Chapter 6 PMBOK 5th edition - Practice Test #4, Chapter 1-3 PMBOK 5th edition - Test #1, Chapter 5 PMBOK 5th edition - Practice Test #3

All of the following are NOT examples of a project requirement classification EXCEPT: A Pareto chart. B Relationship with the seller. C Business requirements, transition requirements, project requirements. D Funding limitation.

A Pareto chart (Choice A) is used to identify the frequency of outcomes generated by each identified cause. Although the relationship with the seller (Choice B) may be important to maintain, it would not typically be considered a project requirement classification. A funding limitation (Choice D) is a constraint. Each of the items listed in Choice C are examples of project requirements classifications. PMBOK® 5.2, pg 112

What type of organizational structure has both departmental and cross-functional projects? A Composite matrix B Strong matrix C Weak matrix D Balanced matrix

A composite organization (Choice A) involves all types of organizational structures at various levels. PMBOK® 2.1.3, pg 25

All of the following are NOT true EXCEPT: A There is always a 1-to-1 association of control accounts to work packages. B A control account will include one work package. C Work packages must be associated with one control account. D Control accounts must be associated with one work package.

A control account is a management control point where scope, cost, and schedule are integrated and compared to the earned value for performance measurement. Control accounts are placed at selected management points in the WBS. Each control account may include one or more work packages, but each of the work packages must be associated with only one control account. PMBOK® 5.4.3.1, pg 132

What term describes a necessary delay before a successor activity can begin? A Schedule overrun B Lag C Poor team morale D Cost overrun

A lag (Choice B) is the amount of me whereby a successor activity will be delayed with respect to a predecessor activity. PMBOK® 6.3.2.3, pg 159

A __________ allows an acceleration of the successor activity. A Lead B Lag C Fast track D Crash

A lead (Choice A) is the amount of time whereby a successor activity can be advanced with respect to a predecessor activity. PMBOK® 6.3.2.3, pg 158

If a successor cannot start until the predecessor finishes, the dependency between the activities is __________ . A Finish-to-Finish B Start-to-Finish C Finish-to-Start D Start-to-Start

A logical relationship in which a successor activity cannot start until a predecessor activity has finished is known as a Finish-to-Start relationship (Choice C). PMBOK® 6.3.2.1, pg 156

A collection of projects or programs and other work that are grouped together is a definition of: A A program. B A project. C A portfolio. D A strategy.

A portfolio refers to projects, programs, subportfolios, and operations managed as a group to achieve strategic objectives. PMBOK® 1.4.2, pg 9

Fran is a project manager who is validating her systems analyst's Define Scope work products. Which of the following work products should Fran expect to see? A Project constraints, project objectives, and a prioritized list of risks B Project exclusions and acceptance criteria C Project boundaries, a project scope description and scope baseline D Project scope statement, project cost requirements and a project team list

A prioritized list of risks is generated after the Identify Risks process is completed, so Choice A is not the answer. Scope baseline is an output of the Create WBS process, so Choice C is not the answer. Choice D is not correct because "project team list" is not an input, tool or output of any process, and cost requirements are not known until the Estimate Costs and Determine Budget processes are performed. Requirements documentation (Choice B) is the correct answer. PMBOK® 5.3.3.1, pg 123-124

A __________ is a set of interrelated actions and activities that are performed to achieve a pre-specified set of products, results, or services. A Task B Work component C Work breakdown structure (WBS) D Process

A process is a set of interrelated actions and activities performed to achieve a pre-specified product, result, or service. Each process is characterized by its inputs, the tools and techniques that can be applied, and the resulting outputs. PMBOK® 3, pg 37

A group of related projects managed in a coordinated way to obtain benefits and control not available from managing them separately is called a __________. A Strategic plan B Project management office (PMO) C Program D Project

A program (Choice C) is defined as a group of related projects, subprograms, and program activities managed in a coordinated way to obtain benefits not available from managing them individually. PMBOK® 1.4.1, pg 9

A project is a __________ endeavor undertaken to create a unique product, service, or result. A Planned B Lengthy C Temporary D Unique

A project is a temporary endeavor undertaken to create a unique product, service, or result. The temporary nature of projects indicates that a project has a definite beginning and end. PMBOK® 1.2, pg 3

In which organizational structure is the project manager's authority the highest? A Weak matrix B Functional C Balanced matrix D Projectized

A project manager's authority is the highest in a projectized structure (Choice D). PMBOK® 2.1.3, pg 22

In which organizational structures is the project manager's role part time? A Weak matrix, projectized B Functional, strong matrix C Functional, weak matrix D Balanced matrix, projectized

A project manager's role is part time in both the functional and weak matrix organizational structures (Choice C). PMBOK® 2.1.3, pg 22

Stanley's construction project was scheduled to complete a new office park facility in the spring. Unfortunately, foul weather made it impossible to start construction on time and the project seems to be delayed by at least six weeks. The team has not been able to make up the lost time and it's time for Stanley to update the board of directors on the new target completion date. To prepare for the meeting, Stanley changes the schedule to reflect the delay and project the new completion date. What kind of change has Stanley made? A A variance. B A project schedule update. C A requested change. D An approved request.

A project schedule update (Choice B) will be generated from the updated schedule data to reflect the schedule changes and manage the project. PMBOK® 6.7.3.5, pg 191

A __________ is a collection of formal documented procedures that define how modifications to the project deliverables and documentation are managed and controlled. A Scope management plan B Configuration management system C Change control system D WBS dictionary

A scope management plan (Choice A) is the document that describes how the project scope will be defined, developed, monitored, controlled and verified (PMBOK® Glossary, pg 562). The configuration management system (Choice B) is a subsystem of the overall project management system. It is a collection of formal document procedures used to apply technical and administrative direction and surveillance (PMBOK® Glossary, pg 532). The WBS dictionary (Choice D) is a document that describes each component in the work breakdown structure (PMBOK® Glossary, pg 567). Choice C is the correct answer. PMBOK® Glossary, pg 531

All of the following are NOT the result of collecting requirements EXCEPT: A Stakeholder register. B Documentation and prioritization of the project stakeholders' business needs. C Documentation of the specialized knowledge or training from the most experienced individuals within the performing organization. D Organizational process assets.

A stakeholder register (Choice A) is an input to the Collect Requirements process. Choice C addresses expert judgment, which is a technique. Organizational process assets (Choice D) is an INPUT to several Project Scope Management processes. Choice B is an output (result) of Collect Requirements and therefore is the correct answer. PMBOK® 5.2.3.1, pgs 117-118

An output of Control Scope is: A Accepted deliverables. B Project charter. C Project management plan updates. D Project scope statement.

Accepted deliverables (Choice A) is an output of Validate Scope. The project charter (Choice B) is an input to Collect Requirements and Define Scope. The project scope statement (Choice D) is an output of Define Scope. Of all the choices, the only output of Control Scope is project management plan update. PMBOK® 5, pg 106

An output of Validate Scope that would be forwarded to the Close Project or Phase process would be: A Change requests. B Approved deliverables. C Lessons learned. D The risk register.

Accepted deliverables are deliverables that meet the acceptance criteria and are formally signed off and APPROVED by the customer or sponsor. Formal documentation received from the customer or sponsor acknowledging formal stakeholder acceptance (approval) of the project's deliverables is forwarded to the Close Project or Phase process. PMBOK® 5.5.3.1, pg 135

The following is NOT an output of Create WBS: A WBS dictionary. B Scope baseline. C WBS. D Accepted deliverables.

Accepted deliverables is an output of Validate Scope. PMBOK® 5.5.3.1, pg 135

Project team members are uncertain about how long it will really take to complete an activity. Deb, who is an optimist, believes it might take 5 days. Dean, the pessimist, thinks it could take up to 10 days. What is the BEST way to express this activity's duration? A 7 days B At least 5 days, but not more than 10 days C About 6 days D A thirty-five percent probability of about 2 days

Activity duration estimates are quantitative estimates of the likely number of time periods that will be required to complete an activity. Because the task has yet to occur, the exact duration is unknown. It is then best to provide the estimate with the highest probability range of expected durations and shown in Choice B. PMBOK® 6.5.3.1, pg 172

What is the BEST Collect Requirements tool or technique to use to obtain requirements from product users that have difficulty or are reluctant to articulate their requirements? A Brainstorming B Questionnaires and surveys C Focus groups D Observations

All the choices are valid tools and techniques for collecting requirements; however, observations (Choice D) would be the BEST option for the described scenario since the other three choices require active participation by the product users. PMBOK® 5.2.2.7, pg 116

The project manager and the business analyst have been tasked with collecting cross-functional requirements as quickly and as thoroughly as possible from several stakeholders while reconciling differences. Which tool or technique of the Collect Requirements process is the BEST for them to use? A Interviews B Focus groups C Facilitated workshops D Group creativity techniques

All the choices are valid tools and techniques; however, facilitated workshops are best for the described scenario. PMBOK® 5.2.2, pgs 114-115

In order to generate a WBS for a new project, it would be helpful to: A Know the project's cost baseline. B Review the variance analysis. C Start with a work breakdown structure template. D Use a reputable project management software product and then publish the final result for the team members to receive their assignments.

Although each project is unique, a WBS from a previous project can often be used as a template for a new project. Some projects will resemble other prior projects to some extent, allowing full or partial WBS reuse. PMBOK® 5.4, pg 125

An approved change request is: A. Any change in project personnel. B. Any change in project authorization. C. A request that has been previously processed through the Perform Integrated Change Control process. D. Any modification resulting from an actual data point demonstrating an early or late finish date.

An approved change request is a change request that has been processed for review and disposition (approval) through the Perform Integrated Change Control process (Choice C). PMBOK® 6.7.3.3, pg 191

Estimating the type and quantities of resources required to perform each schedule activity defines: A Analogous estimating. B Three-point estimating. C The Estimate Activity Durations process. D The Estimate Activity Resources process.

Analogous estimating (Choice A) and three-point estimating (Choice B) are techniques. The process of Estimate Activity Durations (Choice C) is about determining the number of work periods needed to complete activities with estimated resources. Estimate Activity Resources (Choice D) is the process of estimating the type and quantities of resources (material, people, equipment, or supplies) required to perform each activity. PMBOK® 6, pg 143

Using the actual duration of a previous, similar schedule activity as the basis for estimating the duration of a future schedule activity is: A Three-point estimates. B Parametric estimating. C Analogous estimating. D Expert judgment.

Analogous estimating (Choice C) uses parameters such as duration, budget, size, weight, and complexity from a previous, similar project as the basis for estimating the same parameter or measure for a future project. PMBOK® 6.5.2.2, pgs 169-170

A major delay on any activity not on the critical path may have little effect on the overall project schedule, while a much shorter delay on a critical or near-critical activity may require immediate action. What should you use to help you decide if a schedule variation requires corrective action? A A corrective action B Performance reviews and during the Control Schedule process C Schedule network analysis during the Develop Schedule process D Alternative analysis

Corrective actions ( Choice A) is an organizational process asset that may be updated as an output of Control Schedule (PMBOK® 6.7.3.6, pg 192). Schedule network analysis (Choice C) is used with the Develop Schedule process (PMBOK® 6.6.2.1, pg 176). Alternative analysis (Choice D) is a tool used with the Estimate Activity Resources process (PMBOK® 6.4.2.2, pg 164). Performance reviews (Choice B) measure, compare, and analyze schedule performance such as actual start and finish dates. From performance measurements, you can determine if a corrective action is required. PMBOK® 6.7.2.1, pg 188

Examples of performance measurements that are used during the Control Schedule process include: A SPI and SV B CPI and CV C SPI and CV D CPI and SV

Cost performance index (CPI) (Choices B and D) is a measure of cost efficiency on a project. Cost variance (CV) (Choices B and C) is a measure of cost performance on a project. The schedule performance index (SPI) is a measure of schedule efficiency on a project. Schedule variance (SV) is a measure of schedule performance on a project. Therefore, SPI and SV (Choice A) are measures that determine how the project schedule is performing, which is part of what the Schedule Control process is concerned with. PMBOK® 6.7.2.1, pg 189 (EVM section)

You have been called in to rescue a project that has fallen behind. Missing the completion date is not an option. You have looked over all the documentation and find that the current project manager assigned has done an outstanding job documenting everything. His problem lies in the duration estimates for some key activities. After your analysis, you inform management that you can get this project back on schedule, but they will need to approve some overtime and the hiring of 6 additional resources. You have just performed an example of: A Risk management. B Schedule crashing. C Disaster recovery. D What-if scenario analysis.

Crashing (Choice B) is a schedule compression technique in which cost and schedule tradeoffs are analyzed to determine how to obtain the greatest amount of compression for the least incremental cost. Examples of crashing include approving overtime, bringing in additional resources, or paying to expedite delivery. PMBOK® 6.6.2.7, pg 181

An example of a schedule compression technique that assigns additional resources to activities and does not involve changing the scope of the project is: A Removing a deliverable from the schedule. B Re-estimating. C Fast tracking. D Crashing.

Crashing (Choice D) is a technique used to shorten the schedule duration for the least incremental cost by adding resources. Examples of crashing include approving overtime, bringing in additional resources, or paying to expedite delivery to activities on the critical path. Crashing works only for activities on the critical path where additional resources will shorten the activitys duration. Crashing does not always produce a viable alternative and may result in increased risk and/or cost. PMBOK® 6.6.2.7 pg 181

The process of developing a detailed project scope statement as the basis for future project decisions is known as: A Create WBS. B Plan Scope. C Define Scope. D Control Scope.

Create WBS (Choice A) and Control Scope (Choice D) are defined processes, but Plan Scope (Choice B) is not a defined process. By definition, Define Scope (Choice C) is the process of developing a detailed description of the project during planning and is the correct answer. PMBOK® 5, pg 105

The critical path activities for a project have __________ float. A 1 day of B 3 days of C 0 D -1 day of

Critical paths have either a zero or negative total float, and scheduled activities on a critical path are called critical activities. A critical path is normally characterized by zero total float on the critical path, so Choice C is the BEST answer. PMBOK® 6.6.2.2, pg 177

An authorized modification to the agreed-upon project scope baseline, as defined by the approved project scope statement, WBS and WBS dictionary is: A A requested change. B An approved change request. C A corrective action. D An error.

Approved change requests are the documented, authorized changes to expand or reduce project scope. PMBOK® 4.3.1.2, pg 82 and 5.6.3.6, pg 140

Caroline and Fred executed all their work according to the documented requirements and generated work performance data that made them realized a scope change was required. Of course, the project management plan had to be update. Updating the project management plan because of this scope change means: A Approving deliverables. B Approving change requests. C Re-baselining the activities. D The project management plan is being progressively elaborated.

Approving deliverables (Choice A) or "accepted deliverables" is an output of Validate Scope and would not require a project management plan update. Scope, cost and schedule are baselined, but the activities themselves are not baselined (Choice C). Progressive elaboration (Choice D) is not the best choice because it is about producing more accurate and complete PLANS that result from the successive iterations of the planning process, not necessarily because of unplanned changes during execution (unplanned changes would be addressed with change requests). Choice B is the BEST answer. If the approved change requests have an effect on the project scope, then scope statement, the WBS, and the WBS dictionary (collectively known as scope baseline) are revised and reissued to reflect the approved changes. Note that activities are not part of the WBS and the scope baseline is part of the project management plan. PMBOK® 5.6.3.3, pg 140

An organizational structure where staff members are grouped by project is called a __________ organization. A Functional B Projectized C Weak matrix D Balanced matrix

At the opposite end of the spectrum to the functional organization is the projectized organization (Choice B). In a projectized organization, team members are often colocated. Most of the organizations resources are involved in project work, and project managers have a great deal of independence and authority. PMBOK® 2.1.3, pg 25

A Gantt chart is also called: A A hammock activity. B A milestone chart. C A project plan. D A bar chart.

Bar charts (Choice D), also known as Gantt charts, represent schedule information where activities are listed on the vertical axis, dates are shown on the horizontal axis, and activity durations are shown as horizontal bars placed according to start and finish dates. PMBOK® 6.6.3.2, pg 182

Andrea's project has been formally approved and she has a signed project charter. She is starting to plan the scope and will create: A Requirements documentation B Focus groups C The final project scope statement D Scope management plan

Because she is just starting her scope planning, she is in the Collect Requirements process. Focus groups (Choice B) is a tool and technique, not something she will create. Choice C is not a PMBOK® term. She already has a scope management plan (Choice D). Choice A is the correct answer. Requirements documentation will be created during the Collect Requirements process. PMBOK® 5, pg 106

Inputs to Estimate Activity Resources include: A Resource availability, bottom-up estimating and activity list. B Activity list, activity attributes, resource calendars and risk register. C Activity resource requirements, activity list and activity attributes. D Resource breakdown structure, activity resource requirements and activity list.

Bottom-up estimating (Choice A) is a tool and technique of Estimate Activity Resources, not an input. Activity resource requirements (Choice C) and resource breakdown structure (Choice D) are outputs of Estimate Activity Resources. Choice B is the correct answer. PMBOK® 6.4.1, pgs 162-163

Audrey has been charged with breaking down the activities in the WBS into smaller components that can be estimated. Her mentor has suggested that she contact a more experienced project manager for some advice on some of the activities. What technique does this describe? A WBS B Expert judgment C Decomposition D Dependency determination

By calling for a more experienced project manager, this describes expert judgment which is a tool and technique for Define Activities. Project team members or other experts who are experienced and skilled in developing detailed scope statements, the WBS, and project schedules, can provide expertise in defining activities. PMBOK® 6.2.2.3, pg 152

Control Scope is: A Concerned with enforcing the factors that create project scope changes and controlling the impact of those changes. B Concerned with monitoring the status of the project and product scope and managing changes to the scope baseline. C Concerned with making sure that extra work is not billed to your project. D Concerned with keeping all stakeholders satisfied.

By definition, Control Scope is the process of monitoring the status of the project and product scope and managing changes to the scope baseline. Choice B is the correct answer. PMBOK® 5.6, pg 136

The approved detailed project scope statement and its associated WBS and WBS dictionary are the __________ for the project. A Accepted deliverables B Scope baseline C Organizational process assets D Requirements

By definition, the approved detailed project scope statement and its associated WBS and WBS dictionary are the scope baseline for the project. This baselined scope is used as a basis of comparison while performing controlling processes. PMBOK® 5, pg 105, last paragraph

You are the project manager for a clinical drug trial project. During planning, one of your team members comes to you to tell you that you need to add another task under the protocol deliverable, because her boss would like to see an additional review conducted by an independent entity. Your BEST response would be: A To tell the team member that no additional tasks can be added, because the scope of the project can never be changed once it is generated. B To ask the team member to justify her comments to your boss. C To meet with the team member and her boss to explain that the additional review would be great to add to the project, but it is not necessary and will likely add cost and time to the project. D To meet with the team member and her boss to learn if the additional review is a project requirement.

Change is inevitable, and potential changes should be given due consideration. If the additional review is determined to be a project requirement, it will be documented in an update to a project document as an output of Control Scope. PMBOK® 5.6, pg 136

The work breakdown structure: A Is a list of categories and sub-categories within which risks may arise for a typical project. B Is a hierarchically organized depiction of the resources by type to be used on the project. C Defines the scope of the contract. D Represents the work specified in the current approved project scope statement.

Choice A describes the risk breakdown structure, Choice B describes the resource breakdown structure, and Choice C describes the contract statement of work. The work breakdown structure organizes and defines the total scope of the project, and represents the work specified in the current approved project scope statement and therefore Choice D is the correct answer. PMBOK® 5.4, pg 126

What does PMI® view as a foundational reference for its project management professional development programs? A The PMBOK® Guide B The PMI® Code of Professional Conduct C Project Management for Dummies D Annex A1 found in the PMBOK® Guide

Choice A is NOT the BEST answer when compared to Choice D. The PMBOK® Guide has an annex called Annex Al which is a foundational reference for PMIs project management professional development programs (Choice D). Annex Al continues to evolve along with the profession, and is therefore not all-inclusive; this standard is a guide rather than a specific methodology. One can use different methodologies and tools (e.g., agile, waterfall, PRINCE2) to implement the project management framework. PMBOK® 1.1, pg 2

The process of creating a scope management plan that documents how the project scope will be defined, documented, validated and controlled is: A Project Scope Management. B Plan Scope Management. C Validate Scope. D Define Scope.

Choice A is a Knowledge Area, not a process. Choices C and D are part of Project Scope Management, but not about planning. Choice B is the process wherein the scope management plan is created and is the correct answer. PMBOK® 5.1, pg 107

Collect Requirements is: A Subdividing the major project deliverables and project work into smaller, more manageable components. B Formalizing acceptance of the completed project deliverables. C Identifying which standards are relevant to the project and determining how to satisfy them. D Determining, documenting, and managing stakeholder needs and requirements to meet project objectives.

Choice A is about creating the work breakdown structure which is performed after collecting requirements. Choice B is part of the Validate Scope process. Choice C is part of the Plan Quality Management process. Choice D is the definition of Collect Requirements and is the correct answer. PMBOK® 5, pg 105

What are the phases of the project life cycle? A Planning, intermediate, and closing B Initiating, planning, executing, monitoring and controlling, and closing C Initiating, planning, executing, and closing D They vary from organization to organization

Choice A is not consistent with PMBOK®. Choices B and C represent phases of the project MANAGEMENT life cycle, but his question is about a PROJECT life cycle. Choice D is the correct answer. A project may be divided into any number of phases as defined by the organization. A project phase is a collection of logically related project activities that culminates in the completion of one or more deliverables. Project phases are used when the nature of the work to be performed is unique to a portion of the project, and are typically linked to the development of a specific major deliverable. PMBOK® 2.4.2, pg 41

Is a "research project" really a project? A Yes, because it creates a unique result. B No, because research results are intangible. C No, because it uses previous research; therefore, it has no definite beginning. D Yes, because it produces documents.

Choice A is the correct answer. Every project creates a unique product, service, or result. A project can create a result, such as an outcome or document (e.g., a research project that develops knowledge that can be used to determine whether a trend exists or a new process will benefit society). PMBOK® 1.2, pg 3

Which path is the critical path for this project? (Click the View Figure button to see the diagram.) A A-B-C-D B E-G-H-J C E-G-I-J D F-G-H-J

Choice A is the correct answer. The critical path of the project is the path with the longest duration. Path A-B-C-D has a duration of 18 days, E-G-H-J is 17 days, E-G-I-J is 16 days, F-G-H-J is 10 days, and F-G-I-J is 9 days. The critical path is A-B-C-D. PMBOK® 6.3.2, pgs 156-159 and 6.6.2.2, pgs 176-177

Inspection is a technique that includes: A Identifying early and late start dates, as well as early and late finish dates, for the uncompleted portions of project schedule activities. B Directing, managing, performing and accomplishing the project work, providing the deliverables and providing work performance information. C Examining or measuring to determine whether an activity, component, product, result, or service conforms to specified requirements. D The assurance that a product, service, or system meets the needs of the customer and other identified stakeholders.

Choice A is the definition of schedule network analysis, which is a technique carried out as part of the Develop Schedule process (PMBOK® 6.6.2.1, pg 176). Choice B is the definition of the term "execute" (PMBOK® Glossary, pg 539). Choice D is the definition of validation and should not be confused with inspection that is carried out to complete verification (PMBOK® Glossary, pg 566). Choice C is the correct answer. PMBOK® 5.5.2.1, pg 135

Which of the following is an organizational process asset category? A Internal B Corporate knowledge base C Lessons learned D PMBOK® Guide base

Choice A isn't one of the two categories, and Choice D is not a PMBOK® term. Choice C, lessons learned, is an organizational process asset (OPA), but the question is asking about categories of OPAs, not about OPAs themselves. Choice B is the correct answer. Organizational process assets may be grouped into two categories: 1) processes and procedures, and 2) corporate knowledge base. PMBOK® 2.1.4, pgs 27-28

Jose's company has just won three contracts to install and configure its best-selling software system at three new client sites. Jose decides that he can manage the three project teams, at separate sites, concurrently. If he does, is Jose deviating from the PMBOK®? A No, because he can manage all three at once. B Yes, because the endeavors are not projects since they are not unique. C Yes. He is making a big mistake trying to manage three projects at once. D No, because his software is best-selling, so the clients will want the systems sooner.

Choice B is not an option because each contract does indeed represent a unique project. Choice C is a matter of opinion, and we don't know enough about Jose to make that judgment. Choice D is not a good one because the marketability of his software is not relevant to project management guidelines. There is no reason for Jose not to run all 3 projects at the same time as long as can do a good job, so Choice A is the correct answer. Every project creates a unique product, service, or result. Although repetitive elements may be present in some project deliverables and activities, this repetition does not change the fundamental, unique characteristics of the project work. For example, office buildings can be constructed with the same or similar materials and by the same or different teams. However, each building project remains unique with a different location, different design, different circumstances and situations, different stakeholders, and so on. PMBOK® 1.2, pg 3

A performing organization is __________. A One that works efficiently B The one whose employees are most directly involved in doing the work of the project C One involved in the arts D One that meets all of its deadlines

Choice B is the correct answer. A performing organization is the enterprise whose personnel are most directly involved in doing the work of the project. PMBOK® Glossary, pg 549

You are teaching a class about project scope management. One of your students raises his hand and asks you why this is important to carry out in the "real world." Your BEST response would be: A To explain to the student that scope management MUST be done, because it is mentioned in the PMBOK®. B To explain to the student that it would be considered best practice to conduct project scope management on the job in order to ensure that the project team has formal guidance on how the project's requirements and scope will be defined, documented, verified and controlled. C To ask the student to tell the class what he thinks the right answer is. D To explain to the student that it is important to do so the critical path of the project can be defined and entered into the project management information system.

Choice B is the correct answer. Project Scope Management provides guidance on how project scope will be defined, documented, verified, and controlled by the project team. PMBOK® 5, pg 105

Which of the following statements about cost of changes and risk is TRUE? A 'Risk and uncertainty has an inverse relationship to cost of changes. B At some point during the project, the degree of risk and uncertainty and the degree of cost of changes are equal. C The degree of risk increases as cost increases. D The cost of making changes and correcting errors typically decreases as the project approaches completion.

Choice B is the correct answer. Risk and uncertainty are greatest at the start of the project, and decrease over the life of the project as decisions are reached and as deliverables are accepted. The ability to influence the final characteristics of the projects product, without significantly impacting cost, is highest at the start of the project and decreases as the project progresses towards completion. The cost of making changes and correcting errors typically increases substantially as the project approaches completion. PMBOK® 2.4.1., pg 40

PMO stands for __________. A Personnel management officer B Program management official C Project management office D Personal memory overflow

Choice C is the correct answer. A project management office (PMO) is a management structure that standardizes the project-related governance processes and facilitates the sharing of resources, methodologies, tools, and techniques. PMBOK® 1.4.4, pg 10

Ann's team is documenting activity attributes for each schedule activity. What attributes should be included? A Activity ID, WBS ID, activity name, activity codes, activity description, predecessor and successor activities, logical relationships, and leads and lags B Assumptions, cost estimates, responsibility assignment, and justification C Activity description, planned value, and estimate at completion D WBS code, resource requirements, and constraints

Choice D contains some activity attributes, but Choice C is more inclusive and therefore the BEST answer: During the initial stages of the project, they include the activity identifier (ID), WBS ID, and activity label or name, and when completed, may include activity codes, activity description, predecessor activities, successor activities, logical relationships, leads and lags, resource requirements, imposed dates, constraints, and assumptions. PMBOK® 6.2.3.2, pg 153

The project stakeholders have a strong and common understanding of the products that an in-house project is expected to produce. Given this, the BEST WBS decomposition structure to use would: A Have phases of the project life cycle as the first level of decomposition. B Have major deliverables as the first level of decomposition. C Employ subprojects which may be developed by organizations outside the project team. D Focus on organizational units.

Choice D is not a WBS decomposition structure. Choices A and C are decomposition structures; however, a deliverables structure (Choice B) would be best for the scenario described since the team has a strong and common understanding of the deliverables (products). PMBOK® 5.4.2, pgs 128-131

Which of the following addresses typical cost and staffing levels of the generic life cycle structure? A Cost and staffing levels are high during planning and execution, and start to taper off when project documents are archived. B Cost and staffing levels steadily rise throughout project initiation and planning, and plateau during execution and closing. C Cost and staffing levels steadily rise throughout project execution, and then drop quickly after deliverables are accepted. D Cost and staffing levels steadily rise through project initiation and organizing and preparing, plateau during execution, and then drop quickly after deliverables are accepted.

Choice D is the correct answer. The generic life cycle structure generally displays the following characteristic: cost and staffing levels are low at the start, peak as the work is carried out, and drop rapidly as the project draws to a close. PMBOK® 2.4.1, 39

Which of the following would NOT be an output of Define Scope? A Updated requirements traceability matrix B Updated stakeholder register C Product acceptance criteria D WBS

Choices A and B (as project documents) and C (in project scope statement) are all outputs of Define Scope (PMBOK® 5.3.3, pgs 123-125). Choice D is the correct answer because it is NOT an output of Define Scope. The WBS is an output of the Create WBS process. PMBOK® 5.4.3.1 pg 132

Which of the following is an input to Control Scope? A Project scope statement B WBS C Work performance reports D Organizational process assets

Choices A and B are associated with the Create WBS process. Note that the project scope statement and the WBS are just two of three components required to make a scope baseline. Choice C, work performance reports (which is not the same as work performance data), is an input to Perform Integrated Change Control, Manage Project Team, Manage Communications, Control Risks, and Control Procurements. Organizational process assets (Choice D) is an input to the Control Scope process and is the BEST answer. PMBOK® 5, pg 106

You have been informed by a key stakeholder that you must present your activity duration estimates at the next status meeting. He informs you that the director of the cost center funding your project is looking for the highest degree of accuracy you can provide with the information you have available today. Which is the BEST method of estimating to use? A Parametric estimating B Bottom-up estimating C Analogous estimating D Three-point estimating

Choices A and C would not give the level of accuracy required. Bottom-up estimating (Choice B) is not listed as a tool and technique for Estimate Activity Durations; it is a tool and technique for Estimate Cost, but the question is asking for activity duration estimates. PERT, or three-point estimating (Choice D) improves the accuracy of activity duration estimates by considering estimation uncertainty and risk. PMBOK® 6.5.2, pgs 169-171

The BEST way to present the project schedule to senior management is to display a __________. A Work breakdown structure B Bar chart C Schedule network diagram D Schedule baseline

Choices A and C would not show the actual schedule. Choice D, schedule baseline (plan), is not the equivalent of the schedule (actual) except at the beginning of project execution. Bar charts (Choice B) are relatively easy to read and are frequently used for management presentations. PMBOK® 6.6.3.2, pg 182

The process of identifying and documenting relationships among the project activities is best known as: A The milestone list. B Estimating activity durations. C Sequence Activities. D Network diagramming.

Choices A and D are not processes. Sequence Activities (Choice C) is the process of identifying and documenting relationships among the project activities and is the correct answer. PMBOK® 6.2, pg 153

Control Schedule is concerned with all of the following EXCEPT: A Managing actual changes as they occur. B Determining the current status of the project schedule. C Influencing the factors that create schedule changes. D Organizational process assets that can influence the activity durations estimates.

Choices A, B and C are all a concern of Control Schedule (PMBOK® 6.7, pg 186). Choice D is the correct answer because it does not apply. Organizational process assets are an input to the Estimate Activity Durations process; plus, it just doesn't make sense that an OPA could influence activity duration estimates. PMBOK® 6.5, pg 166

David, the project manager, was asked by his project sponsor how he plans to measure completion of the project scope. David's BEST reply should be: A By determining the percent complete of the accepted deliverables. B By conducting a facilitated workshop with project stakeholders. C By reviewing work performance information. D By measuring against the project management plan.

Choices A, B and C are all part of inputs, tools and techniques or outputs for Project Scope Management, but they are not used to measure completion of project scope. Completion of the project scope is measured against the project management plan. Choice D is the correct answer. PMBOK® 5, pg 106, top paragraph

All of the following are processes involved in Project Time Management EXCEPT: A Define Activities. B Control Schedule. C Create WBS. D Estimate Activity Durations.

Choices A, B and D are all involved with Project Time Management (PMBOK® 6, pg 143). Create WBS is a process within Project Scope Management. PMBOK® 5.4, pg 125

All of the following are outputs of Control Scope EXCEPT: A Organizational process assets updates. B Change requests. C Work performance data. D Scope baseline updates.

Choices A, B and D are all outputs of Control Scope. Choice C is the correct answer because it is not an output of Control Scope. In Control Scope, work performance data (raw observations and measurements) are subjected to variance analysis (tools and techniques) as an input, and the associated output will be work performance information. PMBOK® 5.6.3.1, pg 139

Which of the following CANNOT be an output of Control Scope? A Lessons learned B WBS updates C Variance analysis D Scope variances and causes

Choices A, B and D are all possible outputs of the Control Scope process. (Note that scope variances and causes is work performance information.) Variance analysis (Choice C) is the correct answer because it is not an output, but rather a technique using project performance measurements to assess the magnitude of variation relative to the scope baseline. Important aspects of project scope control include determining the cause and degree of variance and deciding whether corrective or preventive action is required. PMBOK® 5.6.2.1, pg 139

Which of the following project documents would NOT likely be updated in the Develop Schedule process? A Risk register B Project calendar C Project scope statement D Activity resource requirements

Choices A, B and D are all project documents that would be updated in the Develop Schedule process (PMBOK® 6.6.3.6, pg 185). The project scope statement (Choice C) is not considered a project document and is therefore the correct answer. PMBOK® 4.2.3.1, pg 78

Which of the following statements does NOT describe PMBOK®? A It contains a recognized standard for project management profession. B It evolved from recognized good practices. C It is proven and stable. D It provides guidelines for managing individual projects.

Choices A, B and D are all true statements. The knowledge contained in the PMBOK® Guide evolved from the recognized good practices of project management practitioners; therefore, it cannot be considered stable (Choice C). PMBOK® 1, pg 1

Which of the following is NOT true about business value? A It is the entire value of the business, including tangible and intangible elements B Tangible elements include stockholder equity C Nonprofit organizations do not focus on attaining business value D Business value scope can be short-term, medium-term or long-term

Choices A, B and D are all true statements. Whether an organization is a government agency or a nonprofit organization, all organizations focus on attaining business value for their activities; therefore, Choice C is the correct answer because it is false. PMBOK® 1.6, pg 15

Senior managers at a major financials services company have become extremely frustrated with the products delivered from several recent business critical projects. These products seldom seem to meet the customer's expectations even when all of the product requirements appear to have technically been met. A project management consultant assessed the situation and recommended that more rigor should be applied to: A Prototyping. B The development of the requirements management plan. C The development of the requirements documentation. D Group decision making techniques.

Choices A, B and D do not have as direct an impact to delivered products meeting user needs as Choice C does. The situation is not about managing the requirements; it is about the actual requirements not addressing the business need. After all, the requirements were "technically met," so they must not have been the best requirements in the first place. Baselined requirements that are not unambiguous, traceable, complete, consistent and acceptable to key stakeholders will likely result in products that do not meet user/stakeholder expectations. PMBOK® 5.2.3.1, pgs 117-118

Which of the following is NOT an example of a project? A Changing the staffing in an organization B Producing automobiles in a factory C Modifying an information system D Constructing a new building

Choices A, C and D are all examples of projects since they have a definite beginning and end. Producing automobiles is a continuous operation, so it is not considered a project. PMBOK® 1.2, pgs 3-4

A product feasibility study was conducted for a new sewing machine. Which of the following is least likely to be true? A The organization treated the feasibility study as routine pre-project work. B The organization did a cost-benefit analysis without a SWOT analysis. C The feasibility study was run like a stand-alone project. D The organization handled the feasibility study as the first phase of the project.

Choices A, C and D are all options for structuring feasibility studies. Organizations may treat feasibility studies as routine pre-project work, as the first phase of the project, or like a stand-alone project based on the needs of the individual project. PMBOK® 2.4.2, pg 42

Li is under contract to manage the Control Schedule process for a road resurfacing project. It will be a very long project, and will involve 35 subcontractors who will provide materials and resources. Which of the following is most likely NOT part of Li's responsibility to the project? A Schedule management plan updates B Team performance assessments C Change requests D Risk register update

Choices A, C and D are all outputs of the Control Schedule process. Team performance assessments (Choice B) is an output of the Develop Project Team process. Choice B is the correct answer. PMBOK® 6.7.3, pgs 190-191

A configuration management system is a subsystem of the overall project management system that does NOT include: A Documented procedures used to apply technical and administrative direction and surveillance. B Fundamentals of the DIKW (Data, Information, Knowledge, Wisdom) model used in the field of Data Management. C The documentation, tracking systems, and defined approval levels necessary for authorizing and controlling changes. D Procedures to identify and document the functional and physical characteristics of a product, result, service, or component.

Choices A, C and D are all related to a configuration management system which is a subsystem of the overall project management system. It is a collection of formal documented procedures used to apply technical and administrative direction and surveillance to: identify and document the functional and physical characteristics of a product, result, service, or component; control any changes to such characteristics; record and report each change and its implementation status; and support the audit of the products, results, or components to verify conformance to requirements. It includes the documentation, tracking systems, and defined approval levels necessary for authorizing and controlling changes (PMBOK® Glossary, pg 532). The DIKW (Choice B) is associated with the field of Knowledge Management, not Data Management, and its FUNDAMENTALS wouldn't be in the configuration management system anyway. PMBOK® X1.5, pg 466

You and your project management team are conducting a two-day workshop to generate and finalize the project schedule. Which of the following pieces of information will NOT help you develop the project schedule? A Project scope statement B Schedule baseline C Activity list D Resource calendars

Choices A, C and D are inputs, and inputs are what you need to develop the project schedule. Schedule baseline (Choice B) is an output of the Develop Schedule process, and therefore the correct answer. PMBOK® 6, pg 143

During the Validate Scope process, inspection is used to ensure work and deliverables meet: A Design specifications and customer expectations. B Requirements and product acceptance criteria. C Customer expectations and requirements. D Design specifications, customer expectations and acceptance criteria.

Choices A, C and D include meeting customer expectations. This is addressed in Project Quality Management. The question is in the context of Project Scope Management. Inspection (Choice B) includes activities such as measuring, examining, and validating to determine whether work and deliverables meet requirements and product acceptance criteria. PMBOK® 5.5.2.1, pg 135

Which of the following is NOT an input to Define Scope? A WBS dictionary B Requirements documentation C Project charter D Organizational process assets

Choices B, C and D are all inputs to the Define Scope process so they cannot be the correct answer. The WBS dictionary (Choice A) is NOT an input, but an output of Create WBS and therefore is the correct answer. PMBOK® 5, pg 106

All of the following are inputs to the Estimate Activity Resources process EXCEPT: A Resource breakdown structure. B Activity attributes. C Organizational process assets. D Activity list.

Choices B, C and D are all inputs. Resource breakdown structure (Choice A) is the correct answer because it is not an input. It is an output of the Estimate Activity Resources process. PMBOK® 6.4.1, pgs 162-163

Which of the following is NOT true about a work breakdown structure? A Work not represented in the WBS can be found in the scope management plan. B Each descending level represents increasing definition of detail. C Each component is clearly defined and is assigned to an individual or unit who accepts responsibility for its completion. D It is used to determine the project's cost estimate.

Choices B, C and D are all true about a WBS. 'Work not represented in the work breakdown structure is not part of the project, so Choice A is wrong and therefore the correct answer. The scope management plan provides guidance on how project scope will be defined, developed, monitored, controlled and verified by the project management team. PMBOK® 5.1.3.1, pgs 109-110

Which project group comprises the largest number of active participants? A Project stakeholders B Project management team C Project team D Project sponsor

Choices B, C and D are each a subset of project stakeholders (Choice A). Therefore, project stakeholders is the largest group as it includes all stakeholders internal and external to the organization, as well as the entire project team. In addition, you will mange the project so well that your stakeholders will indeed be active participants. PMBOK® 2.2.1, pgs 30-31

Scott, one of your team members, needs to know when other team members will be in the office so he can schedule a meeting. What project document might help him? A Resource calendar B Resource breakdown structure (RBS) C Responsibility matrix D Organization chart

Choices B, C and D do not help Scott determine WHEN his resources will be available. A resource calendar (Choice A) is a calendar that identifies the working days and shifts on which each specific resource is available. PMBOK® Glossary, pg 558

Which of the following is NOT a technique used with facilitated workshops? A The Delphi technique B Joint application design (JAD) C Quality function deployment (QFD) D Voice of the customer (VOC)

Choices B, C, and D are all valid for use with facilitated workshops (PMBOK® 5.2.2.3, pg 114). The Delphi technique is considered a group creativity technique. PMBOK® 5.2.2.4, pg 115

Configuration management activities for requirements are most likely specified in which of the following? A Requirements management plan B Requirements documentation C Quality management plan D Requirements traceability matrix

Components of the requirements management plan can include configuration management activities such as how changes to the product will be initiated and how impacts will be analyzed. PMBOK® 5.1.3.2, pg 110

Jim, the project manager for a large merger integration project, is in the process of defining his scope. He has leveraged consultants, subject matter experts and members of professional organizations. He is using what type of tool or technique? A Alternatives generation B Nominal group C Expert judgment D Focus groups

Nominal group technique (Choice B) is a group creativity technique used with Collect Requirements. Focus groups (Choice D) also is used with Collect Requirements. The context of the question is the Define Scope process, so neither of these are the correct answer. Choices A and C are both tools and techniques used with the Define Scope process. Although alternatives generation (Choice A) is used with the Define Scope process, the question does not indicate HOW Jim leveraged his resources, so we cannot assume it was for defining different approaches to execute and perform the work. Expert judgment (Choice C), therefore, is the BEST answer. PMBOK® 5.3.2.1, pgs 122-123

Examples of organizational process assets updates resulting from the Control Schedule process include: A Lessons learned, causes of variance and the reasoning behind the corrective actions chosen. B Proposals for follow-up projects. C Revenue achieved from the sale of the project's product. D New organization charts illustrating the available resources for the project.

Organizational process assets updates include causes of variances, corrective action chosen and the reasons, and other types of lessons learned from project schedule control (Choice B). PMBOK® 6.7.3.6, pg 192

The four types of dependencies, finish-to-start, finish-to-finish, start-to-start, and start-to-finish, are used with the __________ technique. A Logical relationships B Calendaring C Precedence Diagramming Method (PDM) D Workflow Diagramming Method (WDM)

PDM includes the four types of dependencies or logical relationships listed in the question. PMBOK® 6.3.2.1, pg 156

The PMBOK® should be applied __________. A Uniformly on every project B Only if supported by the project sponsor C To most projects, most of the time D Only when absolutely necessary

PMBOK® is generally recognized as good practice. "Generally recognized" means the knowledge and practices described are applicable to most projects most of the time (Choice C), and there is consensus about their value and usefulness. PMBOK® 1.1, pg 2

John is the project manager for a software project. He and his team are determining the activity duration estimates for the project. John has requested that each team member determine the estimates by multiplying the quantity of work to be performed by the historical productivity rate of the individual department. John has asked his team to generate the estimates using what technique? A Expert judgment B Analogous estimating C Three-point estimating D Parametric estimating

Parametric estimating (Choice D) is an estimating technique that uses a statistical relationship between historical data and other variables to calculate an estimate for activity parameters such as cost, budget and duration. PMBOK® 6.5.2.3, pg 170

If the duration for Task H is increased to 7 days, then how many days longer will the project take compared to what it would have been if Task H remained the same? (Click the View Figure button to see the diagram.) A 3 days B 4 days C 1 day D 10 days

Path A-B-C-D has a duration of 18 days, E-G-H-J is 17 days, E-G-I-J is 16 days, F-G-H-J is 10 days, and F-G-I-J is 9 days. The critical path of the project is the path with the longest duration. The path with the longest duration is A-B-C-D. If Task H is increased to 7 days from 5 days, then path E-G-H-J now has a duration of 19 days, and path F-G-H-J now has a duration of 12 days. The critical path of the project has changed from path A-B-C-D (18 days) to path E-G-H-J (19 days). Therefore, the duration of the project has increased by 1 day (18 days to 19 days). PMBOK® 6.3.2, pgs 156-159 and 6.6.2.2, pgs 176-177

__________ includes information such as actual start and finish dates, and the remaining durations for unfinished schedule activities. A Parametric estimating B Analyzing variance C Planning milestones D Performance reviews

Performance reviews (Choice D) measure, compare, and analyze schedule performance such as actual start and finish dates, percent complete, and remaining duration for work in progress. PMBOK® 6.7.2.1, pg 188

All of the following are NOT inputs to the Control Schedule process EXCEPT: A Work performance data B Performance reviews C Scheduling tool. D Modeling techniques.

Performance reviews, scheduling tool, and modeling techniques (Choices B, C and D) are all tools and techniques used with the Control Schedule process. Work performance data is an input to Control Schedule. PMBOK® 6.7, pg 185

Systems analysis, systems engineering, value engineering and value analysis are techniques used in __________ analysis. A Project B Product C Critical path D Stakeholder

Product analysis includes techniques such as product breakdown, systems analysis, requirements analysis, systems engineering, value engineering, and value analysis. PMBOK® 5.3.2.2, pg 1122

Sharon, the project manager, realizes her group of stakeholders is unable, at this early stage of the project, to define the scope more precisely. She tells the group, "Let's stop for now. We can come back to this later when we know more of the details." Sharon's decision is based on what project characteristic? A Scope creep B Progressive elaboration C Burnout D Bad project management

Progressive elaboration (Choice B) involves continuously improving and detailing a plan as more detailed and specific information and more accurate estimates become available. PMBOK® 1.3, pg 6

The process of continuously improving and detailing a plan is called __________. A Periodic progression B Periodic evaluation C Progressive elaboration D Evaluation by periods

Progressive elaboration (Choice C) involves continuously improving and detailing a plan as more detailed and specific information and more accurate estimates become available. PMBOK® 1.3, pg 6

At the first planning session, the project is defined as "Increase production on line 6 to X pieces per day." At the second session, it is modified to "Increase production on line 6 to 3,400 pieces per day." This is an example of __________. A Progressive elaboration B Algebra C Stretch goals D Mathematics

Progressive elaboration involves continuously improving and detailing a plan as more detailed and specific information and more accurate estimates become available. PMBOK® 1.3, pg 6

Factors that limit the team's options, such as a budget or schedule milestones that have predefined completion dates that are required either by management or contract are __________. A Project constraints B Mandatory milestones C Challenges D Variables

Project constraints lists and describes the specific project constraints associated with the project scope that limits the team's options. PMBOK® 5.3.3.1, pg 124

During the Define Scope process, the primary customer informs the project manager that the project team must complete the project in the next 60 days. In which section of the project scope statement should she capture this information? A Project deliverables B Project exclusions C Product acceptance criteria D Project constraints

Project constraints lists and describes the specific project constraints associated with the project scope that limits the teams options, for example, a predefined budget or any imposed dates or schedule milestones that are issued by the customer or the performing organization. PMBOK® 5.3.3.1, pg 124

One tool that can be used to determine if the project schedule has changed is: A A cause and effect diagram. B A Pareto chart. C Project management software. D RAM.

Project management software (Choice C) for scheduling provides the ability to track planned dates versus actual dates, and to report variances to and progress made against the schedule baseline, and to forecast the effects of changes to the project schedule model. PMBOK® 6.7.2.2, pg 189

Project management software for scheduling provides the ability to track planned dates versus actual dates, and to __________. A Manage the overall project. B Determine the project schedule. C Allow the project manager to report on cost overrun. D Report variances to and progress made against the schedule baseline.

Project management software for scheduling provides the ability to track planned dates versus actual dates, to report variances to and progress made against the schedule baseline (Choice D), and to forecast the effects of changes to the project schedule model. PMBOK® 6.7.2.2, pg 189

What is NOT true of project life cycle phases? A They are generally sequential B They cannot overlap C They define what deliverables are produced D They involve handoffs to other phases

Project phases typically are completed sequentially, but CAN overlap in some project situations; therefore, Choice B is the correct answer because it is false. PMBOK® 2.4.2, pg 41

Which of the following is a project process category? A Product-oriented processes B Corporate oriented processes C ANSI oriented processes D Team oriented processes

Project processes are performed by the project team and generally fall into one of two major categories: project management processes and product-oriented processes (Choice A). PMBOK® 3, pg 47

Problems, opportunities, and business requirements are driving forces for __________. A Change control B Projects C Management review D Project life cycle

Projects (Choice B) are typically authorized as a result of one or more of the following strategic considerations: market demand, strategic opportunity, social need, environmental consideration, customer request, technological advance, or legal requirement. PMBOK® 1.4.3, pg 10

You are the project manager for this project. (Click the View Figure button to see the diagram.) Your stakeholders ask you to see what options are possible to reduce the duration of the project by 2 days. After conducting an analysis, your BEST recommendation would be to: A Add more resources to Task E. B Remove Task G. C Begin Task J after Task G is completed. D Begin Task C after Task A is completed.

Reducing the duration of a non-critical path will not reduce the duration of the project; therefore, Choices A, B and C cannot be correct answers. In this scenario, your BEST recommendation to your stakeholders is Choice D, even though it reduces the duration by only one day. The stakeholders asked for OPTIONS to reduce duration by 2 days, and you'll have to tell them the best you can do is one day. PMBOK® 6.3.2 pgs 156-158 and 6.6.2.2, pgs 176-177

Jenny has responsibility for updating the project's scope baseline. Which of the following would she use to update the baseline? A Traceability matrix B Verified deliverables C Change control board D Facilitated workshops

Requirements traceability matrix and verified deliverables (Choices A and B) are inputs to the Validate Scope process, and in this question, it has already been concluded that the scope needs to be changed (not verified). Facilitated workshops (Choice D) is a tool and technique used to collect requirements. Changing the baseline is about formally controlling the project scope which is accomplished through the Perform Integrated Change Control process, which includes a change control board. Choice C is the correct answer. PMBOK® 4.5, pg 96

A form of progressive elaboration planning where the work to be accomplished in the near term is planned in detail at a low level of the WBS, while work far in the future is planned for WBS components that are at a relatively high level of the WBS, is called: A Rolling wave planning. B Magnified planning. C Long-term planning. D Detailed planning.

Rolling wave planning is a form of progressive elaboration planning where the work to be accomplished in the near term is planned in detail and future work is planned at a higher level of the WBS. PMBOK® 6.2.2.2, pg 152

You are the director of the project management office (PMO) in your organization. This month, you received a report providing the schedule variance (SV) values of all of the ongoing projects. Which of the following values should cause you the GREATEST concern? A $4,000 B $0 C ($4,000) D 0.4

Schedule variance (SV) is the difference between the earned value (EV) and the planned value (PV). SV = EV minus PV. A negative number means that earned value is less than the planned value. This means that the work that was scheduled to be completed at this point in time (PV) is greater than the amount that was budgeted for the work that has actually been completed at this point in time (EV). As a director, Choice C has you concerned, because the earned value for that project is $4,000 less than the planned value. PMBOK® 6.1.3.1, pg 149 and 7.4.2.1, pgs 218-219

Angie's project has a current SPI measurement of 0.52. Her team has several good ideas for corrective actions that have a very good probability of bringing the project back on track. Her stakeholders like the proposed changes based on all of the analysis results that her team presented. What is the NEXT thing that Angie's project team should do? A Submit an approved corrective action into the Perform Integrated Change Control process B Submit a request to change the schedule baseline through the Perform Integrated Change Control process C Submit an invoice to the buyer D Implement the changes

Schedule variance analysis, along with review of progress reports, results of performance measures, and modifications to the project schedule can result in change requests to the schedule baseline and/or to other components of the project management plan. Change requests (Choice B) are processed for review and disposition through the Perform Integrated Change Control process. PMBOK® 6.7.3.3, pg 191

A Monte Carlo analysis is an example of a __________. A Simulation technique B Cause and effect analysis C Critical path method D Critical chain analysis

Simulation involves calculating multiple project durations with different sets of activity assumptions, usually using probability distributions constructed from the three-point estimates to account for uncertainty. The most common simulation technique is Monte Carlo analysis, in which a distribution of possible activity durations is defined for each activity and used to calculate a distribution of possible outcomes for the total project. PMBOK® 6.6.2.5, pg 180

What is the term for people actively involved in the project, or whose interests may be affected as a result of project execution or project completion? A Impacted B Team members C Environmentalists D Stakeholders

Stakeholders (Choice D) include all members of the project team as well as all interested entities that are internal or external to the organization. The project team identifies internal and external, positive and negative, and performing and advising stakeholders in order to determine the project requirements and the expectations of all parties. PMBOK® 2.2.1, 30

ISO 9001 and computer disk sizes are examples of the application of __________. A Standards B Regulations C Unintended negative impacts D Procedures

Standards (Choice A) provide rules, guidelines, or characteristics for activities or their results, aimed at the achievement of the optimum degree of order in a given context. PMBOK® Glossary, pg 563

All of the following are tools and techniques used with the Control Schedule process EXCEPT: A Variance analysis. B Project management software. C Statistical sampling. D Resource leveling.

Statistical sampling (Choice C) is the only outlier as a technique used with the Control Quality process, rather than with the Control Schedule process, and is therefore the correct answer. PMBOK® 6.7.2, pgs 188-190

Project Management Professionals (PMPs) must adhere to a "Code of __________." A Ethics and Professional Conduct B Professional Ethics C Honor and Honesty D Project Conduct

The "Project Management Institute Code of Ethics and Professional Conduct" (Choice A) is specific about the basic obligation of responsibility, respect, fairness, and honesty. It requires that practitioners demonstrate a commitment to ethical and professional conduct. PMBOK® 1.1, pg 2

One of your fellow project managers won a trip around the world. You agreed to move her project forward while she was gone. Her notes direct you to start assembling the team for a Define Activities session. In an email to the team, you describe the meeting as: A Identifying the specific actions to be performed to produce the project deliverables. B Identifying all of the deliverables required to complete the project. C Identifying and documenting dependencies among schedule activities. D Estimating the number of work periods that will be needed to complete the individual schedule activities.

The Define Activities process is the process of identifying the specific actions to be performed to produce the project deliverables. Choice B is a definition for the Define Scope process. PMBOK® 6, pg 141

Which Project Management Process Group integrates people and other resources to carry out the project management plan for the project? A Planning B Monitoring and Controlling C Initiating D Executing

The Executing Process Group (Choice D) has those processes performed to complete the work defined in the project management plan to satisfy the project specifications. PMBOK® 3, pg 49

Chronologically, the first Project Management Process Group is the _________ Process Group. A Planning B Monitoring and Controlling C Initiating D Executing

The Initiating Process Group (Choice C) has those processes performed to define a new project or a new phase of an existing project by obtaining authorizations to start the project or phase. PMBOK® 3, pg 49

Which Project Management Process Group defines and authorizes the project? A Planning B Monitoring and Controlling C Initiating D Executing

The Initiating Process Group (Choice C) has those processes performed to define a new project or a new phase of an existing project by obtaining authorizations to start the project or phase. PMBOK® 3, pg 49

Which Project Management Process Group regularly measures progress and identifies variances from the project plan? A Planning B Monitoring and Controlling C Initiating D Executing

The Monitoring and Controlling Process Group (Choice B) has those processes required to track, review, and regulate the progress and performance of the project; identify any areas in which changes to the plan are required; and initiate the corresponding changes. PMBOK® 3, pg 49

Those processes required to establish the scope of the project are part of the: A Executing Process Group. B Initiating Process Group. C Planning Process Group. D Monitoring and Controlling Process Group.

The Planning Process Group (Choice C) has those processes required to establish the scope of the project, refine the objectives, and define the course of action required to attain the objectives that the project was undertaken to achieve. PMBOK® 3, pg 49

Project Scope Management consists of 5 major processes. Which is NOT one of these processes? A Create WBS B Validate Scope C Define Activities D Collect Requirements

The Project Scope Management processes are Collect Requirements, Define Scope, Create WBS, Validate Scope and Control Scope (PMBOK® 5, pg 105). Define Activities is a Project Time Management process. PMBOK® 6, pg 141

Jeanna's project report reflects an SPI of 0.68. She and her team are recommending a corrective action and are preparing to present it to senior management. Jeanna was surprised when her boss told her to make sure that the Monte Carlo analysis of the remaining schedule for the project is included in the presentation. What is likely missing from the presentation? A An analysis that shows the probability of the remaining deliverables meeting the relevant standards B An analysis that shows the project will not vary from the original cost baseline C The Gantt chart D An analysis of the probability of when the project will be completed

The SPI value of 0.68 indicates that Jeanna's project is currently progressing at only 68% of what was planned. Even though Jeanna may have determined the root cause of the variation and how to recover from it, she also needs to present how the corrective action will impact the project completion date. A Monte Carlo simulation (Choice D) is a process which generates hundreds or thousands of probable performance outcomes based on probability distributions for cost and schedule on individual tasks. The outcomes are then used to generate a probability distribution for the project as a whole. PMBOK® Glossary, pg 547

All of the following are NOT true EXCEPT: A Validate Scope must precede Control Quality. B Control Quality must precede Validate Scope. C Validate Scope may be performed in parallel with Control Quality. D Validate Scope and Control Quality must be performed concurrently.

The Validate Scope process and the Control Quality process can be performed in parallel. PMBOK® 5.5, pg 134

Your team needs to verify that the deliverables being produced and accepted are included in the approved project scope. Which of the following will be MOST helpful? A Work breakdown structure dictionary B Risk register C Project scope statement D Scope baseline

The WBS dictionary (Choice A) has a detailed description of work and technical documentation for each WBS element, and the scope statement (Choice C) describes the work that will be performed. Both are part of the scope baseline (Choice D) and inputs to Validate Scope. Choice D is the BEST answer. PMBOK® 5.4.3.1, pgs 131-132

The document generated by the Create WBS process that supports the WBS is called the __________. A WBS dictionary B Risk breakdown structure C Staffing plan D Scope statement

The WBS dictionary (Choice A) is a document that provides detailed deliverable, activity, and scheduling information about each component in the WBS. The WBS dictionary is a document that supports the WBS. Information in the WBS dictionary may include, but is not limited to: code of account identifier, assumptions and constraints, resources required, and cost estimates. PMBOK® 5.4.3.1, pg 132

Product acceptance criteria defines the __________. A Required product configuration that determines the project's success B Scope of the project C Process and criteria for accepting completed products D Project assumptions

The acceptance criteria are a set of conditions that is required to be met before deliverables are accepted, and is an output of the Define Scope process (part of project scope statement). PMBOK® 5.3.3.1, pg 123

What does the acronym PERT stand for? A Program Evaluation and Review Technique B Project Evaluation and Review Technique C Project Estimation and Review Technique D Program Estimation and Review Technique

The accuracy of single-point activity duration estimates may be improved by considering estimation uncertainty and risk. This concept originated with the Program Evaluation and Review Technique (PERT) (Choice A), and its practical application in PMBOK® is as the three-point estimates tool. PMBOK® 6.5.2.4, pg 170

A comprehensive list including all schedule activities that are planned to be performed on the project is: A A to-do list. B A checklist. C A detailed list. D An activity list.

The activity list is a comprehensive list including all schedule activities required on the project. PMBOK® 6.2.3.1, pg 152

The project manager role is full-time in all but the __________ organization? A Functional B Strong matrix C Projectized D Balanced matrix

The classic functional organization (Choice A) is a hierarchy where each employee has one clear superior and staff members are grouped by specialty. PMBOK® 2.1.3, pg 22

What is a kill point? A A project team bonus for hard work (term borrowed from software gaming) B An opportune time to remove a weak team member C A phase end D An abrupt exit from a software application

The closure of a phase ends with some form of transfer or hand-off of the work product. This point may be referred to as a stage gate, milestone, phase review, phase gate or kill point. PMBOK® 2.4.2, pg 41

All of the following are considered requirements classifications EXCEPT: A Quality requirements B Performance requirements. C Business requirements. D Transition requirements

The context of this question is Project Scope Management, and in particular, Collect Requirements. Performance requirements (Choice B) would be part of Project Quality Management and is the outlier, making it the correct answer choice. PMBOK® 5.2, pg 112

Shonari's work area assembled hundreds of circuit boards according to weekly plans and schedules. Next month, the assembly area will be closed down since the boards will be discontinued. As she thinks about preparing for the shutdown, she determines that her project is moving into the closing phase. Is Shonari correct? A No, because her team will be producing circuit boards up until the final day. B Yes, because she is now planning the closing of her area. C Yes, because the plans and schedules will be ending next month. D No, because assembling circuit boards is an on-going work activity. Closing down the assembly area is a project in and of itself.

The correct answer is Choice D. Making the boards was operational work, not project work. Shonari doesn't have a project yet, but she needs to develop one for the closing of the assembly area. Ongoing operations are outside of the scope of a project; however, there are intersecting points where the two areas cross. One such point is at the end of a product lifecycle, in this case, the boards. PMBOK® 1.5.1, pgs 12-13

How long will this project take to complete? (Click the View Figure button to see the diagram.) A 17 days B 18 days C 16 days D 9 days

The critical path of the project is the path with the longest duration. Path A-B-C-D has a duration of 18 days, E-G-I-J is 17 days, E-G-I-J is 16 days, and F-G-H-J is 12 days. The critical path is A-B-C-D. Therefore, the project will take 18 days to complete. PMBOK® 6.3.2, pgs 156-159 and 6.6.2.2, pgs 176-177

Fred has been asked by Nancy, the project's executive sponsor, to obtain the project stakeholders' formal acceptance of the completed project scope and associated deliverables. Fred has arranged a session to review which of the following with the stakeholders? A Verified deliverables B Accepted deliverables C Recommended corrective actions D Work breakdown structure

The executive sponsor has called for a formal acceptance/approval of completed (verified) work, so Choices C and D would not be the purpose of the meeting. Choice B (Accepted deliverables) will be the result of this meeting (hopefully) AFTER they review the verified deliverables (Choice A) via the Validate Scope process. PMBOK® 5.5, pg 134

The four types of dependencies used to define the sequence among activities are: A Mandatory dependencies, dummy dependencies, and external dependencies. B Mandatory dependencies, external dependencies, discretionary dependencies and internal dependencies. C Mandatory dependencies, discretionary dependencies, non-critical dependencies, and critical dependencies. D Mandatory dependencies, external dependencies, internal dependencies and dummy dependencies.

The four types of dependencies used to define the sequence among activities are mandatory dependencies, discretionary dependencies, external dependencies, and internal dependencies. PMBOK® 6.3.2.2, pgs 157-158

The most recent version of the __________ is an input to the Control Schedule process. A Project schedule B Scope baseline C Project documents D Gantt chart

The most recent version of the project schedule (Choice A) with notations to indicate updates, completed activities, and started activities as of the indicated data date is an input to Control Schedule. PMBOK® 6.7.1.2, pg 187

The project manager of a project is contacted by her seller and is told that a plant fire has destroyed the component inventory needed to manufacture the molded assemblies for her mobile rollout project. The NEXT step the project manager should take is to: A Cancel the contract with the seller and find a new one. B Inform her management of the issue and complain about the work not being done on time. C Meet with her project team to inform them of the issue, and then ask the team to develop a new target schedule and a change request for the work that must be done from this point forward. D Ask the stakeholders what the next step should be.

The next step the project manager should take is to inform her team of the issue and ask the team to re-plan the project with the new work that must be done from this point forward. A best scenario would also be to include the seller as part of the team. It may be possible that the seller has a workaround, or would be willing to sub-contract the work at no or little extra cost or time expense to you. Once a revised schedule is developed, the project manager should inform her management and the stakeholders of the issue along with the revised plans. PMBOK® 6.7.3.4, pg 191

In Project Scope Management, which tool or technique could be used with both Collect Requirements and Define Scope? A Alternatives identification B Interviews C Group creativity techniques D Facilitated workshops

The only tool and technique used with both processes is facilitated workshops. PMBOK® 5, pg 106

Which of the following is NOT true about a work package? A Can be subdivided into lower level WBS components B Can be cost estimated C Can be scheduled D Can be monitored and controlled

The planned work is contained within the lowest level WBS components, which are called work packages. A work package can be scheduled, cost estimated, monitored, and controlled. PMBOK® 5.4, pg 126

What type of sequencing technique uses boxes to represent activities? A Flowchart diagram method B Data flow diagramming C Activity-On-Node technique D Work breakdown structure

The precedence diagramming method (PDM) is a technique used for constructing a schedule model in which activities are represented by nodes and are graphically linked by one or more logical relationships to show the sequence in which the activities are to be performed. Activity-on-node (Choice C) is one method of representing a precedence diagram. PMBOK® 6.3.2.1, pg 156

The product scope description describes: A The configuration of the expected product. B The work package listed in the work breakdown structure. C The characteristics of the product, service, or result described in the project charter and requirements documentation. D The work and only the work required to complete the project. My Answer: C

The product scope description progressively elaborates the characteristics of the product, service, or result described in the project charter and requirements documentation. PMBOK® 5.3.3.1, pg 123

The project management administrative staff is full-time in which type of organization? A Functional B Projectized C Weak matrix D Balanced matrix

The project management administrative staff is full-time in both the strong matrix and projectized (Choice B) organizations. PMBOK® 2.1.3, pg 22

The schedule baseline __________ the project management plan. A Is a component of B Encompasses C Is the same as D Has nothing to do with

The project management plan contains the schedule management plan and the schedule baseline. PMBOK® 6.7.1.1, pg 187

The __________ is compared to the actual results to determine if a change, corrective action, or preventive action is necessary. A Requirements traceability matrix B Project schedule C Scope management plan D Scope baseline

The project management plan contains the scope baseline that is used to control scope. The scope baseline is compared to actual results to determine if a change, corrective action, or preventive action is necessary. PMBOK® 5.6.1.1, pg 138

Ed, the project manager for a custom software development project, is preparing for a project team meeting that was called to validate scope. What does he need for the meeting? A Project management plan, requirements documentation, requirements traceability matrix, verified deliverables B Project management plan, requirements documentation, quality management plan, verified deliverables C Project schedule, requirements documentation, requirements traceability matrix, verified deliverables D Project schedule, requirements documentation, requirements traceability matrix, accepted deliverables

The project manager will need all the inputs to the Validate Scope process. The inputs are project management plan, requirements documentation, requirements traceability matrix, verified deliverables and work performance data. PMBOK® 5.5, pg 133

The project manager's authority is moderate to high in a __________ organization. A Functional B Projectized C Strong matrix D Balanced matrix

The project manager's authority is moderate to high in the strong matrix organization (Choice C). PMBOK® 2.1.3, pg 22

The __________ describes, in detail, the project's deliverables and also work required to create those deliverables. A Scope management plan B Project charter C Project management plan D Project scope statement

The project scope statement describes, in detail, the project's deliverables and also work required to create those deliverables. It also provides a common understanding of the project scope among project stakeholders. PMBOK® 5.3.3,1, pg 123

It is important to save the original schedule baseline and schedule model before creating the new schedule baseline to: A Prevent loss of historical data for the project schedule. B Ensure that the project progresses according to the original schedule baseline. C Prevent any changes to the project. D Ensure that the project progresses according to the new schedule baseline.

The reason to save the original schedule baseline and schedule model before creating the new schedule baseline is to protect the integrity of the baseline and the historical data of past performance. PMBOK® 4.5.3.3, pg 100

A hierarchical structure of the identified resources by resource category and resource type is: A Resource availability. B Activity resource requirements. C Resource breakdown structure. D Resource calendar.

The resource breakdown structure (RBS) is a hierarchical structure of the identified resources by category and type. PMBOK® 6.4.3.2, pg 165

The schedule management plan is __________ the project management plan. A A subsidiary plan of B A plan encompassing C A separate plan from D Equal to

The schedule management plan is a subsidiary plan of, and integrated with, the project management plan. PMBOK® 6, pg 142

As the project manager for your project, you have been asked to provide senior management with a progress report of your project that includes metrics. Your project's current SPI value is 1.05. The BEST way to explain this value in the report is to add the following sentence: A The team is doing a great job by progressing ahead of schedule. B The team is doing a great job by progressing behind schedule. C Unfortunately, the team is progressing ahead of schedule. D Unfortunately, the team is progressing behind schedule.

The schedule performance index (SPI) is the ratio of earned value (EV) to planned value (PV) and equals EV/PV. An SPI equal to or greater than 1.0 indicates a favorable condition. PMBOK® 6.7.2.1, pg 189 and 7.4.2.1, pg 219

You are the project manager responsible for your company's most expensive R&D project. The current SPI for your project is 1.06, and the current CPI for your project is 1.05. Your boss enters your office and informs you that the executive governance committee has decided to terminate your project due to recent market changes. You are surprised, but understand the importance of the business decision. During this conversation, your boss requests that you to set up a meeting with your contracted vendor to agree upon and document all of the work that has been completed up to this point. Your boss has just asked you to conduct _______________. A Validate Scope. B Define Scope. C Conflict resolution. D Contract administration.

The scope has already been defined, so Choice B is not correct. Choice C is not the best option since no conflict is suggested in the question. Choice D, contract administration, is not a PMBOK® process. If the project is terminated early, the Validate Scope process should be used to determine accepted deliverables and make updates to project documents. Choice A is the correct answer. PMBOK® 5.5, pgs 133-134

Decomposition is a technique used during Define Activities. It subdivides the project work packages into smaller, more manageable components called schedule __________.

The technique of decomposition, as it is applied to defining activities, involves subdividing the project work packages into smaller, more manageable components called activities. PMBOK®, 6.2.2.1, pg 151

All of the following are true about the work breakdown structure EXCEPT: A It is a deliverable-oriented hierarchical decomposition of the work to be executed by the project team, to accomplish the project objectives and create the required deliverables. B It is an output of Collect Requirements. C Each descending level of the WBS represents an increasingly detailed definition of the project work. D The planned work within the lowest levels can be scheduled, cost estimated, monitored, and controlled.

The work breakdown structure is an output of the Create WBS process, not the Collect Requirements process. PMBOK® 5.4, pg 125

All of the following are inputs to the Create WBS process EXCEPT: A Work breakdown structure. B Project scope statement. C Requirements documentation. D Organizational process assets.

The work breakdown structure is an output of the Create WBS process. PMBOK® 5.4, pgs 125-126

An output of Create WBS is: A WBS dictionary. B Work breakdown structure template. C Approved change requests. D Resource breakdown structure.

The work breakdown structure template is a tool used to create a WBS. Approved change requests are an input to the Create WBS process. The resource breakdown structure may be used to identify and analyze project human resource assignments and should not be confused with the work breakdown structure. The WBS dictionary is an output of the Create WBS process. Choice A is the correct answer. PMBOK® 5.4.3.1, pgs 131-132

Decomposition involves: A Subdividing the major project deliverables to the same level of detail in order to be able to accurately estimate cost and resources. B Subdividing the major project deliverables to a consistent level of detail regardless of when those deliverables are expected to occur. C Identifying the deliverables and related work needed to produce those deliverables. D Using the same approach within each branch of the WBS.

The work package level is the lowest level in the WBS, and is the point at which the cost and duration for the work can be reliably estimated. The level of detail for work packages will vary with the size and complexity of the project. Decomposition may not be possible for a deliverable or subcomponent that will be accomplished far into the future. Using different approaches within each branch of the WBS may be required to meet the needs of the project. PMBOK® 5.4.2, pgs 128-131

Sometimes a phase starts before the previous one has finished. This is an example of: A Crashing. B Fast tracking. C Over achieving. D An overlapping relationship.

There are two types of phase-to-phase relationships: sequential and overlapping. An overlapping relationship (Choice D) is one in which the phase starts prior to completion of the previous one. PMBOK® 2.4.2.1, pg 43

The PMBOK® Guide identifies __________. A The entire project management body of knowledge B That subset of the project management body of knowledge generally recognized as project management knowledge and skills C Process Groups and Knowledge Areas and how they are applied to projects D That subset of the project management body of knowledge generally recognized as good practice

This question highlights that the PMBOK® is not about presenting all-inclusive project management knowledge and skills (Choice A). The PMBOK® puts forth a body of knowledge that has been accepted as good practice; that is, there is general agreement that the APPLICATION of skills, tools and techniques can enhance chances of success over a wide range of projects. Choice D is the correct answer: The PMBOK® Guide identifies that subset of the project management body of knowledge generally recognized as good practice. PMBOK® 1.1, pg 2

When does the transfer or hand-off of the work product produced occur? A When an activity completes B When a resource leaves the project C At the close of a phase D When the stakeholder accepts the product

This question is about closing the entire project, so Choice D is not the best answer. The closure of a phase (Choice C) ends with some form of transfer or hand-off of the work product produced as the phase deliverable. PMBOK® 2.4.2, pg 41

Approved change requests that have been previously passed through the __________ are used to update the schedule baseline or other elements of the project management plan. A Management chain B Perform Quality Assurance process C Control Schedule process D Perform Integrated Change Control process

This question is about how project documents (including the schedule baseline or other elements of the project management plan) are updated. Change requests are an output of the Control Schedule process, and are processed for review and disposition through the Perform Integrated Change Control process. PMBOK® 6.7.3.3, pg 191

Using the weighted duration average of an activity based on the worst-case scenario, best-case scenario and most likely estimates means using: A Three-point estimates. B Parametric estimating. C Bottom-up estimating. D Analogous estimating.

Three-point estimate (Choice A) is a technique that uses three duration (or cost) estimates to represent the optimistic, most likely and pessimistic scenarios. This is also called PERT (Program Evaluation and Review Technique). PERT analysis calculates an expected activity duration using a weighted average of the 3 estimates. PMBOK® 6.5.2.4, pgs 170-171; Glossary, pg 553

Which of the following processes brings objectivity to the acceptance process and increases the chance of acceptance by the customer or sponsor? A Stakeholder analysis. B Control Scope. C Define Scope. D Validate Scope.

Validate Scope is the process of formalizing acceptance of the completed project deliverables. A key benefit is that it brings objectivity to the acceptance process. PMBOK® 5.5, pg 133

The process of measuring, comparing, and analyzing schedule performance is conducted through __________. A Variance analysis B Performance reviews C A scheduling tool D Resource leveling

Variance analysis (Choice A) is a tool and technique used to reveal the magnitude of variation from schedule baseline, while performance reviews (Choice B) measure, compare, and analyze schedule performance such as actual start and finish dates, percent complete, and remaining duration for work in progress. PMBOK® 6.7.2.1, pg 188

Comparing target schedule dates with the actual or forecasted start and finish dates is an example of: A Using project management software. B Calculating a cost performance index (CPI) value. C Progress reporting. D Conducting a variance analysis.

Variance analysis (Choice D) can be performed by comparing planned activity start or finish dates against actual start or finish dates to identify variances between the schedule baseline (target schedule dates) and actual project performance. Further analysis can be performed to determine the cause and degree of variance relative to the schedule baseline and any corrective or preventative actions needed. PMBOK® 6.7.2.1, pg 189 (EVM section)

All of the following are NOT used to assess the magnitude of project scope variation as part of the Control Scope process EXCEPT: A Chart of accounts. B Gantt chart. C Pareto chart. D Variance analysis.

Variance analysis (Choice D) is a method using project performance measurements to assess the magnitude of variation from the original scope baseline. Important aspects of project scope control include determining the cause and degree of variance relative to the scope baseline and deciding whether corrective or preventive action is required. PMBOK® 5.6.2.1, pg 139

Variance analysis means: A Identifying positive and negative deviations from the planned scope, cost or schedule. B Determining resource requirements. C Detecting variations of the planned project approach. D Detecting late deviations from the target schedule dates.

Variance analysis is a technique for determining the cause and degree of difference between the baseline and actual performance. PMBOK® Glossary, pg 566

In what type of organization structure is the control of the project budget shared between project and functional managers? A Functional B Projectized C Weak matrix D Balanced matrix

While the balanced matrix organization (Choice D) recognizes the need for a project manager, it does not provide the project manager with the full authority over the project and project funding. PMBOK® 2.1.3, pg 23

You have been asked to help facilitate a network diagramming session for another member of your PMO. Which of the following items would be most helpful to take to this meeting? A Resource requirements B Activity estimates C Project scope statement D Activity duration estimates

You are in the Sequence Activities process. Choices A, B and D are created by subsequent processes. The project scope statement (Choice C) is an input to the Sequence Activities process and is the correct answer. PMBOK® 6.3.1.5, pg 155

The risk of failing to achieve a project's objectives is greatest __________. A At the start of the project B In the middle of the project C Near the end of the project D After the project is completed

isk and uncertainty are greatest at the start of the project (Choice A). These factors decrease over the life of the project as decisions are reached and as deliverables are accepted.. PMBOK® 2.4.1, pg 40

As far as applying good practice, who is responsible for determining what practices are appropriate for any given project? A The project manager B The project management team C The client sponsor D The PMBOK® Guide

ood practice does not mean that the knowledge described should always be applied uniformly to all projects; the organization and/or project management team (Choice B) is responsible for determining what is appropriate for any given project. PMBOK® 1.1, pg 2

Jim's team has completed the WBS and WBS dictionary and the stakeholders have approved the results. Now they are meeting to break down the work packages into schedule activities. What technique should they use for this work? A Parametric estimating B Stakeholder analysis C Variance analysis D Decomposition

Decomposition involves subdividing the project work packages into smaller, more manageable components called activities. PMBOK® 6.2.2.2, pg 152

The work breakdown structure is __________ -oriented. A Decomposition B Risk C Deliverable D Action

Decomposition is a technique for creating the work breakdown structure. The actual work breakdown structure is a deliverable-oriented hierarchical decomposition of the work to be executed by the project team. PMBOK® 5.4, pg 126

Sanjay, the project manager for a new "green" product development effort, is unable to complete a detailed decomposition since a major product component will not be fully designed for another year. Given this, he decides it is best to use: A Critical path method. B Contingency planning. C Rolling wave planning. D Idea/Mind mapping.

Decomposition may not be possible for a deliverable or subproject that will be accomplished far into the future. The project management team usually waits until the deliverable or subproject is clarified so the details for the WBS can be developed. This technique is sometimes referred to as rolling wave planning. PMBOK® 5.4.2.2, pg 131

An input to Validate Scope is: A Define Scope. B Inspection. C Requirements traceability matrix. D Accepted deliverables.

Define Scope (Choice A) is the process for developing a detailed description of the project and product (PMBOK® 5.3, pg 120). Inspection (Choice B) is a technique used with the Validate Scope process (PMBOK® 5.5.2.1, pg 135). Accepted deliverables (Choice D) result from (is an output of) Validate Scope. Choice C is an input and is the correct answer. PMBOK® 5.5.1.3, pg 134

Jane has been tasked with identifying and documenting the logical relationships among schedule activities. Which technique would she NOT use? A Precedence Diagramming Method B Schedule network templates C Reserve analysis D Applying leads and lags

Defining logical relationships is done during the Sequence Activities process. Choices A, B (organizational process asset) and D are all associated with sequencing activities. Therefore, Reserve analysis (Choice D) is the correct answer because it is a tool and technique of Estimate Activity Durations, not part of sequencing activities. PMBOK® 6.3, pg 153

Determining the current status of the project schedule is important for: A Reporting project progress to senior management. B Controlling the schedule. C Updating the project management software. D Establishing the schedule baseline.

Determining the current status of the project schedule is one of the concerns of the Schedule Control process. PMBOK® 6.7, pg 186

Influencing the factors that create schedule changes while monitoring the status of the project is part of: A Managing the project team. B Controlling the project team. C Controlling the schedule. D Verifying the scope.

During monitoring and controlling the project, the Control Schedule process (Choice C) is concerned with influencing the factors that create schedule changes. PMBOK® 6.7, pg 186

As the PMO manager, you have been charged with selecting a project manager to run a very critical, high-visibility, "cannot fail" project. You need someone who has demonstrated that she/he can be effective and also a leader. Which competency would BEST determine who to pick? A Performance B Personal C Experience D Knowledge

Effective project management requires that the project manager possess three competencies: knowledge (Choice D), performance (Choice A) and personal (Choice B). The two main criteria you are focusing on are effectiveness and leadership, so you should focus on the behavior of the candidate. As a competency, personal (Choice B) refers to how the project manager behaves while performing the project or related activity. Personal effectiveness encompasses attitudes, core personality characteristics and leadership, which provides the ability to guide the project team while achieving the project objectives and balancing the project constraints. PMBOK® 1.7.1, pg 17

An input to Define Scope is: A Expert judgment. B Alternatives identification. C Project charter. D Project scope statement.

Expert judgment (Choice A) and alternatives identification (Choice B) are tools and techniques of the Define Scope process. The project scope statement (Choice D) is an output of the Define Scope process. The project charter (Choice C) is an input to the Define Scope process and is the correct answer. PMBOK® 5.3.1, pgs 121-122

A schedule compression technique in which phases or activities normally performed in sequence are instead performed in parallel is an example of: A Resource leveling. B Fast tracking. C Crashing. D Critical chaining.

Fast tracking is a schedule compression technique in which phases or activities normally performed in sequence are performed in parallel. PMBOK® 6.6.2.7, pg 181

Define Scope techniques include: A Alternatives generation. B Inspection. C Decomposition. D Configuration management.

Generating alternatives by using brainstorming, for example, is a technique used to generate different approaches to execute and perform the work of the project. PMBOK® 5.3.2.3, pg 123

Which of the following statements does NOT describe PMBOK®? A The knowledge described should be applied uniformly to all projects B It is neither complete nor all inclusive C It is a guide rather than a methodology D It provides and promotes a common vocabulary

Good practice does not mean that the knowledge described should always be applied uniformly to all projects, making Choice A the correct answer because it is false. PMBOK® 1.1, pg 2

Lisa is the project manager for a new clothing line project. She has just learned that the workers at the sewing company her company usually contracts with have just gone on strike. She knows that, as a result, the only available sewing resources with another sewing company are extremely limited. Thankfully, Lisa and her manager have just decided to purchase a new project management software tool that will enable Lisa to manage her project with the latest technology. Lisa and her team should: A Hire a consultant. B Increase the duration of the project by 15% to account for the limited resources. C Consider using the critical chain method of schedule network analysis. D Fast track the project.

Hiring a consultant will add cost to the project and may not provide a feasible solution. Increasing the duration of the project may not necessarily address the issue with the limited sewing resources at the time of their strike, because it is unknown how long the strike will last and how many workers will be affected. Fast tracking the project will not address the problem. Lisa and her team should consider using the critical chain method for schedule network analysis, since it modifies the project schedule to account for limited resources. PMBOK® 6.6.2.3, pg 178

You have just signed on with a pharmaceutical company as a new employee. As the project manager for a new project, you learn that project charters are not used in your new company. You discuss this with your boss and inform her that in your former company, you always had a project charter for every new project. She suggests that you and the project team gather comparable information that can then be used to develop the detailed ________________. A Work breakdown structure B Project scope statement C Project plan D Project cost estimate

If a project charter is not used in a performing organization, then comparable information needs to be acquired or developed, and used to develop the detailed project scope statement. PMBOK® 5.3.1.2, pg 121

Approved change requests that impact the project schedule will cause the approved project schedule to be revised, reapproved and reissued, which then becomes: A A cause for a delay in the schedule. B A variance to the project schedule baseline. C The new project schedule baseline. D Requested changes.

If approved change requests have an effect upon the project schedule, then the approved project schedule is revised and reissued to reflect the approved changes. The updated project schedule becomes the new schedule baseline (Choice C) for future changes and is a component of the project management plan. PMBOK® 6.7.1.1, pg 187

Approved change requests that impact project scope may cause the project scope statement to be revised and reissued, which then becomes: A A variance from the project scope baseline. B The new project scope baseline. C Requested changes. D Additional cost added to the project.

If approved change requests have an effect upon the project scope, then the corresponding cost and schedule baselines are revised and reissued to reflect the approved changes. The updated project scope statement becomes the new project scope baseline. PMBOK® 5.6.3.3, pg 140

Approved change requests can mandate updates to all of the following EXCEPT: A Work breakdown structure and WBS dictionary. B Enterprise environmental factors. C Scope baseline. D Project management plan.

If the approved change requests have an effect on the project scope, then the scope statement, the WBS, and the WBS dictionary (scope baseline) are revised and reissued to reflect the approved changes. When the scope baseline changes, the project management plan will be updated, too (PMBOK® 5.6.3.6, pg 140). 'The correct answer is enterprise environmental factors (Choice B) because although they can influence the Perform Integrated Change Control process (PMBOK® 4.5.1.4, pg 98), they are not changed using change requests.

All of the following are NOT true about decomposition EXCEPT: A WBS components represent verifiable products, services, or results. B Major deliverables and subprojects should comprise the last level of decomposition. C To ensure proper control, subprojects should not be developed by organizations outside the project team. D The project team should always decompose to the maximum amount of detail possible.

Major deliverables and subprojects should comprise the first level of decomposition, so Choice B is not correct. Subprojects may be developed by organizations outside the project team and may be contracted, so Choice C is not correct. The project team should seek a balance between too little and too much in the level of detail in order to avoid non-productive management effort, so Choice D is not correct. Choice A is the correct answer. PMBOK® 5.4.2, pgs 128-131