PMP Flash Cards, March 23, 2022

As a project manager, you are responsible for managing all of the procurements that are part of the project, Except? a. requested, contract changes b. work performance information c. audits d. payment requests

* Audits are not an output of the Control Procurements process. Audits are a tool used in the Control Procurement process that reviews the procurement based on it contract. All of the other options are outputs of the Control Procurements process. Work performance information includes information on how a seller is performing by comparing the deliverables, the technical performance achieved, and the costs. Requested contract changes are part of the contract documentation that is an output of the Control Procurements process. These requested changes serve as an input to the Perform Integrated Change Control process, in which they are either approved or rejected. Payment schedules and request are one of the organization process asset updates that are an output of the Control Procurements process. During the project execution phase, as the deliverables are delivered the buyer, they are examined for correctness and adherence to specified standards. After the deliverables are accepted, the seller submits invoices to be paid by the buyer. The buyer initiates the payment s. disbursement to the seller, and in the process generates payment request. The inputs to the Control Procurements process are: -Project management plan (including the requirement management plan, risk management plan, procurement management plan, change management plan, and schedule baseline) -project documents (including the assumption log, lessons learned register, milestone list, quality reports, requirements documentation, requirements traceability matrix, risk register, and stakeholder register) -Agreement -Procurement documentation -Approved change requests -Work performance data -Enterprise environmental facts (including contract change control system, marketplace conditions, financial management and accounts payable system, and buying organization's code of ethics) -Organizational process assets (including procurement policies The tools and techniques used by the Control Procurements process are: - Expert judgment -Claims administration -Data analysis (including performance reviews, earned value analysis, and trend analysis) -Inspection -Audits The output of the Control Procurements process are: -Closed procurements -Work performance information -Procurement documentation updates -Change requests -Project management plan updates (including updates to the risk management plan, procurement management plan, schedule baseline, and cost baseline) -Project documents updates (including update to the lessons learned register, resource requirements, requirements traceability matrix, risk register, and stakeholder register) -Organizational process assets updates (including updates to payment schedules and requests, seller performance evaluation documentation, prequalified seller lists updates, lessons learned repository, and procurement file) The Control Procurements process is part of the Project Procurement Management Knowledge Area and the Monitoring and Controlling Process Group. The key benefit of this process is that it ensures that the it ensures that the performance of the seller and buyer meets procurement requirements according to the term of the agreement.

A project manager was able to mitigate an impending risk by implementing the appropriate risk response. Now that the process is completed, the manager wants to update the risk register. Which information will be updated in the risk register? a. Changes to the previously decided-on risk response for the risk that occurred b. The risk response strategies that were agreed upon for the individual project risks and budget and schedule activities required to implement the finalized risk response. c. Current status of the most critical individual risks related to the project and the current level of the overall project risk d. Evaluation of the probability and impact of individual project-relates risks, the priority level of risks, the agreed-upon risk owner, and risk categories

a. Changes to the previously decided-on risk response for the risk that occurred * The project manager should update the risk register to record any changes that were made to the previously decided-on risk response in response to the risk that occurred as a result of the Implement Risk Responses process. The risk report would be updated with the current status of the most critical individual risks related to the project and the current level of the overall project risk as an output of the Monitor Risks process. The risk register would be updated to include new or revised information on project risks that was gathered during the Monitor Risks process. The risk register would be updated with the risk response strategies agreed upon for the individual project risk and budget and schedule activities required to implement the finalized risk responses as a result of the Perform Qualitative Risk Analysis process.

While working on a project, you find that a few constructive changes were requested by the seller organization and they implemented those changes successfully. However, as a project manager, you are unable to resolve the claim made by the seller organization for the changes made. What should be the best approach to move further in this situation? a. Handle the claim in accordance with alternative dispute resolution. b. Award a new contract to the seller organization for the changes made. c. Deny the seller organization's claim. d. Terminate the contract with the seller organization.

a. Handle the claim in accordance with alternative dispute resolution. *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. Denying the seller organization's claim outright may result in loss of project credibility. You should only deny the seller organization's claim after doing thorough research and trying the resolve the claim in other manner, such as in accordance with Alternative Dispute Resolution (ADR). Terminating the contract may result in project failure as it can impact the deliverables and timelines of the project. Contract termination should only be done as a last resort. Awarding a new contract to the seller organization does not resolve the claim conflict and therefore is not necessary. If required, you should negotiate with the seller to reach a mutually agreed conclusion and edit the procurement contract accordingly.

Gary Rodriguez is a project manager. One of his responsibilities is to manage project knowledge. Which of the following provides the BEST description of this process? a. He leverages the existing project knowledge to create new knowledge and achieve organizational goals b. He defines how to estimate, procure, and manage the resources needed to complete the project work c. He appoints individual who will mange the existing project knowledge to for it use in the future d. He makes estimates about the material, supplies, and human resources needed to complete the project work

a. He leverages the existing project knowledge to create new knowledge and achieve organizational goals, thus enabling organizational learning. * The Plan Resource management process defines how to estimate, procure, and manage the team and physical resources The Estimate Activity Resources process estimates the material, supplies, and human resources needed to complete a project. Organizations may appoint individuals who are experts in managing knowledge. This activity is only a part of the Manage Project Knowledge process; it is not the process in itself.

As part of implementing risk responses, a project manager must update the project team assignments document. What information should the manager include in this document? a. Information regarding the personnel assigned to carry out the agreed-upon risk response and the budget/time allocated to implement it b. Information on the issues faced during implementation of risk responses and how to avoid them c. Changes to the earlier agreed-upon risk responses to the overall risk exposure of the project made as a result of undertaking the process d. Issues that are identified as part of implementing the agreed-upon risk responses

a. Information regarding the personnel assigned to carry out the agreed-upon risk response and the budget/time allocated to implement it Information regarding the issues that are identified as part of implementing the agreed-upon risk responses is documented in the issues log. Information on the issues faced during implementation of risk responses and how they could have been avoided, along with the information on the tactics that worked well when implementing risk responses, is recorded in the lessons learned register. Risk owner are identified based on the knowledge and experience. One of the key interpersonal and team skills required to facilitate the process is influencing. Any changes to the earlier agreed-upon risk responses to the overall risk exposure of the project made as a result of undertaking the process are documented in the risk report.

Which of the following organizational process assets can influence the Implement Risk Responses process? a. Lessons learned repository b. Project schedule c. Risk report d. Project team assignments

a. Lessons learned repository * The lessons learned repository is an organizational process asset that can influence the Implement Risk Responses process. It contains the lessons learned from previously done similar projects, thus specifying the effectiveness of specific risk responses. It is both an input to the Implement Risk Response process and an output of the process. The project schedule provides the project manager with the timeline for the resource needed for managing the project work. It is not an input to the Implement Risk Responses process. The project team assignments document contains information regarding the individual assigned to the risk response plan and the budget/time allocated to execute the agreed-upon risk response plan. it is an output of the Implement Risk Responses process, not an input to it. The risk report contains an evaluation of the overall project risk exposure and the response strategies that were agreed upon. It also contains the major individual risks related to the project and the associated planned response. While it is an input to the Implement Risk Responses process, it is a project document, not an organizations process asset.

Naomi has been designated as Scrum Master in the current project. Which of the following are forms of intrinsic motivator that she may come across while working with the project team? (Choose all that apply) a. Mastery b. Autonomy c. Competition d. Purpose

a. Mastery b. Autonomy d. Purpose * Intrinsic motivator called autonomy is the ability to manage or self-direct one's life. In an agile environment, it is the responsibility of team leaders to provide autonomy to the team members, keeping the ultimate project goals intact, so that they can stay motivate and focused throughout the project. * Purpose is an intrinsic motivational factor that may affect the performance of an individual. In an agile environment, leaders must specify the clear purpose of a team member being in the project. They should have a clear understanding of how their work is helping to achieve the ultimate goals. To keep the team stay motivated, leaders should provide clear product vision to the team members. * Naomi may come across a form of intrinsic motivator called mastery. Mastery is an intrinsic motivator that may affect the performance of an individual. Agile projects evolve as the project progresses, as do the teams and the individuals. The leaders of an agile project should focus on continuous improvement of the team members throughout the project lifecycle. Continuous efforts for an individual's or team's growth creates motivation and a better working environment. * Competition is not an intrinsic motivator that Noami may come across. It is an external factor that can affect performance of an individual or team. The feeling of competition makes an individual or team behave in such a manner so as to obtain a reward from certain pressure.

What is one of the purposes of the kick-off meeting? a. Obtain commitment from all team members. b. Manage the stakeholder expectations. c. Report on the project's performance. d. Establish the cost and schedule baselines.

a. Obtain commitment from all team members. * One purpose of the project kick-off meeting is to obtain the commitment from all team members. *Other purposes of the kick-off meeting include introducing the stakeholders, publicly start the project, outlining both the project goals and the individual roles and responsibilities of team members, and clarifying the expectations of all parties. * During the kick-off meeting, you do NOT establish the cost and schedule baselines, manage the stakeholder expectations, or report on the project's performance.

You have just been assigned to a software development project that was abandoned by the previous project manager. The bulk of the project work is complete and the project is currently in its testing phase. While you review the project work products to gain an understanding of the project's requirements and design, you discover a major flaw in the technical design of the software application. The flaw would materialize into a failure only if the user be critical and severer executes certain uncommon actions or scenarios. However, if it occurs, the flaw would be critical and severely affect the application. The project has been going on well so far, and the customer has been pleased with its progress. The customer has scheduled a global launch of the software application soon. You realize that any impact to the schedule at this stage would disrupt the global launch. What should you do first in this situation? a. Request that a qualified person verify the existence of the technical flaw. b. Inform the customer about the technical flaw, set up a team to develop a workaround to the problem, and apply the patch as soon as it is developed. The customer's global launch would not be disrupted, and the problem would be resolved. c. Do not inform the customer about the technical flaw because informing them about the technical flaw would disrupt the global launch of the application. This action is in the customer's best interest. if and when the flaw materializes into a failure, it would be taken up for rectification as part of the system maintenance contract. d. Inform the customer about the technical flaw because the Code of Ethics and Professional conduct mandates honest behavior with the customer, and this approach would be ethical and fair. Next, work on developing an appropriate solution to the problem.

a. Request that a qualified person verify the existence of the technical flaw. *Before reacting to the detection of the technical flaw, you should first request that a qualified person verify that the flaw exists. It is good to be doubly sure about the existence of the flaw, especially because of the severity of its potential impact and because you have just recently taken over the project. If the flaw is verified, then you must inform the customer and then work on developing a solution to the problem. The Code of Ethics and Professional Conduct obligates you to be honest about the status of the project. Not informing the customer about he technical flaw is certainly not ethical. Also, it is the responsibility of the project team to reduce customer-reported failures as much as possible because customer - reported failures increase the cost of quality and also result in customer dissatisfaction.

As a newly hired project manager, you want to document the tools that are used in knowledge management and not information management. Which of the following tools will you include under the category of knowledge management? (Choose two.) a. Storytelling b. Web searches c. Library service d. Work Shadowing

a. Storytelling d. Work shadowing *Of the given tools, the ones that are used in knowledge management but not in information management are working shadowing and storytelling. Web searches and library services are tools used in information management . Information and knowledge management are both tools used in the Manage Project knowledge process. Tools that are used for managing knowledge include: - Expert judgment -Knowledge management -Information management -Interpersonal and team skills

Todd Williams is a newly appointed project manager at a manufacturing unit. He is identifying the tools and techniques that will help him effectively manage project information and knowledge. Which of the following points should he consider? (Choose three) a. The knowledge management tools and techniques used in a project vary depending on the nature of the project and the level of innovation and complexity involved. b. The knowledge management tools and techniques can be used face-to-face, which will help build the trust relationships needed to manage knowledge. c. Leadership and networking are two of the many interpersonal skills that can be used during knowledge and information sharing. d. The knowledge management tools and techniques help in sharing simple, unambiguous, and codified explicit knowledge.

a. The knowledge management tools and techniques used in a project vary depending on the nature of the project and the level of innovation and complexity involved. b. The knowledge management tools and techniques can be used face-to-face, which will help build the trust relationships needed to manage knowledge.c. c. Leadership and networking are two of the many interpersonal skills that can be used during knowledge and information sharing. *Knowledge management tools and techniques are not solely used for sharing simple, unambiguous, and codified explicit knowledge. They also help in sharing tacit knowledge, creating new knowledge, and integrating knowledge of the team members. The tools and techniques used by the Manage Project Knowledge process are: - Expert judgment - Knowledge management - Information management -Interpersonal and team skills *Knowledge management techniques include networking, special interest groups, meetings, discussion forums, conferences, and training. * Information management includes lessons learned register, library services, and project management information systems (PMISs). *Interpersonal and team skills include active listening, facilitation, leadership, networking, and political awareness.

All scenarios can result in early termination of a procurement agreement, EXCEPT: a. The seller wants to terminate the agreement. b. The buyer defaults on the agreement. c. The seller defaults on the agreement. d. Both parties agree to terminate the agreement early

a. The seller wants to terminate the agreement. * all of the scenarios can result in early termination of the procurement agreement except when the seller wants to terminate the agreement. Usually a procurement agreement does not include a clause allowing the agreement to be terminated at the seller's convenience. Procurement agreements include a terms and conditions clause and a terminations clue that define when and under which conditions an agreement be terminate. Usually early termination can occur if both parties agree to terminate the agreement early. If either party defaults on the agreement, or if the buyer wants to terminate the agreement for the buyer's convenience (provided this option is explicitly included in the agreement.

A machine used to package up the company's finished project deliverables stops work. The production supervisor determines that trying to repair the machine will cause further delays, and recommends that a replacement be rented. The supervisor spends two days sourcing a replacement machine. Brent, the project manager, rent the machine to use until the company-owned machine is repaired. The rented machine helps complete the packaging work on time, enabling the team to complete the deliverables without a delay. Brent needs to update the team assignments. Which of the following information will he update in the document? a. The team resource who was allocated to specific risk as per the risk plan, along with the time and budget allowed to complete the risk response action b. Information on the challenges encountered when implementing the risk response and how the challenges could have been avoided c. any changes to the earlier aged-upon responses to the individual project risks d. Issues that occurred that were not previously documented during the Planning phase

a. The team resource who was allocated to a specific risk as per the risk plan, along with the time and budget allowed to complete the risk response action * Brent should update the project team assignments with information regarding the team resource who was assigned to a specific risk as per the risk plan, along with the time and budget allowed to complete the action. The project team assignments should be updated during the Implement Risk Responses process to document who handled the risk by executing the agreed-on action, as well as the budget and time allocated to the risk response in this scenario, the production supervisor handled the risk that a machine would break down, and two days were allocated to the risk response. Brent will also create or update other project documents as outputs to this process, including: -Issue log -Lessons learned register -Project team assignments -Risk register -Risk report Brent will update in the risk register any document whether changes were made to the agreed-on risk response. For example, if the agreed-on risk response was to repair broken machinery using a portion of the budget, the risk register must be updated to reflect that a replacement machine was rented to address the risk instead. Brent will update the issues log to document any issues that were encountered as part of the Implement Risk Responses process. Brent will update the lessons learned register to document the approaches that did or did not work when implementing the risk response. He should record how any challenges could have been avoided as well as document the tactics that worked well when implementing the risk responses.

Which information is provided in a risk report? (Choose all that apply.) a. an overview of major project risks and their planned responses b. the resources assigned to each of the actions associated with a risk response plan c. the lessons from the risk response processes for a previous project phase d. an evaluation of the overall project risk exposure and the response strategy to project risk

a. an overview of major project risks and their planned responses d. an evaluation of the overall project risk exposure and the response strategy to project risks * A risk report contains evaluation of the overall project risk exposure and the response strategy, which was agreed upon. It also contains the major risks related to a project and the associated response. It is an input to and an output of the Implement Risk Responses process. Information regarding the agreed upon risk response for each of the identified risks can be found in the risk register. It is an input to and an output of the Implement Risk Responses process. Information regarding the resources assigned to each of the actions associated with a risk response plan can be found in project team assignments. It is an output of the Implement Risk Responses process.

You are the project manager for an automobile manufacturer. You are monitoring and controlling the project work. During that time, you are notified of a new emissions and mileage standard adopted by the federal government. Of which type of input to the Monitor and Control Project Work process is this an example? a. enterprise environmental factors b. project management plan c. work performance information d. organization process assets

a. enterprise environmental factors * A new emissions and mileage standard adopted by the federal government is an enterprise environmental factor. The inputs to the Monitor and Control Project Work process are: - Project management plan - Project documents, including: assumption log basis of estimates cost forecasts (when updated, they are also an output) issue log (when updated, it is also an output) lessons learned register (when updated , it is also an output) Milestone list quality reports risk register (when updated, it is also an output) risk report schedule forecasts (when updated, they are also an output) -Work performance information -Agreements -Organizational process assets, including: organizational standard policies, processes, and procedures financial controls procedures monitoring and reporting methods issue management procedures defect management procedures organizational knowledge base -Enterprise environmental factors, including: project management information systems -infrastructure -stakeholders' expectations and risk thresholds -government or industry standards Federal government standard are not considered part of the project management plan, work performance information, or organizational process assets. They are an enterprise environmental factor (EEF) Work performance information is information collected on the status of project activities being performed to accomplish the project work. The tools and techniques used by the Monitor and Control project Work process are: Expert judgment Data analysis (including alternatives analysis, cost-benefit analysis, earned value analysis, root cause analysis, trend analysis, and variance analysis) Decision making Meetings The outputs of the Monitor and Control Project Work process are: - Change requests -Work performance reports -Project management plan updates -Project documents updates (including updates to the cost forecast, issue log, lessons learned register, risk register, and schedule forecasts) The Monitor and Control project Work is part of the project Integration Management Knowledge Area and Executing Process Group. The key benefit of this process is that is allows stakeholders to know the project's current state, steps taken, and budget, schedule, and scope forecasts. This process involves reviewing, tracking, and regulating the project or meet performance objectives defined in the project management plan. It also involves providing forecasts to update current cost and schedule information.

As. reward a project manager, which type of power must you earn? a. expert b reward c. formal d. referent

a. expert * You must earn expert power. Expert power is based on skills and the demonstration of abilities, and is earned by experience and education. * Formal power is power derived from you position with the organization. * Reward power is the ability to grant rewards or recognition. A project manager should use a reward or recognition system to recognize the efforts of the project team members. This type of system can increase team moral. A rewards or recognition system could also be used if the result of a project can adversely affect team members. A prime example of this would be if a project were established to close down the location where team members work. Referent power is based on a respect for another person, or on the fact that the person is in a more powerful position. A project manager that provides dual functions within an organization must exercise influence, authority, and power. I a functional manager must also serve as a project manager, he may be ineffective if he does not have enough influence, authority, and power with the organization. Other forms of power that can be used by the project manager include: - Positional -Informational -Situational -Personal or charismatic -Relational -Punitive or coercive -Ingratiating -Pressure-based -Guilt-based -Persuasive -avoiding

Which output of the Manage Stakeholder Engagement process contains a list of identified and current stakeholder concerns? a. issue log b. change requests c. lessons learned documentation d. change log

a. issue log * The issue log is an output of the Manage Stakeholder Engagement process that contains a list of identified and current stakeholder concerns. The change log is both an output and an input of the Manage Stakeholder Engagement process. However, it contains a list of individual change requests and not stakeholder concerns. The lessons learned documentation is an output of the Manage Stakeholder Engagement process that is an organizational process asset update. Change request are outputs of the Manage Stakeholder Engagement process that identify changes that need to be made to the project. The change log may be updated with change requests made during this process.

The Conduct Procurement process can include all of the following, EXCEPT: a. performance reviews b. advertising c. evaluation techniques d. bidder conferences

a. performance reviews *The Conduct Procurements process does not include performance reviews. Performance reviews are used as tools in the Control Procurements process when evaluating a seller. Procurement performance reviews report on the seller's progress based on quality, cost, and schedule as compared to the contract. The Conduct Procurements process includes evaluation techniques, advertising, and bidder conferences as tools and techniques. Evaluation techniques define the basis on which seller proposals will be evaluated. Advertising is used to add to the list of the sellers. Bidder conferences are used to explain to potential sellers the bidding procedures of your company. The following tools and techniques are used during he Conduct Procurements process.: -Expert judgment -Advertising -Bidder conferences -Data analysis (including proposal evaluation)

Who should develop the project charter? a. the project sponsor or project manager in collaboration with the initiating entity b. the project sponsor or project manager in collaboration with the primary project stakeholder c. the project sponsor in collaboration with the initiating entity

a. the project sponsor or project manager in collaboration with the initiating entity * According to the PMBOK, the sponsor or project manager in collaboration with the initiating entity should develop the project charter. The project charter form a partnership between the party that performs the project and the party that requests the project. The performer and requestor can be from within the same organization (different departments) or from different organizations. If the project is between different organizations, the project charter should also be accompanied by a formal contract. The project charter is created during the Develop Project Charter process of the Initiating Process Group. The approval of the project charter high-level document that identifies the project manager, the product description, and a description of the business need for the project. It is developed by senior management and the project manager, and approved and signed by the project sponsor. The project sponsor is also responsible for authorizing the project commencement. The approval of the project charter indicates formal initiation of the project. The project sponsor authorizes a project. If you take over a project and realize that no official project charter has been drafted and approved, you should develop the project charter before proceeding further in the project. The project manager should be appointed as early as possible in the project, preferably before the project charter is created. If a project has a multiple phases, a new project charter may be required at the end of each phase gate if it is decided that the next phase will proceed.

Which procurement document solicits information about a piece of equipment that you may need to buy? a. RFP -request for proposal b. RFI - request for information c. RFQ -request for quotation d. IFB Invitation for bid

b. . RFI - request for information * A request for information (RFI) solicits information about a piece of equipment that you may need to buy. When a company issues an RFI, they are asking possible sellers to provide technical specifications and details on the possible procurement. An invitation for bid (IFB) solicits sellers to bid on a procurement. It is used when the buyer understands exactly what is being requested. An IFB usually requires less paperwork than an RFP or RFQ. A request for proposal (RFP) solicits sellers to provide a bid on a procurement. It is used when the buyer knows only the general needs of the contract and expects the seller to provide all specifics. An RFP states the problem or need and asks sellers to submit possible solutions. At some point in an RFP process, negotiation occurs and a contract is awards. A request for quotation (RFQ) is very similar to an RFP. An, RFQ solicits price and delivery information but is not considered a formal offer or contract. The degree of risk shared between the buyer and seller is determined by the contract types.

You have been assigned as a project manager for a new international project, and your project team includes team members from three countries. Most of the team members have not previously worked with people from other countries. The project has support from your top management. Under this scenario, how would you BEST ensure that the cultural differences do not interfere with the project. a. Ensure that every team member understand the detailed work. b. Ask one person at every meeting to describe something special about their culture. c. Do not always speak in only one language. d. Ensure that in every meeting each team member chooses their words carefully when they communicate.

b. Ask one person at every meeting to describe something special about their culture. Explanation: * As a part of Code of Ethics and Professional conduct, you are required to be fair and to respect differences in diverse cultures. As a project manager, you should employ team-building activities to foster a positive, trusting work environment. By asking one person at every meeting to describe something special about their culture, the team members become aware of the differences between cultural and ethnic groups, helping them respect and trust each other. If team members are having trouble adjusting to a different culture even though cultural training has been provided, the team members could be experiencing culture shock.

You have been awarded a contact to provide a new product to your customer. Your customer plans to compensate you for all your costs on the project. In addition, your will assess a $200,000 fee to the customer. Which type of contract are you under? a. FFP b. CPFF c. CPIF d. T & M

b. CPFF - Cost Plus Fixed Fees * You are under a CPFF contract. A cost plus fixed fee (CPFF) contract is a contract in which the seller is reimbursed for all costs and an additional flat fee is charged to the buyer. In a CPFF contract, the buyer assumes most or all of the risk.. You are not under a FFP contract. A firm fixed price (FFP) contract is a contract in which the seller charges the buyer a flat fee. In an FFP contract, the seller assumes all of the risk. This is also referred to as a lump sum contract. You are not under a CPIF contract. A cost plus incentive fee (CPIF) contract is a contract in which the seller is reimbursed for all costs and the seller is awarded an additional incentive for exceeding predetermined performance criteria. In a CPIF contract, the seller and buyer share the risks. You are not under a T & M contract. A time and materials (T & M) contract is a contract in which the seller charges the buyer for work, usually per hour or item, and the buyer reimburses the seller for required material. In a T & M contact, the buyer assumes all of the risk. In CPIF and FFP contracts, it is important for the contractor to maintain control of cost, schedule, and scope changes. FFP and t & M contracts have the highest risk for the contractor. Contractual agreements include the following types: - Fixed-price contracts-including firm fixed price (FFP) contracts, fixed price incentive fee (FPIF) contracts, and fixed prices with economic price adjustment (FP-EPA) contracts. -Cost-reimbursable contracts - including cost plus fixed fee (CPFF) contracts, cost plus incentive (CPIF contracts, and cost plus award fee (CPAF) contracts -Time and materials (T & M) contracts

A member of the project team obtains the procurement documents and the seller proposals. These documents are inputs to which process? a. Control Procurements b. Conduct Procurements c. Plan Procurement Management d. Close Project or Phase

b. Conduct Procurements * Procurement documents and seller proposals are inputs to the Conduct Procurements process. According to the PMBOK, the Conduct Procurements process involves the receipt of bids or proposals and the application of the evaluation criteria to select a provider. The Control Procurements process involves ensuring that the seller meets the performance requirements set forth in the contract and closing procurements. Agreements, the project management plan, procurement documents, work performance reports, approved change request, and work performance data are inputs to the Control Procurements process. The Plan Procurement Management process is the process of preparing documents for the Conduct Procurements process. Documents such as the source selection criteria, procurement statement of work (SOW) updates, and procurement documents are created during this process. The Close Project or Phase process finalizes all activities for the project, phase, or contract. Inputs to the Close Project or Phase process include the following: - Project charter -Project management plan -Project documents including the assumption log, basis of estimates, change log, issue log, lessons learned register, milestone list, project communications, quality control measurements, quality reports, requirements documentation, risk register, and risk report) -Agreements -Procurement documentation -Organizational process assets (including project or phase closure guidelines or requirements and configuration management knowledge base)

Source selection criteria are an input to: a. Control Procurements b. Conduct Procurements c. Document Procurements d. Plan Procurement Management

b. Conduct Procurements * Source selection criteria are an input to the Conduct Procurements process. Source selection criteria are used in Conduct Procurements for selecting a provider and are part of the procurement documentation. Source selection criteria are developed to evaluate a provider's capability and quality with respect to the specified needs of the buyer. Criteria that will be analyzed include supplier capabilities, capacity, delivery dates, product cost, technical expertise, and contract approach. Documents Procurements is not a defined process in the PMBOK. However, procurement documentation is an input to the Conduct Procurements process. Procurement documents refer to documents that are used to solicit proposals from prospective sellers. They provide an audit trail for all agreements and include bid documents, procurement statement of work, independent cost estimates, and source selection criteria. The Plan Procurements Management Procurements process. Source selection criteria are created process occurs before the Conduct Procurement process. Source selection criteria are created he Plan Procurement Management process. Source select

Source selection criteria are an input to: a. Control Procurements b. Conduct Procurements c. Document Procurements d. Plan Procurement Management

b. Conduct Procurements *Source selection criteria are an input to the Conduct Procurement process. Source selection criteria are used in Conduct Procurements for selecting a provider and are part of the procurement documentation. Source selection criteria are developed to evaluate a provider's capability and quality with respect to the specified needs of the buyer. Criteria that will be analyzed include supplier capabilities, capacity, delivery dates product cost, technical expertise, and contract approach. Document Procurements is not a defined process in the PMBOK. However, procurement documentation is an input to the Conduct Procurements process. Procurement documents refer to documents that are used to solicit proposals from prospective sellers. They provide an audit trail for all agreements and include bid documents, procurement statement of work, independent cost estimates, and source selection criteria. The Plan Procurement Management process occurs before the Conduct Procurements process. Source selection criteria are created during the Plan Procurement Management process. The Control Procurement Process occurs after the Conduct Procurements process. Source selection criteria have no relationship with the Control Procurements process. The inputs to the Conduct Procurements process are as follows: - Project management plan (including the scope management plan, requirements management plan, communications management plan, risk management plan, procurement management plan, configuration management plan, and cost baseline) - Procurement documentation (including bid documents, procurement statement of work, independent cost estimates, and source selection criteria) - Seller proposals - Project documents (including lessons learned register, project schedule, requirements documentation, risk register, and stakeholder register) -Enterprise environmental factors (including local laws or regulations regarding procurement, local laws or regulations ensuring that the major procurements involved local sellers, external economic environment constraining procurement processes, marketplace conditions, information or relevant past experience with sellers, prior agreements already in place, and contract management systems) - Organizational process assets (including list of preferred sellers that have been prequalified, organizational policies that influence the selection of a seller specific organizational templates or guidelines that will determine the way agreements are drafted and built, and financial policies and procedures regarding invoicing and payment processes) The tools and techniques used by the Conduct Procurements process are as follows: - Bidder conference - Expert judgment - Advertisings - Data analysis (including proposal evaluation) - Interpersonal and team skills (including negotiation) The outputs of the Conduct Procurements process are as follows: - Selected sellers - Agreements - Change request - Project management plan updates (including updates to the requirements management plan, quality management plan, communications management plan, risk management plan, procurement management plan, scope baseline, schedule baseline, and cost baseline) - Organizational process assets updates (including updates to listings of prospective and prequalified sellers and information on relevant experience with sellers, both good and bad) The Conduct Procurements process is part of the Project Procurement Management Knowledge Area and Executing Process Group. The key benefit of this process is that it aligns internal and external stakeholder expectations through established agreements.

You receive a deliverable from a subcontractor working for your project. The deliverable does not meet the documented quality standards as per the contract. You refuse to accept the deliverable and inform the subcontractor that you may exit form the contract due to such occurrences. In which process of procurement management are you operating? a. Validate Scope b. Control Procurements c. Conduct Procurements d. Plan Procurement Management

b. Control Procurements * You are operating in the Control Procurements process. The Control Procurements process verifies and ensures that the seller is on track for the contract delivery. It involves coordination between the seller and buyer teams. in this case, the deliveries have started arriving, and your are in the Control Procurements process. You are not operating in the Validate Scope process. The Validate Scope process is a process where formalized acceptance of the project deliverables is completed. However, this scenario specifically mentioned a contract. Contracts are always managed as part of the Project Procurements Management knowledge area. You are not operating in the Conduct Procurements process. The Conduct Procurements process involves contacting probable sellers and obtaining proposals from them on how they can meet the requirements of the buyer. Proposals are documents prepared by the sellers to describe how they can service the requirements of the buyer. You are not operating in the Plan Procurement Management process. This process involves documenting the purchasing decisions, specifying the approach, and identifying potential sellers.

Which option is NOT one of the ethical values that every PMI member and PMO certificant must abide by? a. Accept responsibility for actions. b. Ensure high levels of service to the customer community. c. Be honest. d. Create a respectful working environment.

b. Ensure high levels of service to the customer community. *Ensuring high levels of service to the customer community is not one of the ethical values of a PMI member. The main ethical values of professionalism are responsibility, respect, fairness, and honesty. *The other options are all based on the main ethical values. * It would help to understand that the Code of Ethics and Professional Conduct describes "ethical" and "professional" behavior, which is not directly related to levels of service. However, maintaining these right levels of service can ensure customer satisfaction.

You are in the process of selecting sellers for a piece of contract work for your project. Unfortunately, only two companies have submitted proposals, and both proposals have costs higher than you anticipated. What step should you take next? a. Accept one of the two proposals based on criteria other than cost b. Get an independent estimate c. Re-open the seller response process d. Enter contract negotiation

b. Get an independent estimate. * You should first get an independent estimate. An independent estimate, which can be done internally or externally, is an assessment of the work that will be contracted out to sellers. It should provide you with reasons why the proposal vary so widely from your expectations. And independent estimate is also known as a "should-cost" estimate. You might consider entering contract negotiation, re-opening the seller response process, or simply choosing one of the proposals based on other criteria if the independent assessment fails to provide you with more preferable alternatives. Nevertheless, it would be hasty to perform any of these other steps before you first determine the cause of the discrepancy between your expectations and the proposal.

Christine is working as a project manager on a project that involves procurements. In this project, she has awarded contracts to different vendors. Now she needs to add a small requirement to the contract awarded to one of the vendors by modifying the procurement statement of work (SOW). She has analyzed and finalized the requirement. Which one of the following should be her next step to get this requirement accomplished? a. Explain the requirements to the respective vendor in a meeting. b. Get the procurement SOW modified in accordance with the process defined by contract change control system. c. Explain the requirements to the respective vendor over the phone. d. Send the requirements to the respective vendor through an email.

b. Get the procurement SOW modified in accordance with process defined by contract change control system. *All of the changes (even small) to the procurement SOW must go through the process defined by the contract change control system. A seller is not liable to implement the requirements that are not part of procurement SOW. Therefore, sending requirements to the seller in any form other than written doe not ensure that the requirements will be implemented. The inputs to the Conduct Procurements process are: * Project management plan, including: -scope management plan -requirements management plan -communications management plan -risk management plan -procurement management plan -configuration management plan -cost baseline *Project documents (including the lessons learned register, project schedule, requirements documentation, risk register, and stakeholder register) *Procurement documentation (including bid documents, procurement statement of work, independent cost estimates, and source selection criteria)* * Seller proposals *Enterprise environmental factors (including local laws and regulations, external economic environment, marketplace conditions, information on past experience with relevant sellers, prior agreements already in place, and contract management system) * Organizational process asset (including list of preferred sellers, organizational policies, agreement templates or guidelines, and financial policies and procedures)

During a project for a client, there was urgency from the client to finish the project early. To fast track the project, you decided to subcontract work. The subcontractor failed to adhere to the schedule for the deliverable. As per the contract terms, you decide to levy a penalty of 20% of the value of the invoice for late delivery. What should you do next? a. Generate a payment request b. Give a performance report c. Submit a change request d. Inform the seller of the default

b. Give a performance report * Next, you should give a performance report. Performance reporting provides details on the subcontractor regarding various parameters, such as schedule adherence and deliverable quality. Because in this case there is no mention of the invoices that have been submitted, you can give a performance report stating the delay and the reference to the subcontractor's contract. When the contractor submits the invoices, then based on this report, the payment will be adjusted accordingly. The information you have collected as a result of the Control Procurement process would act as an input to the Monitor and Control Project Work process, and would be used to create work performance reports. You should not submit a change request. Submitting a change request is out of context here. A change request would be submitted if the scope outlined in the contract needed to be modified. You should not generate a payment request. A payment request does not arise until the seller has submitted the invoices. You should not inform the seller of the default. The seller will be aware of the delay and the default cause.

Which statement regarding claims administration is true? a. When a claim is resolved, the contract is automatically amended. b. If a claim cannot be resolved, legal action or arbitration can be used to have an outside party assist in resolving the claim. c. All claims must be resolved directly by the buyer and seller. d. If a claim cannot be resolved, the contract must be terminated.

b. If a claim cannot be resolved, legal action or arbitration can be used to have an outside party assist in resolving the claim. * If a claim cannot be resolved, legal action or arbitration can be used to have an outside party assist in resolving the claim. Sometimes a buyer and seller cannot settle a claim. When this occurs, an outside party can assist in resolving the claim. The contract is not always terminated when a claim cannot be resolved. While this might occur upon agreement by the buyer and seller, it is not required. When a claim is resolved, the contract is not automatically amended. The buyer and seller can agree to amend the contract, but this does not happen automatically. Not all claims are resolved directly by the buyer and seller. Sometimes a buyer and seller cannot settle a claim. When this occurs, an outside party is usually brought in to assist in resolving the claim.

Which of the following statements are TRUE about the Implement Risk Responses process? (Choose two) a. It refers to the process of documenting the identified risks for a project in the risk register. b. Inputs to the Implement Risk Response process include the include the risk register, risk report, and the lessons learned register. c. It refers to the process of carrying out actions after an identified project risk occurs. d. Risk responses should always be proactive to minimize or reduce the impact of risk on the project.

b. Inputs to the Implement Risk Responses process include the risk register, risk report, and the lessons learned register. c. It refers to the process of carrying out actions after an identified project risk occurs. * Documenting the identified risk regarding a project in the risk register is performed during the Identify Risk Responses process, not the Implement Risk Responses process. The threat and opportunities (risks) associated with a project are identified in the risk register. The risk register also contains a list of potential risk responses. After the risk are analyzed as part of the Perform Qualitative Risk Analysis and Quantitative Risk Responses process, the strategies and actions that will be taken are documented in the risk register during the Plan risk Responses process. All of these processes must be completed prior to the Implement Risk Responses process. Not all risk responses have to be proactive. This means activities can be undertaken as a preventive measure before the risk actually occurs. This will help minimize the impact of the risk. There are a few responses that are taken after the risk actually occurs, and then there are times when no response is taken if the risk to the project is not significant.

Which statement is NOT true about a project's life cycle? a. It links the project to other operation of the organization. b. It has the same phases for each of its subprojects. c. It characterizes the work to be performed in each project phase. d. It defines the beginning and end of the project.

b. It has the same phases for each of its subprojects. *The project life cycle does not have the same phases for each of its subprojects. Each subproject has its own defined life cycle. Although many project life cycles have similar phase names, this is not required. A project may have different life cycle phases defined in different subprojects. The project life cycle defines the beginning and end of the project. The project life cycle characterizes the work to be performed in each project phase. The project life cycle can link the project to other ongoing operations of the organization because it defines the beginning and ending points of the project. Project life cycles are very useful for standardization and control.

You are in the process of selecting a vendor for an upcoming project deliverable that you have chosen to outsource. You implement source selection criteria to rank your potential vendors. You have assigned weights to each of the selection criteria and assigned ratings for each selection criteria for each potential vendor. What will be your NEXT step? a. Identify the potential vendor with the highest rating for the most critical evaluation criteria. b. Multiply each potential vendor rating by the weight. c. Sum the weight values. d. Average the ratings for each potential vendor.

b. Multiply each potential vendor rating by the weight. * Your next step will be to multiply each potential vendor rating by the weight. Source selection criteria are inputs to the Conduct Procurements process to rank potential sellers. When using selection criteria, you first assign a numerical weight to each selection criteria and assign a rating to each potential seller for each of these selection criteria. Each potential seller's rating is multiplied by the respective weight, and these values are added to create an overall score for each potential seller. Neither of the other approaches would take into account the weight assigned to each selection criteria. Your next step would not be to sum the weight values. You must multiply the weight value by the potential vendor ratings to compute weighted value for each potential vendor. Your next step would not be to average the ratings for each potential vendor or identify the potential vendor with the highest rating for the most critical evaluation criteria.

Which of the following components are outputs of the Manage Project Knowledge process? a. Work performance reports b. Organizations process asset updates c. Work performance data d. Lessons learned register

b. Organizational process assets updates d. Lessons learned register * Outputs of the Manage Project knowledge process are organizational process assets updates and the lessons learned register. Any organizational process asset can be updated with new or improved project knowledge, including the lessons learned repository. Knowledge is transferred from the lessons learned registers of completed projects, which are project documents, to the lessons learned repository, which is an organizational process asset. Work performance data is not an output of the Manage Project Knowledge process. It is an output of the Direct and Manage Project process. It contains raw observations and measurements identified during the project activities. data are considered to be lowest level of detail from which information is generated using other processes. Work performance information and work performance reports are generated from work performance data. Work performance reports are not an output of the Manage Project Knowledge process. Information related to work performance is collated, documented, and distributed in a physical or electronic format to create awareness or generate actions. The physical and electronic format in which information related to work performance is distributed is called a work performance report.

Source selection criteria are an output of which process? a. Control Procurements b. Plan Procurement Management c. Plan Risk Responses d. Conduct Procurements

b. Plan Procurement Management *Source selection criteria are an output of the Plan Procurement Management process. Outputs of the Plan Procurement management process include the procurement management plan, procurement statement of work, make-or-buy decisions, procurement documents, source selection criteria, change requests, and project document updates. The outputs of the Conduct Procurements process are the selected sellers, agreements, resource calendars, change requests, project management plan updates, and project document updates. The outputs of the Control Procurements process are work performance information, project document updates, organization process assets updates, change requests, and project management plan updates. The outputs of the Plan Risk Responses process are change requests, project management plan updates, and project document updates. The inputs to the Plan Procurement Management process are: - Project charter -Business documents (including business case and benefits management plan) -Project management plan (including scope management plan, quality management, resource management plan, and scope baseline) -project documents (including milestone list, project team assignments, requirements documentation, requirement traceability matrix, resource requirements, risk register, and stakeholder register) -Enterprise environmental factor (including marketplace conditions; products, services, and results that are available in the marketplace; sellers, including their past performance or reputation; typical terms and conditions for products, services, and results or for the specific industry; unique local requirements; legal advice regarding procurements; contract management systems; establishing multi-tier supplier system of prequalified sellers based on prior experience; and financial accounting and contract payments system) -Organizational process assets (including pre-approved seller lists; formal procurement policies, procedures, and guidelines; and contract types) The tools and techniques used during the Plan Procurement Management process are: - Expert judgment -Data gathering (including market research) -Data analysis (including make-or-buy analysis) - source selection criteria (including least cost, qualifications only, quality-based/highest technical proposal score; quality and cost-based; sole source; and fixed budget) -Meetings The outputs of the Plan Procurement Management process are: - Procurement management plan -Procurement strategy -Bid documents (including RFI, RFQ, and RFP) -Procurement statement of work -source selection criteria -Make-or-buy decisions -Independent cost estimates -Change requests -Project documents updates (including updates to the lessons learned register, milestone list, requirements documentation, requirements traceability matric, risk register, and stakeholder register) -Organizational process assets updates (including information on qualified sellers) The Plan Procurement management process is part of the Project Procurement Management Knowledge Area and the Planning Process Group. The key benefit of this process is that it determines whether to acquire outside support, and, if so, what to acquire, how to acquire it, how much is needed, and when to acquired it. The Project Procurement Management Knowledge Area includes the following processes: -Plan Procurement Management -Conduct Procurements -Control Procurements

While testing the strength of concrete used in your project, your discover that more than 40% of the concrete does not meet your company's quality standards. With your experience, you are sure that the lower quality level concrete used will not have any negative effect on the work and that the work does not require the quality level as defined by your company's quality standards. What should you do? a. Change the quality standards of your company to match the actual quality level achieved. b. Report that lesser quality level concrete was used, and try to find a solution c. Ensure that eh remaining concrete meets the company's quality standards without addressing the current problem d. Write in the report that the concrete "meets our quality needs."

b. Report that lesser quality level concrete was used, and try to find a solution. *You should report that lesser quality level concrete was used and try to find a solution. According the the Code of Ethics and Professional Conduct, you- are required to follow all ethical standards and principles that govern your organization and industry. Furthermore, you must disclosed any information that is required for stakeholders to access the true status of the project. Misleading or intentionally neglecting to mention information related to the status of the project is prohibited. Therefore, reporting that lesser quality level concrete was used and trying to find a solution is the best option. You should not write in the report that the concrete "meets our quality needs." Writing in the report that the concrete meets the company's quality standards is reporting untruthful information and is an unethical approach. It violate the Code of Ethics and professional Conduct. You should not change the quality standards of your company to match the actual quality level achieved. Changing the quality standards of your company to match the actual quality level achieved is an unethical approach. It violates the Code of Ethics and Professional Conduct. Yous should not ensure that the remaining concrete meets the company's quality standards. Ensuring that the remaining concrete meets the company's quality standards without reporting the present status is unethical. It violates the Code of Ethics and Professional Conduct.

A project manager at a manufacturing company needs to implement the agreed-upon risk response to a project risk. Which of the following inputs should the management use to get started with the process (Choose all that apply.) a. Expert judgment b. Risk management plan c. Lessons learned repository d. Interpersonal and team skills e. Work performance data f. Issue log

b. Risk management plan c. Lessons learned repository * The lessons learned repository is an organizational process asset that will show how similar risks were handled in past projects. The risk management plan is the subsidiary plan of the project management plan that contains risk response strategies. The key benefits of the Implement Risk Responses process is to ensure that agreed-on risk management plans are actually implemented in response to risks The inputs for the Implement Risk Responses process are organizational process assets, the project management plan, and project documents. Expert judgement and interpersonal and team skills are both tools and techniques associated with the Implement Risk Responses process. They are not inputs to the process. The issue log and work performance data are not inputs to the Implement Risk Responses process. The issue log would be updated as an output of the Implement Risk Responses process. The outputs of the process are: - Change requests -Project management documents updates (including updates to the issue log, lessons learned register, project team assignments, risk register, and risk report)

A project manager at a manufacturing company needs to implement the agreed-upon risk response to a project risk. Which of the following inputs should the manager use to get started with the process (Choose all that apply). a. Expert judgment b. Risk management plan c. Lessons learned repository d. Interpersonal and team skills e. work performance f. Issue log

b. Risk management plan c. Lessons learned repository * The lessons learned repository is an organizational process asset that will show how similar risks were handled in past projects. The risk management plan is the subsidiary plan of the project management that contains risk response strategies. The key benefit of the implement Risk Responses process is to ensure that agreed-on risk management plans are actually implemented in response to risks. The inputs for the implement Risk Responses process are organizational process assets, the project management plan, and project documents. Expert judgement and interpersonal and team skills are both tools and techniques associated with the implement Risk Responses process. They are not inputs to the process. The issue log and work performance data are not inputs to the implement Risk Responses process. The issue log would be updated as an output of the implement Risk Response process. The outputs of the process are: -Change request -Project management documents updates (including updates to the issue log, lessons learned register, project team assignments, risk register, and risk report)

At a food canning factory, four of the produce trucks from the adjacent states could not reach the warehouse on time due to road construction. This delay is going to affect the delivery of the net batch. Allen Wayne, the project manager, wants to check the response plan to avoid missing the delivery date or to reduce the impact in case the products are not delivered on time. Which of the following documents should he refer to for obtaining the relevant information? a. Contingency plan b. Risk register c. Lessons learned register d. Risk report

b. Risk register * Allen should refer to the risk register to find the agreed upon risk response plan. Implementing the agreed upon response plan will help in mitigating the risk or in reducing the impact of the risk event. A lessons learned register contains the lessons from the implementing risk response process, carried out during the earlier phase of a project. These lessons can be applied in the later phases of the project to improve the effectiveness of the process. A risk report contains evaluation of the overall project risk exposure and the response strategy, which was agreed upon. It also contains the major risks related to a project and the associated response. A contingency plan is used only if an identified risk response does not work successfully. This plan, also called the fallback plan, is usually part of the risk register.

Elliott Williams is a project manager at CDPress. A risk owner alerts Elliot that the possibility of a risk has increased. Elliot wants to review the overall risk exposure of the project, the risk response strategy, and a list of major project risks. From which of the following documents can Elliot gather this information? a. Lessons learned register b. Risk report c. Risk register d. Project team assignments.

b. Risk report * For information on risk exposure of the complete project and the risk response strategy, Elliot should refer to the risk report. It is an input to the Implement Risk Responses. As well as providing a review of the project's overall risk exposure and response strategies, it will summarize the major project risks and their planned responses. The risk report is updated to reflect any changes to the agreed-upon response to risks as an output of the process. Elliot should also refer to the risk management plan to determine the project's risk threshold, risk management methodology, the risk appetite of key stakeholders, and the acceptable target that he should achieve as a result of implementing a risk response. Elliot would not refer to the risk register. The risk register contains the responses to every identified risk, including the major risks, as well as the individual/owner assigned to each of the risks. It would not provide information on overall risk exposure and the overall risk response strategy. Elliot would not refer to the lessons learned register. This document contains the lessons obtained from the Implement Risk Responses process carried out during the earlier phases of the project. These lessons may be applied, if need be, in the later project phases to improve the effectiveness of the process. Elliot would not refer to the project ream assignments. This document contains information regarding the individual assigned to the risk response plan and the budget/time allocated to execute the agreed-upon risk response plan.

While working on a project, Nancy, the project manager, has awarded a few contracts to vendors. One of these vendors has completed all of the work specified in the procurement statement of work (SOW). However, the vendor has not completed one of the tasks communicated verbally during one of the meetings and stated that this task was not part of the contract. a. The contract should be declared incomplete. b. The contract should be declared completed. c. The contract should be declared null and void. d. The contract should be declared waived.

b. The contract should be declared completed *If the vendor completes all of the work specified in the procurement statement of work (SOW), the contract is considered to be completed. The vendor is not accountable for any work that has been communicated verbally and has not been included as part of contract. The tools and techniques used by the Control Procurements process are: -Expert judgment -Claims Administration -Data analysis (including performance reviews, earned value analysis (EVA), and trend analysis) -Inspection -Audits The outputs of the Control Procurements process are: -Work performance information -Change requests -Closed procurements -Procurement documentation updates -Project management plan updates (including the risk management plan, procurement management plan, schedule baseline, and cost baseline) -Project documents updates (including the lessons learned register, resource requirements, requirements traceability matrix, risk register, and stakeholder register) -Organizational process assets updates (including payment schedules and requests, seller performance evaluation documentation, prequalified seller lists updates, lessons learned repository, and procurement file)

Which of the following statement is TRUE regarding the benefits of the Implement Risk Responses process? a. This process helps ensure project decisions are made based on the most recent and accurate assessment of project risk. b. The process minimizes project-related threats and maximizes project-related opportunities. c. This process assigns numeric values to the project's risk exposure to ensure planned risk responses are appropriate to the risk. d. This process identifies the best ways to address overall project risk as well as the individual risks in the project.

b. The process minimizes project-related threat and maximizes project-related opportunities. * The Implement Risk Responses process ensures that the agreed-upon risk responses are actually carried out as planned when a risk occurs. Therefore, this process minimizes project-related threats and maximizes project-related opportunities. The other options describe key benefits of other processes in the Project Risk Management Knowledge Area. The Plan Risk Responses process identifies the best ways to address the overall project risk as well as the individuals risks related to a project. The Monitor Risks process helps ensure project decisions are made based on the most recent and accurate assessment of project risk. The Perform Quantitative Risk Analysis process assigns numeric values to the project's risk exposure to ensure the planned risk responses are appropriate to the risk.

Fred Thompson, a project manager, has just finished the Manage Project Knowledge process. Which of the following statements are true about the process outputs? a. The new project knowledge created as a result of undertaking the process is neither collated nor embedded in deliverables. b. The project document created as an output of this process is the lessons learned register. c. No organizational process asset will be updated as result of the Manage Project Knowledge process. d. Any changes to the project management plan made as result of the process should goes through the change control process via a change request.

b. The project document created as an output of this process is the lessons learned register. d. Any changes to the project management plan made as result of the process should goes through the change control process via a change request. * The point that Fred should consider regarding the outputs of the Manage Project Knowledge process are: - The project document created as an output of this process is the lessons learned register. - Any changes to the project management plan made as result of the process should goes through the change control process via a change request. All projects undertaken create some knowledge. Some of this new knowledge created is collated and embedded in deliverables or embedded in improvements to processes and procedures. Existing knowledge is also collated and embedded as a result of undertaking the process. Any of the organizational process assets, can be updated as a result of undertaking the Manage Project Knowledge process, including organizational standard policies, procedures, and processes; personnel administration; organizational communication requirements; and formal knowledge-sharing and information-sharing procedures.

Roger Hernandez is a project manager. He is alerted that an identified risk imminent, and he needs to implement the appropriate response. He refers to a few project documents to get started with the process. Which of the given statements are TRUE regarding the documents Roger has consulted? (Choose two.) a. The issue log contains the issues faced by the project team. b. The risk report contains an evaluation of the overall project risk exposure and the response strategies that were agreed upon. c. The lessons learned register contains lessons from the process for a previous project phase, which can be applied in the later phases of the project. d. The project team assignment contains information regarding resource allocations.

b. The risk report contains an evaluate agreed on of the overall project risk exposure and the response strategies that were agreed upon. c. The lessons learned register contains lessons from the process for a previous projects phase, which can be applied in the later phases of the project. * Roger can use the following project documents as inputs to the Implement Risk Response process: - The risk report contains an evaluation of the overall project risk exposure and the response strategies that were agreed upon. -The lessons learned register contains lessons from the process for a previous project phase, which can be applied in the later phases of the project. Both of these project documents are inputs to the Implement Risk Responses process. Roger would not refer to the project team assignments because this is not an input to the Implement Risk Responses process. It is an output of this process. The project team assignments contains information regarding resource allocation. It will need to be edited to include the resources assigned to each of the actions associated with a risk response plan. These resources include qualified or experienced personnel (from the project team) who can carry out the agreed-upon action along with the time and budget allowed to carry out the action. Roger would not refer to the issue log because it is not an input to the implement Risk Responses process. It is an output of the process. The issue log contains the issues identified as part of implementing the Implement Risk Responses process. An issue is a current condition of situation that may impact project objectives but is usually more minor than a risk. However, issues can become risks if they are not properly handled when they are identified.

Which phrase BEST characterizes a program? a. a project that meets a particular objective b. a group of projects managed in a coordinated effort. c. a set of deliverables that collectively meet a specific project goal d. a project that is subdivided into smaller, more manageable components

b. a group of projects managed in a coordinated effort. * According to a PMBOK, a program is "a group of related projects, subsidiary programs, and program activities that managed in a coordinated manner to obtain benefits not available from managing them individually." All of the other options are incorrect because they do not accurately characterize a program. A subproject is a project that is divided into smaller, more manageable components.

You will be obtained as the project manager for a project to develop a new piece of equipment. While some of the components will be built in - house, other will be obtained from a supplier. You provide the supplier with a narrative describing the components that you want supplied under the contract. What is this document called? a. a scope statement b. a statement of work c. a bid d. a proposal

b. a statement of work * This document is a statement of work. A procurement statement of (SOW) is a procurement document that provides the details of what work is to be performed under a contract. The SOW is an output of the Plan Procurement Management process. While the SOW can change a project progresses, it should be finalized at or before the time that the contract is signed. This document is not a bid or a proposal. both a bid and a proposal are documents that are prepared by the potential seller. Both outline the seller's ability and desire to provide the desired to provide the desired product or service to the buyer. Although these terms are sometimes used , you should note that usually the term bid is used when the source selection will be based solely on price. This document is not a scope statement. A project's scope statement is a document that specifies the goal or purpose of the project, and serves as a common definition among stakeholders. This inputs to the Plan Procurement Management Process are: - Project charter -Business documents (including business case and benefits management plan) - Project management plan (including scope management plan, quality management plan, resource management plan, and scope baseline) -Project documents (including milestone list, project team assignments, requirements documentation, requirements traceability matrix, resource requirements, risk register, and stakeholder register) -Enterprise environmental factors (including marketplace conditions; products, services, and results available in the marketplace; sellers; typical terms and conditions; unique local requirements; legal advice; contract management systems; established multi-tier supplier system, and financial accounting and contract payments system) -Organizational process assets (including pre-approved seller list; formal procurement policies, procedures, and guidelines; and contract types) The tools and techniques used during the Plan Procurement Management process are: -Expert judgment -Data gathering (including market research) -Data analysis (including make-or-buy analysis) -Source selection criteria (including least cost, qualifications only, quality-based/highest technical proposal score, quality and cost-based, sole source, and fixed budget) -Meetings The outputs of the Plan Procurement Management process are: - Procurement management plan -Procurement strategy -Bid documents (including request for information, request for quotation, and request for proposal) -Procurement statement of work -Source selection criteria -Make-or-buy decisions -Independent cost estimates -Change requests -Project document updates (including updates to the lessons learned register, milestone list, requirements documentation, requirements traceability matrix, risk register, and stakeholder register) -Organizational process assets updates (including updates to qualified sellers)

You have recently been selected to manage a project that is already underway. You are examining a document that contains a statement of work, schedule baseline price, and warranty of a piece of machinery you are purchasing from an external entity. Which Conduct Procurements process output are you viewing? a. selected sellers b. agreement c. project management plan updates d. change requests

b. agreement * The agreement usually contains the following information for the item or service to be procured: - the statement of work -schedule baseline -price -warranty This contract can also contain performance reporting, roles and responsibilities, payment terms, place of delivery, inspection criteria support information, liability information, penalties and incentives, insurance bonds, and termination mechanism. A warrant may not be a remedy for products delivered unfit when the project manager has knowledge of the product and inspected it without relying on the seller's skill, and the products delivered comply with the plans and specifications of the client. The other options are valid outputs of the Conduct Procurements process, but they would not contain a statement of work, schedule baseline, price, and warranty. The selected sellers output is a list of sellers that are with in the competitive range for an item or service to be provided. The change requests documentation itemizes all requested changes, which are then analyzed during the Perform Integrated Change Control process. The project management plan updates include updates to the requirements management plan, quality management plan, communications management plan, risk management plan, procurement management plan, cost baseline, scope baseline, and schedule baseline. The outputs of the Conduct Procurements process are: -Selected sellers -Agreements -Change request -Project management plan updates (including updates to the requirements management plan, quality management plan, communications management plan, risk management plan, procurement management plan, cost baseline, scope baseline, and schedule baseline) -Project documents updates (including updates to the lessons learned register, requirements, documentation, requirements traceability matrix, resource calendars, risk register, and stakeholder register) -Organizational process assets updates (including listings of prospective and prequalified sellers and information on relevant experience with sellers)

Which input to the develop Project Charter process includes contracts, memorandums of understanding (MOUs), and letters of intent? a. business documents b. agreements c. organizational process assets d. business case

b. agreements *Agreements are the input to the Develop Project Charter process that includes contracts, memorandums of understanding (MOUs), and letters of intent. Other agreements include service level agreements (SLAs), verbal agreements, email, or other written agreements. Organizational process assets include organizational standard policies, processes, and procedures; portfolio, program, and project governance framework; monitoring and reporting methods; template; and historical information and lessons learned repository. The business case category of inputs to the Develop Project Charter process includes the business case and benefits management plan.. The business case describes the project from a business standpoint to determine whether the project outcomes justify it.

All options are tools and techniques used in the Conduct Procurements process, EXCEPT: a. advertising b. audits c. proposal evaluation d. bidder conferences

b. audits * Audits are not a tools used in the Conduct Procurements process. Audits are a tool used in the Control Procurements process. Audits evaluate the project to verify that the seller has complied with the project requirements. Advertising, bidder conferences, and proposal evaluations are tools and techniques used in the Conduct Procurements process. Advertising refers to the process of using various mediums to generate inquires of potential sellers. Usually, advertising is used in situations where a qualified vendor list is not available or where there are certain governmental requirements. Bidder conferences, also known as vendor conferences or contractor conferences, are meetings with prospective sellers in which the buyer creates a common understanding of the requirements. The best thing to do at a bidder conference is to allow the vendors to ask all of their questions. Proposal evaluation is a type of data analysis that analyzes the proposals to ensure completeness and appropriate response to the documents that went out in the bid package. The following tools and techniques are used during the Conduct Procurements process: *Expert judgment *Advertising *Bidder conference *data analysis (including proposal evaluation

While working on a project, you find that the project throws challenges at times and leaves the team with various uncertainties. The team comes up with innovative ideas and handles the challenges easily. However, the team commits a few mistakes while handling these challenges and carrying out day-to-day project activities. Therefore, with an outlook of continued improvement, you want to ensure that efficient and effective idea implemented by the team are reused in the current and other project and the mistakes are not repeated across projects. How can you achieve this? a. by documenting the initiatives and mistakes of the team in the team status report b. by document initiatives and mistakes of the team as lessons learned c. by documenting the initiatives and mistakes of the team in the issue register d. by documenting the initiatives and mistakes of the team in the risk register

b. by documenting initiatives and mistakes of the team as lessons learned * By documenting initiatives and mistake of the team as lessons learned, one can ensure that the techniques to solve specific problems can be referenced for both the current and other projects. Similarly, with a reference of lessons learned, one can ensure that the mistakes are not repeated across projects. The risk register is used to record the details of the potential risks and their possible responses in a project The issue register is used only to record the issues of the project. The team status report is used to record the status of the project activities and their completion status. The inputs to the Monitor and Control Project Work process are: - project management plan -Project documents, including: - assumption log - basis of estimates - cost forecast (when updated, they are also an output) - issue log (when updated, it is also an output), it is also an output) -lessons learned register (when updated, it is also an output) -milestone list - quality reports -risk report -schedule forecasts (when updated, they are also an output) - Work performance information - Agreements -Organizational process assets, including: -Organizational standard policies, processes, and procedures -financial controls procedures - monitoring and reporting methods -issue management procedures -defect management procedures -organizational knowledge base -enterprise environmental factors, including: -project management information system -infrastructure -stakeholders' expectations and risk thresholds -government or industry standards The tools and techniques used during the Monitor and Control Project Work process are: - Expert judgement - Data analysis (including alternative analysis, cost-benefit analysis, earned value analysis, root cause analysis, trend analysis, and variance analysis) -Decision making (including voting) _Meetings The outputs of the Monitor and Control Project Work process are: - Work performance reports -Change Requests -Project management plan updates -Project documents updates (including updates to cost forecasts, issue log, lessons learned register, risk register, and schedule forecasts)

Which document would you maintain during the Manage Stakeholder engagement process to track items of concern for a project? a. scope management plan b. issue log c. risk register d. activity list

b. issue log * The issue logs documents issues of concerns on a project. The log is maintained throughout the project and includes each issue, the person who is responsible for resolving the issue, and the date by which the issue should be resolved. As issues are resolved, the issue log can be updated to reflect this. The most important activity for ensuring customer and stakeholder satisfaction is to document and meet the requirements. A project is considered a success if the project meets or exceeds the expectations of the stakeholders. The risk register provides comprehensive documentation regarding project risk. The risk register includes, but is not limited to, a list of prioritized risks, the risk ranking of the project, a prioritized list of quantified risks, a list of potential responses, risk warning signs, risk owners, common risk causes, and trends in qualitative and quantitative risk analysis results. The risk register is created during the Identify Risks process and updated in the subsequent Monitor Risks process. The scope management plan is comprehensive document that outlines how scope will be managed for a project. The project activity list provides a thoroughly detailed assessment of the activities needed to accomplish the project.

The project charter has been developed for a new medical research project. Who should formally approve this project Charter? a. the project team b. the project sponsor c. the project manager d. the stakeholder

b. the project sponsor *The project sponsor should approve the project charter. The project charter includes the business need for the project. The project charter is created during the Develop Project Charter process and signed by the project sponsor, who is usually an individual with the funding authority. The project charter can be authorized by the project initiator if the project involves independent organization where one organization performs the project and another organization requests and pays for the project. In this case, the project charter is usually accompanied by a formal contract. The project charter is a high-level document that identifies the project manager, the product description, and a description of the business need for the project. It is important that the project charter be approved by someone who is the ultimate reporting authority for all team members. All of the other options are incorrect because the project charter should be approved by the project sponsor. The project stakeholders are the audience for the project charter. The project manager is usually involved in the development of the project charter.

Erica Brown is a project manager at a beverage company. For her future project, she wants to leverage the lessons gained from the company's previous projects. She undertakes the following activities to leverage existing knowledge. a. She refers to various spreadsheets for documented lessons from her previous projects. b. She makes use of the lessons learned during the final phase of her last completed project. c. She creates an environment to motivate her team process to remembers to share their lessons and knowledge with each other. d. She forces the people on her team to share their lessons from previous projects. Which activity or activities are MOST important to the Manage Project Knowledge process? a. B and C b. A c. C D. B and D

c. * The most important activity of the Manage Project Knowledge process is to leverage the prior project knowledge to achieve better project outcomes in the future. In this scenario, Erica can leverage the existing knowledge of her project team and other stakeholders by creating an environment where they feel motivated to share their expertise and lessons with others. Erica can choose to use this leveraged knowledge before, during, or after a future project, depending on the requirements. While she should refer to the documented lessons from her previous projects, it is not as important as creating an environment to motivate her team members to share their lessons and knowledge with each other. There is a misconception regarding leveraging prior project knowledge. While knowledge should be documented so that it can be shared for future projects, only explicit knowledge can be recorded. According to the PMBOK, tacit knowledge is "knowledge that is personal and difficult to express, such as beliefs, insights, experience, and know-how." Explicit knowledge is "knowledge that can be readily codified using works, pictures, and numbers." But project manager should keep in mind that even documented explicit knowledge can lack context and can be open to interpretation. For this reason, referring to documented lessons from her previous projects is not the most important activity. Using documented knowledge is not as important as creating the appropriated environment for knowledge to be shared. Making use of lessons learned from the final phase of the previous project is not the most important part of the Manage Project Knowledge process. In addition, project manager should use the lessons learned from all phases of prior projects, not just the lessons learned during the final phase of a project. Erica should not force people on her team to share prior knowledge. Lessons and knowledge resides in the minds of people, an they can not be forced to share their knowledge or expertise with other. Instead, they should be motivated to share what they know or to pay attention to the people with the required knowledge and expertise.

You are the project manager on a large construction project that has multiple phases and a long project duration. The project is a great success, and your senior management recognizes this. a. Have a discussion with this team leader on the team's feedback. b. Have a discussion with this team leader on project management best practices. c. Ask the team leader to do a self-evaluation, and then share the team's feedback with the team member. d. Inform the team leader that senior management is not happy with the team leader's performance.

c. Ask the team leader to do a self-evaluation, and then share the team's feedback with the team member. *Your best course of action would be to ask the team leader to do a self-evaluation, and then share the feedback with the team members. In this scenario, if you ask the team member to do a self-evaluation, and then have a meeting, it will be a fair, fruitful discussion. The self-evaluation will also help you understand your team member's point of view. If you need to discuss a team member's substandard performance, you should do so using a project office memo, a counseling session, and individual conversation, and a formal letter. * Having a discussion on project management best practices may not be entirely a solution to the issue at hand. * The performance review interview is a vital component of any personnel evaluation system. The performance review should be performed by a supervisor who has adequately prepared for the interview. During the performance review, the employee's future performance goals should be discussed. The performance review should be completed during a single, uninterrupted block of time. This review should focus on a limited number of topics so that each topic can be discussed in detail.

Your organization's accounts payable department announces that a new accounts payable system will be implemented over the net two weeks. You are concerned that the implementation of this new system will affect the payments that must be made to procurement vendors for your current project. Which process will use this payment system? a. Plan Procurement Management b. Close Project or Phase c. Control Procurements d. Conduct Procurements

c. Control Procurements * A payment system is a part of the Control Procurements process. The Control Procurements process verifies and ensures that the seller is on track for the contract delivery. It involves coordination between the seller and buyer teams. Payment schedules and requests are an organizational process assets output from the Control Procurements process for the disbursement of money to the subcontractor. The payment system is not a part of the Conduct Procurements process. The Conduct Procurements process involves contacting probable sellers and obtaining proposal from them on how they can meet the requirements of the buyer. Proposals are documents prepared by the sellers to describes how they can service the requirements of the buyer. The contract is awarded during this process. The payment system is not a part of the Plan Procurement Management process. This process involves documenting the purchasing decisions, specifying the approach and identifying potential sellers. A payment system is not a part of the Close Project or Phase process. The Close Project or Phase process is a process where the activities for the project are finalized.

The Manage Team process is a member of which process group? a. Initiating b. Planning c. Executing d. Monitoring and Controlling

c. Executing * The Manage team process is a member of the Executing process group * The Manage Team process is not a member of the Initiating, Planning, or Monitoring and Controlling process groups. The Executing Process group consists of the following processes: - Direct and Manage Project Work - Manage Project Knowledge - Manage Quality - Acquire Resources - Develop Team - Manage Team - Manage Communications - Implement Risk Responses - Conduct Procurements - Manage Stakeholder Engagement

As a project manager, you decide to assign Tom and John to the project team. Because Tom has more project expertise, you decide to discuss the project details with Tom first. During the conversation, Tom reveals the problems he has with John. Tom describes Johns as very difficult to work with. He complains that John looks over his shoulder all the time and states that he could perform the tasks quicker than Tom. You tell Tom that you appreciate his honesty, but you chose John for his value to the project team, just as you chose Tom. You promise to chat with John about his behavior toward Tom. Tom thanks you for your response. Which level of active listening does your conversation represent? a. Global listening b. Closed listening. c. Focused listening d. Internal listening

c. Focused listening * This conversation represent focused listening, which is Level 2 of active listening. Level 2 focuses on what the other person really means or says. All of the attention is directed from the listener to the speaker. The listening person will listen intently to every word and nuance in the conversation. the listener also offers new insights and advice to handle the situation. * This conversation does not represent internal listening because you are responding to Tom's concerns and Tom is responding to your assessment. Level 1 of active listening focuses on listening to an individual's inner voice, and specifically that individual's thoughts, judgements, feelings, and expertise. * This conversation does not represent global listening because no body language, tone, or emotion is conveyed in the dialog. * Level 3 of active listening focuses on what others are saying and how they are saying it. The listener will perceive the emotion, body language, gestures, and tones used by the speaker, and respond to those aspects as well as the content of the conversation. * This conversation does not represent closed listening because this is not a type of active listening.

Dustin Smith is a project manager at a manufacturing unit. As a result of implementing a risk response, he updates the lessons learned register. Which of the following information will be record in this document? a. Risk-related lessons from risk reviews so that they can be used for the later phases of the project or for future projects b. Information on the risk responses that may prove useful for the future phases of a project or for a future project c. Information on the challenges that were faced during the process and how those challenges could have been avoided d. The current status of the most critical individual risks related to the project and the current level of the overall project risk

c. Information on the challenges that were faced during the process and how those challenges could have been avoided * As a result of undertaking the Implement Risk Responses process, Dustin will update the lessons learned register with information on the challenges that were faced during the process and how those challenges could have been avoided. Dustin can update the information on the risk responses that may prove useful for the future phases of a project or for a future project as a result of undertaking the Plan Risk Responses process, not the Implement Risk Responses process. Dustin can update the risk-related lessons from risk reviews so that they can be used for the later phases of the project or for future projects as a result of the Monitor Risks process. Dustin can update the risk report with the current status of the most critical individual risks related to the project and the current level of the overall project risk as a result of the Monitor Risks process.

Which statement is True regarding the benefits of the implement Risk Responses process? a. It helps identify the appropriate ways of dealing with both the overall project risk as well as the individual project risks. b. It helps in recording the existing individual project risks and the sources of overall project risk and brings together the information to respond to the identified risks appropriately. c. It helps ensure that the agreed-upon risk responses are carried out as planned.

c. It helps ensure that the agreed-upon risk responses are carried out as planned to tackle the overall project risk exposure, minimize project threats, and maximize project opportunities. The Monitor Risk process helps in taking project decisions based on the current information regarding the overall project risk exposure and individual project risks. The plan Risk Responses process helps identify the appropriate ways of dealing with the overall project risk as well as the individual project risks. The identify Risks process helps record the existing individual project risk and the sources of overall project risk and brings together the information to respond to the identified risks appropriately.

Samantha's project team has recently finished their project deliverables. The client is impressed with the quality of the products delivered and placed an order for two more batches of the same line of products. During the last project for the client, certain risk were identified and proactively mitigated. Samantha wants to understand the challenges that occurred when implementing risk responses in the previous project. Which of the following documents should she refer to for the relevant information? a. Project team assignments b. Risk register c. Lessons learned register d. Risk report

c. Lessons learned register * For information on the risk responses that were executed in the previous phases of the project, Samantha should refer to the lessons learned register. The lessons learned register is both an input and an output to the implement Risk Responses process. None of the other listed documents will provide the information Samantha needs. The risk register lists each identified risk and the agreed-upon risk response plan for each of them. These response plans list what actions should be taken to mitigate a risk or to reduce the impact of a risk event. The risk report contains an evaluation of the overall risk exposure of the project, the major risks, and the response strategies that have been planned... project team assignment contain information about the resources assigned to each of the actions associated with a risk response plan. The inputs to the Implement Risk Responses process include the project management plan (including the risk management plan), project documents (including the lessons learned register, risk register, and risk report), and organizational process assets (including the lessons learned repository).

A project manager is in the process of making sure that the agreed-upon risk responses are being implemented. Which of the following project documents will be updated as a result of this process? a. Cost management plan b. Schedule management plan c. Project team assignments d. Procurement management plan

c. Project team assignment * The document that will be updated as a result of the Implement Risk Responses process is project team assignments. This document contains information regarding the individual assigned to the risk response plan and the budget/time allocated to execute the agreed-upon response plan. The outputs of the Implement Risk Responses process are as follows: - Change requests -Project documents updates (including the issue log, lessons learned register, project team assignments, risk register, and risk report) The procurement management plan, schedule management plan, and cost management plan are updated as a result of undertaking the Plan Risk Responses processes, but not as a result of the Implement Risk Responses process. The procurement management plan is updated to include the changes to the make-or-but decision or contract types. The schedule management plan is updated to include changes to the loading and leveling of resources or changes to the schedule strategy. The cost management plan is updated to include changes to cost accounting, changes to budget strategy, and changes to the way contingency reserves are consumed.

Samuel White, the project manager, decides to take an agreed-upon action to mitigate a risk that has occurred. Which of the following project documents should Samuel use to get started with this process? (Choose two.) a. Activity list b. Project charter c. Risk report d. Risk register

c. Risk report d. Risk register * The project charter contains a high-level description of the project requirements. It is not an input to the Implement risk Responses process. The activity list contains a list of all activities that will be undertaken to complete the project. It is not an input to the Implement Risk Responses process. He can also use the lessons learned register as an input to the Implement Risk Responses process. It contains the lessons from the implementing risk response process, carried out during the earlier phase of the project. These lessons may be applied, if need be, in the current project phase so as to improve the effectiveness of the process.

A garment house producing clothing prototypes did not complete 200 pieces on time because the necessary finishing work, such as clipping threads and ironing, was not done on these pieces before they could be sent for a quality check (QC). The prototypes cannot be delivered if the finishing work is not compete on schedule. Roberta Miller, the project manager, refers to the risk register because a delay in finishing was identified as a threat during project planning. Why did Roberta refer to the risk register? a. She wants to obtain and manage the team and physical resources required to complete the finishing work on the pending pieces. b. She wants to examine the competency level of the finishing and QC team available on the project to work in a pressure situation. c. She wants to check the action to be taken to avoid missing the deadline or to reduce the impact in case the batch of prototypes is not delivered. d. She wants to estimate the team and physical resources required to crash the schedule and complete the finishing work on the pending pieces.

c. She wants to check the action to be taken to avoid missing the deadline or to reduce the impact in case the batch of prototypes is not delivered. * The risk register will provide Roberta with the information on the response planned for this risk event. She can ask the individual assigned to the response plan to make sure that the suggested response documented in the risk register is implemented as part of the implement Risk Response process. Roberta should not obtain and manage the team and physical resources required, estimate the team and physical resources required, or examine the competency level of the finishing and QC team until she know what the proper risk response is. The risk response that is documented in the risk register will dictate the actions that Roberta should take. Similarly, Roberta should not crash the schedule to complete the prototypes on time until she has referred to the risk register to learn the agreed-on response for the risk. The risk register will not tell Roberta the process of estimating the team and physical resources required to complete the finishing work on the pending pieces. Those activities are performed during the Estimate Activity Resources process. The risk register will not tell Roberta the process of examining the competency level of the finishing and QC teams available. Those activities are performed during the Manage Team process. Team competencies are documented during the Acquire Resources process.

Kenneth Zhu, a project manager, and his team met their deadline, although it was not easy and several risks were taken to implement the chosen are involved. However, Kenneth influenced the risk owners to take timely and proactive actions to avoid or mitigate the risks. Kenneth must update the issue log as a result of the risk responses that were taken. Which information will he update in this document? a. Information on the risk responses that may prove useful for the future phases of a project or for a future project. b. Agreed-upon risk response strategies and actions that were taken to implement the chosen response strategy. c. The problems that were identified as part of undertaking the Implement Risk Responses process. d. New assumptions that were made, new constraints that were identified, and the existing constraints that were updated.

c. The problems that were identified as part of undertaking the Implement Risk Responses process. * Kenneth should update the issue log with the problems or issues that were identified as part of undertaking the Implement Risk Responses process. Issues are current conditions or situations or situations that may have an impact on the project objectives, while risks are uncertain events or condition that, if they occur, have a positive or negative effect on one or more project objectives. The assumption log, not the issue log, is the document that would be updated with new assumptions that were made, new constraints that were identified, and the existing constraints that were updated. The assumption log is NOT updated as a result undertaking the Implement Risk Responses process. You would update agreed-upon risk response strategies and actions taken to implement the chosen response strategy in the risk register as a result of the Plan Risk Responses process. You would not update the issue log with this information. Information on the risk responses that may prove useful for the future phases of a project or for a future project is updated in the lessons learned register, not the issue log. The lessons learned register is also updated with tactics that worked well when implementing the risk responses.

You are the project manager on a large construction project that has miple phases and a long duration. The project is a great success, and your senior management recognized this. You have a feedback session with your team. One of your team members gives you feedback regarding your leadership style. He mentions that you could improve your leadership style. You BEST course of action would be to: a. Talk to your superior, and ask your superior for feedback on your leadership style. b. Ignore this person's remarks because your project has been a success. c. Think of ways you can improve your leadership style. d. Ask your other team members how they feel about your leadership style.

c. Think of ways you can improve your leadership style. *Your best course of action would be to think of ways you can improve your leadership style. In this scenario, you need think about the feedback the team member has offered and identify weak areas to improve your leadership capabilities. Perform a SWOT analysis on yourself. Project leadership requires that the project manager pay attention simultaneously to the time, cost and performance deliverables, tasks to be performed, needs of the team, quantity and quality of the work to be performed, and efficiency and effectiveness of the team.

You are a project manager for a leading software development firm. You have just completed an iteration and have shared a report that shows what went right, what went wrong, and how each team member contributed in that sprint. Which of the following qualities are you demonstrating? a. Inspection b. Externalization c. Transparency d. Adaptation

c. Transparency * To build a safe environment for your team, you need to be transparent with you team members regarding every aspect of the project. This gains the team's confidence and trust. Notes: Agile: You are not demonstrating inspection or adaptation. These are benefits of using agile principles. Inspection is easier in agile because the project outputs are small. Adaptation describes how agile is constantly accepting customer input and prioritizing change requests to increase customer satisfaction. You are not demonstrating externalization. Externalization is the knowledge conversion process of defining concepts based on known observations.

You are currently conducting the Conduct Procurement Process. You need to use the appropriate tools and techniques to produce the outputs of this process. Which of the following is NOT a tool or technique used during this process? a. proposal evaluation b. advertising c. make-or-buy analysis d. procurement negotiations

c. make-buy analysis *Make-or-buy analysis is not a tools or techniques used in the Conduct Procurements process. It is a data analysis tool used in the Plan Procurement Management process. Make-or-buy analysis documents the decision made about which project products or services will be acquired from external entities. All of the other listed tools or techniques are used in the Conduct Procurements process. Advertising is a technique used to expand the list of prospective sellers. Proposal evaluations are a data-analysis techniques used to ensure that submitted documents are complete. Procurement negotiations are a tools used to reach an agreement on the structure, requirements, and other terms of the purchase contract. The tools and techniques used during the Conduct Procurements process are: -Expert judgement -Advertising -Bidder conferences -Data analysis (including proposal evaluation) -Interpersonal and team skills (including negotiation)

You are responsible for controlling all of the procurement for the current project. Which of the following is NOT a tool used in this process? a. trend analysis b. performance reviews c. seller invoices d. claims administration

c. seller invoices *Seller invoices are considered work performance data that serves as an input to the Control Procurements process, not a tools used in the Control Procurements process. The Control Procurements process verifies and ensures that the seller is on track for the contract delivery. It involves coordination between the seller and buyer teams. Trend analysis is a data analysis tool is used in the Control Procurements process to develop cost estimates. Performance reviews is a tool used in the Control Procurements process, as well as in other processes throughout the project. During the Control Procurements process, performance reviews include measuring, comparing, and analyzing quality, resource, schedule, and cost performance for the procurement. Claims administration is a tools used in the Control Procurements process. The term claim refers to a contract change or compensation for a contract in which the based on the terms of the contract or a special dispute resolution clause included in the contract. Situations do occur in which the buyer and seller cannot reach an acceptable agreement regarding the claim. When this occurs, the claim is resolved by some outside party by a means such as arbitration or legal action. The inputs to the Control Procurements process are: - Project management plan (including the requirements management plan, risk management plan, procurement management plan, change management plan, and schedule baseline) - Project documents (including the assumption log, lessons learned register, milestone list, quality reports, requirements documentation, requirements traceability matrix, risk register, and stakeholder register) - Procurement documentation - Agreements - Approved change requests - Work performance data - Enterprise environmental factors (including contract change control system, marketplace conditions, financial management and accounts payable system, and buying organization's code of ethics) - Organizational process assets (including procurement policies) The tools and techniques used by the Control Procurement process are: - Expert judgment - Claims administration -Data analysis (including performance reviews, earned value analysis (EVA), and trend analysis) - Inspection - Audits The outputs of the Control Procurements process are: - Work performance - Change requests - Closed procurement - Procurement documentation updates - Project management plan updates (including the risk management plan, procurement management plan, schedule baseline, and cost baseline) - Project documents updates (including the lesson learned register, resource requirements, requirements traceability matrix, risk register, and stakeholder register) - Organizational process assets updates (including payment schedules and requests, seller performance evaluation documentation, prequalified seller lists updates, lessons learned repository, and procurement file) The Control Procurements process is part of the Project Procurement Management Knowledge area and the Monitoring and Controlling Process Group. The key benefits of this process is that it ensures that the performance of the seller and buyer meets procurement requirements according to the terms of the agreement.

A project has been terminated before it completes. This project relies on two procurements from outside contractors. You need to implement the Control Procurements process for both of these procurements. You need to determine the amount of compensation due to the seller. Which document should you examine? a. the procurement management plan b. lessons learned documentation c. the agreement d. the procurement audit

c. the agreement * To determine the amount of compensation due to the seller, you should examine the agreement. The agreement will give details on the terms and conditions of the agreement and includes early termination compensation. The procurement management plan is part of the project management plan and describes how the procurement process will managed. A procurement audit identifies the successes and failures of procurements for use in future procurement agreements. Procurement audits ensure that future procurements agreements are better. The lessons learned documentation provides historical information about projects that are underway or have been completed. The inputs to the Control Procurements process are: -Project management plan (including the requirements management plan, risk management plan, procurement management plan, change management plan, and schedule baseline) - Project documents (including the assumption log, lessons register, milestone list, quality reports, requirements documentation, requirements traceability matrix, risk register, and stakeholder register) -procurement documentation -Agreements -Approved change requests -Work performance data -Enterprise environmental factors (including contract change control system, marketplace conditions, financial management and accounts payable system, and buying organization's code of ethics) -Organizational process assets (including procurement policies The tools and techniques used by the Control Procurements process are: - Expert judgment -Claims adiminastration -data analysis (including performance reviews, earned value analysis (EVA), and trend analysis) -inspection -Audits

What is assigned in the project charter? a. the project schedule b. the project budget c. the project manager d. the project team

c. the project manager *The project manager is assigned in the project charter. The project manager should help to develop the project charter. The project team members are assigned during the acquire Resources process. The project budget is assigned during the Determine Budget process. The project schedule is assigned during the Develop Schedule process. The Develop Project Charter process uses the following inputs: - Business documents (includes business case and benefits management plan) - Agreements - Enterprise environmental factors - Organizational process assets The Develop Project Charter process uses the following tools and and techniques: - Expert judgment - Data gathering (includes brainstorming, focus groups, and interviews) -Interpersonal and team skills (includes conflict management, facilitation, and meeting management) - Meetings The Develop Project Charter process produces the project charter and assumption log

The Initiating Process Group results in all of the following, EXCEPT: a. formal authorization of the project b. the stakeholder register c. the project scope statement d. the project charter

c. the project scope statement *The Initiating Process Group does not result in a scope statement. The scope statement is an output of the Define Scope Process of the Planning Process Group. The Initiating Process Group involves the formal authorization and beginning of a new project (or project phase). The Initiating Process Group includes the Develop Project Charter process and the Identify Stakeholders process. The official outputs of the Initiating Process Group are the project charter and the stakeholder register. During the Initiating Process Group, you should identify the requirements, identify the business need, and create the project charter. You should also evaluate historical information. The order of the five project management Process Groups is : Initiating, Planning, Executing, Monitoring and Controlling, and Closing. The Initiating and Planning Process groups of the project life cycle have the most uncertainty and risk. At the start of a project, the uncertainty of the project is the highest and the risk of failing is the greatest.

You are managing a project in which the team is comprised of people from different cultural backgrounds. To run the project smoothly and harmonize the project team, you would do all of the following, EXCEPT: a. Minimize the differences by planning and using clear communication. b. Recognize the cultural differences. c. Expect the differences to come up as issues sometime in the project. d. Adopt the most common culture in the team as the primary culture that the team must follow.

d. Adopt the most common culture in the team as the primary culture that the team must follow. * You should not adopt the most common culture in the team as the primary culture that the team must follow. A successful project manager would accept the differences and plan for them to avoid any conflicts arising out of them. Adopting a single culture as the primary culture could cause the team members from different cultures to feel unimportant. * All of the other are examples of steps you might take to handle cultural difference among team members.

You are an experienced project director for a company. You have come up with a potential idea for a project. In your estimation, the project should be a success, but the project involves a few pieces of new technology with which you are not completely familiar. What should you do next? a. Draft a preliminary project scope statement. b. Form a project team for the new project. c. Research the new technology during any downtime you have at work. d. Ask the sponsor to fund a feasibility study

d. Ask the sponsor to fund a feasibility study. *You should ask the sponsor to fund a feasibility study. Because you are an experienced project manager, your assessment of the potential project carries some authority. Project management professional, however, also know their own limits, and in this case, you are unfamiliar with some of the new technology the project may need. The best course of action then is to ask the sponsor to fund a feasibility study that will determine if your assessment is correct. The study should also be able to account for the new technology. Feasibility studies are also known as concept studies. Feasibility studies are the methods and techniques used to determine the economic costs, the environmental impact, the economic returns, and the probability for success. You should not form a project team or draft a preliminary project scope statement because such actions are premature. The project may not even be worthwhile to the sponsor. You should not research the new technology during any downtime you have at work. You may not have downtime at work, or you may not have the authority to spend working hours doing such investigation. Moreover, as an experienced project manager, you should realize that business opportunities, then relegating this potential business venture to spare time would be irresponsible and may prevent the project from ever happening.

You are the project manager for your organization. You have been given a business case for a new proposed product. The business case is an input to which process? a. Control Scope b. Define Scope c. Validate Scope d. Develop Project Charter

d. Develop Project Charter * The project business case is an input to the Develop Project Charter process. The inputs to the Develop Project Charter process are business documents (including the business case and business management plan), agreements, any enterprise environmental factors, and any organizations process assets. Then the tools and techniques are applied to the inputs to create the project charter. The tools for the Develop Project Charter process are expert judgment, data gathering (including brainstorming, focus groups, , and interviews), interpersonal and team skills (including conflict management, facilitation, and meetings management), and meetings. The Develop Project Charter process documents the business needs of a project and the new product, service, or other result that is intended to satisfy those requirements. The project charter and assumption log are the outputs of the develop Project Charter process. The project charter contains initial requirements that satisfy stakeholders' needs and expectations. The audience for the project charter is all stakeholders. After the project charter is created, it should be given to the stakeholders. When formal approval from the stakeholders is obtained, the project is officially authorized. If a project manager in a predominantly hierarchical organization has been assigned a major project with aggressive timelines, the best approach for developing an initial project charter is to create a project charter jointly with management for distribution to potential team members and stakeholders. The business case is not an input to the Control Scope, Define Scope, or Validate Scope processes. Inputs to the Control Scope process include the project management plan (including the scope management plan, requirements management plan, change management plan, configuration management plan, scope baseline, and performance management plan), project documents (including the lessons learned register, requirements documentation, and requirements traceability matrix), work performance data, and organizational process assets. The Control Scope process uses data analysis tools, including variance analysis and trend analysis. Outputs of the Control Scope process include the work performance information, change request, project management plan updates (including lessons learned register, requirements documentation, and requirements traceability matrix). Inputs to the Define Scope process include the project charter, project management plan (including the scope management plan), project documents (including the assumption log, requirements documentation, and risk register), enterprise environmental factors, and organizational process assets. The Define Scope process uses the following tools and techniques: expert judgment, data analysis (including alternatives analysis), decision making (including multicriteria decision analysis), interpersonal and team skills (including facilitation), and product analysis. Outputs of the Define Scope process include the project scope statement and project documents updates (including assumption log, requirements documentation, requirements traceability matrix, and stakeholder register). Inputs to the Validate Scope process include the project management plan (including the scope management plan, requirements management plan, and scope baseline), project documents (including lessons learned register, quality reports, requirements documentation, and requirements traceability matrix), verified deliverables, and work performance data. The Validate Scope process uses two tools and techniques, which are inspection and decision making (including voting). Outputs of the Validate Scope process include accepted deliverables, work performance information, change requests, and product document updates (including lessons learned register, requirements documentation, and requirements traceability matrix). The business case can also be an input to the Close Project or Phase, determine Budget, Plan Procurement Management, and Identify Stakeholders processes.

You decide to implement a recognition and reward system to increase cohesiveness and motivate the team members. Which action would be BEST to take? a. Implement a zero sum reward. b. Implement a team-member-of=the=month program to spotlight a team member for putting forth extra effort each month. c. Give all team members a gift certificate for a local restaurant. d. Establish an incentive for team members who turn in their status reports in a timely manner.

d. Establish an incentive for team members who turn in their status reports in a timely manner. * Recognition and rewards should reward desired behavior and should be achievable by all team members. * The most effective team motivator is the visibility of the team's contribution. *While a recognition and reward system is a very effective team motivation technique, the most effective team motivator is the visibility of the team's contribution.

You have awarded a contract to an outside consulting agency. The consultants will undertake a three-year project to implement new equipment and processes in your assembly department to expedite the flow of work through your facility. According to the contract, the vendor has agreed to provide the needed work for a fee of $1.2 million dollars. The contract also stipulates that if the project is completed earlier than planned, the vendor will receive an additional $200,000. Which type of contract are you under? a. CPFF - cost plus fixed fee b. FFP - firm fixed price c. CPIF - cost performance index fee d. FPIF - fixed price incentive fee

d. Fix Price Incentive Fee - FPIF * You are under a FPIF contract. in which the seller charge the buyer a fixed fee but additionally has the ability to receive incentives for meeting specified criteria. In an FPIF contract, the seller assumes the risk of all cost overruns. You are not under a FFP contract. A firm fixed price (FFP) contract is a contract in which the seller charges the buyer a flat fee. In this type of contract, the most important considerations for the contractor is to maintain control of cost, schedule, and scope changes. You are not under a CPFF contract. The cost plus fixed fee (CPFF) contract is a contract in which the seller is reimbursed for all costs and an additional flat fee is charged to the buyer. You are not under a CPIF contract. A cost plus incentive fee (CPIF) contract is a contract in which the seller is reimbursed for all cost, and the seller is awarded an additional incentive for exceeding predetermined performance criteria. Another fixed price contract that you need to understand is the fixed price with economic price adjustment (FP-EPA) contract. This contract is typically used whenever the seller's performance period spans a considerable period of years. The adjustment occur based on a financial index that is selected when the contract is signed. A contract type that is not specifically listed in the PMBOK Guide 5th Edition is a cost plus percentage of cost (CPPC) contract. With this contract, the buyer assumes the greatest cost risk because the contract is based solely on the cost and includes a factor that will allow the contract to increase greatly if costs go up.

According to the PMBOK(R) Guide - Sixth edition, the Initiating Process Group contains the Develop Project Charter process and which other process? a. Define Scope b. Collect Requirements c. Develop Project Management Plan d. Identify Stakeholders

d. Identify Stakeholders * According to the PMBOK Guide - Sixth Edition, the Initiating Process group contains the Develop Project Charter process and the Identify Stakeholders process. The Define Scope process is part of the Planning Process Group. The Develop Project Management Plan process is part of the Planning Process. The Collect Requirements process is part of the Planning Process Group.

You are the project manager for a project that includes a procurement. During the project, you realized that the specifications for the procurement were incorrect. You need to ensure that this specification changes is implemented. What should you do next? a. Perform a procurement audit. b. Re-negotiate the agreement. c. Document the lessons learned d. Implement the agreement change control system.

d. Implement the agreement change control system *You should implement the agreement change control system. This system will ensure that the change is approved and that the seller is notified of the change. The procurement agreement should include a section detailing how contractual agreement changes are implemented. The procurement management plan should include the process for implementing an agreement change. You should not re-negotiate the agreement. The agreement should include a section detailing how agreement changes are implemented. You should not perform a procurement audit. A procurement audit should occur during the Conduct Procurement process. Project mangers should not worry about procurement audits because they are only used to identify successes and failures that warrant transfer to other procurements. You should not document the lessons leaned. while the change request and its results should be documented in the lessons learned, documenting the lessons learned will not ensure that the specification change is implemented.

Timothy Li is the owner of a risk. While implementing the planned response to the risk, he encounters a few problems, which he decides to document. Where should Timothy record this information? a. Activity list b. Resource calendar c. Project team assignments d. Issue log

d. Issue log * Timothy should record the information in the issue log. It is a document containing the issues or problems identified during the implementation of a risk response. The project team assignments document contains information regarding the resources assigned to each of the actions associated with a risk response. The resource calendar may be referred to by Timothy to know about the working days, shift start and end, weekends, and public holidays to determine if the resources required for implementing the risk response are available. The activity list provides a list of all activities that will be undertaken to complete the project.

You are the project manager for a project in a new organization. You are trying to convince management to follow the right processes on your project. You insist on starting with a project charter. Why will the project charter help? a. It describes the details of what needs to be done. b. It has the names of all the project team members. c. It describes history of similar projects executed in that organization. d. It gives the project manager authority.

d. It gives the project manager authority. * Professional responsibility requires that project managers know their role and the extent of their authority. Getting the project charter is the primary job of project managers when they are informed about their assignment to a project. The project charter gives the project manager the required authority to execute the project. A project charter does not contain the names of all the project team members. A project charter does not describe the details of what needs to be done. These details are described by the work breakdown structure (WBS). A project charter does not describe the history of similar projects executed in the organization.

At Verigon, Vanessa Clark, the project manager, approaches her project team. She needs to know if the team has prior knowledge and expertise for the upcoming project. Finding the team reluctant to share the available knowledge. Vanessa explains to them how important the project is for the continuation of the business. She also explains how leveraging the existing knowledge and competency of the project team can help to ensure better outcomes o the upcoming project. Her words motivate the team. Finally, the project team shares the available knowledge with Vanessa and the stakeholders. Which of the following interpersonal skill of Vanessa is being demonstrated in the scenario? a. Facilitation b. Networking c. Active Listening d. Leadership

d. Leadership * The scenario focuses on leadership skills. She proved to be a leader as she was able to guide and motivate her project team to share their existing knowledge and expertise regarding the new process. Her communication and problem-solving skill enabled her to achieve this objective. Active listening involves acknowledging, clarifying, confirming, and removing barriers for better comprehension of the message/information exchanged between team members.

Which statement is true regarding a strong matrix organization? a. All of the power rests with the project manager. b. The project manager is referred to as an expeditor. c. It is the same as a tight matrix organization.d. D. Most of the power rests with the project manager.

d. Most of the power rest with the project manager. * In a strong matrix organization,most of the power rests with the project manager. * In a strong matrix organization, not all of the power rests with the project manager. The functional manager has some power in any matrix organization. In a projectized organization, however, all of the power s given to the project manager. * In a strong matrix organization, the project manager is not referred to as an expeditor. The project manager is referred to as an expeditor in a functional organization. * Tight matrix is not a valid organization type and refers to locating team members in the same location.

Which statement is true about the objectives of a project? a. A project's objectives describe in detail how work will be performed to accomplish e3ach objective. b. Due to the dynamic nature of projects, objectives of a project cannot always be specific and clear. c. In some complex projects, objectives may be specific, but open-ended. d. objectives of a project should be clear and achievable.

d. Objectives of a project should be clear and achievable. * Objectives of a project should be clear and achievable. Even for complex projects, objectives must be specific, not open-ended. Without specific objectives, it would not be possible to determine the appropriate the appropriate deliverables for the project.. Although project are dynamic, the stated objectives still must be specific and achievable. Without clear, achievable objectives, it is difficult, if not impossible, to assess completion of a project. A project's objectives do not describe in detail how work will be performed to accomplish each of the objectives. While they are specific enough to determine the necessary deliverable, they do not describe in detail how the work will be performed.

A vendor contacts you regarding a payment for a procurement that the vendor is providing for your current project. The vendor claims that your organization owes his company payment for the procurement. You need to research this issue by collecting all of the documents that are inputs to the Control Procurements process. Which of the following inputs is NOT part of this process? a. approved change requests b. work performance data c. agreement d. payment requests

d. Payment requests * Payment request are not an input to the Control Procurements process. Payment schedules and requests are one of the organizational process asset updates that are an output of the Control Procurements process. During project execution, as the deliverables are delivered to the buyer, the deliverables are examined for correctness and adherence to specified standards. After the deliverable are accepted, the seller submits invoices to be paid by the buyer. The buyer initiates the payment disbursement to the seller and in the process generates payment requests. All of the other options are input to the Control Procurements process. The agreement is an output of the Conduct Procurements process and an input to the Control Procurements process. An agreement is a mutually binding document that obligates the seller to provide the specified product and obligates the buyer to pay for it. Work performance data is an output of the Direct and Manage Project Work process and an input to the Control Procurements process. This work performance information is captured as project deliverables are completed and then used as input to subsequent project management process. Approved change requests are proposed modifications in the planned project outputs and may come from the seller or the buyer. These modifications are typically identified during project execution, and if agreed upon and approved, are included in the project. The requests may be due to various reasons internal and eternal to the project. The inputs to the Control Procurements process are: -Project management plan (including the requirements management plan, risk management plan, procurement management plan, change management plan, and schedule baseline) -Project documents including the assumption log, lessons learned register, milestone list, quality reports, requirements documentation, requirement traceability matrix, risk register, and stakeholder register) -Procurement documentation -Agreements -Approved change requests -Work performance data -Enterprise environmental factors (including contract change control system, marketplace conditions, financial management and accounts payable system, and buying organizational process assets (including procurement policies) The tools and techniques used by the Control Procurement process are: -Expert judgment -Claims administration -Data analysis (including performance reviews, earned value analysis (EVA), and trend analysis) -Inspection The outputs of the Control Procurements process are: -Work performance -Change requests -Closed procurements -Procurement documentation updates -Project management plan updates (including the risk management plan, procurement management plan, schedule baseline, and cost baseline) -Project documents updates (including the lessons learned register, resource requirements, requirements traceability matrix, risk register, and stakeholder register) -Organizational process assets updates (including payment schedules and requests, seller performance evaluation documentation, pre-equalified seller lists updates, lessons learned repository, and procurement file) The Control Procurements process is part of the Project Procurement Management Knowledge Area and the Monitoring and Controlling Process group. The key benefit of this process is that it ensures that the performance of the seller and buyer meets procurement requirements according to the terms of the agreement.

Robin is the project manager for a new project on software development using a traditional project methodology. She has collected all the client's requirements and is ready to start the planning phase. However, because of some specific software functionalities, she anticipates frequent interventions by the client during the software development lifecycle. She decides to introduce agile principles to this project. a. Minimal interactions with the team b. Non-iterative sprints c. Restricted frequency of changes d. Short and early deliverables.

d. Short and early deliverables *Robin should plan to release short and early deliverables. Agile methodology enables flexibility, even in complex situations. If Robin plan for short and early deliveries, she will understand the customer's requirements better and con implement changes at any start of the development lifecycle. Robin should not plan to have minimal interactions with the team. Agile team needs to interact on a daily basis to keep track of the project. Robin should not plan to restrict the frequency of changes. Agile methodology welcomes changes, at whatever level those changes may occur. If she restricts the frequency of changes, Robin will a longer be managing an agile project. Robin should not plan to have non-iterative sprints. The lifecycle of an agile project is iterative, which include sprints that are repeated and revisited at different level

Kathleen Walker, the project manager, has documented several risks to her current project. Kathleen wants to make sure that one of the identified risks is allowed to occur. She decides to seek expert advice to ensure that he appropriate risk response is implemented. Which of the following statements are relevant to expert judgment in the context of this process? a. The knowledge expertise of people with specialize knowledge should be considered to gain information on all aspects of individual project risks b. The expertise of people with specialized knowledge should be considered for threat and opportunity response strategies and for contingent response strategies c. The expertise of people with specialized knowledge should be considered to select the most appropriate model of specific risks d. The expertise of people with specialized knowledge should be considered to assess and amend the risk responses, if required, and to decide how to implement in the most effective manner.

d. The expertise of people with specialized knowledge should be considered to assess and amend the risk responses, if required, and to decide how to implement the responses in the most effective manner * The expertise of people with specialized knowledge should be considered to assess and amend the risk responses, if required, and to decide how to implement the responses in the most effective manner for the implement Risk Responses process. Expert judgement is a technique used during the Implement Risk Responses process. The other technique used during the implement Risk Responses process is interpersonal and team (including influencing). A project management information system (PMIS) can be used as a tool during this process to easily integrate risk response activities into the existing cost, schedule, and other project baselines. The expertise of people with specialized knowledge should be considered for threat and opportunity response strategies and for contingent response strategies during the Plan Risk Responses process, not the Implement Risk Responses process. The expertise of people with specialized knowledge is considered to gain information on all aspects of individual project risks and sources of overall project risks during the Quantitative Risk Analysis process, not the Implement Risk Responses process The expertise of people with specialized knowledge is considered to gain information on all aspects of individual project risks and sources of overall project risks during the Identify Risks process, not the Implement Risk Responses process.

During which phase of the project should a project manager implement the responses to risks? a. Only at the beginning of the project b. Only when the project is complete c. Only when the project is 50% complete d. Throughout the project

d. Throughout the project * The Implement Risk Responses process is not a one-time process. It should be performed continuously throughout the lifecycle of a project The Implement Risk Responses process is not performed only at the of a project, beginning of a project, when a project is 50% complete, or when a project is complete. The process is undertaken throughout the lifecycle of a project. The Project Risk Management Knowledge Area includes seven processes.

Here are a few statement regarding the tools and techniques used for implementing risk responses: a. Implementing risk responses may lead to a change request affecting the cost estimate and project schedule baselines. b. The project manager needs to determine the best strategies for dealing with project threats and opportunities. c. PMIS is software that helps ensure that the agreed-upon risk responses are integrated into the project. d. It is a myth that the expertise of people with specialized knowledge can improve the effectiveness of risk responses. Which of these statements are TRUE? a. b and d b. a,b, and c c. c and d d. a and c e. a and b

d. a and c *Implementing risk responses may lead to a change request affecting the cost estimate and project schedule baselines. Change requests are processed for verification through the Perform Integrated Change Control process. PMIS is software that helps ensure that the agreed-upon risk responses are integrated into the project. It is the tools used during the Implement Risk Responses process. It is not true that the project manager needs to determine the strategies for dealing with project threats and opportunities. Strategies for handling threats and opportunities are identified during the Plan Risk Responses process. In addition, the strategies are not usually determined by the project manager but rather by experts in the field. It is not a myth that the expertise of people with specialized knowledge can improve the effectiveness of risk responses. In fact, project manager should use expert judgement to help improve the effectiveness of risk responses.

A project is characterized as: a. a planned activity to accomplish a task that has not been previous undertaken b. a group of related activities that obtain a specific business objective c. a group of related activities that perform some ongoing function and are managed collectively d. a temporary endeavor to create a unique product, service, or result.

d. a temporary endeavor to create a unique product, service, or result * According to the PMBOK, a project is defined as "a temporary endeavor undertaken to create a unique product, service, or result." The two key characteristics that differentiate a project from normal operations are that eh project is temporary and unique. The term temporary refers to the fact that a project is not ongoing or occurring routinely at regular intervals. A project has a definite beginning point and a definite ending point. The term unique refers to the fact that a project is somewhat different from previously undertaken tasks. Although a project may be similar to a project undertaken in the past, it would have characteristics to make it different from past projects in some way. A project is an undertaking with a defined starting point and defined objectives. All of the other options are incorrect because they do not correctly characterize a project. A program is defined as "a group of related projects, subsidiary programs, and program activities that are managed in a coordinated manner to obtain benefits not available from managing them individually." Program contain projects, but a project ma or may not be part of a program.

Several members of your project team are responsible for procuring computers needed for the project. These team members are currently completing the Conduct Procurements process. Which of the following is an output of this process? a. seller invoices b. sources selection criteria c. a procurement statement of work d. an agreement

d. an agreement * An agreement is an output of the Conduct Procurements process. An agreement is a mutually binding document that obligates the seller to provide the specified product and obligates the buyer to pay for it. Seller invoices are submitted based on the work results, which are according to the contract details. These are a part of the Control Procurements process. A procurement statement of the work (SOW) is a detailed description of the procurement item. The procurement SOW is one of the outputs of the Plan Procurement Management process. It acts as one of the base documents for evaluating and drafting the contract during procurement management. The SOW can be misinterpreted in any of the following cases: - Mixing tasks, specifications, special instructions and approvals -No pattern, structure, or chronological order -Wide variation in the size of tasks or details of work -Using imprecise language (i.e. nearly, approximately) Source selection criteria are used as an input to the Conduct Procurements process to select a provider. These are developed to evaluate the provider's capability and quality with respect to the needs specified.

Megan Jones is a project manager at a unit that makes bricks used in construction. When an identified risk occurs, the risk is mitigated as per the agreed-upon risk response in the risk register. Now that the risk has been mitigated, what should Megan record in the risk report? a. Current status of the most critical individual risks related to the project and the current level of the overall project risk b. Any changes made to previously agreed-upon risk responses for individual project risks c. The agreed-upon risk responses in relation to the current overall risk exposure of the project, the high-priority risks, and changes that are expected as a result of implementing these responses. d. Any changes made to previously agreed-upon risk responses for overall project risk exposure e. The most critical individual risks with highest probability and impact related to a project, a list of prioritized risks related to the project, and a summary conclusion

d. any changes made to previously agreed-upon risk responses for overall project risk exposure * If carrying out the Implement Risk Responses process produced changes to the previously agreed-upon risk responses for overall project risk exposure, Megan should record these changes in the risk report. If carrying out the Implement Risk Responses process produced changes to the previously agreed-upon risk responses to individual project risks, Megan should record these changes in the risk register, not the risk report. Megan should update the risk report with the most critical individual project risks with highest probability and impact, a list of prioritized risks related to the project, and a summary conclusion after carrying out the Perform Qualitative Risk Analysis process. Megan should update the risk report with the agreed-upon risk responses in relation to the most critical individual risk of overall risk exposure of the project and the high-priority risks, along with changes that are expected as a result of implementing these responses, after undertaking the Plan Risk Responses process. Megan should update the risk report with the current status of the most critical individual risks related to the project and the current level of the overall project risk after undertaking the Monitor Risks process.

What would NOT be an example of a project? a. installing additional hardware to improve the corporate network infrastructure b. implementing a manufacturing work-order system c. constructing a new sports facility d. billing clients for services performed

d. billing clients for service performed * Billing clients for service performed would not be an example of a project. according to the PMBOK, a project is defined as "a temporary endeavor undertaken to create a unique project, service, or result.: A project is an undertaking with a defined stating point and defined objectives. Both projects and normal operations involved the planned execution of tasks, often with similar resource constraints. The two key characteristics that differentiate a project from normal operations are that the project is temporary and unique. The term temporary refers to the fact that a project is somewhat different from previously undertaken tasks. Although a project may be similar to a project undertaken in the past, it would not be an ongoing repetitive process, such as the billing of clients. Billing of clients would be an ongoing operational process. All of the other examples given represent examples of projects. The project management approach is the preferred management approach for all projects, including cross-functional tasks, unique operations, and time-constrained deliverables. A product manufacturing or production line environment is not a project. The Project Management Body of Knowledge (PMBOK) is a guide to project management processes, tools, and techniques. The PMBOK is constantly evolving. The Project Management Body of Knowledge (PMBOK) is a guide to project management processes, tools, and techniques. the PMBOK is constantly evolving.

You have recently acquired all of the team members for your current project. Unfortunately, none of the team members have ever worked together. You decide that you must engage the team in team-building activities. Which action is NOT considered to be a team-building activity? a. management actions to improve team performance b. actions to improve interpersonal relationships among key stakeholders c. individual actions to improve individual and team performance d. collective actions to persuade management to meet the team's demands

d. collective actions to persuade management to meet the team's demands. * Team-building activities do not involve collective actions to persuade management to meet the team's demands. These actions are not team-building activities. * All of the other options are involved with team building. Team-building activities include actions taken by both management and individual team members to increase the performance of the team or individuals on the team. These activities are critical to increase team performance and help ensure that the project meets the desired objectives. Team-building activities are part of the interpersonal and team skills used during the Develop Team process.

With Which contract type does the buyer bear most of the cost risk? a. fixed price incentive fee b. time and materials c. fixed price d. cost plus fixed fee

d. cost plus fixed fee With a cost plus fixed fee contract, the buyer bears most of the cost risk. In a cost plus fixed fee (CPFF) contract, the buyer reimburses the seller for his costs and pays an additional flat fee to the seller. The seller has very little, if any, cost risk because he is being reimbursed for his costs on the project. The buyer bears most, if not all, of the cost risk. With this type of contract, the seller has no direct motivation for keeping costs low, thereby increasing the cost risk for the buyer. With the fixed price contract, the seller bears the majority, if not all, of the cost risk. In a fixed price (FP) contract, the seller charges a flat fee for the products or services delivered. Any unexpected costs that are incurred are handled by the seller. With a time and materials contract, the buyer has a moderate amount of cost risk. In a time and materials contract the seller charges the buyer a fixed fee, usually per hour or per item, and is reimbursed for materials. With a fixed price incentive fee contract, the seller bears the majority, if not all, of the cost risk. In a fixed price incentive fee (FPIF) contract, the seller charges a flat fee for the products or services delivered, and is awarded an incentive bonus based on some specified criteria. Any unexpected costs that are incurred are handled by the seller. In the PMBOK Guide - Fifth Edition puts under organizational process asset. This was retained in the Sixth Edition. contractual agreements include the following types: -Fixed-price contracts - including firm fixed price (FFP) contracts, fixed price incentive fee (FPIF) contract, and fixed prices with economic price adjustment (FP-EPA) contracts. - Cost-reimbursable contract plus fixed fee (CPFF) contracts, cost plus incentive fee (CPIF) contracts, and co - including costs, and cost plus award fee (CPAF) contracts plus fixed fee (CPFF) contracts, cost plus incentive fee (CPIF) contracts. -Time and materials (T & M) contracts.

You will mange a complex project that is expected to take a year to complete. The project will affect every functional area (i.e., marketing, engineering, sales, IT) within the company. You must recruit the project team members from each of the affected functional areas. Which type of structure is BEST for this project? a. projectized b. computational c. functional d. matrix

d. matrix * Because team members will be pulled from multiple functional areas, the matrix structure will work best. A matrix organization is one in which team members report to both a functional manager and a project manager. A matrix organization allow team members to work on a project without losing their place within the organization. * The team members might split their time between the project and their normal duties, or they might devote all of their time to the project while functioning as representatives of their functional managers. * In either capacity, a matrix organization balances the needs of the functional managers and the project manager. * The staffing management plan is MOST effective when developing a project team within a matrix organization. * In a weak matrix organization, the project manager may be part time. * The best team structure for this pr0ject is not functional. A functional organization is one in which the project team members only report to a functional manager. This only works well for projects with scopes that are clearly limited to the boundaries of one function (e.g., Accounting). In a functional organization, the project management may be part time. * The best team structure for this project is not projectized. A projectized organization is none in which the project team members only report to the project manager. This type of organization works well for most small projects and ones that are confined to a single functional area. However, it can be difficult to gain the functional managers' support for a project that will take their resources for long periods of time, especially if the project does not greatly impact their functional areas. Team members projectized organizational structures experience the MOST anxiety at project closeout. * The best team structure for this project is not computational because this is not a valid organizational structure. * Weak matrix organizations have many of the characteristics of a functional organization, and strong matrix organizations have many of the characteristics of a projectized organization. A team member is more likely to be assigned to the project in strong matrix organizations, not weak matrix organizations. Five organizational structures, which were functional, weak matrix, balanced matrix, strong matrix, and projectized. The PMBOK Guide 6 Ed defines 5 additional organizational structure: -Organic or simple -Multi-divisional -Virtual -Hybrid -PM A team member is also likely to be assigned to projects in PMO organizations.

A large, complex infrastructure project in another country requires coordination to move the required equipment through their city roads. Your representative in that country informs you that the local police will have to be given a fee for coordinating the traffic to ensure that the equipment is transported successfully. What should you do? a. Pay a bribe to traffic officials and get the work done. b. Do not pay the fees because it is a bribe. c. Postpone the transportation of the equipment. d. Pay the fee to traffic office.

d. pay the fee to the traffic office. * You should pay the fee to the traffic office. As a part of Code of Ethics and Professional Conduct, you are required to follow ethical standards and principles that govern your state. Paying fees to the traffic office for coordinating the traffic is a valid expense for the service required from them. You should be aware that what is customary in one country might not be customary in another. You are obligated to follow the laws, regulations, and ethical standards for the country in which you are working. If there is a conflict between your country's laws and the laws in the country where the project is taking place, then you should follow the laws that adhere to a higher standard. Although not specified in the code of conduct, it would also be advisable to obtain professional. You should not refuse to pay the fees because it is a bribe. By not paying the feeds, you decline to abide by the principles that govern that country. You should not postpone the transportation of the equipment. Postponing the transportation of the equipment will only postpone the problem. You should not pay a bribe to traffic officials and get the work done. You could pay a bribe to the traffic officials and get the work done, but bribing is unethical. According to the Code of Ethics and professional Conduct, bribery is strictly prohibited.

You company has gone through a recent restructuring, and you have lost several project team members. You have a meeting with the individuals who will be replacing the lost resources. Which topic would be MOST important to discuss? a. the technical skills of the team members b. the budget of the project c. the leadership style you as the manager have adopted d. the scope of the project

d. the scope of the project * It would be most important to discuss the scope of the project. When new members are added to the team, it is important that they review the work breakdown struct (WBS) and other project documents to fully understand the scope of the project. The scope is the factor that will dictate what work the team members do and do not need to perform.

All of the following are common reasons for initiating a project, EXCEPT: a. compliance with an external legal requirement b. a recognized market demand c. a specific request from a customer d. unassigned resources with the organization

d. unassigned resources within the organization The presence of unassigned resources with the organization would not be a common reason for initiating a project. According to the PMBOK, projects are typically authorized due to problems, opportunities, or business requirements. Common reasons for initiating project include a market demand, an organizational need, a customer request, a technological advance, a legal requirement, an ecological impact, or a social need. While having unassigned resources with the organization of itself might need to be addressed, this alone would not be a reason to authorize and initiate a project. A recognized market demand would be a common reason to initiate project. Demands in the marketplace often dictate a need that can be addressed by a new project. A specific request from a customer would be a common reason to initiate a project. Both internal and eternal customers often make requests for new products or functionality that can be addressed by a new project. Compliance with an external legal requirement would be a common reason to initiate a project.. Legal requirement, such as laws or regulations, often mandate new projects.

During which Process Group should a project manager become familiar with an organization's mission, vision, and goals for the future? a. Closing b. Executing c. Planning d. Monitoring and Controlling e. Initiating

e. Initiating * A project manager should familiarize himself with an organization's mission, vision, and goals for the future during the Initiating Process Group and BEFORE entering the Planning, Executing, Monitoring and Controlling, and Closing Process Groups. This timing is crucial for ensuring that the project charter is aligned with the organizational mission. When you estimate the project during the Initiating Process group, you can expect a -50 to +100 percent level of accuracy. * The decision to proceed with a project is made at the end of the Initiating Process Group, before the Planning Process group begins. The Executing Process Group can only begin once all planning is completed. The Closing Process Group is the final Process Group of a project. * The decision whether to initiate a project is made by the project management office (PMO), if one exists in the organization. You should always submit new project request to the PMO for review and approval before proceeding. This is especially important if the new proposed project does not fit in with an organization's five-year strategic plan. The PMO manages overall risk, overall opportunity, and interdependencies among projects. It focuses on the coordinated planning, prioritization, and execution of projects and subprojects that are tied to the parent organizations' or the client's overall business objectives. The PMO Provides project governance for the organization and also responsible for managing a portfolio, which is a collection of projects that are grouped together to facilitate effective management and meet strategic business objectives.