achieve this objective all members of your organization participate. What methodology is this?

TQM *^* TQM is an organization-wide approach to develop a system where everyone can contribute to improving the quality of the product and hence, customer satisfaction.

All of the following are potential information in organizational knowledge repositories EXCEPT :

Tacit knowledge of previous projects such as project performance data and lessons learned. *^* PMBOK®Guide, page 41, Section 2. 3. 2 Tacit knowledge is personal and difficult to express, and is generally not found in organizational knowledge repositories. One of the important purposes of knowledge management is to transform tacit knowledge into explicit knowledge, which can then be stored in repositories. The organizational knowledge repositories for storing and retrieving information include, but are not limited to: o Configuration management knowledge repositories containing the versions of software and hardware components and baselines of all performing organization standards, policies, procedures, and any project documents; o Financial data repositories containing information such as labor hours, incurred costs, budgets, and any project cost overruns; o Historical information and lessons learned knowledge repositories (e.g., project records and documents, all project closure information and documentation, information regarding both the results of previous project selection decisions and previous project performance information, and information from risk management activities); o Issue and defect management data repositories containing issue and defect status, control information, issue and defect resolution, and action item results; o Data repositories for metrics used to collect and make available measurement data on processes and products; and Project files from previous projects (e.g., scope, cost, schedule, and performance measurement baselines, project calendars, project schedule network diagrams, risk registers, risk reports, and stakeholder registers).

Team building has all of the following characteristics EXCEPT :

Team building should be primarily considered after major conflicts within the project team, because tehy generally waste precious recource time and cause schedule delays. *^* PMBOK® Guide, page 341, Section 9.4.2.4 Interpersonal and Team Skills Team building. Team building is conducting activities that enhance the team's social relations and build a collaborative and cooperative working environment. Team building activities can vary from a five-minute agenda item in a status review meeting to an offsite, professionally facilitated event designed to improve interpersonal relationships. The objective of team-building activities is to help individual team members work together effectively. Team-building strategies are particularly valuable when team members operate from remote locations without the benefit of face-to-face contact. Informal communication and activities can help in building trust and establishing good working relationships. While team building is essential during the initial stages of a project, it should be a continuous process. Changes in a project environment are inevitable, and to manage them effectively, a continuous or renewed team-building effort may be applied. The project manager should continually monitor team functionality and performance to determine if any actions are needed to prevent or correct various team problems.

Governance is the framework within which authority is exercised in organizations. This framework includes all of the following components EXCEPT:

Techniques *^* PMBOK® Guide, page 43, Section 2. 4. 2. 1 Governance is the framework within which authority is exercised in organizations. This framework includes, but is not limited to: o Rules, o Policies, o Procedures, o Norms, o Relationships, o Systems, and o Processes. This framework influences how: o Objectives of the organization are set and achieved, o Risk is monitored and assessed, and o Performance is optimized. Specific techniques are low-level details not usually specified by governance.

Your organization is evaluating a project to decide whether to go or not go for it. The estimated cost of this project is 500,000 USD and the duration of this project is three years. At the end of the first year, you will get 200,000 USD revenue, at the end of the second year, you will get 170,000 USD, and at the end of the third year, you will get 200,000 USD. Considering 8% discount rate, which of the following statements is true about the NPV of the project?

The NPV is negative, you will not go for it. *^* First, look at the definition of the NPV: "The Net Present Value (NPV) is the total cash generated by the project in today's dollar minus the initial investment." Now, to find the NPV, you have to convert all money to the current value, and then you will subtract the initial investment from it. You will receive 200,000 USD at the end of the first year. So, let's find the present value of this 200,000. We know the formula: Future Value = Present Value (1 + rate / 100) time Now, 200,000 = PV 1 (1.08) 1 PV 1 = 200,000 / 1.08 = 185,185 USD Now let's find the Present Value of 170,000 USD, which you will receive at the end of the second year. 170,000 = PV 2 (1.08) 2 170,000 = PV 2 (1.17) PV 2 = 170,000 / 1.17 = 145,299 USD Now let's find the Present Value of 200,000 USD, which you will receive at the end of the third year. 200,000 = PV 3 (1.08) 3 200,000 = PV 3 (1.26) PV 3 = 200,000 / 1.26 = 158,730 USD Now, we will add all these three values. Present value of return = PV 1 + PV 2 + PV 3 = 185,185 + 145,299 + 158,730 = 489,214 USD. Therefore, profit = 489,214 - 500,000 = -10,786 USD Therefore, the NPV of profit is negative which means you are at a loss, and you will not select the project.

Which of the following statements is true about the work breakdown structure (WBS)?

The WBS is a hierarchical decomposition of the total scope of work to be carried out by the project team to accomplisht eh project objectives and create the required deliverables.

Which of the following statements is true about the work breakdown structure (WBS)?

The WBS is a hierarchical decomposition of the total scope of work to be carried out by the project team to accomplisht eh project objectives and create the required deliverables. *^* PMBOK® Guide, pages 156 - 157, Section 5. 4 Create WBS Create WBS is the process of subdividing project deliverables and project work into smaller, more manageable components. The key benefit of this process is that it provides a framework of what has to be delivered. This process is performed once or at predefined points in the project. The WBS is a hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish the project objectives and create the required deliverables. The WBS organizes and defines the total scope of the project and represents the work specified in the current approved project scope statement.

All of the following statements about Manage Stakeholder Engagement are true EXCEPT :

The ability of stakeholders to influence the project is typically lowest during the initial stages and gets progressively higher as the project progresses. *^* PMBOK® Guide, page 523, Section 13.3 Manage Stakeholder Engagement Manage Stakeholder Engagement is the process of communicating and working with stakeholders to meet their needs and expectations, address issues, and foster appropriate stakeholder involvement. The key benefit of this process is that it allows the project manager to increase support and minimize resistance from stakeholders. This process is performed throughout the project. The inputs, tools and techniques, and outputs of the process are depicted in Figure 13-7. Figure 13-8 depicts the data flow diagram for the process. The ability of stakeholders to influence the project is typically highest during the initial stages and gets progressively lower as the project progresses. The project manager is responsible for engaging and managing the various stakeholders in a project and may call upon the project sponsor to assist as needed. Active management of stakeholder involvement decreases the risk of the project failing to meet its goals and objectives.

The estimate at completion (EAC) is typically based on :

The actual costs incurred for work completed (AC) and the estimate to complete (ETC) the remaining work. *^* PMBOK®Guide, page 264, Section 7.4.2.2 Forecasting As the project progresses, the project team may develop a forecast for the estimate at completion (EAC) that may differ from the budget at completion (BAC) based on the project performance. If it becomes obvious that the BAC is no longer viable, the project manager should consider the forecasted EAC. Forecasting the EAC involves making projections of conditions and events in the project's future based on current performance information and other knowledge available at the time of the forecast. Forecasts are generated, updated, and reissued based on work performance data (Section 4. 3. 3. 2) That are provided as the project is executed. The work performance information covers the project's past performance and any information that could impact the project in the future. EACs are typically based on the actual costs incurred for work completed, plus an estimate to complete (ETC) the remaining work. It is incumbent on the project team to predict what it may encounter to perform the ETC, based on its experience to date. The project manager's manual EAC is quickly compared with a range of calculated EACs representing various risk scenarios. When calculating EAC values, the cumulative CPI and SPI values are typically used. While EVM data quickly provide many statistical EACs, only three of the more common methods are described as follows: EAC forecast for ETC work performed at the budgeted rate. This EAC method accepts the actual project performance to date (whether favorable or unfavorable) as represented by the actual costs, and predicts that all future ETC work will be accomplished at the budgeted rate. When actual performance is unfavorable, the assumption that future performance will improve should be accepted only when supported by project risk analysis. Equation: EAC = AC + (BAC - EV( Equation: ETC = EAC - AC

Project management is :

The application of knowledge, skills, tools, and techniques to project activities to meet the project requirements.

Project management is :

The application of knowledge, skills, tools, and techniques to project activities to meet the project requirements. *^* PMBOK® Guide.page 10, Section 1.2.2 What is project management? Project management is the application of knowledge, skills, tools, and techniques to project activities to meet the project requirements . At each point, deliverables and knowledge are transferred between the project and operations for implementation of the delivered work. This implementation occurs through a transfer of project resources to operations toward the end of the project, or through a transfer of operational resources to the project at the start. Operations are ongoing endeavors that produce repetitive outputs, with resources assigned to do basically the same set of tasks according to the standards institutionalized in a product life cycle. Unlike the ongoing nature of operations, projects are temporary endeavors .

What is the BEST description for scope baseline ?

The approved version of a scope statement , work breakdown structure (WBS) , and its associated WT3S dictionary, that can be changed using formal change control procedures and is used as a basis for comparison to actual results. *^* PMBOK® Guide, page 161, Section 5.4.3.1; andGlossary Scope baseline. The approved version of a scope statement, work breakdown structure (WBS), and it's associated WBS dictionary, that can be changed using formal change control procedures and is used as a basis form comparison to actual results.

What is the BEST description for scope baseline ?

The approved version of a scope statement, work breakdown structure, and its associated WT3S dictionary, that can be changed using formal change control procedures and is used as a basis for comparison the actual results. *^* PMBOK® Guide, page 161, Section 5.4.3.1; andGlossary Scope baseline. The approved version of a scope statement, work breakdown structure (WBS), and it's associated WBS dictionary, that can be changed using formal change control procedures and is used as a basis form comparison to actual results.

What is the definition of cost baseline ?

The approved version of the time-phased project budget, excluding and management reserves, which can be changed only through formal change control procedures and is used as a basis for comparison to actual results. *^* PMBOK® Guide, page 254, Section 7.3.3.1; andGlossary Cost baseline. The approved version of the time-phased project budget, excluding any management reserves, which can be changed only through formal change control procedures and is used as a basis for comparison to actual results.

All of the following are true about affinity diagrams EXCEPT :

The are used to identify the key issues and the suitable alternatives to be prioritized as a set of decisions for implementation. *^* PMBOK® Guide, page 293, Section 8.2.2.4 Data Representation Data representation techniques that can be used for this process include, but are not limited to: Affinity diagrams. Described in Section 5.2.25. Affinity diagrams can organize potential causes of defects into groups showing areas that should be focused on the most. Affinity diagrams. Affinity diagrams allow large numbers of ideas to be classified into groups for review and analysis.

You are constructing an office building. Work has started and you are in the middle of your project. You feel that if you add one more floor to the building it will cost much less than if the client decides to add it in the future. This change, however, will lead to a change in various baselines and the project charter as well. Therefore, you discuss the issue with all relevant stakeholders, and after their agreement, you process these change requests. In all of these changes, who is responsible for making this change in the project charter?

The client

The client *^* The client is the sponsor of the project. Reference: The PMBOK Guide, 6th Edition, Page: 75, 76

Questions that arise when planning the acquisition of team members generally include all of the following EXCEPT :

The compensation of senior executives. *^* PMBOK® Guide, pages 328-329, Section 9.3 Acquire Resources Acquire Resources it the process of obtaining team members, facilities, equipment, materials, supplies, and other resources necessary to complete project work. The key benefit of this process is that it outlines and guides the selection of resources and assigns them to the respective activities. This process is performed periodical throughout the project as needed. The resources needed for the project can be internal or external to the project-performing organization. Internal resources are acquired (assigned) from functional or resource managers. External resources are acquired through the procurement processes. The Project management team may or may not have direct control over resource selection because of collective bargaining agreements, use of subcontractor personnel, a matrix project environment, internal or external reporting relationships, or other reasons.

You are managing a $10 million project . Which of the following is an acceptable cause for "re-baselining" this project?

The contractor's company has instituted a quality assurance program in which it has pledged to spend $1 million during the next year.

You are managing a $10 million project . Which of the following is an acceptable cause for "re-baselining" this project?

The contractor's company has instituted a quality assurance program in which it has pledged to spend $1 million during the next year. *^* PMBOK®Guide, pages 113 and 115, Section 4. 6 Perform Integrated Change Control Perform Integrated Change Control is the process of reviewing all change requests; approving changes and managing changes to deliverables, project documents, and the project management plan; and communicating the decisions. This process reviews all requests for changes to project documents, deliverables, or the project management plan and determines the resolution of the change requests. The key benefit of this process is that it allows for documented changes within the project to be considered in an integrated manner while addressing overall project risk, which often arises from changes made without consideration of the overall project objectives or plans. This process is performed throughout the project. The Perform Integrated Change Control process is conducted from project start through completion and is the ultimate responsibility of the project manager. Change requests can impact the project scope and the product scope, as well as any project management plan component or any project document. Changes may be requested by any stakeholder involved with the project and may occur at any time throughout the project life cycle. The applied level of change control is dependent upon the application area, complexity of the specific project, contract requirements, and the context and environment in which the project is performed. Before the baselines are established, changes are not required to be formally controlled by the Perform Integrated Change Control process. Once the project is baselined, change requests go through this process. As a general rule, each project's configuration management plan should define which project artifacts need to be placed under configuration control. Any change in a configuration element should be formally controlled and will require a change request . Projects are initiated by an entity external to the project such as a sponsor, program or project management office (PMO), or a portfolio governing body chairperson or authorized representative. The project initiator or sponsor should be at a level that is appropriate to procure funding and commit resources to the project. Projects are initiated due to internal business needs or external influences. These needs or influences often trigger the creation of a needs analysis, feasibility study, business case, or description of the situation that the project will address. Chartering a project validates alignment of the project to the strategy and ongoing work of the organization. A project charter is not considered to be a contract because there is no consideration or money promised or exchanged in its creation.

Which of the following cumulative measures Indicates that your project is about 9% under budget?

The cumulative AC was 100, and the cumulative EV was 110. *^* PMBOK® Guide, pages 260 - 265, Section 7. 4. 2. 1; and Figure 7 - 12 Earned Value Management ... Variances from the approved baseline will also be monitored: ... Cost variance. Cost variance (CV) is the amount of budget deficit or surplus at a given point in time, expressed as the difference between earned value and the actual cost. It is a measure of cost performance on a project. It is equal to the earned value (EV) minus the actual cost (AC). The cost variance at the end of the project will be the difference between the budget at completion (BAC) and the actual amount spent. The CV is particularly critical because it indicates the relationship of physical performance to the costs spent. Negative CV is often difficult for the project to recover. Equation CV = EV - AC The SV and CV values can be converted to efficiency indicators to reflect the cost and schedule performance of any project for comparison against all other projects or within a portfolio of projects. The variances are useful for determining project status. ... Cost performance index. The cost performance index (CPI) is a measure of the cost efficiency of budgeted resources, expressed as a ratio of earned value to actual cost. It is considered the most critical EVM metric and measures the cost efficiency for the work completed. A CPI value of less than 1.0 indicates a cost overrun for work completed. A CPI value greater than 1.0 indicates a cost underrun of performance to date. The CPI is equal to the ratio of the EV to the AC. The indices are useful for determining project status and providing a basis for estimating project cost and schedule outcome. Equation: CPI = EV/ AC The three parameters of planned value, earned value, and actual cost can be monitored and reported on both a period-by-period basis (typically weekly or monthly) and on a cumulative basis. Figure 7 - 12 uses S-curves to display EV data for a project that is performing over budget and behind schedule.

All of the following choices represent inputs to the Estimate Activity Resources process EXCEPT :

The deliverable-oriented WBS of a previous, similar project. *^* PMBOK®Guide, pages 322-324, Section 9.2.1 Estimate Activity Resources: Inputs 1. Project management plan 2. Project documents. 3. Enterprise environmental factors 4. Organizational process assets

Collect Requirements is the process of determining, documenting, and managing stakeholder needs and requirements to meet project objectives. All of the following are true about this process EXCEPT :

The development of requirements begins with an analysis of the information contained in the project charter, the risk register, and the stakeholder engagement plan. *^* PMBOK® Guide, pages 138 - 140, Section 5. 2 Collect Requirements The PMBOK® Guide does not specifically address product requirements because those are industry specific. Note that Business Analysis for Practitioners: A Practice Guide [7] provides more in-depth information about product requirements. The project's success is directly influenced by active stakeholder involvement in the discovery and decomposition of needs into project and product requirements and by the care taken in determining, documenting, and managing the requirements of the product, service, or result of the project. Requirements include conditions or capabilities that are required to be present in a product, service, or result to satisfy an agreement or other formally imposed specification. Requirements include the quantified and documented needs and expectations of the sponsor, customer, and other stakeholders. These requirements need to be elicited, analyzed, and recorded in enough detail to be included in the scope baseline and to be measured once project execution begins. Requirements become the foundation of the WBS. Cost, schedule, quality planning, and procurement are all based on these requirements. In C, the development of the risk register occurs later in the process.

You want to buy a cell phone and you have two options. The first phone is cheaper and offers less functionality, but it has a proven track record of good stability and reliability. The second phone is a feature rich, costly phone but it has some stability and reliability issues. Which of the following statements is correct about these phones?

The first cell phone is a low grade, high quality phone.

The first cell phone is a low grade, high quality phone. *^* Since the first phone meets its stated requirements, you would say that this is a high-quality product. Less functionality means lower grade. Reference: The PMBOK Guide, 6th Edition, Page: 274

A risk impact assessment to investigate the potential effect on a project objective such as schedule, cost, quality, or performance has the following characteristics EXCEPT :

The impact on project objectives should be assessed primarily at the end of the project, as part of the lessons learned. *^* PMBOK® Guide, page 405, Section 11.1.3.1; AND PAGE 407, Table 11-1; and pages 422, Section 11.3.2 Definitions of Risk Probability and Impact The Quality and credibility of the risk analysis requires that different levels of risk probability and impact be defined that are specific to the project context. General defined that are specific to the project context. General definitions of probability levels and impact levels are tailored to the individual project during the Plan Risk Management process for use in subsequent processes. Table 11-1 I an example of definitions of negative impacts that could be used in evaluating risk impacts related to four project objectives. (Similar tables may be established with a positive impact perspective.) Table 11-1 illustrates both relative and numerical (in this case, nonlinear) approaches. Probability and Impact Matrix A probability and impact matrix is a grid for mapping the probability of each risk occurrence and its impact on project objectives if that risk occurs. Risks are prioritized according to their potential implications for having an effect on the project's objectives. A typical approach to prioritizing risks is to use a look-up table or a probability and impact matrix. The specific table or a probability and impact matrix. The specific combinations of probability and impact that lead to a risk being rated as "high," "moderate," or 'low" importance are usually set by the organization. Risk Probability and Impact Assessment Risk probability assessment investigates the likelihood that each specific risk will occur. Risk impact assessment investigates the potential effect on a project objective such as schedule, cost, quality, or performance, including both negative effects for threats and positive effects for opportunities...

The precedence diagramming method (PDM) shows :

The logical relationships that exist between activities. *^* PMBOK® Guide, pages 189 - 190, Section 6. 3. 2. 1 Precedence Diagramming Method The precedence diagramming method (PDM) is a technique used for constructing a schedule model in which activities are represented by nodes and are graphically linked by one or more logical relationships to show the sequence in which the activities are to be performed. PDM includes four types of dependencies or logical relationships. A predecessor activity is an activity that logically comes before a dependent activity in a schedule. A successor activity is a dependent activity that logically comes after another activity in a schedule. Float values and can limit later scheduling options. When fast tracking techniques are employed, these discretionary dependencies should be reviewed and considered for modification or removal. The project team determines which dependencies are discretionary during the process of sequencing the activities. External dependencies. External dependencies involve a relationship between project activities and non-project activities. These dependencies are usually outside of the project team's control. For example, the testing activity in a software project may be dependent on the delivery of hardware from an external source, or governmental environmental hearings may need to be held before site preparation can begin on a construction project. The project management team determines which dependencies are external during the process of sequencing the activities. o Internal dependencies. Internal dependencies involve a precedence relationship between project activities and are generally inside the project team's control. For example, if the team cannot test a machine until they assemble it, there is an internal mandatory dependency. The project management team determines which dependencies are internal during the process of sequencing the activities.

Stakeholders are:

The people, groups, or organizations that could impact or be impacted by a decision, activity, or outcome of the project. *^* PMBOK® Guide, pages 503-504, Section 13 Project Stakeholder management Project Stakeholder Management includes the processes required to identify the people, groups, or organizations that could impact or be impacted by the project, to analyze stakeholder expectations and their impact on the project, and to develop appropriate management strategies for effectively engaging stakeholders in project decisions and execution. The processes support the work of the project team to analyze stakeholder expectations, assess the degree to which they impact or are impacted by the project, and develop strategies to effectively engage stakeholders in support of project decisions and the planning and execution of the work of the project.

In using cost-benefit analysis in the Plan Quality Management process, it can be noted that :

The primary benefits of meeting quality requirements include less rework, higher productivity, lower costs, increased stakeholder satisfaction, and increased profitability. *^* PMBOK® Guide, page 282, Section 8.1.2.3 Data Analysis Data analysis techniques that can be used for this process include, but are not limited to: Cost-benefit analysis. A cost-benefit analysis is a financial analysis tool used to estimate the strengths and weaknesses of alternatives in order to determine the best alternative in terms of benefits provided. A cost-benefit analysis will help the project manager determine if the planned quality activities are cost effective. The primary benefits of meeting quality requirements include less rework, higher productivity, lower costs, increased stakeholder satisfaction, and increased profitability. A costbenefit analysis for each quality activity compares the cost of the quality step to the expected benefit.

Managing and leading the project team includes :

The process of tracking team member performance, providing feedback, resolving issues, and optimizing project performance. *^* PMBOK® Guide, page 345, Section 9.5 Manage Team Mange Team is the process of tracking team member performance, providing feedback, resolving issues, and managing team changes to optimize project performance. The key benefit of this process is that in influences team behavior, manages conflict, and resolves issues. This process is performed throughout the project.

All of the following statements about the project life cycle and the product life cycle are true EXCEPT:

The product life cycle is contained within the predictive project life cycle. *^* PMBOK® Guide, pages 19-21, Sections 1.2.4.1 and 1.2.4.2 Predictive Life Cycles Predictive life cycles (also known as fully plan-driven) are ones in which the project scope, and the time and cost required to deliver that scope, are determined as early in the project life cycle as practically possible. These projects proceed through a series of sequential or overlapping phases, with each phase generally focusing on a subset of project activities and project management processes. The work performed in each phase is usually different in nature from that in the preceding and subsequent phases; therefore, the makeup and skills required of the project team may vary from phase to phase. Iterative and Incremental Life Cycles Iterative and incremental life cycles are ones in which project phases (also called iterations) intentionally repeat one or more project activities as the project team's understanding of the product increases. Iterations develop the product through a series of repeated cycles, while increments successively add to the functionality of the product. These life cycles develop the product both iteratively and incrementally. Product life cycle.The series of phases that represent the evolution of a product, from concept through delivery, growth, maturity, and to retirement. Project life cycle.The series of phases that a project passes through from its initiation to its closure.

You are managing a multi-year project whose budget is 500,000 USD. The cost variance is -45,000 USD, the actual cost is 200,000 USD, and the planned value is 140,000 USD. Based on the above data which statement is correct?

The project is ahead of schedule

The project is ahead of schedule *^* Given in the question: BAC = 500,000 USD CV = -45,000 USD AC = 200,000 USD PV = 140,000 USD Since the cost variance is negative, you are over budget. This answer is not an option in the given choices, so we will calculate the schedule variance. To calculate the schedule variance, we need EV and PV. PV is given in the question but the EV is not. So, now we will calculate the EV using the cost variance formula. We know that: CV = EV - AC -45,000 = EV - 200,000 EV = 200,000 - 45,000 = 155,000 USD Now we will find out the schedule variance: SV = EV - PV = 155,000 - 140,000 = 15,000 USD Since the schedule variance is positive, you are ahead of schedule.

The project is ahead schedule. *^* SPI=EV / PV EV= (100,000 * 0.55) = 55,000 PV = 100,000 * 0.5 = 50,000 Therefore, SPI =55.000 / 50,000 = 1.1 Since the SPI is more than one, you are ahead of schedule. Reference: The PMBOK Guide, 6th Edition, Page: 263

To be effective, recognition and rewards systems should have the following characteristics EXCEPT :

The required performance for rewards should be made unachievable for most team members, to ensure that all team members strive for excellence throughout the project. *^* PMBOK® Guide, page 341, Section 9.4.2.5 Recognition and Rewards Part of the team development process involves recognizing and rewarding desirable behavior. The original plan for rewarding people is developed during the Plan Resource Management process. Rewards will be effective only if they satisfy a need that is valued by that individual. Reward decisions are made, formally or informally, during the process of managing the project team. Cultural differences should be considered when determining recognition and rewards. People are motivated if they feel they are valued in the organization and this value is demonstrated by the rewards given to them. Generally, money is viewed as a tangible aspect of any rewards system, but intangible rewards could be equally or even more effective. Most project team members are motivated by an opportunity to grow, accomplish, be appreciated, and apply their professional skills to meet new challenges. A good strategy for project managers is to give the team recognition throughout the life cycle of the project rather than waiting until the project is completed.

In relation to control charts, what are the upper and lower specification limits based on?

The requirements, reflecting the maximum and minimum values allowed.

In relation to control charts, what are the upper and lower specification limits based on?

The requirements, reflecting the maximum and minimum values allowed. *^* PMBOK® Guide, page 304, Section 8.3.2.5 Data Representation Data representation techniques that can be used for this process include, but are not limited to: Control Charts. Control charts are used to determine whether or not a process is stable or has predictable performance. Upper and lower specification limits are based on the requirements and reflect the maximum and minimum values allowed. Upper and lower control limits are different from specification limits. The control limits are determined using standard statistical calculations and principles to ultimately establish the natural capability for a stable process. The project manager and appropriate stakeholders may use the statistically calculated control limits to identify the points at which corrective action will be taken to prevent performance that remains outside the control limits. Control charts can be used to monitor various types of output variables. Although used most frequently to track repetitive activities required for producing manufactured lots, control chars may also be used to monitor cost and schedule variances, volume, frequency of scope changes, or other management results to help determine if the project management processes are in control.

What is the BEST definition for residual risk?

The risk that remains after risk responses have been implemented.

What is the BEST definition for residual risk?

The risk that remains after risk responses have been implemented. *^* PMBOK® Guide, page 488, Section 11.5.3.3; and Glossary Residual risk. The risk that remains after risk responses have been implemented.

The project life cycle is best defined as :

The series of phases that a project passes through from its start to completion.

The project life cycle is best defined as :

The series of phases that a project passes through from its start to completion. *^* PMBOK®Guide, page 665, Section X3.1 The Continuum of Project Life Cycles To understand the application of the process in adaptive projects, the continuum of project life cycles should be defined. The PMBOK® Guide Glossary describes the project life cycle as "the series of phases that a project passes through from its start to its completion. "Within a project life cycle, there are generally one or more phases that are associated with the development of the product, service, or result. These are called a development life cycle. Development life cycles can be predictive (plan-driven), adaptive (agile), iterative, incremental, or a hybrid.

Configuration management is focused on :

The specification of both the deliverables and the processes, while change control is focused on identifying, documenting, and approving or rejecting changes to the project documents, deliverables, or baselines. *^* PMBOK®Guide, page 118, Section 4. 6. 2. 2 Change Control Tools Configuration control is focused on the specification of both the deliverables and the processes, while change control is focused on identifying, documenting, and approving or rejecting changes to the project documents, deliverables, or baselines.

As an output of the Monitor Risks process, an updated risk register generally includes some or all of the following EXCEPT :

The work breakdown structure (WBS).

As an output of the Monitor Risks process, an updated risk register generally includes some or all of the following EXCEPT :

The work breakdown structure (WBS). *^* PMBOK® Guide, page 453, Section 11.7 Monitor Risks is the process of monitoring the implementation of agreed-upon risk response plans, tracking identified risks, identifying and analyzing new risks, and evaluating risk process effectiveness throughout the project. The key benefit of this process is that it enables project decisions to be based on current information about overall project risk exposure and individual project risks. This process is performed throughout the project. The inputs, tools and techniques, and outputs of the process are depicted in Figure 11-20. Figure 11-21 depicts the data flow diagram for the process.

Which is the BEST definition to describe work package?

The work defined at the lowest level of the work breakdown structure for which cost and duration are estimated and managed. *^* PMBOK® Guide, page 161, Section 5.4.3.1; andGlossary Work package. The work defined at the lowest level of the work breakdown structure for which cost and duration are estimated and managed.

In rolling wave planning:

The work to be accomplished in the near term is planned in detail, whereas the work in the future if planned at a higher level. *^* PMBOK® Guide, page 185, Section 6. 2. 2. 3 Rolling Wave Planning Rolling wave planning is an iterative planning technique in which the work to be accomplished in the near term is planned in detail, while work further in the future is planned at a higher level. It is a form of progressive elaboration applicable to work packages, planning packages, and release planning when using an agile or waterfall approach. Therefore, work can exist at various levels of detail depending on where it is in the project life cycle. During early strategic planning when information is less defined, work packages may be decomposed to the known level of detail. As more is known about the upcoming events in the near term, work packages can be decomposed into activities.

Control charts have all of the following characteristics EXCEPT :

They are used to illustrate how various factors might be linked to potential problems of effects. *^* PMBOK® Guide, page 304, Section 8.3.2.5 Data Representation Data representation techniques that can be used for this process include, but are not limited to: Control Charts. Control charts are used to determine whether or not a process is stable or has predictable performance. Upper and lower specification limits are based on the requirements and reflect the maximum and minimum values allowed. Upper and lower control limits are different from specification limits. The control limits are determined using standard statistical calculations and principles to ultimately establish the natural capability for a stable process. The project manager and appropriate stakeholders may use the statistically calculated control limits to identify the points at which corrective action will be taken to prevent performance that remains outside the control limits. Control charts can be used to monitor various types of output variables. Although used most frequently to track repetitive activities required for producing manufactured lots, control chars may also be used to monitor cost and schedule variances, volume, frequency of scope changes, or other management results to help determine if the project management processes are in control.

Source selection criteria are developed and used to rate or score seller proposals. These criteria generally have all of the following characteristics EXCEPT:

They generally require specification of the name of the transportation organization responsible for the delivery of procured products.

Source selection criteria are developed and used to rate or score seller proposals. These criteria generally have all of the following characteristics EXCEPT:

They generally require specification of the name of the transportation organization responsible for the delivery of procured products. *^* PMBOK® Guide, page 478, Section 12.1.3.5 Source Selection Criteria In choosing evaluation criteria, the buyer seeks to ensure that the proposal selected will offer the best quality for the services required. The source selection criteria may include, but are not limited to: o Capability and capacity; o Product cost and life cycle cost; o Delivery dates; o Technical expertise and approach; o Specific relevant experience; o Adequacy of the proposed approach and work plan in responding to the SOW; o Key staff's qualifications, availability, and competence; o Financial stability of the firm; o Management experience; and o Suitability of the knowledge transfer program, including training. For international projects, evaluation criteria may include "local content" requirements-for example, participation by nationals among proposed key staff.

Which of the following is NOT true about tools and techniques of Perform Integrated Change Control?

They include project plan updates.

Which of the following is NOT true about tools and techniques of Perform Integrated Change Control?

They include project plan updates. *^* PMBOK® Guide, page 118, Section 4. 6. 2. 1; and page 120, Section 4. 6. 2. 5 Perform Integrated Change Control: Tools and Techniques Expert Judgment Expertise should be considered from individuals or groups with specialized knowledge of or training in the following topics: o Technical knowledge of the industry and focus area of the project, o Legislation and regulations, o Legal and procurement, o Configuration management, and o Risk management. Meetings Change control meetings are held with a change control board (CCB) that is responsible for meeting and reviewing the change requests and approving, rejecting or deferring change requests. Most changes will have some sort of impact on time, cost, resources, or risks. Assessing the impact of the changes is an essential part of the meeting. Alternatives to the requested changes may also be discussed and proposed. Finally, the decision is communicated to the request owner or group. The CCB may also review configuration management activities. The roles and responsibilities of these boards are clearly defined and agreed upon by the appropriate stakeholders and are documented in the change management plan. CCB decisions are documented and communicated to the stakeholders for information and follow-up actions.

Project managers are similar to conductors of large orchestra, EXCEPT :

They need to be an expert or knowledge of all aspects of their endeavor.

Project managers are similar to conductors of large orchestra, EXCEPT :

They need to be an expert or knowledge of all aspects of their endeavor. *^* PMBOK®Guide, pages 51 - 52, Section 3. 1 o Project managers and conductors are similar, with regard to managing the membership and roles, responsibilities for their teams, and proper knowledge and skills. However, unlike conductors who should possess musical knowledge and understanding of all instructors, project managers may not have the similar level of knowledge of all activities on projects. Project managers should possess project management knowledge, technical knowledge, understanding, and experience of the overall project to be effective managers. Project Integration Management (Section 4 of the PMBOK® Guide)

Identify stakeholders is a process where you identify stakeholders for your project. Which of the following statements is not true regarding this process?

This process is started only when the project charter is signed. *^* According to the PMBOK Guide, this process frequently occurs in a project for the first time either prior to or at the same time the project charter is developed and approved. This means you can identify stakeholders before the project charter is signed. Reference: The PMBOK Guide, 6th Edition, Page: 508

The client has given you a project to install a new kind of elevator, so you start designing it from scratch. The planning phase is completed and you are now about to install the elevator. Suddenly a team member comes to you and asks for a change in the quality management plan as he has identified a flaw in the process. In which process can you perform the integrated change control?

Throughout the project *^* A project may require a change at any moment throughout the project life cycle, so the performance integrated change control process can be performed until the project ends. Reference: The PMBOK Guide, 6th Edition, Page: 115

You need to hire several subject matter experts for your project. Time is limited and the scope of work is also not very clear. In this situation what kind of procurement contract will you utilize to hire experts?

Time and material *^* If you have to hire the expert where the scope of work is not clear, the time and material contract is the best option. Reference: The PMBOK Guide, 6th Edition, Page: 472

During the control quality process, you are reviewing a chart which has some lines above and below the x-axis and a cyclic line between them. What is the purpose of this chart?

To determine if the process is stable *^* You are reviewing a control chart and the purpose of the control chart is to determine if the process is stable or not. Reference: The PMBOK Guide, 6th Edition, Page: 304

It is important that the resource management plan addresses how team members will be released when they are no longer needed on the project for all of the following reasons EXCEPT :

To optimize the utilization of human and material resources.

It is important that the resource management plan addresses how team members will be released when they are no longer needed on the project for all of the following reasons EXCEPT :

To optimize the utilization of human and material resources. *^* PMBOK® Guide, page 318, Section 9.1.3.1 Resource Management Plan The resource management plan is the component of the project management plan that provides guidance on how project resources should be categorized, allocated, managed, and released. It may be divided between the team management plan and physical resource management plan according to the specifies of the project.

What is the WBS typically used for?

To organize and define the total scope of the project. *^* PMBOK® Guide, pages 156 - 157, Section 5. 4 Create WBS Create WBS is the process of subdividing project deliverables and project work into smaller, more manageable components. The key benefit of this process is that it provides a framework of what has to be delivered. This process is performed once or at predefined points in the project. The WBS is a hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish the project objectives and create the required deliverables. The WBS organizes and defines the total scope of the project and represents the work specified in the current approved project scope statement.

When performing integration on the project, the role of the project manager is:

To work with the project sponsor to understand the stategic objectives wand ensure the alignment of the project objectives and results with those of the project and business area. *^* PMBOK®Guide, page 66, Section 3. 5 o The role of the project manager is twofold when performing integration on the project: o Project managers play a key role in working with the project sponsor to understand the strategic objectives and ensure the alignment of the project objectives and results with those of the portfolio, program, and business areas. In this way, project managers contribute to the integration and execution of the strategy; and o Project managers are responsible for guiding the team to work together to focus on what is really essential at the project level. This is achieved through the integration of processes, knowledge, and people.

You have been appointed project manager of a project. The project charter is signed and you have started working on it. As the project is big and involves many stakeholders, you start identifying your project's stakeholders. The number of identified stakeholders is huge and you are worried about how you will manage such a large number of stakeholders effectively. Fortunately, the PMBOK Guide provides you with many strategies to manage stakeholders under all circumstances. In this case, which of the following models will you not use to develop the stakeholder management strategy?

Tornado Diagram *^* Power / Interest grid, Influence / Impact grid, and salience model are classification models for the stakeholder analysis, while Tornado diagram is used in sensitivity analysis. Tornado diagram is used to compare the relative importance of the variables. Reference: The PMBOK Guide, 6th Edition, Page: 512

The amount of time that a schedule activity can be delayed or extended from its early start date without delaying the project finish date or violating a schedule constraint .

Total float. *^* PMBOK® Guide, page 191, Section 6.3.2.2; andGlossary Total float. The amount of time that a schedule activity can be delayed or extended from its early start date without delaying the project finish date or violating a schedule constraint.

The organization's processes and procedures for conducting pro ject work during project initiation and planning include all of the following EXCEPT :

Traceabilitiy matrices

The organization's processes and procedures for conducting pro ject work during project initiation and planning include all of the following EXCEPT :

Traceabilitiy matrices *^* PMBOK®Guide, page 40, Section 2. 3. 1 The organization's processes and procedures for conducting project work for Initiating and Planning include, but are not limited, to: o Guidelines and criteria for tailoring the organization's set of standard processes and procedures to satisfy the specific needs of the project; o Specific organizational standards such as policies (e.g., human resources policies, health and safety policies, security and confidentiality policies, quality policies, procurement policies, and environmental policies); o Product and project life cycles, and methods and procedures (e.g., project management methods, estimation metrics, process audits, improvement targets, checklists, and standardized process definitions for use in the organization); o Templates (e.g., project management plans, project documents, project registers, report formats, contract templates, risk categories, risk statement templates, probability and impact definitions, probability and impact matrices, and stakeholder register templates); and o Preapproved supplier lists and various types of contractual agreements (e.g., fixed-price, costreimbursable, and time and material contracts). o Traceability matrices are important considerations during the project execution

You are in the process of planning human resources and developing the roles and responsibilities for your team members. Which of the following will you not address during this process?

Training *^* Training issues are managed in the develop project team process. Reference: The PMBOK Guide, 6th Edition, Page: 342

You identified a risk in your project that is difficult for you to manage, therefore, you give the responsibility to manage this risk to an outside source. What kind of risk response strategy is this?

Transfer

You open a new hotel in Malaysia. You are new to this area and do not have experience in catering services. You are discussing whether you should provide your own catering service for your customers or to outsource it from another caterer who is experienced. They are guaranteeing their service and ready to accept a fine if they fail to serve your customers in a timely manner. Since their offer is lucrative, you decline starting your own catering service for customers and accept their offer. What kind of risk response strategy is this?

Transfer

Transfer *^* In a transfer risk response strategy, you transfer the ownership of risk to a third party. Now it is their responsibility to manage the risk once it happens. Insurance is an example of a risk transfer strategy. Reference: The PMBOK Guide, 6th Edition, Page: 443

Transfer *^* This is an example of a transfer risk response strategy because here, you transfer the responsibility to a third party who will provide the service to the customers. Reference: The PMBOK Guide, 6th Edition, Page: 443

Describe capabilities that are temporary and are no longer needed after the new product/service/result is ready.

Transition requirements *^* PMBOK® Guide, page 148, Section 5. 2. 3. 1 Transition and readiness requirements describe temporary capabilities, such as data conversion and training requirements, needed to transition from the current as-is state to the desired future state.

Manage quality is the process of :

Translating the quality management plan into executeable quality activities that incorporate the organization's quality policies into the project. *^* PMBOK® Guide, page 288, Section 8.2, Figure 8 - 7 Manage Quality Manage Quality is the process of translating the quality management plan into executable quality activities that incorporate the organization's quality policies into the project. The key benefits of this process are that it increases the probability of meeting the quality objectives as well as identifying ineffective processes and causes of poor quality. Manage Quality uses the data and results from the Control Quality process to reflect the overall quality status of the project to the stakeholders. This process is performed throughout the project.

Your organization has received two projects. One project is to design a call center for the client, and the other is research work in pollution control. How are you going to manage these two projects?

Under portfolio management *^* Since the two projects are different types, you will manage them under portfolio management. Reference: The PMBOK Guide, 6th Edition, Page: 11, 12, 13, 15

Constructive changes are :

Uniquely identified and documented by project correspondence.

Constructive changes are :

Uniquely identified and documented by project correspondence. *^* PMBOK® Guide, page 499, Section 12.3.3.4 12.3.3.4 Change Requests Described in Section 4.3.3.4, change requests to the project management plan, its subsidiary plans, and other components such as the cost baseline, schedule baseline, and procurement management plan, may result from the Control Procurements process. Change requests are processed for review and disposition through the Perform Integrated Change Control process (Section 4.6). Requested but unresolved changes can include direction provided by the buyer or actions taken by the seller, which the other party considers a constructive change to the contract. Because any of these constructive changes may be disputed by one party and can lead to a claim against the other party, such changes are uniquely identified and documented by project correspondence.

You are a risk manager of a project and the project manager has given you the responsibility of developing the risk management plan. So, you start collecting the risks and then you categorize them based on their impact on the project objectives. Afterward, you analyze them and develop the risk response plan for positive risks and negative risks. After developing these response plans, what will your next step be?

Update the project management plan. *^* Risks are either positive or negative; there are no neutral risks so it is a made-up term. After the risk response plan is created, the next step is to update the project management plan. This includes updating baselines and project management plans. So, "b" is the correct choice. Risk owner assignment is already completed during risk response planning. Changing the critical path (if required) will be done while updating the project management plan. Reference: The PMBOK Guide, 6th Edition, Page: 437

The Responsibility Assignment Matrix (RAM) is:

Used to illustrate the connections between work packages or activities and project team members it ensures that there is only one person accountable for any one task to avoid confusion of responsibility. *^* PMBOK®Guide, pages 316-317, Section 9.1.2.2 Data Representation Responsibility Assignment Matrix (RAM). An example of a matrix-based chart is a responsibility assignment matrix (RAM) that shows the project resources assigned to each work package. It is usd to illustrate the connections between work packages or activities and project team members. On larger projects, RAMs can be developed at various levels. For example, a high-level Ram can define the responsibilities of a project team, group, or unit within each component of the WBS. Lower-level RAMs are used within the group to designate roles, responsibilities, and levels of authority for specific activities. The matrix format shows all activities associated with one person and all people associated with one activity. This also ensures that there is only one person accountable for any one task to avoid confusion about who is ultimately in charge or has authority for the work. One example of a RAM is a RACI. (Responsible, accountable, consult, and inform) chart, shown in Figure 9-4. The sample chart shown the work to be done in the left column as activities. The assigned resources can be shown as individuals or groups. The project manager can select other options, such as "lead" and "resource" designation, as appropriate for the project. A RACI chart is a useful tool to use to ensure clear assignment of roles and responsibilities when the team consists of internal and external resources.

The duration of the activity is affected by all of the following EXCEPT :

Using the precedence diagramming method (PDM) for scheduling activities instead of using the critical path method (CPM.) *^* PMBOK® Guide, pages 195 - 196, Section 6. 4 Estimate Activity Durations Estimate activity durations uses information from the scope of work, required resource types or skill levels, estimated resource quantities, and resource calendars. Other factors that may influence the duration estimates include constraints imposed on the duration, effort involved, or type of resources (e.g., fixed duration, fixed effort or work, fixed number of resources), as well as the schedule network analysis technique used. The inputs for the estimates of duration originate from the person or group on the project team who is most familiar with the nature of the work in the specific activity. The duration estimate is progressively elaborated, and the process considers the quality and availability of the input data. For example, as more detailed and precise data are available about the project engineering and design work, the accuracy and quality of the duration estimates improve. The specific method for analyzing activity duration does not impact the duration.

Your project is complete and the product is ready to be delivered. The client inspects the deliverable and accepts it. What process is this?

Validate scope

Your project is complete and the product is ready to be delivered. The client inspects the deliverable and accepts it. What process is this?

Validate scope *^* In the Validate Scope process, the customer accepts the deliverables or the product. Reference: The PMBOK Guide, 6th Edition, Page: 166

You are performing the inspection of a deliverable with your contractor to determine if the deliverable is meeting requirements. After being satisfied with the inspection, you accept the deliverable. Which process are you in?

Validate scope *^* In the Validate Scope process, you accept the deliverables. Reference: The PMBOK Guide, 6th Edition, Page: 166

Because of the huge size of your project, you have divided it into several phases. After completing each phase, you hand it over to the client and then move on to the next phase. Which process ensures that the previous phase has met all of its requirements so you can move on to the next phase?

Validate scope *^* Validate scope is the process of formalizing the acceptance of completed project deliverables, and once the deliverable of the previous phase is accepted you can move on to the next phase. Reference: The PMBOK Guide, 6th Edition, Page: 163

You are working on a big project and team members are located in different geographic locations. Your team has encountered some issues while communicating. During phone calls, some voices get lost and members also face difficulties in understanding the problems. So, you decide to find a better communication method to discuss issues. Which of the following is the most effective communication method?

Video conferencing *^* In video conferencing, you interact with another person; it is a type of interactive communication method, which is the most effective communication method. Reference: The PMBOK Guide, 6th Edition, Page: 374

The outputs from the Monitor Risks process include all of the following EXCEPT:

WBS (Work breakdown structure) *^* PMBOK® Guide, page 457, Section 11.7.3; and page 453, Figure 11-20 The Monitor Risks process has the following outputs: 1. Work Performance Information 2. Change Requests. 3. Project Management Plan Updates. 4. Project Document Updates. 5. Organizational Process Assets Updates

While collecting work performance data, one of your team members has a misunderstanding about the description of work of several activities, their cost estimates, and the resources required by them. She comes to you and explains the situation. To answer her questions, what document will you ask her to refer to?

WBS Dictionary

A document provides detailed deliverables, activities, and scheduling information about components. Other information includes the code of account identifier, assumptions and constraints, schedule milestones, resources required, and acceptance criteria. This document can possibly be:

WBS Dictionary *^* In a WBS dictionary, you can see the details of each component in a WBS. Reference: The PMBOK Guide, 6th Edition, Page: 162

WBS Dictionary *^* WBS dictionary provides details of the work package. Reference: The PMBOK Guide, 6th Edition, Page: 162

All of the following are questions that the key stakeholders and project managers should answer to develop the project success measures EXCEPT :

What are the communications requirements *^* PMBOK® Guide, page 34, Section 1.2.6.4 Arguably, all responses are suitable during project planning. However, the three most important questions for defining project success are: - What does success look like for the project? - How will success be measured? - What factors may impact success? The answer on communication requirements is an important consideration, but it occurs at a more detailed planning level for creating a project communications plan, which leads to project success.

You have been given a multi-year project to build a refinery. This is a very large and complex project, and you now need to estimate the cost for this project. What basic assumption will you need to make while estimating the cost for this project?

Whether the estimate will be limited to direct costs or if it will include the indrect costs as well.

Whether the estimate will be limited to direct costs or if it will include the indrect costs as well. *^* During the estimate creation, you will have to see if the estimate will include the indirect costs or not. Indirect costs are those costs which are not under your control such as rent, cost of electricity, etc. Reference: The PMBOK Guide, 6th Edition, Page: 246

Benchmarking involves comparing actual or planned project practices to those of comparable projects with all of the following characteristics EXCEPT :

Within the same application area but not in a different application area. *^* PMBOK® Guide, page 281, Section 8.1.2.2 Data Gathering Data gathering techniques that can be used for this process include, but are not limited to: Benchmarking. Benchmarking involves comparing actual or planned project practices or the project's quality standards to those of comparable project to identify best practices, generate ideas for improvement, and provide a basis for measuring performance, benchmarked projects may exist within the performing organization or outside of it, or can be within the same application area or other application area. Benchmarking allows for analogies from projects in a different application area or different industries to be made.

Interpersonal skills are important for a project manager as they help him or her to manage stakeholders properly. Which of the following is not an interpersonal skill?

Work environment *^* "Besides work environment, all other options are interpersonal skills. Reference: The PMBOK Guide, 6th Edition, Page: 375 "

A significant amount of data is collected and analyzed throughout the project. All of the following are examples of project data and information EXCEPT:

Work performance analysis. *^* PMBOK®Guide, page 26, Section 1.2.4.7 Throughout the life cycle of a project, a significant amount of data is collected, analyzed, and transformed Project data are collected as a result of various processes and are shared within the project team. The collected data are analyzed in context, aggregated, and transformed to become project information during various processes. Information is communicated verbally or stored and distributed in various formats as reports. Project data are regularly collected and analyzed throughout the project life cycle. The following definitions identify key terminology regarding project data and information: •Work performance data. The raw observations and measurements identified during activities performed to carry out the project work. Examples include reported percent of work physically completed, quality and technical performance measures, start and finish dates of schedule activities, number of change requests, number of defects, actual costs, actual durations, etc. Project data are usually recorded in a Project Management Information System (PMIS) and in project documents. •Work performance information. The performance data collected from various controlling processes, analyzed in context, and integrated based on relationships across areas. Examples of performance information are status of deliverables, implementation status for change requests, and forecast estimates to complete. •Work performance reports. The physical or electronic representation of work performance information compiled in project documents, which is intended to generate decisions or raise issues, actions, or awareness. Examples include status reports, memos, justifications, information notes, electronic dashboards, recommendations, and updates. Work performance analysis is a required activity, but not a source of project data.

You have been developing a next generation electric engine for high-speed electric trains. The project is 25% completed, you have spent 21% of your budget and you are slightly behind the schedule. The client is worried and asks you to provide him with the progress and forecasting report as soon as possible. So, you start collecting information such as the start and finish dates of scheduled activities, number of change requests, number of defects, actual costs, actual durations, etc. These are examples of:

Work performance data

To create the status report, you have collected the data for value of completed work, actual duration, actual completed work, etc. These data are examples of:

Work performance data *^* Completed work, actual duration, etc., are examples of work performance data. Reference: The PMBOK Guide, 6th Edition, Page: 95

Work performance data *^* Work performance data is raw data on observations and measurements of the project status; e.g. actual cost, time duration, percentage of completed work, the number of defects, etc. Work performance information is an analysis of work performance data against planned progress, for example actual completed vs planned completion. 'Work performance measurements' is not a term found in the PMBOK Guide 6 th Edition. Reference: The PMBOK Guide, 6th Edition, Page: 26, 95

You and your management are inspecting project deliverables with the client and are determining if this is as per the stated requirements or not. Which of the following statement is true about the above process?

You are in the validate scope process. *^* Since you are inspecting the deliverable with the client, this is the validate scope process. The validate scope process is performed by the project manager with the client after the deliverable or the product is completed. The purpose of this process is to ensure that the client accepts the product formally. Reference: The PMBOK Guide, 6th Edition, Page: 163

Validate scope is the process which helps increase the chances that the client will accept the deliverable. Here, the client reviews the verified deliverable from the control quality process. Which of the following statements is true about validate scope process?

You complete this process with the client. *^* The project manager performs the validate scope process with the client. In this process, the client accepts the deliverable or the product. Reference: The PMBOK Guide, 6th Edition, Page: 163

You are determining the probability and impact of risks in order to find the expected monetary value and then the contingency reserve. Which of the following statements is true about the expected monetary value?

You consider positive as well as negative risks while calculating the EMV *^* While calculating the expected monetary value, you will consider both types of risks. The EMV for the positive risks should be shown with a positive sign, and the EMV of the negative risks should be shown with a negative sign. Reference: The PMBOK Guide, 6th Edition, Page: 435

You have recently joined an ongoing project and you just had a meeting with the project sponsor and other important members. Since you are new to the project, how will you know their views about the project?

You will look into the stakeholder register. *^* The stakeholder register contains information about the project stakeholders. Therefore, whenever you need to find/update/record any information regarding the stakeholders, you will need to open the stakeholder register. Reference: The PMBOK Guide, 6th Edition, Page: 514

During the review of a control chart, you observe that the limit for one deliverable is below the lower control limit but above the specification limit. What will your next step be?

You will take corrective action. *^* Although the deliverable is within the customer's specification limits, it is outside the control limit. Therefore, you will take corrective action so as to avoid any possible defect. Reference: The PMBOK Guide, 6th Edition, Page: 304

Your company is having problems delivering the finished product from the factory to the warehouses, which are located in different geographical areas. To smooth out the process, you have identified all critical stages for this procedure. What will be your next step?

You will use an Ishikawa diagram. *^* An Ishikawa diagram helps you find the root cause of the problem, so in this case, you will use an Ishikawa diagram to find the root cause of the problem in the delivery system and then try to sort it out. Reference: The PMBOK Guide, 6th Edition, Page: 293

Complexity exhibits all of the following characteristics EXCEPT :

containing high-risk parts *^* PMBOK® Guide, page 68, Section 3. 5. 4 Complexity as a characteristic or property of a project is typically defined as: o Containing multiple parts, o Possessing a number of connections among the parts, o Exhibiting dynamic interactions among the parts, and o Exhibiting behavior produced as a result of those interactions that cannot be explained as the simple sum of the parts (e.g., emergent behavior)

Lessons learned documentation generally includes all of the following EXCEPT:

other types of lessons learned about communications management. *^* PMBOK®Guide, page 104, Section 4. 4. 3. 1 Lessons Learned Register The lessons learned register can include the category and description of the situation. The lessons learned register may also include the impact, recommendations, and proposed actions associated with the situation. The lessons learned register may record challenges, problems, realized risks and opportunities, or other content as appropriate. The lessons learned register is created as an output of this process early in the project. Thereafter, it is used as an input and updated as an output in many processes throughout the project. The persons or teams involved in the work are also involved in capturing the lessons learned. Knowledge can be documented using videos, pictures, audios, or other suitable means that ensure the efficiency of the lessons captured. At the end of a project or phase, the information is transferred to an organizational process asset called a lesson learned repository.

Complexity within projects is a result of many different organizational behaviors; the dimensions of complexity include all of the following EXCEPT :

process behavior

Complexity within projects is a result of many different organizational behaviors; the dimensions of complexity include all of the following EXCEPT :

process behavior *^* PMBOK®Guide, page 68, Section 3. 5 Complexity within projects is a result of the organization's system behavior, human behavior, and the uncertainty at work in the organization or its environment. The three dimensions of complexity are defined as follows: o System behavior. The interdependencies of components and systems. o Human behavior. The interplay between diverse individuals and groups. o Ambiguity. Uncertainty of emerging issues and lack of understanding or confusion.

Portfolio management refers to:

project decision making

Portfolio management refers to:

project decision making *^* PMBOK® Guide.page 15, Section 1.2.3-3 Portfolio Management Portfolio management refers to the centralized management of one or more portfolios to achieve strategic objectives. Portfolio management focuses on ensuring that projects and programs are reviewed in prioritize resource allocation and that the management of the portfolio is consistent with and aligned to organizational strategies.

10.0 weeks

11.0 Weeks

15.5

150,000 USD

Your team has 10 members, including you. Two new members are added to it. How many have the lines of communication increased?

All of the following are characteristics of a decision tree EXCEPT

A decision tree is primarily a graphical, qualitative risk analysis technique and is not generally used in quantitative risk analysis.

A change control board (CCB) is

A formally chartered group responsible for reviewing, evaluating, approving, delaying, or rejecting changes to the project, and for recording and communicating such decisions.

The Perform Qualitative Risk Analysis process assesses the priority of identified risks using all of the following EXCEPT :

A mathmatical technique, such as the expected monetary value (EMV) to create the impression of precision and accuracy.

The following is an example of a constraint associated with the project scope that limits the team's options in scope definition

A predefined budget or any imposed dates or schedule milestones that are issued by the customer or performing organization.

Life cycles develop a set of high-level plans for the initial requirements and progressively elaborate requirements to an appropriate level of detail for the planning cycle.

Adaptive

A project life cycle that is iterative or incremental

Adaptive life cycle

You are managing a project in which you intend to respond to high levels of change and ongoing stakeholder involvement. The most suitable project life cycle for your project is the :

Adaptive life cycle

Project cost control includes all of the following EXCEPT :

Allocating the overall estimates to individual work package to establish a cost baseline.

All of the following are generally true about leadership in a project environment EXCEPT :

Although important thoughout all project phases, effective leadership is critical during the Closing phase of a project when the emphasis is on stakeholder acceptance of the project.

Sources of information typically used to identify and define project communication requirements include all of the following EXCEPT:

Availability of the project sponser at the project location

Avoid

Manage Stakeholder Engagement involvesall of the following activities EXCEPT:

Avoiding potential concerns that have not yet become issues

You have floated a tender for your project, and to clarify some issues raised by bidders you are conducting a bidder conference. What will not be done in a bidder conference?

Award the contract

Business Case.

Tools and techniques to acquire resources include all of the following EXCEPT:

C. Interpersonal and team skills.

A technique for systematically reviewing materials using a list for accuracy and completeness .

Checklist analysis

Configuration account checking

You are using an analytic tool to find the strengths and weaknesses of alternatives to determine the best option in terms of benefits provided. What tool is this?

Cost benefit analysis

You are in the process of dividing work into smaller components so you can get a structured vision of what has to be delivered. What process is this?

Create WBS

Create a virtual team

Understanding, evaluating, defining, and managing requirements are essential to satisfying:

Customer Expectations

Which of the following represents processes concerned with establishing and controlling the cost baseline?

Determine Budget and Control Costs

You are in the process of aggregating the estimated costs of individual activities or work packages to establish an authorized cost baseline. What process is this?

Determine budget

Which statement below BEST describes Tailoring ?

Determining the appropriate combination of processes, inputs, tools, techniques, outputs, and the life cycle phases to manage a project.

Monitor Communications is the process of :

Ensuring that the information needs of the project stakeholders are met throughout the entire project life cycle

Free Float

Implement ground rules

Improvements in the overall project performance as a result of increased intensity of conflict among project team members.

Outputs from the Estimate Activity Resources, process include :

Indentification of the ypes and quantities of resources required for each activity in a work package

All of the following are information management and distribution tools EXCEPT:

Inputting project performance data into a spreadsheet or database

Issue log

It helps you rank risks.

All of the following are true about conflict management EXCEPT :

It should be addressed only when it becomes disruptive, and at an official team meeting.

Majority

Mandatory dependency

Project Management Processes

May be overlapping activities that occur throughout the project.

Meet stakeholders' objectives.

Earned value management (EVM) is a commonly used :

Method of performance measurements for projects.

You have identified a risk that your work might be affected due to an equipment malfunction. Which of the following risk response strategies will you use to contain this risk?

Mitigate

You are monitoring overall project stakeholder relationships and adjusting strategies for engaging stakeholders. This is known as :

Monitor Stakeholder Engagement

Monitoring and controlling the work

Motivational processes

Name of the competitor

Negotiation

You have a team of 10 members. They started to work together and are learning to trust each other. In which stage are they working?

Norming

In the Plan Risk Responses process, an accept strategy for a negative risk or threat indicates that the project team has decided :

Not to change the project management plan to deal with a risk, or it is unable to identify any other suitable response strategy.

Number of change requests

The following are all key competencies of a project manager EXCEPT :

Operational Management

Inputs to control quality include all of the following EXCEPT

PERT chart

Project Stakeholder Management includes all of the following EXCEPT:

You are sitting with your team members and experts in a room and defining the definition of probability of events occurring and the impact. What process is this?

Plan risk management

Plan the solution

You are managing four projects in your organization. Two projects are of a similar type, but the other two are entirely different. What is your role in the organization?

Portfolio manager

Project Life Cycle

You realize that you have made an error in your monthly status meeting. Therefore, you send stakeholders the correct report by email. What kind of communication method are you using here?

Push

Relational power

Requirement traceability matrix

Requirements management plan

Risk register update

Scope Baseline

Secondary risk

You have identified risks and now have asked your team members to analyze which risks have the largest potential impact on the project. Which of the following tools will help you find this impact?

Sensitivity Analysis

When tailoring processes for Project Stakeholder Management, you should consider all of these EXCEPT :

Stakeholder Engagement

Team building has all of the following characteristics EXCEPT :

Team building should be primarily considered after major conflicts within the project team, because tehy generally waste precious recource time and cause schedule delays.

During the control quality process, you are reviewing a chart which has some lines above and below the x-axis and a cyclic line between them. What is the purpose of this chart?

To determine if the process is stable

Tornado Diagram

Describe capabilities that are temporary and are no longer needed after the new product/service/result is ready.

PBMOK - CAPM Test

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