PMP Practice questions - From Another User

Steve has been overseeing a project to implement a new wireless media streaming device for a local networking company. The team has completed all the technical work in the project. The senior management asked Steve to report on the remaining activities in the project. Which of the following will Steve report as the remaining work? A. Completion of the lessons learned B. Validation of the project scope C. Completion of the quality management plan D. Completion of risk response planning

A. Completion of the lessons learned

A company has recently been converting to agile methods. Planned story points are not being done and the PM is concerned. What should the PM do? A. Conduct team training, so the team can improve on estimating story points. B. Accelerate the project by removing items from the product backlog C. Find the time for story point completion by including more iterations in the project. D. Utilize burndown charts to assess team performance

A. Conduct team training, so the team can improve on estimating story points. (Training is a long-term solution and will add skills and abilities to the team)

All of the following will occur during project initiating EXCEPT: A. Creation of a project scope statement B. Identification of internal and external stakeholders C. Development and review of the business case and a feasibility study D. Assignment of the project manager to lead a project

A. Creation of a project scope statement

You just finished creating your project charter. Which of the following will NOT be included in the charter? A. Detailed work package descriptions B. High-level roadmap and milestones C. Assumptions and constraints D. Authority level of the project manager

A. Detailed work package descriptions

CH. 2 - The application of knowledge, skills, tools, and techniques to satisfy the project needs by establishing project objectives, identifying project requirements, managing stakeholders, and balancing project constraints (i.e., cost, time, quality, scope, risk, and others) is referred to as: A. Project management B. Project administration C. Project initiation D. Project coordination

A. Project management

CH. 2 - Which of the following is NOT true about functional organizational structure? A. Project work is considered to be priority work in all functional groups B. Similar resources are grouped by specialists C. The project manager has little or no authority and could even be part-time D. Multiple projects compete for limited resources and priority

A. Project work is considered to be priority work in all functional groups

As the project team is collecting the new project's requirements, the organization's legal department has informed them of a new law that could affect the project. The team determines that it is mandatory to implement this new law in the project. What is this called? A. Regulation B. Standard C. Baseline D. System

A. Regulation

Instead of being 90% complete, your project is behind at only 65% complete. The total budget for your project is $120,000 and the AC is $80,000. What is the scheduled performance index (SPI) and cost performance index (CPI) of this project? A. SPI=0.72, and CPI=0.98 B. SPI=1.38, and CPI=1.2 C. SPI=0.94, and CPI=1.04 D. SPI=0.80, and CPI=0.91

A. SPI=0.72, and CPI=0.98 EV (earned value)= %complete x budget -> 65% x $120,000 = $78,000 PV (planned value)= %complete x budget -> 90% x 120,000 = 108,000 AC (actual cost) = $80,000 CPI = EV/AC=0.98 SPI= EV/PV=0.72

CH. 2 - As a project manager in a balanced matrix organization, how much authority do you have? A. low to moderate B. little to none C. high to almost total D. moderate to high

A. low to moderate

CH. 2 - The level of power and authority of a project manager may fluctuate due to various factors. Typically, how much power and authority a project manager will have depends on which of the following? A. the organizational structure B. the negotiation skills of the project manager C. project management knowledge and technical competency of the project manager D. the relationship of the project manager with senior management, especially with the sponsor

A. the organizational structure

CH. 2 - You have been assigned as a PM to implement a new innovative smartphone application in a balanced matrix organizational structure. You may experience difficulties in obtaining and assigning resources to your project due to which once of the following factors? A. the power and authority are shared between you and the functional manager, and you do not have full authority over the project and its funding B. your role is like a coordinator or expeditor (communication coordinator or staff assistant) C. you have no real authority and power D. the project budget is fully controlled by the functional manager

A. the power and authority are shared between you and the functional manager, and you do not have full authority over the project and its funding

Project management and operations management are sometimes managed by the same set of people. What is one of the key differences between project and operations management? A. Operations management is temporary and project management is ongoing B. Project management is temporary and operations management is ongoing C. Project management is done only by a certified project manager D. None: operations and project management are the same

B. Project management is temporary and operations management is ongoing

While working in the initiating process group, you are mainly focusing on creating a project charter and a stakeholder register. You will use all of the following as inputs EXCEPT: A. Organizational values and work ethics B. Project scope statements C. Configuration management knowledgebase D. Historical information and past lessons learned

B. Project scope statements

A Company is unsure abut the scope for a new project, but know it will be profitable. What should the PM do first in this situation? A. Outsource the task of scope definition to a third-party specialist B. Recommend an iterative approach to the project stakeholders C. Include a 20% schedule buffer in the PM plan to account for potential changes in scope D. Postpone determining the final delivery dates in order to ensure flexibility of scope

B. Recommend an iterative approach to the project stakeholders (An iterative approach will be flexible enough to allow changes and feedback as the product is getting built)

Project team members are worried that a new resource does not seem suitable for an allocated task. How should the PM respond to this concern? A. Contact senior management to discuss the prospect of reassigning the new resource to a different project B. Schedule time to talk with the new resource to assess their skills and understand their strength level C. Ask the team members to document task-related deficiencies displayed by the resource D. Contact the project sponsor to highlight these alarms and decide on a proper response

B. Schedule time to talk with the new resource to assess their skills and understand their strength level (A PM should not take action by just listening to other member's feedback)

You are informed by your team that a lot of rework is going on because the amount of up-front work is too much for them to handle. How should the PM handle this situation? A. Reassess the project scope B. Suggest that the team use shorter iterations C. Ask that the product owner shorten the product backlog D. Begin a process to maintain the size of the product backlog

B. Suggest that the team use shorter iterations (Functionalities can be monitored more closely with shorter iterations. The team should focus on a Minimum Viable Product)

The deliverable for the product improvement project has been accepted by the sponsor. What should the project manager do next? a. Move onto the next phase or project b. Release the project team c. Move to the close project or phase process d. Determine what went wrong and right on this project

c. Move to the close project or phase process Once a deliverable has been accepted the project manager should then conduct the close project or phase process. In that process the project manager will then conduct the lesson learned and release or reassign the project team. A project manager should never leave a project without formally closing it.

Project manager Mike worked with the sponsor Chris to the get the project charter approved for the new office reorganizing project. While reviewing the requirements both Mike and Chris is sure that there is no need to upgrade the current wireless network in the office. Where is the best place Mile and Chis can store this information? a. Project Charter b. Business case c. Assumption documentation d. Assumption log

d. Assumption log Mike and Chris is making an assumption since they are sure but don't know for a fact. Assumption log is used to track all assumptions made throughout the project. A project charter and business case will not have assumptions. Assumption documentation is a made up term.

The project manager has received a change request from the project sponsor to reduce the budget by 20%. After the project manager has reviewed the change, he decides that the only way this can be done is by removing a part of the project that was not completed yet. Who would best approve this change? a. Project team b. Change approval board c. Change management board d. Change control board

d. Change control board The change control board (CCB) is a group that helps the project manager to assess and denied, or approve changes. The project team may just help assess the change. Change approval and management boards are made up terms.

While working on creating a project management plan, the project manager has brought a group of expert programmers and planner to ensure it is created correctly. What tool best describes this approach? a. Meeting b. Interpersonal and team skills c. Data analysis d. Data gathering

d. Data gathering The tool that is being used is a focus group which is part of Data gathering. Meeting and interpersonal and team skill does not contain a focus group. Data analysis issued to analyze data that that was already gathered.

Match the Quality Management tool with the correct terms Quality Management Tool: 1. Ishikawa Diagram 2. Histogram 3. Scatter Diagram 4. Control Chart Terms: -Rule of Seven -Show Trends -Pareto Diagram -Causes of Defects

1. Ishikawa Diagram (aka cause and effect diagram) = Causes of Defects (shows you the reasons of defects 2. Histogram = Pareto Diagram (shows you the 80/20 rule and it's generally displayed on a histogram) 3. Scatter Diagram = Show Trends (compares 2 particular points generally x & y, such as the # of defects over time and shows you if you get in more or less defect) 4. Control Chart = Rule of Seven (used in a control chart to say if a process is in "control" or not)

Match Project Management method to term Term: 1. Product Backlog 2. Work Performance Reports 3. Burnup Chart Method: Predictive Agile Predictive Agile

1. Product Backlog = Agile 2. Work Performance Reports = Predictive 3. Burnup Chart = Agile

Match Agile terms to the method Method: 1. Scrum 2. Extreme Programming (XP) 3. Lean Development 4. Kanban Development A. Eliminate Waste B. Sprint C. Limit WIP D. Iteration

1. Scrum = B. Sprint 2. Extreme Programming (XP) = D. Iteration 3. Lean Development = A. Eliminate Waste (waste = waiting for approval, work not getting finished) 4. Kanban Development = C. Limit WIP (Work in Progress)

A week previous to the project kick-off call, a PM meets with a key project resource to gain a deeper understanding of how difficult the project deliverables are. The resource expresses concern and worry regarding the deliverables. What would the PM do to ensure that the deliverables are realistic? A. Complete a feasibility study, and then assess the results B. Discuss the resource's worries with the sponsor, and modify the project charter C. Note the concerns in the issue log to review at a later date D. Identify threats and preventive actions by conducting a risk assessment

A. Complete a feasibility study, and then assess the results (To ensure that the deliverables are realistic, the PM needs to conduct a feasibility study and then evaluate the results)

Match the output by process group Process Group: 1. Initiating 2. Planning 3. Executing 4. Monitoring & Controlling 5. Closing Outputs: A. Accepted Deliverable B. Quality metrics C. Project Charter D. Final Product, Service or result transition E. Lessons Learned Register

1. Initiating = C. Project Charter 2. Planning = B. Quality metrics (process of planned quality management) 3. Executing = E. Lessons Learned Register (process of managed product knowledge) 4. Monitoring & Controlling = A. Accepted Deliverable (process of verified scope) 5. Closing = D. Final Product, Service or result transition (Process of closed project or phase)

Match the process to the process group Process Group: 1. Initiating 2. Planning 3. Executing 4. Monitoring & Controlling 5. Closing Process: A. Monitor Risk B. Manage Quality C. Sequence Activities D. Close Project or Phase E. Manage Cost F. Develop Project Charter

1. Initiating = F. Develop Project Charter 2. Planning = C. Sequence Activities 3. Executing = B. Manage Quality 4. Monitoring & Controlling = A. Monitor Risk 5. Closing = D. Close Project or Phase

Place the retrospectives stages in order -Set Stage -Generate Insights -Close Retrospective -Gather Data -Decide what to do

-Set Stage (bring everyone in and let them know we will be doing a retrospective) -Gather Data (what happened in that particular sprint) -Generate Insights (analyze the data) -Decide what to do (make decisions for next sprint) -Close Retrospective -(Set Gathered Good Dog Clothes)

Place the communication method from most effective (1) to least (4) -Phone -Face-to-Face -Email -Paper

1. Face-to-Face 2. Phone 3. Email 4. Paper

Place Tuckman's Five Stages in order NEED TO KNOW -Performing -Adjourning -Storming -Forming -Norming

1. Forming (bring team members together) 2. Storming (disagreements within team members) 3. Norming (team comes together to do work) 4. Performing (start working on the job) 5. Adjourning (job is over)

Match the output by process group Process Group: 1. Initiating 2. Planning 3. Executing 4. Monitoring & Controlling 5. Closing Output: A. Deliverables B. Stakeholder Register C. Work Performance Graphs D. Final Report E. Work Performance Information F. Project Scope Statement

1. Initiating = B. Stakeholder Register (an output of the process of identity stakeholder) 2. Planning = F. Project Scope Statement (an output of defined scope) 3. Executing = A. Deliverables (direct and manage project work) 4. Monitoring & Controlling = E. Work Performance Information (an output of many of the monitoring and controlling processes) 5. Closing = D. Final Report (close project or phase)

CH. 2 - Which one of the following is the logical breakdown of what needs to be done to produce the project deliverables and is sometimes referred to as the performing organization's methodology for projects? A. Product life cycle B. Project life cycle C. Feedback loop D. Product development

B. Project life cycle

The project charter has been completed and the project sponsor has signed on to your new project. Unfortunately, due to new compliance requirements, the baseline business case for the project is being impacted. How should the PM handle the situation? A. Determine the requirement and possible negative outcomes, then give the sponsor a suggestion B. Assess the requirement by making a quality management plan C. Don't address the issue; the new requirement is beyond the project's scope D. Request guidance from key stakeholders

A. Determine the requirement and possible negative outcomes, then give the sponsor a suggestion (In this scenario, the PM must influence the organization [sponsor] and suggest next steps after personally researching and understanding compliance requirements and potential risks

CH. 2 - All project phases conclude with a review of the deliverables and related work (phase exits or stage gates or kill points) for the purpose of: A. Determining if the project should continue and the next phase should be initiated B. Detecting defects and correcting errors C. Assessing project risks D. Enforcing formal control procedure of the project

A. Determining if the project should continue and the next phase should be initiated

A planned task in a sprint does not get completed due to a problem that appeared five days ago but did not get resolved. The PM wants to prevent this type of situation in the future. What should the PM do? A. During the retrospective, inspect the issue B. In the demo, address the matter C. During the next iteration planning meeting, discuss the matter D. In the next daily standup meeting, review the matter

A. During the retrospective, inspect the issue (the retrospective allows issues with the execution approach to be identified and discussed in a timely fashion along with ideas for improvements

Although the sponsor and the project team acknowledge that the new project has an acceptable budget and accurate schedule, the PM worries that unplanned events could threaten the project's success. What should the PM do first? A. Engage in identification of project risks, then assess those risks B. Ask the project sponsor for additional funding to cover project planning C. Plan a meeting with the functional manager to address the potential impact of unplanned risks D. Execute the project as scheduled, knowing that additional project funds must be requested at a later point in the project

A. Engage in identification of project risks, then assess those risks (the PM needs to be proactive and to familiarize herself with the identified risks and their response strategies)

You are overseeing a project for your organization to implement a web-based application for accessing pay and tax information online. Currently, you are in the process of implementing approved changes, corrective actions, preventive actions, and defect repairs in the project. You are in which of the following process groups? A. Executing B. Monitoring & Controlling C. Planning D. Closing

A. Executing

The sponsor has just signed the project charter and assigned you as a project manager to oversee a project to implement a simulator for a local golf club. Which should you do FIRST as the project manager? A. Focus on identifying an classifying the stakeholders in the project B. Start working on the project management plan C. Develop the project schedule D. Create WBS

A. Focus on identifying an classifying the stakeholders in the project

Mark has just started working for a company that has little to no project management framework or functions. He notices that most people manage projects on their own with no oversight or established processes. Mark has spoken the CEO and they have decided to change this. What is this organization lacking? A. Governance B. Certified project managers C. Functional management D. Strong functional management

A. Governance

After meeting with stakeholders and agreeing on a 7 month lifecycle, and project work has already begun, stakeholders email the PM requesting completion within 4 months. How should the PM handle this situation? A. In order to reduce delivery time, work with stakeholders to reduce project requirements B. Make an exception and add more team members to satisfy these new requirements. C. Stick to the same timeline as before in order to avoid scope creep D. Reassign additional project tasks to the team in order to make the 12-week deadline

A. In order to reduce delivery time, work with stakeholders to reduce project requirements (Collaborating with stakeholders to reduce project requirements allows a PM to execute the project with urgency by reducing delivery time)

In which group does the team track, measure, inspect, monitor, verify, review, compare, and regulate the progress and performance of the project; ensure that the plan is working; identify any areas in which changes to the plan are required; and initiate the corresponding changes? A. Monitoring and controlling B. Closing C. Initiating D. Executing

A. Monitoring and controlling

Mark has just started a new job as a project coordinator for a company. He will be working with a group to develop their new website. Mark finds working on this project to be difficult due to always needing the company owner's approval for budget matters. He also has very few resources to work with because the company is very small. What organizational structure best describes this scenario? A. Organic B. Owner Functional C. Shareholder functional D. Weak matrix

A. Organic

Mary has just completed one of the most important deliverables of the project. She meets with the organization's senior management, and they have not determined if the project should continue or not, as the current deliverable may be all they need. What would best describe this review? A. Phase gate B. kickoff meeting C. Project review meeting D. Project closure review

A. Phase gate

Which one of the following process groups consists of iterative and ongoing processes to establish the total scope of effort, to define the objectives, and to identify the course of action required to attain those objectives? A. Planning B. Executing C. Initiating D. Monitoring and controlling

A. Planning

Project manager Bill has started planning his project and will gather all requirements from his customers, then build the project deliverable in its entirety. Bill will generally not get any input from the customer while the product is being made, and the customer will only review it at the end. What life cycle best describes Bill's project? A. Predictive B. Incremental C. Iterative D. Adaptive

A. Predictive

One phase of the project has been completed, and the stakeholders are very happy with the transition of the project deliverable. What would be the next best step on this project? A. Kickoff meeting B. Start a new phase C. Archive project records D. Conduct phase review

D. Conduct phase review

Jeremy has just completed the office relocation project. He reviewed the contract between his company and the movers and ensured that all payments were made and all the work was done. What process group best describes Jeremy formally closing the contract? A. Procurement B. Closing C. Monitor & Controlling D. Executing

B. Closing

All of the following should be done during the closing process group EXCEPT: A. Formal sign-off and formal acceptance are received from the customers B. Customer acceptance criteria are determined C. Final versions of the lessons learned are compiled and made available for future projects D. Completed project deliverables are handed off to operations and maintenance

B. Customer acceptance criteria are determined

Which one of the following is not an outcome when a project is initiated properly in the initiating process group? A. Authorizing the project manager to manage the project B. Defining the scope of the project C. Identifying the key stakeholders D. Understanding the goal, objective, and business need of the project

B. Defining the scope of the project

During an iteration review meeting a certain key stakeholder complains about a primary feature of your project. What should the project manager do first to handle the situation? A. Collaborate with the project team to find a solution B. Determine the root cause of the issue and address it C. Make a pros and cons list to help understand the impact of this problem D. Use a neutral party to meditate a stakeholder negotiation

B. Determine the root cause of the issue and address it (identifying the source of conflict is the most important first step in conflict management)

Which of the following will occur only during the planning process group? A. Identify Stakeholders B. Develop schedule C. Acquire project team D. Validate Scope

B. Develop schedule

Peter is working on a project that he knows little about. He was assigned by the project management office (PMO) and they have almost complete control over the project. What type of PMO best describes this scenario? A. Controlling B. Directive C. Supportive D. Guiding

B. Directive

Several successor activities are behind schedule because a project team member has not been at work for the past week. This effects the critical path. How should the PM respond to this issue? A. Obtain a new resource to complete the tasks, resulting in a lower impact on the critical path B. Discuss the issue with the team member, and work with him to identify a practical solution C. Remind the team member that they needed to complete the work package in the agreed-upon timeframe D. Ask the functional manager for help communicating with the absent team member

B. Discuss the issue with the team member, and work with him to identify a practical solution (Servant Leadership encourages listening and serving, and thus it may be probable to compromise with the team member)

Which of the following process groups includes the processes to complete the work defined in the project management plan and ultimately satisfies the project specifications and objectives? A. Planning process group B. Executing process group C. Initiating process group D. Closing process group

B. Executing process group

A customer expresses several concerns at a shareholder meeting and threatens to reject the deliverables for this iteration. How should the PM handle this situation? A. Send a project charter update request to the project sponsor B. Meet with the team to come up with the root cause of the concerns and possible solutions C. Ask the customer what solutions would solve the concerns D. Via change request, increase the project scope to allocate a greater budget to problem areas.

B. Meet with the team to come up with the root cause of the concerns and possible solutions (The most important task is to utilize the team to determine the root cause of the issue and find a solution to avoid that issue in future iterations)

You are working on a small but critical project. Some of your resources have been replaced. Unfortunately, an outside stakeholder claims that the person who assigned a new resource sent their weakest team member. One of your stakeholders complains that the new resource is significantly weaker than the one they replaced. How should the PM handle this situation? A. Inform the stakeholder that the resource skills are sufficient for the project B. Personally, assess the skills of the new resource and decide how to allocate them C. Attempt to recruit a more skilled resource by filing a request with the PMO D. Speak to the functional manager of the new resource and discuss solutions

B. Personally, assess the skills of the new resource and decide how to allocate them (Without observing their performance first-hand, the PM won't know how to proceed)

Mary has just been awarded the new office relocation project, and she has met a few of the stakeholders to help determine how she can best communicate with them. What process group best describes her current actions? A. Initiating B. Planning C. Executing D. Closing

B. Planning

CH. 2 - You are a PM overseeing a web-based automation project in a weak matrix organization. You are playing the role of a communication coordinator with little power to make decisions and sometimes report to a high-level manager. Your role can be defined as a: A. Team lead B. Project coordinator C. Lead Coordinator D. Project expeditor

B. Project coordinator

Which one of the following statements is FALSE about the executing process group? A. This process group usually takes the most time and resources B. The processes in this process group measure and analyze the progress and performance of the project, ensure that the plan is working, identify any areas in which changes to the plan are required, and initiate the corresponding changes C. Corrective actions, preventive actions, and defect repairs are implemented in this process group D. This process group consists of processes to complete the work defined in the project management plan and ultimately satisfy the project specifications and objectives

B. The processes in this process group measure and analyze the progress and performance of the project, ensure that the plan is working, identify any areas in which changes to the plan are required, and initiate the corresponding changes

A key member is asked to move to another project during the middle of a software development project. The team believes this move may cause harm to the project. Which two activities will help to resolve the problem? (choose two) A. Discuss the conflict with the project sponsor and ask for a solution B. Use coaching tools and techniques to motivate the team C. Replace the key team member with a new resource who has the same skills D. Meet with the change control board (CCB) to discuss the requested change E. Engage in the change management process to replace the resource

B. Use coaching tools and techniques to motivate the team D. Meet with the change control board (CCB) to discuss the requested change (The PM should keep the team motivated and handle the potential staffing change by following the change management plan)

A customer has concerns about the technical approach to be taken for a product. These concerns came out during a regular project review. How should the PM handle the situation? A. Immediately implement the changes recommended by the customer B. Utilize the expertise of your team to determine the appropriate course of action and approach stakeholders for validation C. Discuss with stakeholders to determine the best approach and then inform the team of your decision D. Set up benchmark tests to show to sponsors for buy-in

B. Utilize the expertise of your team to determine the appropriate course of action and approach stakeholders for validation (Technical issues should be given to the team to solve. The team's solution should then be validated by stakeholders)

Chris has just gotten a new job at a company where everyone works from home. His job is to manage a team of software developers around the world to create a new billing system. Everyone on the project will be working from home, and Chris will be managing the project full time. What type of organizational structure is this? A. Online B. Virtual C. Virtual strong matrix D. Online strong matrix

B. Virtual

Because a key team member is out sick, certain tasks on the critical path are behind schedule. How should the PM handle the situation? A. Replace the resource with a more reliable one to reduce schedule risk to the critical path B. Work directly with the team member to find a practical approach to the issue C. Encourage the team member to get the project tasks done on time D. Utilize the functional manager as a liaison to communicate with the missing team member

B. Work directly with the team member to find a practical approach to the issue (A PM can also be a coach. Servant Leadership encourages listening and serving, so it is best to try to compromise with the team member)

CH. 2 - A software firm is in the process of implementing a critical accounting application for a dentist's office. In order to implement the project, full-time staff from several departments are selected to create a special project team or task force. It was decided that the task force members would not report to their functional managers or work on their functional activities while working on this critical project. This type of organizational structure is called: A. functional organization B. hybrid structure C. Weak matrix D. balanced matrix organization

B. hybrid structure

CH. 2 - You took over a software development project from another project manager who just left the company. You realize that the project is a mess as there is a lack of management control, and the previous pm managed the project without much project organization. You decided to develop specific work plans for each of the 30 work packages and soon realize that the plan would help each phase, but would not control the integration of those phases into a cohesive whole. To your surprise, you also find out that there are no clearly defined project deliverables. You desperately need to organize the project as soon as you can. What will be the BEST course of action? A. capture lessons learned as you progress and update organizational process assets B. Report the poor condition of the project to management C. Adapt a life cycle approach to the project D. develop a detailed description of project deliverables

C. Adapt a life cycle approach to the project

What best describes an area of project management where the project manager will work with the project team in order to complete the project work? A. Initiating B. Planning C. Executing D. Closing

C. Executing

While working on the operating system upgrade project, the project manager realizes that he cannot estimate the time needed to upgrade a particular server due to the complexity of its build. He enrolls the help of Mary, who has been working on servers for over 20 years. What tool or techniques is the project manager using? A. Subject matter expert B. System administrator C. Expert Judgement D. Data analysis

C. Expert Judgement

A PM is facing pressure to deliver results much more quickly than planned. However, a team member expresses doubts that the company has the technical resources necessary to meet this new timeline. How should the PM handle the situation? A. Inform the project sponsor that a problem with the technical resource may represent project risk B. Verify that upper management is aware of the problem and its associated risks C. Find out about the availability of technical resources from the technical resource manager D. Outsource any needed technical resources

C. Find out about the availability of technical resources from the technical resource manager (It is ideal to first meet with the resource manager to review the real situation rather than informing the sponsor when the issue might be a false alarm)

While overseeing a long project with multiple contractors, one of the contractors emails you requesting that you make early payments on one of the invoices. How should the PM handle the situation? A. Determine payment terms by meeting with procurement and the contractor B. Verify the payment by contacting accounts payable and double-check to be sure it was made C. Follow the procurement management plan D. Consider authorizing payment depending on the results of a spending assessment

C. Follow the procurement management plan (terms and conditions should always be agreed upon prior to having a contractor actually begin project work. All contract data is contained in the procurement plan)

A PM discovers that there is an issue with some of the project documents on a hybrid project. The team is on the third iteration of this project. How should the project manager handle the situation? A. Have one of your team members document any risk in the project management plan B. Base the necessity of updating project documents on their business value C. Immediately fix the issue independently of the team D. Document the risk and hold a meeting to brainstorm solutions

C. Immediately fix the issue independently of the team (In a hybrid approach, a PM should try to insulate the team against any roadblocks. This issue deals with administrative work that doesn't require technical knowledge, so there's no need to distract the team from project work)

Mary has just been awarded a new product development project. After speaking with some of the customers, it seems that they do not know how they would like the product to look and feel. They would like to be more involved in the product development and give Mary continuous feedback. What project life cycle would best fit this project? A. Predictive B. Waterfall C. Incremental D. Non-predictive

C. Incremental

You have been assigned to manage a project to design a new type of vinyl-based resilient floor material. You came up with a few orders of magnitude estimates, high-level risks, constraints, and assumptions for the project. What project management process group are you in? A. Monitoring and controlling B. Closing C. Initiating D. Planning

C. Initiating

Mark is the project manager for a new software development project. His approach to project management is to take a hands-off style, allowing the team to make their own decisions and goals. What leadership style is Mark taking? A. Charismatic B. Transactional C. Laissez-faire D. Transformational

C. Laissez-faire

There was a miscommunication to the project team regarding required functionality. Due to this, a key functionality has not yet been developed during this iteration and a business representative mentions the deficiency. How should the PM handle the situation? A. Begin change management now that functionality has been formally approved B. Escalate the issue to the project sponsor C. Plan a meeting to collaborate and brainstorm the functionality with the project team and business representative D. Postpone dealing with the issue until the testing phase in order to avoid slowing the current sprint

C. Plan a meeting to collaborate and brainstorm the functionality with the project team and business representative (Functionality is lacking, therefore, the PM must encourage creating common understanding and empowering the team to assess the impact of a potential change, and the best ways to avoid re-work)

The team is working with the executive management of the company to implement a few new projects and programs to increase revenue by over 50% within the next 3 years. What is the team trying to develop? A. Log-term program B. Multi-project program C. Portfolio D. Long-term Project

C. Portfolio

A knowledge area represents a complete set of activities, concepts, and terms that make up an area of specialization, project management field, or professional field. Each project management knowledge area is subdivided into which of the following? A. Best practices B. Policies C. Processes D. Guidelines

C. Processes

Mark has gotten a new job at a company that is about to create a new product. This new product will be a very complex software that may take years to create and have many different groups of people. Mark has decided to break up this complex project into smaller subprojects and manage them individually. What is Mark managing? A. Portfolio B. Project C. Program D. Operations

C. Program

Mary's new project staff are some of the best talents in the company. The team members will use their own methodologies and prefer to be in control of the project; they would only like to be provided templates and lessons learned from other projects. What type of PMO would be best for this project? A. Controlling B. Directive C. Supportive D. Managing

C. Supportive

A company is moving to agile project management and you are worried that key roles lack expertise and the team does not collaborate well. How should the PM handle the situation? A. Outsource needed roles B. Send a request to the sponsor for additional resources C. Utilize cross-functional, in-house resources D. Remove tasks from the sprint backlog as much as possible

C. Utilize cross-functional, in-house resources (When an organization is moving from Predictive to Agile Project Management, it is important to utilize Agile methodologies.)

CH. 2 - you are overseeing the implementation of the internal website of your organization to view the company's event calendar. Your role is to coordinate activities, resources, equipment, and information on the project, but you have limited authority in making project decisions and have to negotiate with the functional manager to get the required resources for your project. Which of the following kind of organizational structures are you working in? A. Balanced matrix B. Composite Structure C. Weak Matrix D. Strong matrix

C. Weak Matrix

One of the key team members surprises the PM by complaining about the project management plan during a weekly status meeting during the execution phase. How should the PM handle the situation? A. Finish with the meeting, and be certain that all concerns are added to the risk register B. Reiterate project meeting etiquette requirements to all team members, then solicit feedback C. Take time to discuss the team member's concerns and utilize the team's expertise to find a solution before the meeting is over D. Acknowledge the team member's concerns, but continue with the meeting. Afterwards, meet with them privately and discuss their issue.

D. Acknowledge the team member's concerns, but continue with the meeting. Afterwards, meet with them privately and discuss their issue. (Issues like this should first be discussed in private; this is to build understanding about the root cause of the issue)

After receiving complaints from a project sponsor about a delay, the PM replies that lack of knowledge in a specific skill was the cause of the delay. What is the best way for a PM to avoid situations like this? A. Enact training sessions at the beginning of the project, so all required skills are learned B. Discuss with the project sponsor to include training on specific skills that the team lacks C. Encourage team members to solve problems using the skills they do have D. Determine the project's required skills, then allocate project resources based on those skills

D. Determine the project's required skills, then allocate project resources based on those skills (A PM must ensure the team has the required skills to complete the project work)

Which of the following is NOT a planning process? A. Create WBS B. Perform qualitative risk analysis C. Estimate Costs D. Develop project team

D. Develop project team

The change control board just approved a change request to modify one of the major deliverables. The PM then implements the change in the __________ process? A. Perform Integrated change control B. Monitor and control project work C. Close project or Phase D. Direct and Manage project work

D. Direct and Manage project work (Approved change requests are implemented in the process of direct and manage project work)

ABX Shipping is a large global company with many departments, some of which are have part-time project management and others, such as research and development, where it is full time. Where the project managers work determines their control over resources. What organizational structure best describes this organization? A. Mixed B. Multinational C. Project-oriented D. Hybrid

D. Hybrid

CH. 2 - you are overseeing a complex project to implement a new wireless media streaming device. Due to the complex nature of the project, you need several highly skilled technical resources with very specialized expertise and domain knowledge. You obtain these resources from the organization resource pool and different departments, specifying the duration and bandwidth for which they will be required. You also commit to releasing these resources to respective departments once your needs are fulfilled. You are working in which king of organizational structure? A. Composite structure B. Functional C. Projectized D. Matrix

D. Matrix

You are overseeing a construction project to construct a new fitness center at a local university. Currently, the team is working on collecting requirements and establishing estimates for the project. Which process group are you in? A. Initiating B. Executing C. Monitoring and controlling D. Planning

D. Planning

Many organizations have different strategic goals. Which of the following helps an organization attain these goals? A. Project B. Program C. Operation D. Portfolio

D. Portfolio

CH. 2 - You are managing a group of related or unrelated projects or programs and other works to achieve specific strategic business objectives and goals. Which of the following best describes your role? A. Program owner B. Project manager C. Program manager D. Portfolio manager

D. Portfolio manager

CH. 2 - The management framework within which project decisions are made is called: A. Project management information system (PMIS) B. Configuring management system C. Project management plan D. Project governance

D. Project governance

Pat is working in an organization where she does project management full time. However, she still needs to consults with functional managers in order to acquire her project team. What organizational structure type best describes this situation? A. functional B. Weak matrix C. Project-oriented D. Strong matrix

D. Strong matrix

Which statement is FALSE regarding the initiation process group? A. Cost and staffing start low, increase toward the end, and drop rapidly near closing B. Project risk is highest at the beginning of the project and reduces as the project approaches its end C. Stakeholder influence is highest at the start and diminishes as the project proceeds D. The PM and team are always identified as part of the initiating process group

D. The PM and team are always identified as part of the initiating process group

CH. 2 - Steve is very concerned about all major constraints on his project as these constraints provide a framework for understanding trade-offs in managing competing project requirements. He identified scope, time, cost, quality, risk, resources, communications, and customer satisfaction to be the major constraints. Which one of the following is the prioritized order of all these constraints? A. Scope, time, cost, quality, risk, resources, communications, and customer satisfaction. B. Time, scope, cost, quality, risk, resources, communications, and customer satisfaction C. Cost, scope, time, quality, risk, resources, communications, and customer satisfaction D. They are all of equal importance unless stated otherwise

D. They are all of equal importance unless stated otherwise

Ian has been working on an office remodel project for close to 6 months. He feels like the project is going poorly due to a lack of resources from the functional managers and his lack of time to work on the project. Ian spends most of him day doing operational work. What organizational structure best describes this? A. Strong Matrix B. Project- oriented C. PMO D. Weak Matrix

D. Weak Matrix

Which one of the following is NOT a component of a change request? A. Corrective actions B. Preventative actions C. defect repair D. issue log

D. issue log

The CEO of a small business has requested that the companies accounting software be upgraded to better support the financial records. He has requested that the software include a report that can forecast the following month expenses. Where would be the best place the CEO can outline why this project needs to get done? a. Business documents b. Scope outline c. Scope statement d. WBS

a. Business documents The business documents contain two parts, the business case and the benefits management plan. In this question the business case would be use to explain why the project would need to get done. The scope outline is a made up term. Scope statement and the WBS only has the work needed to finish the project.

Company XYZ has been executing a new business development project for the last 4 months. A few stakeholders has requested a few changes to the scope and have gotten them approve. When a change is approved what is next best step to conduct on a project? a. Execute the approved change request in the process of direct and manage project work b. Execute the approved change request in the process of monitor and control project work c. Validate the change in the validate scope process d. Close the change request in the close project or phase process

a. Execute the approved change request in the process of direct and manage project work Once a change request has been approved in the perform integrated change control process, the project manager will then execute the change in the direct and manage project work process. Approved change request is not an input into monitor and control project work, validate scope, and close project or phase.

A project manager is about to start planning a new sales software development project and will work with the project team to create the project management plan. What will the project manager and the team not use during planning a project? a. Work performance information b. Scope statement c. Scope baseline d. Risk register

a. Work performance information The work performance information is an output of monitoring and controlling and is not used during planning the project. Scope statement, scope baseline, and risk register are all created during the planning processes.

A company has a few projects it would like to get done, but due to the budget, the company can only choose one project. Project A has a BCR of 1.5 and Project B had a BCR of 2.5. Which project should the company choose? a. Project A b. Project B c. Project A and B d. None since they are both projects that will run the company at a loss

b. Project B BCR (benefit cost ratio) compares the gains to the cost of a project. Any number higher than one is good. The higher BCR in the question would return the company more money.

When a project has been executed, what input would best help the project manager determined how to manage changes to the project? a. Change Control Plan b. Project management plan c. Change control board d. Change control charts

b. Project management plan The project management plan contains the change management plan. The change control board is a tool. Change control plan and change control charts are made up terms.

A change control board has informed the project manager that a change request made by stakeholder Mark to reduce the schedule of the project by 2 weeks was rejected. What is the first step the project manager should take? a. Resubmit the change request b. Ask Mark to change his request to 1 week c. Consult the project team to see how to get this change approve d. Update the change log

d. Update the change log Once a change has been approved or rejected the project manager should update the change log to reflect the status of the change. Asking Mark to reduce his change request by 1 week would need a new change request. The change was already rejected, there is no need to get the team involved. Resubmitting the change request, without any new changes would result in the same outcome.