PMP Q&A 2

69. Expert judgment is a tool and technique of all of the following processes except...? a. Identify stakeholders b. Plan stakeholder management c. Manage stakeholder engagement d. Control stakeholder engagement

69. C - Expert judgment is not a tool and technique of Manage Stakeholder Engagement. PMBOK® Guide, 6th edition, p. 398

1. Being assigned as a project manager, you noticed during project execution that conflicts arise in the team on both technical and interpersonal levels. What is an appropriate way of handling conflicts?1 o Conflicts distract the team and disrupt the work rhythm. You should always smooth them when they surface. o A conflict should be handled in a meeting so that the entire team can participate in finding a solution. o Conflicts should be addressed early and usually in private, using a direct, collaborative approach. o You should use your coercive power to quickly resolve conflicts and then focus on goal achievement.

1 Executing Answer: 3 Reference: PMBOK® Guide 6 th Edition, page 348.

47. You are thinking of purchasing a software product from a relatively young organization - they have been in business less than two years. This is a cutting edge financial product that would put you at least 18 months ahead of all competitors in your market space. However, your concern is that if you purchase software from them, there is a possibility that they may go out of business and you would lose the investment in the software. You ask the company to outright purchase the software code, but the company has rejected this as an option. What is your best option moving forward if the company's survivability is an issue? a. Contract it as a work made for hire b. Set up a code escrow arrangement c. Offer to buy the company d. Look for viable alternatives

1. B - A code escrow arrangement will protect the seller and the buyer. If the seller goes out of business, the buyer will have access to the code for continuing support of the product. Otherwise the code stays in escrow

10. As the project manager, you decided to arrange a team meeting to identify and analyze lessons learned from quality control with stakeholders. What should you do with them? o Document them and make them part of the historical database for the project and the performing organization. o Discuss them with management and make sure that they remain otherwise confidential o Publish them in the corporate newsletter. o Follow your strategic decisions, independent from lessons learned. These decisions have been made and should be implemented whatever the outcomes are.

10 Executing Answer: 1 Reference: PMBOK® Guide 6th Edition, page 104.

10. Kyle is the project manager of a project that has teams distributed in many different places. In order to make sure that they all get the right message, he needs to make sure that his project plan is translated into Spanish, Hindi, French, and German. What is Kyle doing when he has his communications translated? A. Encoding B. Decoding C. Active listening D. Effective listening

10. Answer: A He has to encode his message so that others will understand it.

10. Stakeholders are generally classified based on their ________________________? a. Impact, influence, urgency b. Influence, immediacy, interest c. Power, impact, interest d. Interest, influence, involvement

10. D - "Stakeholders should be classified according to their interest, influence, and involvement..." PMBOK Guide®, 6th edition, p. 394.

100. Projects may be initiated by all of the following except____. o the project team o a sponsor o a PMO o a portfolio review board

100 Initiating Answer: 1 Reference: PMBOK® Guide 6 th Edition, page 77.

107. When identifying the basis of the business need for a project all of the following can be considered except____, o regular plant maintenance o market demands o technological advances o legal requirements

107 Initiating Answer: 1 Reference: PMBOK® Guide 6th Edition, pages 31-32.

11. Tom is a project manager for an accounting project. His company wants to streamline its payroll system. The project is intended to reduce errors in the accounts payable system and has a 70% chance of saving the company $200,000 over the next year. It has a 30% chance of costing the company $100,000. What's the project's EMV? A. $170,000 B. $110,000 C. $200,000 D. $100,000

11. Answer: B $200,000 x 0.70 = $140,000 savings, and $100,000 x 0.30 = -$30,000 expenses. Add them together and you get $110,000.

11. You're managing a project that is difficult to estimate, so you don't have a good idea of when the project will end. Which of the following contracts is BEST? A. FP B. CPAF C. CPIF D. T&M

11. Answer: D Both cost-plus and fixed price contracts are based on the idea that you know how long the contract is going to last. A seller would only agree to a fixed price contract if there's a good idea of how much it's going to cost. And a cost-plus contract will hurt the buyer if it goes over. Only the time and materials contract will give both the buyer and seller a fair deal if neither has a good idea of how long the work will take.

112. A project manager reported the following earned value data: PV: $12,400,000 EV: $14,500,000 AC: $14,500,000 What does this mean?112 o The project is over budget and on schedule. o The project is under budget and on schedule o The project is on budget, but behind schedule. o The project is on budget and ahead of schedule.

112 Monitoring and controlling Answer: 4 Reference: PMBOK® Guide 6 th Edition, page 267.

113. Your project had a cost overrun in the past and you tried to obtain funding on top of the original budget at completion (BAC). Management has told you that they cannot make additional funding available. You have to increase cost performance so that the project will be finished with costs not exceeding the original BAC. Which metric describes the future performance to meet this objective? o TCPI calculated as BAC / CPI o TCPI calculated as (BAC-EV) / (EAC - AC) o TCPI calculated as (BAC-EV) / (BAC-AC) o TCPI cannot be calculated in this situation.

113 Monitoring and controlling Answer: 3 Reference: PMBOK® Guide 6th Edition, page 267.

114. When running a project as a project manager, what should you focus on during the executing processes? o Doing project work o Coordinating people and resources o Ensuring accountability for errors o Avoid third-party influence

114 Executing Answer: 2 Reference: PMBOK® Guide 6th Edition, page 90.

115. A review of your project team member's most recent performance reports shows a major drop in output. Which is the best approach to raise team productivity in a project? o Increase the frequency of team review meetings and status reports. o Increase the pressure on each team member to adhere to deadlines. o Post a special reward for the best performing team member. o Improve feelings of trust and cohesiveness among team members.

115 Monitoring and controlling Answer: 4 Reference: PMBOK® Guide 6th Edition, page 345.

116. A project customer and a contractor agreed on regular quality audits during execution by a third party audit team, which is working on an assignment for the customer. What should the contractor have prepared for the audits? o Work results o Measurements and test results o Quality documentation o Contract-related correspondence

116 Executing Answer: 3 Reference: PMBOK® Guide 6th Edition, pages 294-295.

117. While planning a project, you are defining activities. Which of the following is not a result of that process?117 o Activity list o Work breakdown structure o Activity attributes o Milestone list

117 Planning Answer: 2 Reference: PMBOK® Guide 6 th Edition, page 183.

118. What should you focus on when managing the stakeholders of your project?118 o Ensure the order of phases. o Address issues. o Identify the stakeholders. o Ensure stakeholder value.

118 Executing Answer: 2 Reference: PMBOK® Guide 6 th Edition, page 523.

12. You're looking for a seller to do work for your project. When do you send out an RFP? A. After you create the procurement documents, but before you select the seller B. Before you plan contracting, but after you Plan Procurements C. After the bidder conference, but before you select the seller D. During Administer Procurements

12. Answer: A Contracting is a pretty linear process—first you plan the contract, then you put together a package of procurement documents to send to potential sellers, and then you select a seller and start the work. So you send out a request for proposals after you've put together the procurement document package so that you can select a seller for the job.

12. Which communication process is in the Monitoring & Controlling process group? A. Distribute Information B. Manage Stakeholder Expectations C. Plan Communications D. Report Performance

12. Answer: D Report Performance is the only Monitoring & Controlling process in Communications Management.

121. _______ is normally not a method of RoI (return on investment) analysis.121 o Net present value projection o Sunk cost analysis o Simple payback calculation o Internal rate of return

121 Initiating Answer: 2 Reference: The Project Management Tool Kit: 100 Tips and Techniques for Getting the Job Done Right by Tom Kendrick, pages 164-165.

122. What is the most important benefit of a 360 degree review? o The reviewed person will regard the assessment process as fair and developmental. o Assessments from different perspectives leave no weak spot of a person unaddressed. o Managers will be assessed by their subordinates, enforcing a more participative style. o One can use a simple standard questionnaire to gather data from the reviewers.

122 Closing Answer: 1 Reference: Managing Project Quality by Timothy J. Kloppenborg and Joseph A. Petrick,page 66.

123. You are using a phase gate approach for your project. What do you need to consider?123 o The order of phases must be strictly consecutive without overlapping in order to allow for gates. o Gates are often called kill points, when they are used to eliminate weak team members. o Phase gates are often used to verify entry criteria of a previous phase and exit criteria of the next one. o Approaching phase gates early is a common signal that project planning has been poor.

123 Planning Answer: 1 Reference: PMBOK® Guide 6 th Edition, pages 19-21.

125. A project has undergone a major scope change, which increased cost and work levels. What does this mean for earned value data? 125 o The cost baseline will be updated and the new baseline will be the basis for future earned value analysis. o As baselines should generally not be adjusted, the project is due to exceed its budget from now on. o There are several reasons to change a baseline, but not scope changes. The project will exceed its budget. o Earned value analysis becomes useless after a scope change, the technique should not be used any more.

125 Monitoring and controlling Answer: 1 Reference: PMBOK® Guide 6th Edition, page 112.

129. You are planning quality management for your project. How can a process flowchart help you? 129 o It may help identify outliers. o It may help understand the COQ in a process. o It may help spot accountable staff. o It may help react later.

129 Planning Answer: 2 Reference: PMBOK® Guide 6 th Edition, page 323.

13. According to Bruce Tuckman, what are the stages of team development? o Honeymoon, rejection, regression, acceptance, re-entry o Forming, storming, norming, performing,adjourning o Tell, sell, consult, join o Direct, support, coach, delegate

13 Executing Answer: 2 Reference: Project Management JumpStart by Kim Heldman, page 214.

13. The buyer has established a CPFF vehicle for the current procurement activity. What is the buyer most concerned about? a. Risk b. Cost c. Specifications d. Vendor expertise

13. A - For a cost plus contract vehicle, the biggest concern is Risk from the buyer's perspective

138. You have recently been named as the manager of a new project under contract. The sponsor of the project gave you the contract signed by the customer and a statement of work. He asked you to go on with initiation. Which document should you develop next? o Project management plan o Milestone schedule o Project charter o Scope statement

138 Initiating Answer: 3 References: PMBOK® Guide 6th Edition, pages 75.

139. You are defining evaluation criteria for your project. The procurement item is readily available from a number of acceptable sellers. Which criterion can you focus on in such a situation?139 o Seller's management approach o Price offered by the seller o Seller's financial capacity o Understanding of your need

139 Planning Answer: 2 Reference: PMBOK® Guide 6th Edition, page 478.

14. Which of the following should NOT be in the risk register? A. Watchlists of low-priority risks B. Relative ranking of project risks C. Root causes of each risk D. Probability and impact matrix

14. Answer: D The probability and impact matrix is a tool that you use to analyze risks. You might find it in your project management plan, but it's not included in the risk register.

149. Respect is... 149 o ...a duty to show a high regard for oneself, others, and the resources entrusted. o ...a limitation to trust, confidence and performance excellence through cooperation. o ...accepting a level of information which may lead to disrespectful behavior. o ...limited to respecting the physical and intellectual property rights of others.

149 Executing Answer: 1 Reference: PMI Code of Ethics and Professional Conduct, page 3

15. How does a project management team stay in touch with the work and the attitudes of project team members? o By observation and communication o Using closed questions during team meetings o Through third-party assessments o Through the team members' functional managers

15 Executing Answer: 1 Reference: PMBOK® Guide 6th Edition, page 349.

15. You are writing a Performance Assessment for your team. Which process are you in? A. Develop Project Team B. Acquire Project Team C. Manage Project Team D. Develop Human Resource Plan

15. Answer: A Developing the team is where you evaluate performance and set up motivational factors. Manage Project Team is where you solve conflicts.

15. Which of the following is NOT true about risk management? A. The project manager is the only person responsible for identifying risks B. All known risks should be added to the risk register C. Risks should be discussed at every team meeting D. Risks should be analyzed for impact and priority

15. Answer: A It's really important that you get the entire team involved in Plan Risk Responses. The more people who look for risks, the more likely it is that you'll find the ones that will actually occur on your project.

15. Which of the following is NOT a tool or technique used in Estimate Activity Durations? A. SWAG Estimation B. Parametric Estimation C. Analogous Estimation D. Three-Point Estimation

15. Answer: A You'll have to know the different kinds of estimating techniques for the exam. You don't necessarily have to be good at doing them, but you should recognize which are which. Parametric estimating is when you plug values into a formula, program, or spreadsheet and get an estimate. Analogous estimating uses similar activities from past projects to calculate new estimates. Three-point estimating uses an optimistic, pessimistic, and realistic estimate.

15. You're a project manager on a software project. Your team is busy executing the project and creating the deliverables, but there have been several changes requested by stakeholders over the past few weeks. Each time you got one of these changes, you called a meeting with your team and the stakeholders to discuss it. Why did you do this? A. Every change needs to be evaluated by a change control board B. You're delegating the work of evaluating changes C. You do not have a good change control system in place D. You are using a work authorization system to assign the work

15. Answer: C When you get a change request, you need to consult the project management plan and follow the procedures defined in the change control system. It is generally not a good idea to involve the entire team in evaluating each change that comes in—there may be many changes, and if you pull your team off the job for each one, they'll never get their job done!

151. Understanding cultural key similarities and differences is especially important for... o ...globally dispersed, cross-cultural and virtual teams. o ...culturally homogeneous, co-located teams. o ...project sub-teams and work cells. o ...teams under high budget and schedule pressure.

151 Executing Answer: 1 Reference: Mastering Virtual Teams: Strategies, Tools, and Techniques That Succeed by Deborah L. Duarte and Nancy Tennant Snyder, Second Edition, page 68.

162. When you perform quality assurance in your project, which technique could you typically use?162 o Code review o Quality audit o Inspection o Scope verification

162 Executing Answer: 2 References: PMBOK® Guide 6 th Edition, pages 247, 549.

163. The _______ can be used to assess outlays and funding requirements.163 o Cost assignment matrix o Cost baseline o Cost variance analysis o Control account plan

163 Executing Answer: 2 Reference: PMBOK® Guide 6th Edition, page 254.

17. Which risk analysis tool is used to model your risks by running simulations that calculate random outcomes and probabilities? A. Monte Carlo analysis B. Sensitivity analysis C. EMV analysis D. Delphi technique

17. Answer: A This is just the definition of Monte Carlo analysis. That's where you use a computer simulation to see what different random probability and impact values do to your project.

17. Which of the following is NOT an input to Control Scope? A. WBS Dictionary B. Approved change requests C. Requested changes D. Project scope statement

17. Answer: C Sometimes Control Scope is easiest to think about if you think of it as a kind of machine that turns approved changes into updates. It sucks in the approved changes and all of the other Scope Management stuff (the Scope Statement, WBS, and WBS Dictionary), does all the stuff that it needs to do to update those things, and then spits out updates. And sometimes it spits out new requested changes because when you're making changes to the WBS or Scope Statement you realize that you need to make even more changes.

171. A Pareto chart helps focusing on...171 o ...causes which create a repeating and often seasonal pattern of problems. o ...the minority of causes, which create the majority of problems and defects. o ...special causes of process variations which should be investigated to avoid type 1 errors. o ...the standard deviation of process variation which should not be investigated.

171 Executing Answer: 2 Reference: Project Management, A Systems Approach to Planning, Scheduling and Controlling by Harold Kerzner, 12th edition, pages 714-716.

174. What is the purpose of control limits? o Identifying "rule of seven" patterns in control charts. o Increasing process quality from 3σ to 6σ. o Specifying the range of acceptable results. o Identifying whether the process is in control or not.

174 Monitoring and controlling Answer: 4 Reference: PMBOK® Guide 6th Edition, page 274.

179. In order to prepare yourself for a new project assignment that requires adaptive methods, you have developed a plan for how to tailor the project management approach using a combination of some agile principles with other, more predictive techniques. Regarding your own personal development, which aspect of the PMI talent triangle did you particularly address?179 o Strategic & Business o Leadership o Technical o None of the above

179 Executing Answer: 3 References: PMBOK® Guide 6th Edition, page 58.

18. A facilitator should... o ...be in full control of the discussion and its outcomes. o ...always take notes by herself. o ...avoid a flip chart parking lot. o ...give guidance as required without interfering.

18 Planning Answer: 4 Reference: Project Management, A Systems Approach to Planning, Scheduling and Controlling by Harold Kerzner, 12th edition, page 226.

18. You have determined your project will optimistically take 24 weeks to complete, with a most likely completion date of 36 weeks and a pessimistic completion date of 72 weeks. Based on this three point estimate what is the likely completion timeline for the project? a. 38.4 weeks b. 39.6 weeks c. 40 weeks d. 42.4 weeks

18. C - By straight PERT calculation - (O + 4*ML + P)/6. (24 + 4*36 + 72) / 6 yields 240/6 = 40

187. Which is an area where project managers should particularly collaborate and share detailed knowledge about the project with other professionals? o With C-suite managers o With colleagues from the functional organization o With colleagues from competitors o Across disciplines and company borders

187 Executing Answer: 4 References: PMBOK® Guide 6th Edition, pages 53-56.

198. For one of the risks identified in your project, propinquity has been marked as "high" in the risk register. What does this mean?198 o A stakeholder believes it is of high relevance. o The team believes it is quite likely to occur. o Management is generally reluctant to create reserves for it. o The risk is closely related to other project risks.

198 Planning Answer: 1 References: PMBOK® Guide 6th Edition, page 424.

199. A member of the project management team has come up with a 3D model of stakeholder influence and interest in your project. What could this be referred to? o Stakeholder salience model o Stakeholder register o Stakeholder cube o Stakeholder engagement assessment matrix

199 Initiating Answer: 3 References: PMBOK® Guide 6th Edition, page 513.

2. Which of the following is NOT an input to the Plan Communications process? A. Enterprise environmental factors B. Organizational process assets C. Information gathering techniques D. Project scope statement

2. Answer: C Information gathering techniques are part of Distribute Information but not part of Plan Communications.

2. Which of the following is NOT a risk response technique? A. Exploit B. Transfer C. Mitigate D. Confront

2. Answer: D Confronting is a conflict resolution technique.

20. You're managing a software project, when your customer informs you that a schedule change is necessary. Which is the BEST thing to do? A. Consult the schedule management plan B. Notify the team and the sponsor that there's going to be a schedule change C. Influence the factors that cause change D. Refuse to make the change because there's already a schedule baseline

20. Answer: A The schedule management plan tells you how changes to the schedule are to be handled. Any time there's a change, the first thing you should do is consult the plan to see how it should be handled.

20. You are managing a project with a BAC of $93,000, EV (BCWP) of $51,840, PV (BCWS) of $64,800, and AC (ACWP) of $43,200. What is the CPI? A. 1.5 B. 0.8 C. 1.2 D. $9,000

20. Answer: C You should have the hang of this by now! Plug the numbers into the formula (CPI = EV ÷ AC), and it spits ut the answer. Sometimes the question will give you more numbers than you actually need to use—just gnore them like any other red herring and only use the ones you need!

20. Which of the following is NOT an output of Direct and Manage Project Execution? A. Work performance information B. Deliverables C. Implemented change requests D. Forecasts

20. Answer: D You'll learn about forecasts in Chapter 7—they're used to help predict whether the project will come in on time and within budget. If not, preventive or corrective actions will be needed! But you don't need to know that to know they're not an output of Direct and Manage Project Execution.

21. A SIPOC diagram is a type of...? a. Checklist b. Run Chart c. SPC chart d. Flowchart

21. D - a SIPOC diagram is a type of flowchart. PMBOK Guide®, 6th edition, p. 236.

22. You are a project manager working on a project. Your sponsor wants to know who a certain work package is assigned to, what control account to bill it against, and what work is involved. What document do you refer her to? A. Scope Management Plan B. WBS C. WBS Dictionary D. Scope Statement

22. Answer: C There's only one document you've seen that shows you details of individual work packages and contains a control account, a statement of work, and a resource assignment. It's the WBS Dictionary.

23. Which of the following is NOT an input to the Develop Project Management Plan process? A. Outputs of the planning processes B. Project Charter C. Expert judgment D. Enterprise environmental factors

23. Answer: C While you may employ good judgment in developing your project management plan, Expert Judgment is not an input. It's a tool/technique used in the various processes.

24. You are in the process of contacting sellers to obtain bids and proposals. You found out that it might become a time-consuming procedure to ensure that the sellers get a clear and common understanding of the procurement process and of the needs of your project. Which technique may help you save time? o Bidder conferences o Advertising o Qualified sellers list o Four-eyes meetings

24 Executing Answer: 1 Reference: PMBOK® Guide 6th Edition, page 487.

29. Which of the following best describes a stakeholder? a. Someone who is thinking about buying your product b. A reviewer of your product in an industry trade journal c. A project team member d. The CFO in another division of your company

29. C - The team member is the stakeholder. Answer A describes a potential stakeholder. Answer B gets paid to review the product whether they use it or not (although their opinion may impact your sales!). Answer D is probably working to her own P&L, has nothing to do with your product and probably hasn't heard of it.

30. In the Influence/Impact grid, the best management technique for stakeholders who are high in influence and high in impact is to...? a. Keep satisfied b. Monitor c. Manage closely d. Keep informed

30. C - Answer A is for stakeholders who are high in influence and low in impact; B is for those stakeholders who are low in influence and low in impact; D is for stakeholders who are low in influence and high in impact. PMBOK Guide®, 6th edition, p. 396.

31. You are the project manager for the development of a new type of power plant. Your project is making fast progress, and it is getting nearer to the day of product acceptance. Which technique will be most important for product acceptance? o Inspection o Quality audit o Impact analysis o Team review

31 Monitoring and controlling Answer: 1 Reference: PMBOK® Guide 6th Edition, page 303.

34. For a project, the following earned value data have been assessed: AC: $ 4,000,000 CV: $ -500,000 SPI: 1.12 BaC: $ 9,650,000 What is the earned value of the project? 34 o $3,000,000 o $3,500,000 o $4,480,000 o $5,650,000

34 Monitoring and controlling Answer: 2 Reference: PMBOK® Guide 6th Edition, pages 267.

34. Reward power means that the project manager can issue rewards. Examples of rewards can include bonuses or comp time. PMI regards reward power as...? a. One of the worst forms of authority b. Unimportant c. One of the best forms of authority d. Subject to frequent misuse

34. C - PMI considers expert and reward power as the two best forms of project manager authority.

35. Your customer is having difficulty verbalizing the requirements for the upcoming project. The key stakeholder has stated to you "We want it to work sort of like this - I can't really describe it but I'll know it when I see it..." In this instance, what would be the most effective project lifecycle to implement? a. Sequential b. Overlapping c. Waterfall d. Iterative

35. D - the iterative lifecycle is used for projects in which the project elements may not be clearly defined or are uncertain. Per PMBOK® Guide, p. 22.

36. You recently took over the assignment for a project. The project charter has been developed. What is an appropriate next step for you? o Develop the risk register. o Develop the project milestone schedule. o Develop management plans. o Get approval for the project management plan.

36 Planning Answer: 3 Reference: PMBOK® Guide 6th Edition, page 82.

36. What costs are the most important costs that need to be considered when making a purchase decision for a product or service? a. All development costs b. The purchase price c. The life-cycle costs d. The purchase price + failure costs

36. C - Life-cycle costs are the inclusive costs that include purchase price, maintenance and support and warranty costs. This is your ultimate cost for the product or service

78. Which concept of locating team members can help them best to enhance their performance as a team?78 o Co-location o Cross-functional dispersion o Virtual e-teams o Global team dispersion

78 Executing Answer: 1 Reference: PMBOK® Guide 6th Edition, page 340.

4. One of your project team members approached you visibly upset. It appears the team member overheard a director and another project manager discussing an apparent scheme to defraud the company. What is the FIRST thing that you should do as the project manager? a. Validate and substantiate the claim b. Inform human resources of the attempted fraud c. If the breach is serious enough, inform local law enforcement. You are protected by whistleblower statutes d. Casually mention the details of the attempted fraud to the other project manager to see if it elicits a response

4. A. The PMI Code of Ethics mandatory standard states that ethics complaints may only be filed when first substantiated by fact

4. You are working on a project with a PV of $56,733 and an SPI of 1.2. What's the Earned Value of your project? A. $68,079.60 B. $47,277.50 C. $68,733 D. .72

4. Answer: A The formula for SPI is: SPI = EV ÷ PV. So you just have to fill in the numbers that you know, which gets you1.2 = EV ÷ $56,733. Now flip it around. You end up with EV = 1.2 x $56,733, which multiplies out to $68,079.60.

40. The cost baseline is developed during which process?40 o Perform integrated change control o Estimate costs o Develop schedule o Determine budget

40 Planning Answer: 4 Reference: PMBOK® Guide 6 th Edition, pages 232.

41. The risk register usually includes all of the following, except...? a. List of risks b. Events and Impacts c. List of potential risk responses d. Risk breakdown structure (RBS)

41. D - The RBS is part of the Risk Management Plan.

42. Your management is applying the 10 percent solution: It has requested that you reduce the budget for the project which you are currently initiating by 10%. What will this probably mean for your project? o If the budget is cut by 10%, then the project will have an accompanying degradation of quality by 10%. o If the project budget is an honest one, then a reduction in budget must be accompanied by a trade-off in either time or performance. o A 10% reduction in budget will be accompanied by a loss of performance much less than the target reduction in cost. o Most projects have "padded" estimates, and the budgetary reduction will force out the padding from the project.

42 Initiating Answer: 2 Reference: Project Management, A Systems Approach to Planning, Scheduling and Controlling by Harold Kerzner, 12th edition, page 575.

43. While applying procurement management processes in your project, you identified the need to gain a more objective understanding of sellers' capabilities in order to rank proposals and develop a negotiating sequence. Which technique may help avoid bias and subjective decisions best? o Bidder conference o Weighting system o Oral contract o Letter of intent

43 Executing Answer: 2 Reference: Project Management, A Systems Approach to Planning, Scheduling and Controlling by Harold Kerzner, 12th edition, page 669.

43. The purpose of a change request resulting in a recommended preventive action is to...? a. Improve SPI b. Improve project flexibility c. Increase the probability of a negative CPI d. Reduce the probability of future negative performance

43. D - Recommended preventive actions are implemented to reduce the probability of a negative future event.

44. All of the following statements about change are true except...? a. The project manager can approve or reject any or all change requests b. A change in any one Knowledge Area can impact all the other Knowledge Areas c. A delay in implementing a critical CR can negatively affect time, cost, or the feasibility of a change d. An impact assessment of a change request must be documented

44. A - The project manager can approve or reject change requests only if explicitly granted this authority by the charter, the customer, and the integrated change control system. Answers B, C, and D are true.

45. The term baseline is used in both disciplines project management and configuration management. Which statement is not true? o Baselines in system configurations are often also referred to as deltas. o In configuration management, baselines are used to control change. o Project management baselines are used for performance measurement. o In project management, baselines help assess variance and trends.

45 Monitoring and controlling Answer: 1 References: PMBOK® Guide 6 th Edition, pages 83, 117-119.

46. Project managers are frequently performing activities to control the budget, timeline, output and deliverables on a project. What does PMI mean by 'control'? a. Predictable and repeatable processes b. Meeting quality standards c. Conforming to requirements and meeting stakeholder expectations d. Comparing actual performance to planned performance and recommending corrective action

46. D - PMBOK Guide®, 6th edition, p. 430.

47. The scope baseline includes____.47 o The various management plans of the project o Schedule baseline and cost baseline o Product configuration ID and statement of work o WBS dictionary, WBS, scope statement

47 Executing Answer: 4 Reference: PMBOK® Guide 6th Edition, page 131.

48. During human resource planning you identified that your team members are not sufficiently qualified for their tasks. Which may be an appropriate solution to this problem? o Reduce level of effort o Develop a training plan o Plan quality audits o Plan quality inspections

48 Executing Answer: 2 Reference: PMBOK® Guide 6th Edition, page 319 ("training").

49. What is typical for high-context cultures?49 o Technical means for communications can focus on transfer of spoken and written language. o Communication is preferred which avoids passing over a great deal of additional information. o A message has little meaning without an understanding of the surrounding context. o To understand a message, no information on history or personal opinions is needed.

49 Executing Answer: 3 Reference: Mastering Virtual Teams: Strategies, Tools, and Techniques That Succeed by Deborah L. Duarte and Nancy Tennant Snyder, Second Edition, page 56.

7. Historical information and lessons learned are part of: A. Organizational process assets B. Enterprise environmental factors C. Project management information system (PMIS) D. Work performance information

7. Answer: A It's easy to forget that Organizational Process Assets is more than just an input. It's a real thing that's part of your company. Take a second and think about what assets are in your organization that help you with carry out each process. Get it? Good! So what is historical information, anyway? It's stuff like reports and data that you or another project manager wrote down on a previous project and stored in a file cabinet or a database. That's an asset you can use now! What are lessons learned? Those are lessons you wrote down at the end of a previous project and stuck in a file cabinet or a database. And now those lessons are another asset you can use.

55. You are running a major project with four sub-projects. Each of the sub-project managers has developed a risk management plan, identified many risks, analyzed them and planned for risk response. It is now two months later. What should you not do? o Ensure that they handle all risks to save you from project level risk control. o Make sure that the sub project managers monitor their project work for new and changing risks. o Make sure that the sub project managers keep track of the identified risks and those on the watch list. o Make sure that the sub-project managers monitor trigger conditions for contingency plans.

55 Monitoring and controlling Answer: 1 Reference: PMBOK® Guide 6th Edition, page 397.

58. You are working on a project to build a bridge. You have reached the planned half way mark. The total planned cost at this stage is five hundred dollars. The actual physical work that has been completed at this stage is worth $400. You have already spent one thousand dollars on the project. What is the Schedule Variance? a. -100 b. 100 c. -600 d. 600

58. A. SV=EV-PV. 400 minus 500 is -100.

6. You've just completed your resource histogram. What process are you in? A. Acquire Project Team B. Develop Project Team C. Develop Human Resource Plan D. Manage Project Team

6. Answer: C You create the Histogram as part of the Staffing Management Plan. It's the main output of the Develop Human Resource Plan process.

60. You are planning to use a screening system for source selection process to select a vendor for supplying food for your company? Which of these is a good example of a screening system? a. You interview all the vendors and decide based upon the interviews. b. You negotiate with all the vendors and select the one that provides the best price. c. You only consider those vendors who have revenue of ten million dollars in the last financial year. d. You select the vendor who responds first to your advertisement.

60. C. Screening system are predefined criteria that are used to short- list vendors for source selection

62. What is the meaning of the acronym CSOW? o A statement of work that is part of a contingency plan; it is commonly linked with Contingency reserves. o A statement of work that has been formally agreed upon by both parties and is therefore part of a contract. o A statement of work that is currently valid; this contrasts with the scope baseline, a formerly valid SOW. o A statement of work on project level that cumulates statements of work on cost account level

62 Executing Answer: 2 Reference: Delivering Project Excellence with the Statement of Work by Michael G. Martin, page 37.

62. You are using control charts to perform quality control. Which of these situations does not indicate that the process is out of control and an assignable cause needs to be assigned. Assume that the control limits have been set to three sigma. a. One of the point is more than the mean + (3*sigma) b. Two points together are more than mean +(2*sigma), but less than mean + (3*sigma) c. Seven points together are on one side of the mean. d. Six points together are on one side of the mean.

62. B. The others are conditions that indicate the process is out of control.62. B. The others are conditions that indicate the process is out of control.

70. Which statement describes best the purpose of the communications management plan? o The project management plan is a subsidiary document of the overall communications management plan. o The communications management plan describes rules of behavior and respect for communications in cross-cultural teams. o The communications management plan describes the information delivery needs including format and level of detail. o The communications management plan focuses on the use of communications technologies by the project management team

70 Executing Answer: 3 Reference: PMBOK® Guide 6th Edition, page 337.

66. Which of the following is an output of the Identify Risks process. a. Lessons Learned b. Checklists c. Risk Register d. SWOT Analysis

66. C. Risk Register is the only output of the Risk identification process.

Being a project manager you need to spend a significant amount of time in communications. Which of the following option contains the three basic elements of a communications mode? A- Verbal, Nonverbal and Written B- Sender, receiver, and message C- Text, drawing, and picture D- Manager, worker, and instructions

B

If John is working with his team to decide the degree to which cost estimates should be rounded up or down, then he is working to establish which of the following: A- Units of measure B- Level of Precision C- Level of accuracy D- Control Thresholds

B

The best project organization structure for a small but highly technical project will be: A- Matrix Organization B- Functional Organization C- Mixed Organization D- Projectized Organization

B

What are the three 'I's' of stakeholders? A- Interest, influence, and involvement B- Interest, influence, and impact C- Interest, influence, and importance D- Importance, inquiry, and influence

B

What is a Program? A- A very large and complex project. B -A collection of projects which have common resources. C -A collection of sub-projects having a common goal. D -A collection of subprojects having a common customer.

B

What is the Japanese method of modern quality management called, which relies on continuous small improvements involving everyone from the top management to the lowest level worker in the organization? A- Kanban B- Kaizen C- Deming Cycle D- PDCA

B

What is the SPI of a Software development Project where EV = $6,000, PV = $5,000, AC = $4,000? A- 0.73 B- 1.2 C- 0.8 D- 1

B

What will be the BAC of your project, if it has a CPI of 0.80 and an EAC of $ 1265825? A- $1,000,000.00 B- $1,012,660.00 C- $1,582,281.00 D- None of the above

B

Define Project Scope. A - It is the design of experiments that are used to complete the project work. B -It is the combination of the cost and the schedule which is required to complete the project work. C - It is the description of the required work that is necessary to complete the project. D - It is the description of the required work and resources that are needed to complete the project.

C

How will you assess a situation where six observations are within the UPPER CONTROL LIMIT and control line while the seventh observation is observed within UPPER CONTROL LIMIT and Control line? A- There are no defects. B- Project Manager should move to the next process as everything is ok. C- The process is out of control. D- The process is in control.

C

Schedule Variance is: A- This always affects the CV. B- This never affects the CV. C- A negative value means that the project will likely be delayed. D- A positive value means that the project will likely be delayed.

C

The person or group providing the resources and support for the project, program or portfolio and is also responsible for enabling success is called the: A - Project Manager B -Senior Management C -Sponsor D -Client

C

8. Sue sent a message to Jim using the company's voicemail system. When he received it, Jim called her back. Which of the following is true? A. Sue encoded the voicemail, Jim decoded it, and then encoded his feedback message. B. Sue decoded her voicemail message; Jim encoded his phone call and decoded the feedback. C. Jim sent feedback to Sue, who encoded it. D. Sue decoded her voicemail message and Jim encoded his feedback.

8. Answer: A This question is just asking if you know the definitions of encode, decode, and feedback. Encoding is making a message ready for other people to understand, while decoding it involves receiving the message and understanding it. Feedback means letting the sender know that you got the message.

80. Cost overruns on a project are usually caused by some combination of the following with the exception of? a. Inadequate budget from management b. Stakeholder disagreement c. Poor technical performance d. Scope creep

80. B - stakeholder disagreement is common on all projects and must be addressed by the skill of the project manager to facilitate an acceptable resolution for the stakeholders in conflict. It rarely, if ever, results in a cost overrun. Fleming and Koppelman, Earned Value Management, Third Edition, PMI 2005

87. You are dealing with the stakeholder that views your project as a significant negative. What will you use to help minimize negative stakeholder impact on the project? a. Stakeholder register b. Stakeholder management plan c. Risk tolerance indicator d. Stakeholder analysis

87. B - PMBOK® Guide, 6th edition p. 404

9. Risks that are caused by the response to another risk are called A. Residual risks B. Secondary risks C. Cumulative risks D. Mitigated risks

9. Answer: B A secondary risk is a risk that could happen because of your response to another risk.

9. You're on the project selection committee. You're reviewing a document that describes the strategic value of a potential project and its benefits to the company. What's this document called? A. Project Charter B. Business Case C. Benefit measurement method D. Contract

9. Answer: B This is a Business Case—it describes the benefits of doing a project and can be used to decide whether it's worth it for your company to do the work. Sometimes the benefits will be about gaining capablities, not just money.

90. The hierarchy of needs is a motivational theory developed by: Category: Group HR a. Herzberg b. McGregor c. Maslow d. McClelland

90. C - The hierarchy of needs was developed by Abraham Maslow

94. Together with your team, you applied three-point estimation on a critical path which consists of two activities. The following duration uncertainties are all calculated assuming a ±3sigma confidence interval. The duration uncertainty—defined as pessimistic minus optimistic estimate—of the first activity is 18 days; the second estimate has an uncertainty of 24 days. Applying the PERT formula for paths (beta distribution), what is the duration uncertainty of the entire path? o 21 days o 30 days o 42 days o No statement is possible from the information given.

94 Monitoring and controlling Answer: 2 References: Project Management JumpStart by Kim Heldman, page 171;Project Management: A Systems Approach to Planning, Scheduling, and Controlling by Harold Kerzner, 12th Edition,

95. You are just leaving a meeting during which you have been assigned as the manager of a project to build a sub-station that is part of a major electric power distribution system. The decision to run the project has been made before your assignment and without your involvement. Some basic decisions on deliverables, staffing, budgeting and on the completion date have already been made as well. What should you do first? o Obtain a project charter which links the project to the strategy and ongoing work of the organization and documents the initial decisions. o Create a project schedule for your project which shows all major milestones and deadlines linked with them. Then try to obtain approval for the schedule. o Start developing a detailed risk register which includes identified risks with their qualitative and quantitative assessments and a response plan. o Start the quality assurance process by developing test procedures for the final deliverable and defining metrics against which the tests will be performed.

95 Initiating Answer: 1 Reference: PMBOK® Guide 6 th Edition, page 75.

What is the role of the change control board? A- Assessing the impact of the change on Project objectives. B- Defining requirements for the customer. C- Doing performance appraisal for team members involved in implementing changes. D- Encouraging team members to raise more change requests.

A

What will be incentive amount for a contractor, who is working on a cost plus incentive fee contract? The project's target cost is $5,000 with a target fee of $800, the minimum fee is $500 & the maximum fee is $1,000. Also, the buyer-seller share ratio is 80:20 with an actual cost of $6000. A- ($200) B- $200 C- ($600) D- $600

A

Which of the following comprises the Project Life Cycle? A - Phases B - Milestones C - Estimates D - Activities

A

Which of the following statements is true regarding negative float? A- The project manager should try to remove negative float by crashing or fast-tracking. B- There cannot be any negative float in the project. C- The project manager should try to remove negative float by reducing scope. D- It is desirable to have the negative float in the project.

A

Who among the following said, "People will be interested in their safety needs only after their physiological needs have been fulfilled.": A- Maslow B- Ouchi C- McGregor D -Herzberg

A

40 Approved Change Requests are an input to: 1. Control Scope and Validate Scope. 2. Direct and Manage Project Work. 3. develop project management plan and develop project charter. 4. Develop Project Management Plan and Develop Schedule.

Answer : B Hint: PMBOK 5, Page 82, Sec 4.3.1.2 Approved Change Requests

39 What conflict resolution technique is a project manager using when he says, "I cannot deal with this issue now!" 1. Problem solving 2. Forcing 3. Withdrawal 4. Compromising

Answer : C Hint: Avoidance or procrastination to deal with an issue comes under Withdrawal.

14 The "halo effect" refers to the tendency to: 1. promote from within. 2. hire the best. 3. move people into project management because they are good in their technical fields. 4. move people into project management because they have had project management training.

Answer : C Hint: Flaw in Expert Judgment when people good in certain areas are deemed as good in all areas.

17 A team is using a fishbone diagram to help determine what quality standards will be used on the project. What part of the quality management process are they in? 1. Perform quality control 2. Perform quality assurance 3. Plan Quality Management 4. Variable analysis

Answer : C Hint: PMBOK 5 Page 235, Sec 8.1.2 Plan Quality Management

26 In which project management process group is the detailed project budget created? 1. Initiating 2. Before the project management process 3. Planning 4. Executing

Answer : C Hint: PMBOK 5 Page 61 Table 3-1 Project Management Process Group and Knowledge Area Mapping

49 A project manager has just been assigned to a project. The document that recognizes the existence of the project is called: 1. The statement of work. 2. The project assignment. 3. The project charter. 4. The product description.

Answer : C Hint: PMBOK 5 Page 66 Sec 4.1 Develop Project Charter

44 Configuration management plan is: 1. Used to ensure that the description of the project product is correct and complete. 2. The creation of the work breakdown structure. 3. The set of procedures developed to control changes. 4. A mechanism to track budget and schedule variances.

Answer : C Hint: PMBOK 5, Page 138, Sec 5.6.1.1 - Configuration management plan

33 A schedule performance index (SPI) of 0.76 means: 1. you are over budget. 2. you are ahead of schedule. 3. you are only progressing at 76 percent of the rate originally planned. 4. you are only progressing at 24 percent of the rate originally planned.

Answer : C Hint: PMBOK 5, Page 224, Table7-1 SPI definition, usage and interpretation

Question: 12 Money spent during a specific time period is known as: (a) Budgeted Cost (b) Actual Cost (c) Earned Value (d) Planned Value

Answer-12: b Explanation: Actual Cost is the amount of money that has been spent during the specific time period. Reference: The PMBOK Guide, 6th Edition, Page: 261

Question: 14 Which of the following strategies is not used for negative risks? (a) Exploit (b) Transfer (c) Avoid (d) Mitigate

Answer-14: a Explanation: Exploit is the strategy where you do everything to realize the opportunity. This type of strategy cannot be used with negative risks. Reference: The PMBOK Guide, 6th Edition, Page: 444

Question: 40 A contract cannot be a legal document until: (a) Signed by the project manager (b) Signed by the buyer (c) Signed by the seller (d) Signed by all parties

Answer-40: d Explanation: A document cannot be legally binding unless it is signed by all parties involved.

4. You're managing a project to build a new accounting system. One of the accountants in another department really likes the current system and is refusing to be trained on the new one. What is the BEST way to handle this situation? A. Refuse to work with him because he's being difficult B. Appeal to the ccountant's manager and ask to have him required to take training C. Get a special dispensation so that the accountant doesn't have to go to the training D. Work with him to understand his concerns and do what you can to help alleviate them without compromising your project

4.Answer: D When a stakeholder is negatively impacted by your project, you need to manage his expectations and help him to buy into your project.

Question: 92 Which of the following graphs shows the major of problems due to a minority of causes? (a) Scatter Diagram (b) GANTT Chart (c) Pareto Diagram (d) Bar Chart

Answer-92: c Explanation: This is a Pareto Diagram, based on the principle "that 80% of problems are due to 20% of causes". This law is also known as the 80-20 principle.

Question: 94 Your project is delayed by 45 days and the client has threatened that he will impose a heavy penalty if you do not complete the project on time. Therefore, to bring the project back on schedule you hire some equipment and bring more team members to work with you. This is an example of: (a) Resource Leveling (b) Resource Optimization (c) Crashing (d) Fast Tracking

Answer-94: c Explanation: Here, you have brought some extra resources to bring the project on track, so this is an example of Crashing. Reference: The PMBOK Guide 6th Edition, Page: 215

Question: 98 Who should be involved in identifying the project risks? (a) Project team members (b) Sponsors and upper management (c) All relevant project stakeholders (d) Project manager and top management

Answer-98: c Explanation: For the risk identification purpose, all project stakeholders should be involved in the identifying risk process. Reference: The PMBOK Guide 6th Edition, Page: 411

Question: 99 There is a risk which has a 7% chance of happening, and if it occurs it will cost you 2,500 USD. What is the EMV of this event? (a) -175 USD (b) 2,325 USD (c) 2,675 USD (d) 175 USD

Answer-99: a Explanation: EMV = Impact * Probability = (-2,500)*.07 = -175

Question: 9 Code of Ethics and Professional Conduct applies to: (a) PMI members (b) PMP holders (c) PMI volunteer (d) All of the above

Answer-9: d Reference: PMI Code of Ethics and Professional Conduct, Point: 1.2, Page No: 1

4. You're a project manager for a construction project. You've just finished creating a list of all of the people who will be directly affected by the project. What process group are you in? A. Initiating B. Planning C. Executing D. Monitoring & Controlling

Answer: A People who will be directly affected by the project are stakeholders, and when you're creating a list of them you're performing the Identify Stakeholders process. That's one of the two processes in the Initiating process group.

54. You are in the process of Source Selection for a contract for your project. You are planning to use weighing process for source selection. There are four vendors being considered. There are two deciding factors price (weightage 40), quality (weightage 60). The scores of four vendors that your team has computed are displayed in the table below. Which vendor among these four should be chosen? Vendor scores Vendor 1 Vendor 2 Vendor 3 Vendor 4 Price 8 10 12 11 Quality 12 10 8 11 a. Vendor 1 b. Vendor 2 c. Vendor 3 d. Vendor 4

54. D. We need to compute the following for all the vendors - (0.4*Price + 0.6*Quality). The scores come out to be vendor 1 - 10.4, vendor 2 - 10, vendor 3 - 9.6, and vendor 4's 11. Since vendor 4 has the highest score, it should get selected.

55. Which of the following indicate that the project is doing well? Select the best option. a. A negative Cost Variance b. An SPI of less than one c. A negative Schedule Variance d. A CPI of greater than one.

55. D. A CPI of greater than one indicates you are taking less money than planed to do the project.

56. What is true for statistical sampling? o Statistical sampling can be used to verify for each individual item in a lot, whether it can be accepted or must be rejected. o Attribute sampling means collection of quantitative data showing the level of conformity for each item of a sample. o Variables sampling includes collection of quantitative data on the degree of conformity for each item of a sample. o Statistical sampling is commonly used in quality assurance to examine if items of a lot conform to quality standards.

56 Executing Answer: 3 Reference: PMBOK® Guide 6th Edition, page 303.

56. You are performing Earned Value Reporting for your project. The project's CPI is 0.9 and the budget at completion is one thousand dollars. What is the estimated cost at completion? a. Nine hundred dollars b. One thousand one hundred and eleven dollars c. One thousand dollars d. One thousand and one hundred dollars

56. B. EAC = (BAC/CPI).

57. Geert Hofstede's cultural dimension of individualism refers to... 57 o ...the degree of dependence relationships between individuals. o ...the significance of the person versus that of the group. o ...the identification with the gender role of an individual. o ...the tolerance for ambiguity or uncertainty in the workplace.

57 Executing Answer: 2 Reference: The Human Aspects of Project Management: Managing the Project Team by Vijay K. Verma, Volume Three,

83. Project Communications Management involves the appropriate generation, election, dissemination, storage, and occasional disposition of project information. The overall focus of project communication is to...? a. Ensuring that project stakeholders have been given an opportunity for input b. Ensuring project stakeholder expectations are met c. Deliver the requested information to the correct person or group of people at the correct time d. Deliver the requested information to senior management when needed

83. C - Answer C is most correct. All the answers are somewhat correct, but all can be subsumed within answer C: get the required information to the right person when it is needed or requested. PMBOK Guide®, 6th edition, p. 287.

84. What is least important when it comes to archiving project records? 84 o A well-designed records management system o Integration of the archive with business software o Updated records reflecting final results o Easy availability of information for future use

84 Closing Answer: 2 References: PMBOK® Guide 6 th Edition, page 104.

88. The wages of hourly workers on a time and materials project is considered a/an_________________ cost. a. Direct/variable b. Direct/fixed c. Indirect/variable d. Indirect/fixed

88. A - It is a direct cost because it is attributable to your project. It is also a variable cost because the hourly workers could put in 30, 40, or 50 hours a week.

94. Since you had indicated that unavailability of resources was a risk on your project, you had a contingency strategy in place that allowed for a temporary staff augmentation. Management signed off on this approach. This risk was realized and you implemented the contingency plan, however the new staff may take longer to get up to speed in the environment than originally thought. What does this new situation describe? a. Residual risk b. Risk trigger c. Secondary risk d. Passive risk response

94. C - This is a classic example of a secondary risk: A new risk that is identified as a direct outcome of implementing a risk response.

The BEST way of making an accurate forecasting of ETC is: A- Manual Forecasting of the cost of remaining work B- BAC - AC C- EAC - AC D- (BAC EV) / CPI

A

The activity relationship between the start of cleaning and the start of digging is represented by which of the following? A- Start-to-Start B- Start-to-Finish C- Finish-to-Finish D- Finish-to-Start

A

What is the acceptable range used for determining the realistic activity cost estimates? A- Level of Accuracy B- Units of Measure C- Level of Precision D- Cost Management Plan

A

Which of the following cannot be the part of Group creativity techniques: A - Vendor Bid Analysis B - Brainstorming C - Affinity Diagram D - Nominal Group Technique

A

8. A project coordinator is having trouble securing programmers for her project. Every time she asks her boss to give a resource to the project he says that they are too busy to help out with her project. Which type of organization is she working in? A. Functional B. Weak Matrix C. Strong Matrix D. Projectized

Answer: A Since the project manager has to ask permission from the functional manager and can't overrule him, she's working in a functional organization.

5. Which process group contains the Develop Project Charter process and the Identify Stakeholders process? A. Initiating B. Executing C. Monitoring and Controlling D. Closing

Answer: A The first things that are created on a project are the charter (which you create in the Develop Project Charter process) and the Stakeholder Register (which you create in the Identify Stakeholders process). You do those things when you're initiating the project.

19 A buyer extends a formal invitation containing a scope of work. The invitation seeks a response describing the methodology and results that will be provided to the buyer. This is called: 1. Invitation to bid. 2. Request for information. 3. Request for proposal. 4. Request for bid.

Answer: C Hint: PMBOK 5 Page 558 Request for proposal definition

34 Contract closure is different from administrative closure in that contract closure: 1. occurs before administrative closure. 2. is the only one to involve the customer. 3. includes the return ofproperty. 4. may be done more than once for each contract.

Answer : A Hint: PMBOK 5, Page 100, Sec 4.6 Close Project or Phase

42 To control the schedule, a project manager is reanalyzing the project to predict project duration. She does this by analyzing the sequence of activities with the least amount of scheduling flexibility. What technique is she using? 1. Critical path method 2. Flowchart 3. Precedence diagramming 4. Work breakdown structure

Answer : A Hint: PMBOK 5, Page 536, Definition of Critical Path Method (CPM)

50 The WBS for the project represents: 1. All the tangible items that must be delivered to the client. 2. All the work that must be completed for the project. 3. The work that must be performed by the project team. 4. All the activities of the project.

Answer : B

28 Breaking the major deliverables into smaller, more manageable components to provide better control is called: 1. Scope planning. 2. Decomposition. 3. Scope base lining. 4. Bill of Materials (BOM).

Answer : B Hint: PMBOK 5, Page 128, Sec 5.4.2.1 Decomposition

47 All of the following are examples of the cost of nonconformance EXCEPT? 1. Rework 2. Quality training 3. Scrap 4. Warranty costs

Answer : B Hint: PMBOK 5, Page 235

37 A temporary endeavor undertaken to create a new product or service is called a: 1. New product development. 2. Project. 3. Program. 4. Enterprise.

Answer : B Hint: PMBOK 5, Page 553, Definition of Project

45 A rough order of magnitude estimate is made during which project management process group? 1. Project planning 2. Project closing 3. Project executing 4. Project initiating

Answer : D Hint: PMBOK 5, Page 201, Sec 7.2 Estimate Costs

21 Purchasing insurance is considered an example of risk: 1. mitigation. 2. transfer. 3. acceptance. 4. avoidance.

Answer B Hint: PMBOK 5 Page 344 Sec 11.5.2.1 Strategies for Negative Risks

Question: 21 You have six team members working under you. How many lines of communication will you have in your communication plan? (a) 16 (b) 15 (c) 21 (d) 30

Answer-21: c Explanation: Communication lines = N*(N-1)/2 Where, N is the total number of member. Here N = 7 (six team members plus you) Hence, Communication lines = 7*(7-1)/2 =21

Question: 51 When should you update lessons learned? (a) At the beginning of the project (b) At the middle of the project (c) Throughout the project (d) At the end of the project

Answer-51: c You should update the lessons learned document throughout the project. If you do not, many important lessons might be missed, or may be documented incorrectly in later stages.

Question: 89 In a balanced matrix organization, who has authority over the budget? (a) Project Manager (b) Functional Manager (c) Both (d) None of the Above

Answer-89: c Explanation: In a balanced matrix organization structure, both managers have equal authority over the budget. Reference: The PMBOK Guide 6th Edition, Page: 47

Question: 8 A person who is directly or indirectly involved with your project, or affected by your project or its outcome, is known as: (a) Customer (b) Manager (c) Team Member (d) Stakeholder

Answer-8: d Explanation: This is the definition of the stakeholders.

Being the project manager of the ABC Project, you have allowed subsequent project phase to begin even before the predecessor phase completes. Which of the following relates to this scenario? A -Crashing B -Fast-tracking C -Risk management D -Tandem scheduling

B

Being the project manager on a STP project, you decide to respond to an identified risk by contracting out work. Which of the following will lead to the minimum risk of the buyer? A- CPFF (Cost Plus Fixed Fee) B- FFP (Firm Fixed Price) C- CPPC (Cost Plus Percentage of Cost) D- T&M (Time & Material)

B

How will a Pareto Chart help in a project with a lot of identified action items? A- Understand the trend of deviations B- Prioritization C- Complete all activities on time D- Identify root causes

B

Being a Project Manager, how will you deal with a stakeholder who has high power and high interest? A- Keep Satisfied B- Keep Informed C- Manage Closely D- Monitor

C

WBS is an excellent and most effective tool that is used for tracking of: A- Project Resources B- Project Schedule C- Project Scope D- Project Risks

C

Which of the following a resource histogram shows but a responsibility assignment matrix does not? A- Activities B- Interrelationship C- Time D- Activities assigned to

C

Which of the following can be used for Trend Analysis? A- Control Charts B- Cause and Effect Diagram C- Run Chart D- Pareto Chart

C

Which of the following is the objective of conducting Bidder Conferences? A- To make sure that all questions from potential sellers are answered privately. B- To make sure that potential sellers are treated as per the type of questions asked. C- To make sure that all potential sellers are treated equally and have access to the same information. D- To ensure that all parties get answers to their questions.

C

Which of the following represents a set of conditions that should be satisfied before deliverables are accepted? A- Deliverables List B- Test Plan C- Acceptance Criteria D- Punch List

C

Which one of the following describes the difference between a Standard and a Deviation accurately? A- Standards are optional but regulations are not. B- Standards are mandatory but regulations are not. C- Regulations are mandatory but standards may be seen as guidelines. D- Regulations and Standards are essentially the same.

C

Being a project manager is you need to manage a project where there will be a number of persons working together. If you want to enhance the ability of the team to work together and perform as a team which one of the following things you need to do to maximize the ability of the team? A- Work breakdown structure B- Staffing Plan C- Cohabitation D- Colocation

D

For which process the stakeholder’s engagement assessment matrix is prepared as a part? A- Identify Stakeholders B- Manage Stakeholder Engagement C- Control Stakeholder Engagement D- Plan Stakeholder management

D

While estimating the cost of work in a very new technology, being a project manager which of the following will concern you the most? A- Lack of Quality Policy B- Lack of Communications management plan C- Internet connection not reliable D- Lack of Historical Information

D

11. What is the "halo effect"? A. When a project manager is good, the team is good, too B. The tendency to promote people who are good at technical jobs into managerial positions C. When a project manager picks a star on the team and always rewards that person D. When a technical person does such a good job that no one can find fault with them

11. Answer: B Just because someone is good at a technical job, it doesn't mean they will be good at management. The jobs require very different skills.

17. Tom is using an organization chart to figure out how he'll staff his project. What process is he performing? A. Develop Human Resource Plan B. Acquire Project Team C. Develop Project Team D. Manage Project Team

17. Answer: A Tom's project is at the very beginning—he's using the organization chart as a tool to figure out who's going to be assigned to his team.

2. Everybody does what Tom says because he and president of the company are golfing buddies. What kind of power does he hold over the team? A. Legitimate B. Reward C. Punishment D. Referent

2. Answer: D The power is here is referent. People are reacting to Tom's relationship to the president of the company, not his own authority.

2. On your current project, EV = $45,000, AC = $50,000, PV = $40,000. What is the schedule variance as a percentage of the work accomplished at this point in time? a. -90% b. +90.5% c. -85% d. +88.8%

2. D - the formula for schedule variance is SV = EV - PV. Therefore the schedule variance as a percentage of the work accomplished is PV/EV or +88.8%

1. You are creating your Cost Performance Baseline. What process are you in? A. Determine Budget B. Control Costs C. Estimate Costs D. Cost Baselining

1. Answer: A This is really a question about the order of the processes. Determine Budget and Control Costs both use the Cost Performance Baseline, so it has to be created before you get to them. Cost Baselining isn't a process at all, so you should exclude that from the choices right away. The main output of Determine Budget is the Cost Performance Baseline and supporting detail, so that's the right choice here.

A road project was planned to be completed in 8 months. Calculate the SV when the earned value information at the end of six months is given as: BAC = $8000 , AC = $12000, % complete = 100%. A- $4,000 B- $2,000 C- $8,000 D- $6,000

B

8. You've taken over as a project manager on a highway construction project, and the execution is already underway. Your sponsor tells you that moving forward, all asphalt should be laid down with a 12" thickness. The scope statement and the WBS call for 9" thick asphalt. What is the BEST course of action? A. Look for a cheaper supplier so the cost impact is minimized B. Tell the sponsor that the work is already underway, so you can't accommodate his request C. Refuse to alter the plans until the change control system has been used D. Tell the team to accommodate the request immediately

. Answer: C One thing to remember about change control is that if you want to make the sponsor and stakeholders happy with the project in the end, sometimes you have to tell them "no" right now. When you're doing Control Scope, the most important tool you use is the change control system. It tells you how to take an approved change and put it in place on a project, and there's no other way that you should ever make a change to any part of the baseline. That means that once everyone has approved the scope statement and WBS, if you want to make any change to them, then you need to get that change approved and put it through the change control system.

10. You are managing a project laying underwater fiber optic cable. The total cost of the project is $52/ meter to lay 4 km of cable across a lake. It's scheduled to take 8 weeks to complete, with an equal amount of cable laid in each week. It's currently week 5, and your team has laid 1,800 meters of cable so far. What is the SPI of your project? A. 1.16 B. 1.08 C. .92 D. .72

10. Answer: D Some of these calculation questions can get a little complicated—but that doesn't mean they're difficult! Just relax—you can do them! The formula you need to use is: SPI = EV ÷ PV. But what do you use for EV and PV? If you look at the question again, you'll find everything you need to calculate them. First, figure out Earned Value: EV = BAC x Actual % Complete. But wait! You weren't given these in the question! OK, no problem—you just need to think your way through it. The project will cost $52/meter to lay 4 km (or 4,000 meters) of cable, which means the total cost of the project will be $52 x 4,000 = $208,000. And you can figure out Actual % Complete too! You've laid 1,800 meters so far out of the 4,000 meters you'll lay in total... so that's 1,800 ÷ 4,000 = 45% complete. All right! Now you know your earned value: EV = $208,000 x 45% = $93,600. So what's next? You've got half of what you need for SPI—now you have to figure out PV. The formula for it is: PV = BAC x Scheduled % Complete. So how much of the project were you supposed to complete by now? You're 5 weeks into an 8 week project, so 5 ÷ 8 = 62.5%. Your PV is $208,000 x 62.5% = $130,000. Now you've got everything you need to calculate SPI! EV ÷ PV = $93,600 ÷ $130,000 = .72

10. Which of the following contracts has the MOST risk for the buyer? A. FP B. CPAF C. CPIF D. T&M

10. Answer: D The Time & Materials (T&M) contract is the riskiest one for the buyer, because if the project costs are much higher than the original estimates, the buyer has to swallow them, while the seller keeps getting paid for the time worked.

108. Your project exceeded costs in the past caused by an underestimation of resource costs in the cost baseline: PV: $1,200,000, EV: $1,000,000, AC: $1,200,000 You expect the underestimation to influence the future as much as it did in the past. If the value of the remaining work (BAC - EV) is at $1,000,000, what should be your new EAC (estimate at completion)?108 o $1,800,000 o $2,000,000 o $2,200,000 o $2,400,000

108 Monitoring and controlling Answer: 4 Reference: PMBOK® Guide 6th Edition, page 267 ("EAC - If both the CPI and SPI influence the remaining work, use:").

110. You finished your project for a customer to implement a business software solution. All deliverables have been handed over and are already in use by the company. There is a minor last payment to be made by the customer on contract closure. You believe that it is now getting time to finally close the contract with the customer and then administratively close down the project. You approached the customer this morning and found that they are reluctant to finally close the contract. But you do not exactly understand why. What should you not do? o Update all documents related to the project and the product so that they reflect the final specifications and the status of both the project and the product. Organize them in a fashion for easy access. o Focus on your next project and leave the customer the time to get familiar with the software. They will come back to you anyway after some weeks to terminate the contract and make the last payment. o Based on the contract and all documents which are relevant for the formal relationship with the customer, write a close-out report describing what was contractually required and what was obtained. o Make sure that there are no active purchase orders against the contract or any other pending obligations, requests or claims from either party which need to be resolved. Then insist on formal contract closure.

110 Closing Answer: 2 Reference: PMBOK® Guide 6th Edition, pages 127-128.

111. At the end of an internal project, you find several key stakeholders including the sponsor reluctant to finally accept all deliverables and then close the project. that should not be your next step in this situation? o Identify any open issues and get them solved. Then be firm on formal closure. o Formally close the project. Stakeholders will find a way by themselves to sort things out. o Identify and openly discuss personal rationales underlying the reluctance. o Invite earnest feedback from all sides and try to identify misunderstandings.

111 Closing Answer: 2 Reference: PMBOK® Guide 6th Edition, page 121.

12. A project manager on an industrial design project finds that the sponsor wants to make a change to the scope after it has been added to the baseline, and needs to know the procedure for managing changes. What is the BEST place to look for this information? A. WBS B. Scope management plan C. Change request form template D. Business Case

12. Answer: B This is another question that is testing you on the definition of a specific document, in this case the Scope Management Plan, which is one of the subsidiary plans of the Project Management Plan. Think about what you use a Scope Management Plan for. It gives you specific procedures for defining the scope, breaking down the work, verifying the deliverables, and managing scope changes—which is what this question is asking. All of the other answers don't have anything to do with managing changes.

12. If AC (ACWP) is greater than your EV (BCWP), what does this mean? A. The project is under budget B. The project is over budget C. The project is ahead of schedule D. The project is behind schedule

12. Answer: B What formula do you know that has AC and EV? Right, the CPI formula does! Take a look at it: CPI = EV ÷ AC. So what happens if AC is bigger than EV? Make up two numbers and plug them in! You get CPI that's below 1, and you know what that means... it means that you've blown your budget!

131. You are the manager of a project for a company that is known to make heavy use of extrinsic motivators in order to boost morale and team performance. What does that mean? The motivators used... o ...are tailored to the needs of individual team members. o ...are incentives such as rewards, gifts, or money. o ...are derived from within individual team members. o ...include the improvement of hygiene factors of the work environment.

131 Executing Answer: 2 Reference: Project Management JumpStart by Kim Heldman, page 222.

132. You are currently finishing a project under contract to develop and build some machining equipment for a customer. Your organization took over the obligation to solve certain problems if they come up during a contractual warranty period of one year after start of production. What do you not have to consider during the warranty period? o Parts which were marked as-is must be held available for free replacement in case of failure. o Incoming problems reported to the team must be handled immediately and with high priority. o Some team members must be held available during the warranty period in case that they have to solve problems. o At the end of the warranty period, the responsibility for the equipment will be turned over to the customer

132 Closing Answer: 1 Reference: Project Management JumpStart by Kim Heldman, page 268.

14. What's the correct order of the Time Management planning processes? A. Sequence Activities, Define Activities, Estimate Activity Resources, Estimate Activity Durations, Develop Schedule B. Define Activities, Sequence Activities, Develop Schedule, Estimate Activity Resources, Estimate Activity Durations C. Define Activities, Sequence Activities, Estimate Activity Resources, Estimate Activity Durations, Develop Schedule D. Develop Schedule, Define Activities, Sequence Activities, Estimate Activity Resources, Estimate Activity Durations

14. Answer: C It's not hard to remember the order in which the Time Management processes are performed. If you use a little common sense, you can reason your way through a question like this. You need to define your activities before you can sequence them, you need to know who's going to be doing an activity before you can estimate how long it's going to take, and you need to do all of that before you can build a schedule!

148. You gathered a lot of knowledge on project management in your business life. What is an appropriate use for that? 148 o Share your knowledge with the professional community in form of books, articles, lectures, seminars etc. o It is your knowledge, and it has a high market value. You may consider it your intellectual property, which you keep secret. o There are better project managers somewhere in this world. They should help developing the professional community. o Your job is managing projects for your customers. You should not worry about other project managers.

148 Executing Answer: 1 Reference: PMP Handbook, pages 27-29, chapter: Professional Development Units

15. Which of the following is an example of noise? A. An email that's sent to the wrong person B. A project manager who doesn't notice an important clause in a contract C. Garbled text and smudges that make a fax of a photocopy hard to read D. When the team is not paying attention during a status meeting

15. Answer: C There are plenty of ways that communication can go wrong. When you send email to the wrong person, your communication had trouble—but that's not noise. Noise is the specific thing that interferes with the communication. In this case, the garbled text is a great example of noise.

15. According to PMI, the PMO is not responsible for...? a. Centralized and coordinated management of projects b. Providing accurate reporting of project metrics c. Helping to align projects with the strategic goals of the organization d. Administrative support, project methodologies, and policies

15. B - Answer B describes one of the responsibilities of the project manager, not the project management office.

155. Which is typically not specified in a document referred to as activity attributes? o The person executing the work in a schedule activity o Schedule activity identifiers, codes and descriptions o Schedule activity predecessors and successors o The cost baseline assigned to the schedule activity

155 Planning Answer: 4 Reference: PMBOK® Guide 6th Edition, page 186.

157. Which is not a type of project review meeting?157 o Team review meetings o Project status meetings o Executive management review meetings o Customer review meetings

157 Executing Answer: 2 Reference: Project Management, A Systems Approach to Planning, Scheduling and Controlling by Harold Kerzner, 12th edition, page 212.

159. You are project manager for a strategic project with a multi-million dollars value assigned by a company that is listed at a US stock exchange. Recent Earned Value Analysis after app. 25% completion told you that your project has a CPI of 0.76. What should you do right now?159 o The variance is a signal of a sound project which is well under budget. There is no need for action. o A project that much under budget may be a problem for negotiating future budgets. Try to spend money somewhere else. o You should immediately inform your management, which should then assess whether this CPI constitutes a material financial issue. o It is still early in the project and data are yet inaccurate. Wait a while and allow numbers from the project to stabilize.

159 Monitoring and controlling Answer: 3 Reference: Earned Value Project Management by Quentin W. Fleming and Joel M. Koppelman, Fourth Edition, page 152.

167. Processes of configuration management commonly include all of the following except:167 o Configuration identification o Configuration status accounting o Configuration chartering o Configuration audit

167 Monitoring and controlling Answer: 3 References: PMBOK® Guide 6th Edition, pages 118-119; Practice Standard for Project Configuration Management

168. A project manager tracks the work of team members using a network logic diagram. Which effect will the presence of an actual finish date have on the calculation of float for the finished activity?168 o Finished activities have only float left when they have been completed on schedule. o Calculating free float and total float is generally not reasonable for finished activities. o When an activity has been finished, total float gets often converted to become free float. o When an activity has been finished, float gets often converted to become slack.

168 Executing Answer: 2 References: PMBOK® Guide 6th Edition, pages 210-211.

169. Your project work has generally been finished and you want to commence a solid closing process for the project. What must have been attained to begin this process? 169 o The deliverables of the project must have been accepted. o The organizational process assets must have been updated. o The final product, service or result transition must have been finished. o Lessons learned must have been organized into a data base.

169 Closing Answer: 1 Reference: PMBOK® Guide 6th Edition, page 121.

180. The organization for which you are currently managing an IT infrastructure project has informed you that they have hired an agile coach who is now available to help with several projects, including yours. In a meeting to get to know each other, the coach suggests to introduce regular project retrospectives You are thinking about what the person might be referring to. What would be the best answer? o Meetings for the project team to look back into the recent past in order to identify lessons learned so far, and possible improvements o Meetings with the project sponsor to look into the long-term project future in order to identify possible necessary resource allocations o Meetings with the key stakeholders to look at the latest deliverables in order to evaluate their validity and usefulness, as well as identify possible rework. o Meetings with power users of the software from within the company in order to define possible new development tasks.

180 Monitoring and controlling Answer: 1 References: PMBOK® Guide 6th Edition, page 224.

188. Which of the following is usually recognized as a form of power for a project manager? o Legal power o Budgetary power o Reward-oriented power o Culture-oriented power

188 Executing Answer: 3 References: PMBOK® Guide 6th Edition, page 63.

189. A project manager hears about an issue and decides to ask the project team about more details as to how and when this happened. Is this more of a team management or more of a team leadership approach in this moment? o More of a team management approach o More of a team leadership approach o Both o Neither

189 Executing Answer: 1 References: PMBOK® Guide 6th Edition, page 64.

197. Which is a category framework that is suitable for prompt lists? o SCOPE o VUCA o FRESH o SOFTEN

197 Planning Answer: 2 References: PMBOK® Guide 6th Edition, page 416.

2. What is the purpose of a project charter? o To formally authorize a project or a phase and document initial requirements which satisfy the stakeholder's needs and expectations. o To document how the project will be planned, executed, monitored/controlled, and closed. o To link the project, which is going to be planned, executed, and monitored/controlled to the ongoing work of the organization. o To describe the process of performing the work defined in the project management plan in order to achieve the project's objectives.

2 Initiating Answer: 1 Reference: PMBOK® Guide 6 th Edition, page 75.

20. Your client comes to you with a serious problem in one of the deliverables that will cause the final product to be unacceptable. Your team members look at his complaint and feel that it's not justifiable, and that the product really does meet its requirements. What's the first thing that you do? A. Confront the situation by making the change that needs to be made in order to satisfy the client B. Explain to the client that the solution really is acceptable C. Work with the client and team members to fully understand the problem before making a decision D. Write up a change request and send it to the change control board

20. Answer: C Any time there's any sort of conflict, the first thing you need to do is gather all the information. And that's especially true when there's a disagreement between the client and the team! You'd better have your facts straight in such a charged situation.

20. Which of the following BEST describes risk audits? A. The project manager reviews each risk on the risk register with the team B. A senior manager audits your work and decides whether you're doing a good job C. An external auditor reviews the risk response strategies for each risk D. An external auditor reviews the project work to make sure the team isn't introducing new risk

20. Answer: C It's a good idea to bring in someone from outside of your project to review your risks. The auditor can make sure that each risk response is appropriate and really addresses the root causes of each risk.

21. What should managers consider before conducting a performance evaluation interview with a project team member? o Which management fallacies can most easily be delegated to the worker? o How can discussion of the manager's leadership style be avoided? o Has the employee been provided with sufficient instructions and work tools? o How can dispute related to unsatisfactory performance be avoided?

21 Monitoring and controlling Answer: 3 References: PMBOK® Guide 6th Edition, pages 142, 310;

22. Which statement describes best handling of assumptions during the initiating processes? o It is the responsibility of the sales person in charge to identify all risks related to a customer project. o Managing and organizing assumptions means avoiding risks right from the start of the project. o Organizational, environmental and external assumptions should be addressed by the project charter. o Risks are a sign of uncertainty. Avoiding all uncertainties means that a project should have no risks at all.

22 Initiating Answer: 3 Reference: PMBOK® Guide 6 th Edition, page 81.

22. Which is NOT true about the project charter: A. The project manager must be consulted before the charter is finalized B. The charter is issued by the project sponsor C. The project manager's authority to manage the project is granted by the charter D. The charter gives a summary milestone schedule

22. Answer: A The project manager may be consulted when the project charter is created, but that's not always the case. It's possible that the project manager for a project is not even known when the charter is created!

23. If you add two more people to a team of five people, how many additional lines of communication will be created? a. 15 b. 10 c. 11 d. 4

23. C - By straight calculation: [N x (N - 1)]/2 For five people, the number of communication links would be: [5 x (5 - 1)]/2 = 20/2 = 10. For seven people, the number of communication links would be: [7 x (7 - 1)]/2 = 42/2 = 21. 21 - 10 yields 11 additional lines of communication.

24. You are the project manager on a network engineering project. Two weeks ago, your team began executing the project. The work has been going well, and you are now a day ahead of schedule. Two stakeholders just approached you to tell you that they have an important change that needs to be made. That change will put you behind schedule. What do you do? A. Implement the change because you're ahead of schedule B. Refuse to make the change because the stakeholders did not take it to the change control board C. Refuse to make the change until the stakeholders document it in a change request D. Make sure the stakeholders know that you're open to change, and tell them to talk to the project sponsor

24. Answer: C The first step in handling any change is to document it. That's why Change Requests are an input to Perform Integrated Change Control: the change control process cannot begin until the change is written down!

24. You're managing a construction project. You've decomposed work packages into activities, and your client needs a duration estimate for each activity that you came up with. Which of the following BEST describes what you are doing? A. Evaluating each activity to figure out how much effort it will take B. Estimating the number of person-hours that will be required for each activity C. Understanding, in calendar time, how long each activity will take D. Estimating how many people it will take to perform each activity

24. Answer: C This question was really about the definition of "duration," and the key to answering it is to understand how duration is different from effort. The correct answer talks about "calendar time," which is what a duration is: it's a measurement (or estimate) of how long the activity will take in real life, taking into account the number of people who will be doing the work, the availability of the people and other resources, everyone's vacation time, time taken away from the schedule because people are pulled off of the activity to work on higher priority activities, and other real-world factors. That's different from effort (which is often measured in person-hours), and it's different from resource estimating (which involves estimating how many people and what other resources will be used for the activity).

25. As a project manager, when should you especially consider cultural differences? o When you break down scope to create a work breakdown structure (WBS). o When you assign a human resources to do the work in a schedule activity. o When you develop acceptance criteria for work results to be achieved by the team members. o When you decide upon recognition and awards during team development.

25 Executing Answer: 4 Reference: PMBOK® Guide 6th Edition, page 341.

25. Which of the following is NOT an output of Perform Integrated Change Control? A. Approved change requests B. Rejected change requests C. Validated defect repair D. Recommended change requests

25. Answer: D If you're having trouble remembering what the inputs and outputs are for Monitor and Control Execution and Perform Integrated Change Control, one way to think about it is that change control is all about deciding whether or not to do something. Monitor and Control Execution is where you spot the problems—that's why all of the RECOMMENDED actions and changes are outputs of it, and inputs into Perform Integrated Change Control.

25. An approved change request just increased the scope of your project. This could result in all of the following except? a. A change to the scope baseline b. A change to a new project manager c. A change to the cost baseline d. A change to the schedule baseline

25. B - A change in scope can impact any of the triple constraints. The potential loss of the PM might be a risk but not a CR.

26. A project manager at a cable and networking company is gathering requirements for a project to build a new version of their telecommunications equipment. Which of the following is NOT something that she will use? A. Specific descriptions of work packages that will be developed B. One-on-one interviews with the senior executives who need the new equipment for their teams C. An early working model of the telecommunications equipment to help get feedback from stakeholders D. Notes that she took while being "embedded" with the team that will eventually use the equipment being Developed

26. Answer: A The question asked about the tools and techniques for Collect Requirements, and answer A is the only answer that has to do with the Create WBS process. The rest of the answers were descriptions of Collect Requirements tools and techniques: Interviews (answer B), Prototypes (answer C), and Observations (answer D).

28. A finish to finish relationship is defined as which of the following? a. Both activities have to finish at the same time b. The predecessor has to finish before the successor can finish c. Both activities are on the critical path d. The predecessor has a defined lead while the successor has a defined lag

28. B - This is the definition of a finish to finish relationship: I must complete activity 'a' before I complete Activity 'b'

29. Projects frequently do not meet customer expectations for which of the following reasons? 29 o Poor risk management by the contractor running the project o Poor technical ability of the contractor running the project for the customer o Technical inability and poor risk management by the contractor o Unclear scope definition by the customer for whom the project is performed

29 Initiating Answer: 3 Reference: Project Management, A Systems Approach to Planning, Scheduling and Controlling by Harold Kerzner, 12th edition, page 593.

3. The concept of (the) _________ states that changes related to one requirement—scope, time, or cost—will at least influence one other element. o Three-point estimation o Triple constraint o Three wise men o Three needs theory

3 Executing Answer: 2 Reference: The Triple Constraints in Project Management by Michael S. Dobson.

3. What's the most effective approach to conflict resolution? A. Smoothing B. Confronting C. Compromise D. Withdrawal

3. Answer: B Confronting does sound like it would be negative, but it just means solving the problem. If you actually solve the problem, there's no more reason for people to fight at all. That's always the best way to deal with a conflict. Any of the other options could lead to more problems later.

3. Which of the following is NOT an example of Cost of Quality? A. Having team members spend extra time reviewing requirements with the stakeholders B. Paying extra programmers to help meet a deadline C. Hiring extra inspectors to look for defects D. Sending a crew to repair a defective product that was delivered to the client

3. Answer: B Cost of Quality is the time and money that you spend to prevent, find, or repair defects.

3. You work for a seller that is bidding on a contract. Which type of contract has the MOST risk for your company? A. CPIF B. T&M C. FP D. CPAF

3. Answer: C A fixed price contract is the riskiest sort of contract for the seller. That's because there's one price for the whole contract, no matter what happens. So if it turns out that there's a lot more work than expected, or the price of parts or materials goes up, then the seller has to eat the costs.

3. You are managing a project for a company that has previously done three projects that were similar to it. You consult with the cost performance baselines, lessons learned, and project managers from those projects, and use that information to come up with your cost estimate. What technique are you using? A. Parametric Estimating B. Net Present Value C. Rough Order of Magnitude Estimation D. Analogous Estimating

3. Answer: D When you're using the past performance of previous projects to help come up with an estimate, that's called Analogous Estimation. This is the second time you saw this particular technique—it was also in the Time Management chapter. So there's a good chance that you'll get an exam question on it.

32. What are the cost types in modern quality management? o Costs of good quality - costs of bad quality o Planning costs - assurance costs - control costs o Planning costs - doing costs - checking costs - acting costs o Prevention costs - appraisal costs - failure costs

32 Monitoring and controlling Answer: 4 Reference: PMBOK® Guide 6th Edition, page 283 (figure 8-5).

48. You are the Project Manager of ABC project. There was a conflict between two key project members. The three of you meet and decide to use compromise as the conflict resolution technique. Compromise generally leads to a. Win-win situation b. Win-Lose situation c. Lose-Lose situation d. None of these

48. C. According to PMI, Compromise is an example of a lose-lose situation.

37. You scheduled a kick-off meeting in order to announce the start of your project,present the plan and develop consensus on it. Another topic will be explanation ofeach team member's role. In addition, you planned some time for discussions. You published the agenda of the kick-off meeting some weeks ago to all invited attendees. Now, short term before the event, you receive various cancellations by team members, who say that they cannot join the meeting. But they will be with you when project work will start. o The kick-off meeting is secondary, you are happy if the team members will do their jobs. o You should insist on the presence of the team members to the appointed date. o If you force team members' presence, they would anyway be distracted by their current problems. o It is probably a good idea to reschedule the meeting to a day, when all team members can attend.

37 Planning Answer: 2 Reference: Management JumpStart by Kim Heldman, page 78.

5. What does the term best practice often refer to? o A standardized set of deliverables, like plans, reports, and checklists. o A set of tools and techniques that a project manager should master. o The concept of state of the art applied to project management. o A specific sequence of work, described in terms of soft logic.

5 Executing Answer: 4 Reference: Project Management Best Practices: Achieving Global Excellence by Harold Kerzner, 4th edition, Chapter 1.8 "Best Practices Process".

5. You're managing a project to deliver 10,000 units of custom parts to a manufacturer that uses Just In Time management. Which of the following constraints is most important to your client? A. The parts must be delivered on time B. The parts must be delivered in a specific order C. The parts must conform to ISO specifications D. The parts must be packaged separately

5. Answer: A A manufacturer that uses Just In Time management is relying on its suppliers to deliver parts exactly when they're needed. This saves costs, because they don't have to warehouse a lot of spare parts.

6. Your manager asks you where to find a list of projects that should be managed together. What is the BEST place to find this information? A. Project Plan B. Project Charter C. Portfolio Charter D. Program Charter

6. Answer: D A program is a group of projects that should be managed together because of interdependencies. A program charter fits the description in this question.

50. Which of these is a tool for Develop Project Charter process? a. Project selection methods b. Project management methodology c. Expert Judgment d. Earned Value Technique

50. C. Expert judgment is a tool for the Develop Project Charter process.

51. The ________ is a document which describes how the project management team will implement the performing organization's quality policy.51 o Quality assurance plan o Quality management plan o Quality commitment o Quality audit

51 Executing Answer: 2 Reference: PMBOK® Guide 6th Edition, page 286.

53. What is important for quality auditors? o They must be in-house personnel. o They must be external-party staff. o They must be mandated by the auditee. o They must be properly trained.

53 Executing Answer: 4 Reference: PMBOK® Guide 6 th Edition, pages 294-295.

59. You recently assigned staff members to activities, estimated work and scheduled your project. You then created the following resource histogram for your staff: What does this diagram tell you? o The project can probably not be finished as scheduled. o You may be able to finish the project early by reassigning work. o You should avoid network logic diagramming for scheduling. o You may run into problems with dual reporting relationships. Project weeks 100% 0 %

59 Planning Answer: 1 Reference: PMBOK® Guide 6th Edition, page 719.

59. John needs to visit many countries as part of his job. He has learned that he needs to avoid being ethno-centric. What does ethnocentrism mean? a. Not being friendly to strangers b. Unable to get adjusted to the food of a new place c. Belief that ones culture is superior to others. d. Initial shock of landing in a new country.

59. C. Ethnocentrism refers to belief that ones culture is superior to other cultures.

6. The communications management plan is a document which includes descriptions of o Project level performance reports o Activity level status reports o Stakeholder communication requirements o Project benefit analysis results

6 Planning Answer: 3 Reference: PMBOK® Guide 6 th Edition, page 377.

6. You have five people working on your team, a sponsor within your company, and a client, all of whom need to be kept informed of your project's progress. How many lines of communication are there? A. 28 B. 21 C. 19 D. 31

6. Answer: A The formula for lines of communication is n x (n-1) 2. In this problem there were seven people named, plus you. (8 x 7) 2 = 28.

6. Your company has asked you to provide a cost estimate that includes maintenance, installation, support, and upkeep costs for as long as the product will be used. What is that kind of estimate called? A. Benefit Cost Ratio B. Depreciation C. Net Present Value D. Lifecycle Costing

6. Answer: D This is one of those questions that gives you a definition and asks you to pick the term that's being defined. So which one is it? Try using the process of elimination to find the right answer! It can't be Benefit Cost Ratio, because you aren't being asked to compare the overall cost of the project to anything to figure out what its benefit will be. Depreciation isn't right—that's about how your project loses value over time, not about its costs. And it's not Net Present Value, because the question didn't ask you about how much value your project is delivering today. That leaves Lifecycle Costing.

6. Which of the following is NOT part of the quality management plan? A. Strategies for handling defects and other quality problems B. Guidance on how the project team will implement the company's quality policy C. Metrics for measuring your project's quality D. A description of which deliverables don't have to be inspected

6. Answer: D Your project team needs to inspect ALL of the deliverables! That means every single thing that gets produced needs to be reviewed by team members, so they can find and repair defects.

61. Which of the following is not an input to the Conduct Procurements process? a. Source selection criteria b. Make-or-buy decisions c. Organizational process assets d. WBS

61. D. WBS is not an input to the Conduct Procurements process.

63. You monitored figures on cost and planned/earned value for each individual project week until the data date at the end of the sixth week. What is the status of this project at this date? Week |Actual costs| Earned value| Planned value 1 $65,000 $61,000 $67,000 2 $85,000 $79,000 $89,000 3 $100,000 $102,000 $110,000 4 $125,000 $124,000 $121,000 5 $135,000 $133,000 $139,000 6 $125,000 $120,000 $131,000 o The project is ahead of schedule and over budget. o The project is ahead of schedule and under budget. o The project is behind schedule and over budget. o The project is behind schedule and under budget.

63 Monitoring and controlling Answer: 3 Reference: PMBOK® Guide 6 th Edition, page 267. Week |Actual costs| Earned value| Planned value 1 $65,000 $61,000 $67,000 2 $85,000 $79,000 $89,000 3 $100,000 $102,000 $110,000 4 $125,000 $124,000 $121,000 5 $135,000 $133,000 $139,000 6 $125,000 $120,000 $131,000 At data date $635,000 $619,000 $657,000 SV = EV - PV = -$38,000 (behind schedule) CV = EV - AC = -$16,000 (over budget)

67. Your management announced that they want to put you on a stretch assignment. In this situation, you should consider that...67 o ...a stretch assignment is going beyond your qualifications right from the start. Whatever your education, knowledge and skills are, you cannot fail personally. Congratulations. o ...key stakeholders must have timely and complete information regarding your qualifications to make decisions regarding your suitability for the assignment. o ...stretch assignments bear an increased risk of failure, and this is rarely outweighed by the learning and development experience expected to come with the assignment. o ...you should avoid the increased hassle coming with the assignment. It will not be enough for you to simply satisfy requirements and achieve objectives. You will have to learn a lot.

67 Executing Answer: 2 Reference: PMI Code of Ethics and Professional Conduct, page 2

71. Describing stakeholders based on their power (ability to impose will), urgency (need for immediate attention), and legitimacy (their involvement), describes what type of grid or model? a. Power/Influence grid b. Salience Model c. Influence/Impact grid d. Power model

71. B - This exactly describes the Salience model. PMBOK® Guide, 6th edition, p. 396

72. Which of the following are not common barriers to project team building? o Differing outlooks, priorities, and interests o Role conflicts o Excessive team member commitment o Unclear project objectives/outcomes

72 Monitoring and controlling Answer: 3 Reference: Project Management, A Systems Approach to Planning, Scheduling and Controlling by Harold Kerzner, 12th edition, page 154.

72. Which of the following best describes Plan Stakeholder Management process? a. Creating and maintaining relationships between the project team and stakeholders b. Preventing negative stakeholders from derailing theproject c. Striking a balance between stakeholder needs and project needs d. Focusing on from the creation of the stakeholder management strategy

72. A - stakeholder management is about the creation and maintenance of relationships between the project team and stakeholders. Under specific circumstances, answers B and C may be partially or. Answer D is incorrect: what is created as the stakeholder management plan, not the stakeholder management strategy. PMBOK® Guide, 6th edition, p. 400

78. Project Scope Management defines the work required to complete the project successfully_______________. a. Along with the creation of a scope management plan b. No more, no less c. In the eyes of all key stakeholders d. At least one time in each project

78. B - Scope management is, "...the processes required to ensure that the project includes all the work required, and only the work required" is completed successfully.

8. You've been contracted by an industrial design firm to manage their contracting. Your client asks you to take over the negotiations for an important contract to design a new lighting remote control system. You've narrowed it down to one seller, and now you're working with the legal department at the buyer to negotiate the terms of the contract. Which of the following BEST describes your goal? A. You want to get the best deal for your client by making sure the seller's price is as low as possible, no matter what it costs them B. You want to get a fair deal for both the buyer and the seller C. You want to make sure that the seller gets as much money as possible D. You want to prolong the negotiation so that you earn a higher fee

8. Answer: B One of the most important parts of Procurement Management is that both the buyer and the seller want to feel like they're getting a good deal. Every procurement should be a win-win situation for both parties!

8. You're managing a highway construction project. The foreman of your building team alerts you to a problem that the inspection team found with one of the pylons, so you use an Ishikawa diagram to try to figure out the root cause of the defect. What process is being performed? A. Quality Management B. Plan Quality C. Perform Quality Control D. Perform Quality Assurance

8. Answer: C Keep your eye out for questions asking you about Ishikawa or fishbone diagrams. When you use those tools to analyze defects, you're in quality control

82. A project was budgeted at $1,000,000. Meanwhile, the project is executed, and the following current figures have been assessed: PV: $500,000 EV: $450,000 AC: $550,000 Assuming that the cost variance was caused by one-time cost drivers, which are no more effective, what estimate at completion (EaC) can you derive from these figures? o $900,000 o $1,000,000 o $1,100,000 o $1,222,222

82 Monitoring and controlling Answer: 3 Reference: PMBOK® Guide 6th Edition, page 267 ("If future work will be accomplished at the planned rate, use:").

92. Post-mortem analysis after scheduled finish date of a project shows a CPI of 0.8 and an SPI of 1.25. What is a plausible explanation for that? o The project was terminated early. At that time, it was over budget and ahead of schedule. o The project has produced additional deliverables which were originally not required. o The project has evidently been finished under budget and behind of schedule. o The project has evidently been finished over budget and ahead of schedule.

92 Closing Answer: 1 Reference: PMBOK® Guide 6th Edition, page 263 (a successfully finished project has an SPI of 1).

95. The feature set for your company's newest jet-ski line contains fewer features than those normally produced by the company. The QC manager is discussing this with the PM and is complaining that the design does not meet standard company production guidelines. His argument is that the limited feature set is inconsistent with the company's established quality policy. What is the best way for the PM to respond to the QC manager? a. The PM states that the QC manager may have a point b. The PM states that the QC manager is confusing quality with grade c. The PM states that the issues will be addressed with the engineering department d. The PM states that the QC manager is missing the 'voice of the customer'

95. B - Quality is defined as "the degree to which a set of inherent characteristics fulfill requirements" (PMBOK Guide®, 6th edition, p. 228) while grade is "a category assigned to products or services having the same functional use but different technical characteristics." (PMBOK Guide®, 6th edition). Absence of the 'standard' feature set does not automatically imply low quality. The customer may have requested a high-quality product but with fewer features at a better price point.

Being the project manager of a thermal power plant project you need to manage the construction of an administrative unit building. Which of the following technique will you use to quickly estimate and decide the use of historic estimate and expert judgement? A - Analogous Estimating B - Parametric Estimating C - Historical Estimating D - Expert Judgement

A

Herzberg divided motivation factors into two classes: satisfiers and dissatisfies. Which of the following are the examples of satisfiers then? A- The sense of personal achievement, work satisfaction. B- Plush office space, performance-based salary raise. C- Work satisfaction, a fringe benefit. D- Vacation time, assignment of a personal staff assistant.

A

In which of theory, Douglas McGregor has defined two models of worker behavior? A- Theory X and Theory Y B- Theory Z C- Contingency Theory D- Expectancy Theory

A

Question: 100 During the procurement phase, you are analyzing whether you should outsource a particular task or do it on your own with your team. Which process are you currently in? (a) Plan Procurement Management (b) Conduct Procurement (c) Control Procurement (d) Decide Procurement

Answer-100: a Explanation: This is make or buy analysis which you do in the Plan Procurement Management. Reference: The PMBOK Guide 6th Edition, Page: 473

Question: 10 Which of the following statement is true about a Program? (a) A Program is a group of related projects (b) A Program is group of unrelated projects (c) A Program is a part of a big project (d) None of the above

Answer-10: a Explanation: As per the definition, a program is a group of related projects; therefore option 'a' is the correct answer. Reference: The PMBOK Guide, 6th Edition, Page: 13

Question: 11 What is the duration of the Milestone? (a) Zero (b) One (c) Duration of the project (d) None of the above

Answer-11: a Explanation: A milestone is an event which has zero duration. Reference: The PMBOK Guide, 6th Edition, Page: 186

7. A project manager is running a software project that is supposed to be delivered in phases. She was planning on dividing the resources into two separate teams to do the work for two phases at the same time, but one of her senior developers suggested that she use an Agile methodology instead, and she agrees. Which of the following BEST describes the relationship between her project's phases? A. Sequential relationship B. Iterative relationship C. Constrained relationship D. Overlapping relationship

Answer: B Agile development is a really good example of an iterative approach to project phases. In an Agile project, the team will typically break down the project into phases, where they work on the current phase while planning out the next one.

1 Which of the following is an advantage of centralized contracting? 1. Makes it easier to find vendors 2. Increases company expertise in contracting 3. Gives more loyalty to the project 4. Allows a contracts person to work on a single project

Answer: B Hint: A centralized department is created to bring in processes and uniformity, which leads to development of expertise.

14. Which of the following statements about earned value is true? a. Actual cost can never exceed earned value b. Planned value can never exceed earned value c. Planned value can never exceed actual cost d. Expected price can never exceed earned value *14.

...B - You cannot earn more value on a project than you planned to spend. The actual cost could be higher or lower than earned value or planed value.

8. One of the risks identified in the project's risk register has a probability of 85%. As the project manager what would you do first upon making this discovery? a. Make the risk a #1 priority in the risk register b. Move the 'risk' to the issue log c. Risk data validation d. Raise a red jeopardy on a stoplight report *8.

..B - At this point, this 'risk' is an issue that will have to be addressed. A is premature - while we know the probability, we don't know the impact. C is incorrect: if you are performing a thorough risk assessment, it is assumed you are validating the risk data before it is entered in the log. D might be correct if the impact of the risk is high, but at this point it is an unknown

1. Keith, the project manager of a large publishing project, sends an invoice to his client. Which communication type is he using? A. Formal verbal B. Formal written C. Informal written D. Informal verbal

1. Answer: B Any communication that can be used for legal purposes is considered formal written communication. An invoice is a formal document.

1. The project manager for a construction project discovers that the local city council may change the building code to allow adjoining properties to combine their sewage systems. She knows that a competitor is about to break ground in the adjacent lot and contacts him to discuss the possibility of having both projects save costs by building a sewage system for the two projects. This is an example of which strategy? A. Mitigate B. Share C. Accept D. Exploit

1. Answer: B Sharing is when a project manager figures out a way to use an opportunity to help not just her project but another project or person as well.

1. A RACI Matrix is one way to show roles and responsibilities on your project. What does RACI stand for? A. Responsible, Approve, Consult, Identify B. Responsible, Accountable, Consulted, Informed C. Retain, Approve, Confirm, Inform D. Responsible, Accountable, Confirm, Inform

1. Answer: B Think about how you organize the work on your project and the RACI chart makes sense. Being responsible for a specific task or area of work means you're the one who's on the hook if it doesn't get done. Being accountable means you might not be doing it directly but you have influence over it. Some people need to be consulted but don't get involved in the work, while others should just be kept informed of status.

1. Which of the following is NOT a part of quality? A. Fitness for use B. Conformance to requirements C. Value to the sponsor D. Customer satisfaction

1. Answer: C It's important for projects to produce a valuable product, but value isn't really a part of quality. That's why earned value is part of Cost Management, not Quality Management.

1. You're managing a project, when your client tells you that an external problem happened, and now you have to meet an earlier deadline. Your supervisor heard that in a situation like this, you can use schedule compression by either crashing or fast-tracking the schedule, but he's not sure which is which. What do you tell him? A. Crashing the project adds risk, while fast-tracking adds cost B. When you crash a project, it always shortens the total duration of the project C. Crashing the project adds cost, while fast-tracking adds risk D. When you fast-track a project, it always shortens the total duration of the project

1. Answer: C You'll definitely get some questions that ask you about crashing and fast-tracking, and it's important to know the difference between them. When you crash the project, it means that you add resources to it, especially to the critical path. There's no real risk in doing that—in the worst-case scenario, the extra people just sit around!—but it does cost more. Fast-tracking means adjusting the schedule so that activities overlap. The same resources are doing the work, so it's not going to cost more, but it's definitely riskier, because now you've eliminated buffers and possibly broken some dependencies! And remember that crashing or fasttracking won't always work to make the project go faster!

1. Tom is a project manager for a software company. He is contracting a long-term software project with an external company. That company charges him $20/hour per employee and $300 overhead per month. What kind of contract is he using? A. FP B. CPAF C. CR D. T&M

1. Answer: D This contract is a Time and Materials contract. It's charging a rate for labor and overhead for materials.

1. Vocal inflection accounts for how much understanding of verbal communication? a. 55 percent b. 38 percent c. 100 percent d. 7 percent

1. B - Vocal inflection contributes approximately 38 percent of our understanding of a verbal communication. From Hidden Messages by Albert Mehrabian, 1972.

46The work defined at the lowest level of the breakdown structure to estimate as well as manage time and cost is called the: 1. Activity. 2. Task. 3. Work package. 4. Cost account.

Answer : C Hint: PMBOK 5, Page 567, Definition of Work Package

Cost baseline is the output of which of the following? A- Plan Cost Management B- Estimate Costs C- Determine Budget D- Control costs

C

10. When is inspection performed? A. At the beginning of the project B. Any time a project deliverable is produced C. Just before the final product is delivered D. At the end of the project

10. Answer: B Inspection is when your team examines something that they produced for defects... and every single deliverable needs to be inspected! That's what "prevention over inspection" means: if you produce a deliverable that's needed later in the project today, it's a lot cheaper to fix defects in it now than it will be when that deliverable is used later on in the project

10. It's the end of execution for a large highway construction project. The work has been done, and the workers are ready to pack up their equipment. The project manager and project sponsor have come by with specialists to check that each requirement has been met, and that all of the work in the WBS has been performed. What process is being done? A. Control Scope B. Verify Scope C. Scope Testing D. Define Scope

10. Answer: B When you're getting the sponsor and stakeholders to formally accept the results of the project, you're doing scope verification. There's only one tool for it: inspection. That means carefully checking the deliverables (in this case, what the workers built on the highway) to make sure they match the WBS.

10. Which of the following is NOT one of the top sources of conflict on projects? A. Resources B. Technical opinions C. Salaries D. Priorities

10. Answer: C You definitely need to know what causes conflicts on projects. Resources, technical opinions, priorities, and personalities all cause people to conflict with each other, and there's a good chance you'll get a question on that

10. What's the main output of the Risk Management processes? A. The Risk Management Plan B. The Risk Breakdown Structure C. Work Performance Information D. The Risk Register

10. Answer: D The processes of Risk Management are organized around creating or updating the Risk Register.

101. During planning processes, you used Monte Carlo simulation to quantitatively assess cost and schedule risks of your project. During risk control, you repeat the technique, and it leads to different results. What should not be the reason for that? o Some assumptions during planning have meanwhile become fact-based knowledge, so that the risks related to them have vanished or have become certain problems. o New risks may have been identified. These influence the input data used for Monte Carlo simulation in a way which was not predictable at the time when the simulation was run. o Some constraints have been identified originally, but their influence on the project was unclear when the simulation was run for the first time. By now, the team understands these constraints much better and has been able to adjust the simulation. o Some dummy activities in the network logic have an element of uncertainty, which gets bigger over time. While the project proceeds, it gets even harder to predict how the team members assigned to them will perform.

101 Monitoring and controlling Answer: 4 Reference: PMBOK® Guide 6th Edition, page 453.

102. As a project manager you can assign any one of two team members to a highly coveted task. Both are equally capable, but one of them is a member of your in group. To the other one, you have far more distance. How should you behave? 102 o You disclose the situation to stakeholders and solicit a joint decision. o You take the person not in your in-group to avoid misunderstandings. o Chose the in-group person. The trustful relation will benefit the project. o You delegate the decision to a third team member to avoid the conflict.

102 Executing Answer: 1 Reference: PMI Code of Ethics and Professional Conduct, page 4

103. You need a batch of 100 identical valves which will be custom made for your project to build a food processing plant. There is a risk of deterioration of victuals during processing; therefore you placed requirements on the quality of the raw materials for the valves, which will make production very costly. Unfortunately, in order to test the valves against these requirements, you would have to destroy them. And you have no experience with the vendors at all. What should you do? o Do 0% inspection. You have to trust the selected supplier that they will use the materials according to your specification. o Negotiate a contract over more than 100 items and perform acceptance sampling for the surplus of the batch on delivery. o Require the seller to supply the valves together with appropriate certificates from their raw materials suppliers. o Do 100% inspection on delivery to your premises, then order another batch of 100 valves.

103 Monitoring and controlling Answer: 2 Reference: Project Management, A Systems Approach to Planning, Scheduling and Controlling by Harold Kerzner, 12th

104. Which statement is false? Progressive elaboration of project scope... o ...is a characteristic of projects that accompanies the concepts of temporary and unique. o ... means developing in steps. It not should be confused with scope creep. o ...signals a weak spot in the scope definition process, caused by incomplete contracts and specifications. o ...when properly managed, integrates elaboration of project and deliverable specifications.

104 Monitoring and controlling Answer: 3 Reference: PMBOK® Guide 6th Edition, page 565.

105. You are managing an internationally dispersed project team. The members of your team have different cultural backgrounds and primary languages, but all are educated and able to communicate eloquently in English. You should nevertheless bear in mind that... o ...there are cultural differences. You should write one code of conduct for each nationality. You should then limit access to these codes. o ...you may have to accept that team members from one country may not be prepared to work with colleagues from certain other countries. o ...spoken communications can cause misunderstandings you may not find in written communications. These may be hard to identify. o ...certain groups will be happy to stay awake over night to join telephone and video conferences during other members' working time.

105 Executing Answer: 3 Reference: The Project Management Tool Kit: 100 Tips and Techniques for Getting the Job Done Right by Tom Kendrick, page 51.

106. When finishing a project, which factors that influence customer satisfaction the most should you be aware of? o Attractive price of the project and low running costs of the product o Friendly project manager and effective after-project service o Efficiency of the project and skills of the project manager o Conformance to requirements of the project and fitness for use of the deliverables

106 Closing Answer: 4 Reference: PMBOK® Guide 6th Edition, page 275.

158. You are performing integrated change control. Which of the following will not be part of what you do?158 o Reviewing and approving change requests o Maintaining the integrity of baselines o Performing milestone trend analysis (MTA) o Documenting the allover impact of requested changes

158 Monitoring and controlling Answer: 3 Reference: PMBOK® Guide 6th Edition, pages 113, 176.

109. What is true for the process of scope validation? o Insufficient documentation is not a reason to reject deliverables, as long as in all other respects they are built according to specifications agreed upon. o The project team members must achieve acceptance of the deliverables. This process is coordinated and documented by the project management team. o It is the project management team's responsibility to obtain stakeholder's formal acceptance of the completed project scope and deliverables. o Formal acceptance will finally reconcile all inconsistencies among deliverables and documents that where caused by bad change control and scope creep.

109 Monitoring and controlling Answer: 3 Reference: PMBOK® Guide 6th Edition, pages 164-166.

11. Which of the following documents is not used as input for the validate scope process? o The project management plan, containing the scope baseline consisting of the project scope statement and its associated WBS and WBS dictionary. o The verified deliverables, completed and checked for correctness by the Control quality process. o The requirements traceability matrix, linking requirements to their origin and tracing them throughout the project lifecycle. o The RACI matrix, describing accountabilities in case of product rejection.

11 Monitoring and controlling Answer: 4

11. There are 15 people on a project (including the project manager). How many lines of communication are there? A. 105 B. 112 C. 113 D. 52

11. Answer: A (15 x 14) 2 = 105 This one is just asking if you know the formula n x (n-1) 2.

11. You are holding a formal, approved document that defines how the project is executed, monitored, and controlled. You are holding: A. The project management plan B. The performance measurement baseline C. The project charter D. The work breakdown structure

11. Answer: A This is the definition of the project management plan!

11. You have just been put in charge of a project that is already executing. While reviewing the project documentation, you discover that there is no WBS. You check the Scope Management Plan and discover that there should be one for this project. What is the BEST thing for you to do: A. Immediately alert the sponsor and make sure the project work doesn't stop B. Stop project work and create the WBS, and don't let work continue until it's created C. Make sure you closely manage communications to ensure the team doesn't miss any undocumented work D. Mark it down in the lessons learned so it doesn't happen on future projects

11. Answer: B This question is a little tricky. The most important thing about a WBS is that if your Scope Management Plan says it should be there, then your project absolutely cannot be done without it. And a general rule is that if you ever find that there is no WBS, you should always check the Scope Management Plan to find out why.

11. During the execution of a software project, one of your programmers informs you that she discovered a design flaw that will require the team to go back and make a large change. What is the BEST way to handle this situation? A. Ask the programmer to consult with the rest of the team and get back to you with a recommendation B. Determine how the change will impact the project constraints C. Stop all work and call a meeting with the sponsor D. Update the cost performance baseline to reflect the change

11. Answer: B You'll run into a lot of questions like this where a problem happens, a person has an issue, or the project runs into trouble. When this happens, the first thing you do is stop and gather information. And that should make sense to you, since you don't know if this change will really impact cost or not. It may seem like a huge change to the programmer, but may not actually cost the project anything. Or it may really be huge. So the first thing to do is figure out the impact of the change on the project constraints, and that's what answer B says!

11. You're managing an interior decoration project, when you find out that you need to get it done earlier than originally planned. You decide to fast-track the project. This means: A. Starting the project sooner and working overtime B. Assigning more people to the tasks at a greater total cost, especially for activities on the critical path C. Starting activities earlier and overlapping them more, which will cost more and could add risks D. Shortening the durations of the activities and asking people to work overtime to accommodate that.

11. Answer: C This is the definition of fast-tracking, and you're probably getting the hang of this one by now. You may get a question like this, but you'll almost certainly see fast-tracking as an incorrect answer to several questions!

11. What's the difference between Quality Control and Verify Scope? A. Quality Control is done at the end of the project, while Verify Scope is done throughout the project B. Quality Control is performed by the project manager, while Verify Scope is done by the sponsor C. Quality Control is performed by the sponsor, while Verify Scope is done by the project manager D. Quality Control means looking for defects in deliverables, while Verify Scope means verifying that the product is acceptable to the stakeholders

11. Answer: D A lot of people get Quality Control and Verify Scope confused because they seem really similar. Both of them involve looking closely at deliverables to make sure that they meet requirements. But they serve really different purposes! You use Quality Control to find defects that you're going to repair. Verify Scope happens at the very end of the Executing phase; it's when you work with the stakeholder to get their formal acceptance for the deliverables.

11. The mechanical engineering manager has reported to you, a PMP, that the work due at the end of this week is going to be two weeks late. Your manager has requested that you do not report this to senior management. What does the PMI Code of Ethics require you to do? a. Because the manager is a friend, you do not report the slip, and help him get the work back on schedule. b. Bury the issue in a revised status report that does not show the work slippage clearly. c. Report the status accurately. d. Wait until the work is completed; then report the slippage. At that point it's a fait acomplis.

11. C - The PMI code of ethics and professional responsibility states: "We do not engage in or condone behavior that is designed to deceive others, including but not limited to, making misleading or false statements, stating half-truths, providing information out of context or withholding information that, if known, would render our statements as misleading or incomplete." This means, tell the truth whether the news is positive or negative.

16. Which document is developed along the risk management processes from identify risks through plan and implement risk responses to monitor risks? o List of risk triggers o Risk register o Risk mitigation o Decision tree

16 Planning Answer: 2 References: PMBOK® Guide 6th Edition, page 417.

119. What should not be your thoughts when you are organizing documents as lessons learned? o Devise the lessons learned documentation in a wording which is easy to understand for a reader who is not familiar with the project. o Lessons learned must detail how certain groups or persons caused failures and delays, especially if they are inside the own organization. o Writing lessons learned should be an exercise enhancing your personal learning experience. Make sure you grasp what you are writing down. o Keep lessons learned documents at a place where they are easy to access and to retrieve for those who may later need the information.

119 Closing Answer: 2 Reference: PMBOK® Guide 6th Edition, page 104.

12. How should change management be planned for?12 o Changes are generally not predictable, therefore planning for change management cannot be reasonable. o Planning for change management should be done while the various change control processes are being applied. o Change management can be planned in a set of management plans or a specific change management plan. o Changes are a sign of bad planning. One should avoid changes during a project, thus eliminating the need to manage them.

12 Planning Answer: 3 Reference: PMBOK® Guide 6th Edition, page 113.

12. Slack is a synonym for: A. Float B. Lag C. Buffer D. Reserve

12. Answer: A Remember that when you see "slack," it's the same thing as float. Either term could appear on the exam!

12. You're a project manager at a wedding planning company. You're working on a large wedding for a wealthy client, and your company has done several weddings in the past that were very similar to the one you're working on. You want to use the results of those weddings as a guideline to make sure that your current project's quality is up to your company's standards. Which tool or technique are you using? A. Checklists B. Benchmarking C. Design of Experiments D. Cost-Benefit Analysis

12. Answer: B Benchmarking is when you use previous projects to set quality guidelines for your current project. You can always find the results of the past projects in the Organizational Process Assets

12. What's the difference between management reserves and contingency reserves? A. Management reserves are used to handle known unknowns, while contingency reserves are used to handle unknown unknowns B. Management reserves are used to handle unknown unknowns, while contingency reserves are used to handle known unknowns C. Management reserves are used to handle high-priority risks, while contingency reserves are used to handle low-priority risks D. Management reserves are used to handle low-priority risks, while contingency reserves are used to handle high-priority risks

12. Answer: B Contingency reserves calculate during Perform Quantitative Risk Analysis based on the risks you've identified. You can think of a risk as a "known unknown"—an uncertain event that you know about, but which may not happen—and you can add contingency reserves to your budget in order to handle them. Management reserves are part of Cost Management—you use them to build a reserve into your budget for any unknown events that happen.

12. You are working on a construction project that is running slightly behind schedule. You ask the team to put in a few extra hours on their shifts over the next few weeks to make up the time. To make sure everyone feels motivated to do the extra work, you set up a $1,500 bonus for everyone on the team who works the extra hours if the deadline is met. What kind of power are you using? A. Legitimate B. Reward C. Expert D. Referent

12. Answer: B You are motivating the work by offering a reward for it. People might be motivated by the bonus to put in the extra time even if they would not have been motivated by the deadline alone.

12. You are the project manager for a software project, when the sponsor pulls the plug and cancels the project. What do you do? A. Give the team the day off to recuperate from the bad news B. Create a budget summary for the remaining unspent budget C. Follow project closure procedures to close the project and update lessons learned D. Find new assignments for any people previously assigned to your project

12. Answer: C Even when a project is terminated, you still need to close it out.

12. One of the goals of your current project is to automate a current process that is currently done manually. What is the best quality tool to use in this situation? a. Flowchart b. Histogram c. Cost-benefit analysis d. Cost of quality

12. C - Because you want to be sure if the automation will reduce costs, you want to perform a cost-benefit analysis.

120. You are identifying key stakeholders for your project. Which of the following groups is least likely to be included? o Project manager and project team o Customer and users o Sponsor o Media representatives

120 Initiating Answer: 4 Reference: PMBOK® Guide 6th Edition, pages 550-551.

124. Post mortem earned value analysis of a project showed the following data: SPI: 0.78 CPI: 1.00 What is this telling you? 124 o The entire work of the project has been finished behind schedule and on budget. o The entire work of the project has been finished ahead of schedule and on budget. o The project has been terminated before completion. At that time it was behind schedule and on budget o The project has been terminated before completion. At that time it was ahead of schedule and on budget.

124 Closing Answer: 3 Reference: PMBOK® Guide 6 th Edition, page 267.

126. Which statement describes best the meaning of leadership? o Ensuring predictability in an uncertain environment o Sustaining an ongoing business over a long period of time o Adhering to publicized standards and procedures o Developing a vision and strategy and motivating people

126 Executing Answer: 4 Reference: PMBOK® Guide 6th Edition, pages 60-62.

127. As a project manager, you must demonstrate transparency regarding... 127 o ...confidential information. o ...proprietary information. o ...distribution of unproven information and gossip. o ...your decision-making processes.

127 Executing Answer: 4 Reference: PMI Code of Ethics and Professional Conduct, page 4

128. Who should always issue the project charter? o A person internal to the project organization o A project initiator or sponsor o A low-level manager of the performing organization o A high-level manager of the performing organization

128 Initiating Answer: 2 Reference: PMBOK® Guide 6th Edition, page 77.

16. You are working in a matrix organization. You don't have legitimate power over your team. Why? A. They don't report to you B. They don't trust you C. They don't know whether or not they will succeed D. You haven't set up a good bonus system

16. Answer: A In matrix organizations, team members usually report to their functional managers. A project manager never has legitimate power over the team in those situations.

13. You have just started work on the Project Scope Statement. You are analyzing the expected deliverables, when you discover that one of them could be delivered in three different ways. You select the best method for creating that deliverable. What is the BEST way to describe what you are doing? A. Alternatives Analysis B. Decomposition C. Define Scope D. Stakeholder Analysis

13. Answer: A Here's another example of how there are two correct answers but only one BEST one. Answer C is true - you are doing scope definition. But is that really the best way to describe this situation? Alternatives analysis is part of scope definition, and it's a more accurate way to describe what's going on here.

13. You are managing a software project, when you find out that a programming team who you were supposed to have access to has been reassigned to another project. What is the first thing that you should do? A. Figure out the impact that this will have on your project B. Bring a copy of your project's charter to the other manager, and explain that you need that team for your own project C. Go to your sponsor and demand the team D. Figure out a way to compress the project schedule so that you can work with the team if they become available

13. Answer: A If a resource is not available to you, it doesn't matter what's in your project charter or what your sponsors and stakeholders want. You need to figure out how to move forward from here, and the first step in doing that is evaluating the impact that this new problem will have on your project.

13. You are using a control chart to analyze defects, when something on the chart causes you to realize that you have a serious quality problem. What is the MOST likely reason for this? A. The rule of seven B. Upper control limits C. Lower control limits D. Plan-Do-Check-Act

13. Answer: A The rule of seven tells you that when seven consecutive data points on your control chart come out on the same side of the mean, you've got a process problem. That sounds a little complicated, but it's actually pretty straightforward. Defects tend to be scattered around pretty randomly; in any project that makes a lot of parts, even if they're all within the specification, you'll get a couple of parts that are a little bigger, and a couple that are a little smaller. But if you have a bunch of them in a row that all run a little big, that's a good indication that something's gone wrong on your assembly line!

13. You're working at a major conglomerate. You have a 24-person team working for you on a project with five major sponsors. The company announces layoffs, and your team is reduced to half its size. How many lines of communication are on your new, smaller team? A. 66 B. 153 C. 276 D. 406

13. Answer: B There are now 12 team members, five sponsors and a project manager. That gives you 18 people. Use the formula: n x (n - 1) 2 to calculate this: 18 x 17 2 = 153.

13. You're managing a construction project. You've decomposed work packages into activities, and your client needs a duration estimate for each activity that you come up with. Which of the following will you use for this? A. Milestone list B. Activity list C. Critical path analysis D. Project schedule network diagram

13. Answer: B This question is asking about the Estimate Activity Durations process. Take a look at the answers—there's only one answer that's used in that process: you need to start with the activity list in order to do the estimates for the activities! The other answers are things that are inputs, tools, or techniques for other processes.

13. Two team members are having an argument over priorities in your project. One thinks that you should write everything down before you start doing any work, the other thinks you can do the work while you finish the documentation. You sit both of them down and listen to their argument. Then you decide that you will write most of it down first but will start doing the work when you are 80% done with the documentation. What conflict resolution technique are you using? A. Forcing B. Confronting C. Smoothing D. Compromise

13. Answer: D Both of them had to give something up, so that's a compromise.

13. How often should a project manager discuss risks with the team? A. At every milestone B. Every day C. Twice D. At every status meeting

13. Answer: D Risk monitoring and response is so important that you should go through your risk register at every status meeting!

13. A junior project manager is studying for her PMP exam, and asks you for advice. She's learning about Earned Value Management, and wants to know which of the variables represents the difference between what you expect to spend on the project and what you've actually spent so far. What should you tell her? A. Actual Cost (AC) B. Cost Performance Index (CPI) C. Earned Value (EV) D. Cost Variance (CV)

13. Answer: D This question gave you a definition and is checking to see if you know what it refers to. You should take a minute to look at each of the four possible answers and see if you can think of the definition for each of them. It's definitely worth taking the time to understand what each of these formulas and variables represents in real life! It will make the whole exam a lot easier.

13. You're creating source selection criteria for your contract. What process are you in? A. Plan Procurement and Acquisitions B. Plan Contracting C. Request Seller Responses D. Conduct Procurements

13. Answer: D You put together the source selection criteria as part of the Conduct Procurements process. That way you can use the criteria when you're looking at the responses you get from sellers.

130. A difference between a statement of work and a scope statement is:130 o The statement of work is prepared by the customer while the scope statement is developed by the project management team. o The statement of work focuses on physical or technical matters, while the project scope statement focuses on a functional view. o The project scope statement is in most projects developed before the statement of work is written. o A project scope statement can become a contract document; a statement of work cannot.

130 Executing Answer: 1 References: PMBOK® Guide 6th Edition, pages 154, 477.

133. When should a time and material contract with a contractor been chosen instead of a fixed price contract? o When cost risks for the customer should be limited but not schedule risks. o When project scope includes the progressive elaboration of the scope of deliverables. o When subcontractors are being used and the customer will reimburse their invoices. o When only a limited amount of money can be made available to fund the project.

133 Executing Answer: 2 Reference: Program Management: A Comprehensive Overview of the Discipline by Mitchell L. Springer, page 34.

134. You are the manager of a major project to develop a system of barriers to prevent a seaside city from flooding. Together with your team you created a code of conduct stating that the change control board must be immediately notified of gifts when the value exceeds $90. The same applies to invitations when the value exceeds $150. Today, a contractor executive sent you an invitation for a night at an opera with a value of $95. It is a one-time event and you tried to obtain tickets by yourself without success. The person told you that he would so much wish to join you, but he will not be available on that day, and he could get hold of only one ticket anyway. What do you have to do? 134 o You are allowed to accept invitations with a value of up to $150, so there should be no problem. o One may regard the ticket as a gift, but it is just at the limit: You do not have to notify the CCB. o The ticket is a gift and over of the limit. You have to notify the CCB who will make the decision. o You are the project manager. The rules are in place to strengthen your position. They do not apply to you.

134 Executing Answer: 3 Reference: PMI Code of Ethics and Professional Conduct, page 5, 5.3.1 and 5.3.2, https://www.pmi.org/about/ethics/code.

135. What is not a major benefit of co-locating team members from different cultures in one place instead of having a team dispersed over many countries? o Short distance to the customer markets o Reduced burden from travelling and international meetings o Enhanced communications and a sense of community o Identical working hours without time zone difference

135 Executing Answer: 1 Reference: PMBOK® Guide 6th Edition, page 340.

136. You are running a project to develop the production process for a future electronic component. Evaluating some first test batches, you found out that the precision is generally very good, but that you have some irregular outliers in a completely unpredictable pattern. What should you do?136 o Ignore the outliers; they are not relevant as long as the yield from the production is sufficiently high. o Try to increase the accuracy of the process by adjustments, thus reducing the number of outliers. o Inform the designated production manager of your observations and ask him to take care after handover. o Research outliers, they may give you important insights into problems which may trouble later production.

136 Monitoring and controlling Answer: 4 Reference: Managing Project Quality by Timothy J. Kloppenborg and Joseph A. Petrick, page 70.

137. As a leader, how should you deem ethical conduct? o You should ensure ethical conduct throughout the team by use of means including recognition and awards and in tight cooperation with the team members' line managers. o Ethical conduct is all right as long as it does not impact the achievement of objectives and does not damage the performing organization's immediate options for profits. o You are the role model for the team. Your personal integrity demonstrates the desired skills, behavior, and attitudes whose adoption may benefit team members. o There are often dilemma situations in business. Then you may have to suspend your integrity and do what is appropriate. There may be long term negative effects, but these are not your responsibility

137 Executing Answer: 3 Reference: Leadership Skills for Managers, Fourth Edition by Charles M. Cadwell, page 11.

14. What is not a reason for companies to organize lessons learned? o Lessons learned databases are an essential element of the organizational process assets. o Lessons learned should focus on identifying those accountable for errors and failures. o Lessons learned sessions should bring about recommendations to improve future performance on projects. o Phase-end lessons learned sessions provide a good team building exercise for project staff members.

14 Initiating Answer: 2 Reference: PMBOK® Guide 6th Edition, page 104.

14. You are a project manager on a software project. There are several changes that need to be made, and you need to decide how to apply project resources in order to implement them. What do you do? A. Decide the priority of the changes and announce them to the team B. You should call a team meeting and invite the stakeholders, so that everyone can reach a consensus on the priority C. Deny the changes because they will delay the project D. Consult the Change Prioritization Plan for guidance on prioritizing new changes

14. Answer: A The project manager must decide the priority of the changes. If the changes need to be made, that means that they were approved. So you can't simply deny them. And you can't call the team in for a meeting, because they need to do the work. Some people may think that the stakeholders need to be involved—but since the change was already approved, you've gotten their buy-in. Now it's up to you to decide the order in which they're implemented.

14. You're the project manager on a software project. Your team has only completed half of the work, when the sponsor informs you that the project has been terminated. What is the BEST action for you to take? A. Verify the deliverables produced by the team against the scope, and document any place they do not match B. Call a team meeting to figure out how to spend the rest of the budget C. Work with the sponsor to see if there is any way to bring the project back D. Tell the team to stop working immediately

14. Answer: A This question is an example of how you need to rely on more than just common sense to pass the PMP exam. All four of these answers could be good ways to handle a terminated project, but there's only one of those answers that corresponds to what the PMBOK® Guide says. When a project is terminated, you still need to complete the Verify Scope process. That way, you can document all of the work that has been completed, and the work that has not been completed.

14. You've consulted your Earned Value calculations to find out the EAC and ETC of your project. Which of the following is the BEST place to put that information? A. Work performance information B. Forecasts C. Quality control measurements D. Lessons learned

14. Answer: B The idea behind forecasts is that you are using the Earned Value calculations that forecast the completion of the project to set everyone's expectations. That's why you use EAC (which helps you estimate your project's total cost) and ETC (which gives you a good idea of how much more money you think you'll spend between now and when it ends).

14. Which of the following BEST describes defect repair review? A. Reviewing the repaired defect with the stakeholder to make sure it's acceptable B. Reviewing the repaired defect with the team to make sure they document lessons learned C. Reviewing the repaired defect to make sure it was fixed properly D. Reviewing the repaired defect to make sure it's within the control limits

14. Answer: C Going back and repairing defects can be a pretty risky activity, because it's really easy to introduce new defects or not fully understand why the defect happened in the first place. Answer C says exactly that: you go back and review the defects to make sure they're fixed.

14. You are managing an industrial architecture project. You've spent $26,410 so far to survey the site, draw up preliminary plans, and run engineering simulations. You are preparing to meet with your sponsor, when you discover that there a new local zoning law will cause you to have to spend an additional estimated $15,000 to revise your plans. You contact the sponsor and initiate a change request to update the cost performance baseline. What variable would you use to represent the $26,410 in an Earned Value calculation? A. PV B. BAC C. AC D. EV

14. Answer: C This is a classic Red Herring question! The money you've spent so far is the actual cost. It's a simple definition question, wrapped up in a whole bunch of fluff!

14. What is a war room? A. A place where managers make decisions B. A room set aside for conflict management C. A room where a team can sit together and get closer communication D. A conflict resolution technique

14. Answer: C War rooms are part of co-location. It's a way to keep your entire team in one room so they don't have any communication gaps.

14. You're managing a project, when you and the seller both agree that you need to have the seller add more resources to the project in order to finish on time. The number of resources is written into the contract. What's the BEST way to proceed? A. Your project will be late because you can't change the contract once it's signed B. You need to convince the buyer to sign a new contract C. You need to use the contract change control system to make the change to the contract D. You need to use claims administration to resolve the issue

14. Answer: C You can always change a contract, as long as both the buyer and the seller agree to it. When you do that, you need to use the contract change control system—just like with any other change

140. When is passive risk acceptance an appropriate approach?140 o When the likeliness of risk occurrence is very low. o When the risk occurrence is hard to identify. o When it is best to deal with a risk as it occurs. o When the risk cannot be assessed or analyzed.

140 Executing Answer: 3 Reference: PMBOK® Guide 6 th Edition, page 443.

141. You are running a project to engineer and implement a set of business processes and a software solution for customer relationship management. The project involves a big number of performing organizations―a major corporation and many suppliers of different sizes. During the project you observed a restraining effect of differences between the companies' corporate cultures. This leads to different expectations on how such a project should be handled and to frequent misunderstandings between stakeholders. Another effect is a growing degree of distrust and skepticism. What should you try first to integrate the diverse stakeholder groups? o Focus on project work. As a project manager you should not get distracted by big egos. o Let the problems grow further until they are obvious for all. Then escalate them. o Develop a joint quality policy for the project and seek commitment by all organizations. o Analyze probability and impact of the risks linked with the situation and plan how to respond to them.

141 Monitoring and controlling Answer: 3 Reference: Project Business Management by Oliver F. Lehmann.

142. During execution of your project you have observed that a team member is getting isolated by other team members. Which is a wrong approach in such a situation?142 o The interpersonal relationships between team members are their private issue. You should not interfere. o You should apply team building measures to improve the team's effectiveness. o You should try to get feedback from the isolated team member to understand the situation. o You should try to get feedback from the other team members to understand the situation.

142 Executing Answer: 1 Reference: Project Management, A Systems Approach to Planning, Scheduling and Controlling by Harold Kerzner, 12th edition, page 154.

143. In an organization, project managers report directly to the head of a project management office (PMO). In this case, which statement is probably not true? o The head of the project management office can strengthen the matrix as a manager of project managers. o The project management office will actually be responsible for direct management of the projects. o Projects will be run by the functional organization and project managers expedite change control. o It will be easier for the PMO to ensure that the organizational process assets provided are used.

143 Executing Answer: 3 Reference: PMBOK® Guide 6th Edition, page 47.

144. What is the five whys method used for? o Root cause analysis o Identification of random causes o Identification of special causes o Identification of causes of conflicts

144 Monitoring and controlling Answer: 1 Reference: Managing Six Sigma: A Practical Guide to Understanding, Assessing, an Implementing the Strategy That Yields Bottom-Line Success by Forrest W. Breyfogle III,James M. Cupello and Becki Meadows, page 112.

145. The use of scarce resources must be decided upon with functional managers before it causes delays in your project. Which is probably your most important skill right now? o Planning o Negotiating o Facilitating o Documenting

145 Planning Answer: 2 Reference: PMBOK® Guide 6th Edition, page 61.

146. Which question is not appropriate for a weighting system to evaluate seller's performance according to weighted criteria? o What is the yearly investment in development of personnel per year and employee? o How many reference customers have been verified by the seller in the specific field? o What financial status and reputation in the market place could be assessed? o Has a CV of the prospective project manager been sent with the proposal?

146 Executing Answer: 4 Reference: Software Project Management For Dummies by Teresa Luckey, Joseph Phillips, page 252.

147. Which is not an example of a correctly handled contract closure procedure? o Early termination of a contract because of a repudiatory breach o Settling and finally closing the contract agreement o Product verification by stakeholders and administrative closure o Early termination of a contract because of an immaterial breach

147 Closing Answer: 4 Reference: Project Manager Street Smarts: A Real World Guide to PMP Skills, by Linda Kretz Zaval and Terri A. Wagner, page 669.

156. In a country with high level of violence in public, a local police officer requires a private money transfer to ensure the safety of your team. How do you react? o You regard this as bribery or at least as palm greasing and do not pay. o You do not pay, but follow the chain of command and solicit a decision. o You regard it as a facilitation payment and pay the person. o You regard the situation as a gray area and pay through an agent.

156 Executing Answer: 2 Reference: Mastering Virtual Teams: Strategies, Tools, and Techniques That Succeed by Deborah L. Duarte and Nancy Tennant Snyder, Second Edition, page 70.

15. You are working on the project plan for a software project. Your company has a standard spreadsheet that you use to generate estimates. To use the spreadsheet, you meet with the team to estimate the number of functional requirements, use cases, and design wireframes for the project. Then you categorize them into high, medium, or low complexity. You enter all of those numbers into the spreadsheet, which uses a data table derived from past projects' actual costs and durations, performs a set of calculations, and generates a final estimate. What kind of estimation is being done? A. Parametric B. Rough Order of Magnitude C. Bottom-Up D. Analogous

15. Answer: A When you plug a bunch of values into a formula or computer program, and it generates an estimate, that's called parametric estimation. Parametric estimation often uses some historical data, but that doesn't mean it's the same as analogous estimation!

15. You are managing an industrial design project. One of your team members comes to you with a suggestion that will let you do more work while at the same time saving the project 15% of the budget. What is the BEST way for you to proceed? A. Tell the team to make the change because it will deliver more work for less money B. Refuse to make the change until a change request is documented and change control is performed C. Refuse to consider the change because it will affect the baseline D. Do a cost-benefit analysis and then make sure to inform the sponsor that the project scope changed

15. Answer: B Are you starting to get the hang of how this change control stuff works? The baseline isn't etched in stone, and you need to be able to change it, but you can't just go ahead and make changes whenever you want. You need to document the change request and then put that request through change control. If it's approved, then you can update the baseline so that it incorporates the change.

15. Which of the following BEST explains the difference between a seller audit during Administer Procurements and a procurement audit during Close Procurements? A. The seller audit reviews the products being created, while the procurement audit reviews how well the seller is doing the job B. The procurement audit reviews the products being created, while the seller audit reviews how well the seller is doing the job C. The seller audit reviews the products being created, while the procurement audit is used to examine successes and failures and gather lessons learned D. The procurement audit reviews the products being created, while the seller audit is used to examine successes and failures and gather lessons learned

15. Answer: C It's easy to get mixed up with all of these audits, but if you think about how they're used, it gets less confusing. When you're performing Administer Procurements, the most important part of your job is to figure out if the products that the seller is producing meet your requirements. By the time closure happens, the products have all been completed—if there was a problem, you should have caught it during Administer Procurements. All you can do now is come up with any lessons learned so that you can avoid mistakes in the future.

15. The project team working on a project printing 3,500 technical manuals for a hardware manufacturer can't inspect every single manual, so they take a random sample and verify that they have been printed correctly. This is an example of: A. Root cause analysis B. Cost benefit analysis C. Benchmarking D. Statistical sampling

15. Answer: D A lot of times it's impractical to check every single product that rolls off of your assembly line. Statistical sampling is a great tool for that; that's when you pull out a small, random sample of the products and inspect each of them. If they're all correct, then there's a very good chance that your whole product is acceptable!

150. During a post-mortem meeting, discussion arises about who has to take responsibility for some major failures. It has become obvious that the attendees of the meeting will not come to a jointly accepted conclusion. What is not an appropriate strategy for such a situation? o Separate the people from the problem o Focus on interests, not positions o Insist on objective criteria and standards o Suspend the discussion and schedule another meeting

150 Closing Answer: 4 Reference: The Human Aspects of Project Management: Human Resources Skills for the Project Manager by Vijay K. Verma, Volume Two, page 152.

152. Your project team is on its way to finish work on the project, while you have the impression that a staff member is already negotiating the next assignment in another project. You are afraid that the person may come under pressure to start working on the other job before she has finished her work for your project. Her task is very complex, and it would be hard for someone else to take up the partial results and finish them. What action is most likely to resolve the situation? o Have a private meeting with the person and discuss your observations. Make the person aware of the contract and of the legal consequences of unfinished work. o Have a meeting with the entire team and discuss the person's expected early leave. Use team dynamics to buy in the commitment from the person to finish work orderly. o Use your network of project managers to find another assignment for the person which allows for smooth transition and does not conflict with your needs. o Ignore your observations and let the team member do her job. It is quite uncommon that staff drops work for a project before it is completely finished.

152 Closing Answer: 3

153. When control charts are used, outliers are...153 o ...singular measurements outside the bandwidth between an upper and lower control limit. o ...a typical result of a rare random cause which is difficult to replicate and to verify. o ...insignificant results, often measurement errors, the causes of which should not be further investigated. o ...measurements inconsistent with a run of 7 results over or under a mean value.

153 Executing Answer: 1 Reference: Managing Project Quality by Timothy J. Kloppenborg and Joseph A. Petrick, page 70.

154. You are running a project which was budgeted based on some rough order of magnitude (ROM) estimates with a precision of -50% /+100%. Meanwhile, with new estimates made on detail level and some work already finished, you found out that these estimates were consistently too low and the budget will not be sufficient to successfully run and finish the project. What should you do? o You shouldn't worry too much, It is quite normal that early estimates are too optimistic, later estimates are too pessimistic and the project costs will finally settle somewhere in between. So relax! o Bring the issue to your sponsor and discuss how this should be handled. Together with the sponsor adhere to the guidelines which describe how budgets will be reviewed and refined. o Try to reduce scope or quality in areas where it cannot create difficulties for you and the team. Finally, it is not your responsibility that an insufficient budget has been created for the project. o Find a contractor who can run the project for you. Set the budget as a price limit during the bidding process and accept only firm fixed price (FFP) offers which do not exceed this price.

154 Monitoring and controlling Answer: 2 Reference: PMBOK® Guide 6th Edition, page 241.

16. You are the project manager on a construction project, and you have just received a change request. You consulted the project management plan, and followed the procedures laid out in the Change Control System. You are in the process of reviewing the change and documenting its impact. Your manager asks you why you are doing this. What are you doing by reviewing the change and documenting its impact? A. Perform Integrated Change Control B. Monitor and Control Project Work C. Manage Requested Changes D. Direct and Manage Execution

16. Answer: A Once a change is requested, all of the work that you do with it falls under Perform Integrated Change Control, right up until it's approved and you can implement it.

16. You are the project manager for a telecommunications project. You are working on the project scope statement. Which of the following is NOT included in this document? A. Authorization for the project manager to work on the project B. Requirements that the deliverables must meet C. A description of the project objectives D. The list of deliverables that must be created

16. Answer: A When a question asks you about what a particular document, input, or output contains, be on the lookout for answers that talk about a different document. What document do you know about that gives the project manager authorization to do the work? That's what the project charter is for.

16. What's the difference between Perform Quality Control and Perform Quality Assurance? A. Perform Quality Control involves charts like histograms and control charts, while Perform Quality Assurance doesn't use those charts B. Perform Quality Control and Perform Quality Assurance mean the same thing C. Perform Quality Control means inspecting for defects in deliverables, while Perform Quality Assurance means auditing a project to check the overall process D. Perform Quality Assurance means looking for defects in deliverables, while Perform Quality Control means auditing a project to check the overall process

16. Answer: C A lot of people get confused about the difference between Perform Quality Control and Perform Quality Assurance. Quality Control is where you inspect deliverables for defects, while Quality Assurance is where you audit the project to make sure the quality activities were performed properly.

16. You're managing a project to build a new project management information system. You work with the team to come up with an estimate of 27 weeks. In the best case, this could be shortened by two weeks because you can reuse a previous component. But there's a risk that a vendor delay could cause the project to be delayed by five weeks. Use PERT to calculate a three-point estimate for this project. A. 25.83 weeks B. 26 weeks C. 27.5 weeks D. 28.3 weeks

16. Answer: C This question is asking you to apply the PERT three-point estimation formula: (Optimistic Time + 4 x Most Likely Time + Pessimistic Time) ÷ 6. When a question gives you these values directly, it's easy. But in this case, to answer the question you had to figure out the values for the Optimistic Time and Pessimistic Time, which meant that you needed to look at the assumptions that the team was making. The most likely time was given: 27 weeks. The best case scenario would come in two weeks earlier, at 25 weeks, and the worst case would come in five weeks late, at 32 weeks. So the estimate is (25 weeks + 4 x (27 weeks) + 32 weeks) ÷ 6 = 27.5 weeks.

16. Project A has a NPV of $75,000, with an internal rate of return of 1.5% and an initial investment of $15,000. Project B has a NPV of $60,000 with a BCR of 2:1. Project C has a NPV of $80,000, which includes an opportunity cost of $35,000. Based on these projects, which is the BEST one to select: A. Project A B. Project B C. Project C D. There is not enough information to select a project

16. Answer: C You've been given a net present value (NPV) for each project. NPV means the total value that this project is worth to your company! It's got the costs—including opportunity costs—built in already. So all you need to do is select the project with the biggest NPV.

16. You're managing a project to remodel a kitchen. You find out from your supplier that there's a 50% chance that the model of oven that you planned to use may be discontinued, and you'll have to go with one that costs $650 more. What's the EMV of that risk? A. $650 B. -$650 C. $325 D. -$325

16. Answer: D Even though this looks a little wordy, it's just another EMV question. The probability of the risk is 50%, and the cost is -$650, so multiply the two and you get -$325.

16. You decide to conduct a quality audit of the cryogenic capable hardware being manufactured by your company during project execution. The quality audit will identify all of the following, except...? a. Whether the planned quality process and standards were followed by the project team b. Whether the product will be formally accepted by the sponsor c. Whether the product is fit for use d. The improvement opportunities for the existing product

16. B - Answer B is correct because the quality audit is focused on "whether project activities comply with organizational and project policies, processes, and procedures." Acceptance of the deliverable is the key output of the Validate scope process in Project Scope Management. PMBOK Guide®, 6th edition, p. 247.

160. A management point in a work breakdown structure (WBS) used to consolidate and process work package data and forward the results to the project manager is called o Control account o Chart of accounts o Control limit o Account limit

160 Planning Answer: 1 Reference: PMBOK® Guide 6th Edition, page 160.

161. In project management, work authorization is normally not... o ...a permission written by the project manager to begin work on a specific activity. o ...a permission written by the project manager to begin work on a specific work package. o ...a written direction used by a project manager to ensure work is done properly and correctly. o ...a document issued by a sponsor authorizing the project manager to apply resources to project activities.

161 Executing Answer: 4 Reference: PMBOK® Guide 6th Edition, page 41.

164. Which technique has been applied to develop the following diagram? 164 o Decision tree o P/I matrix o Strategic scoring o Risk breakdown structure Make or buy? 1 Use existing staff 1.1 Optimistic costs 0% -$123,000.00 17% -$123,000.00 1.2 Most likely costs 0% -$158,000.00 66% -$158,000.00 1.3 Pessimistic costs 0% -$259,000.00 17% -$259,000.00 -$169,220.00 FALSE $0.00 2 Hire new staff 2.1 Optimistic costs 50% -$85,000.00 50% -$35,000.00 2.2 Pessimistic costs 50% -$214,000.00 50% -$164,000.00 -$99,500.00 TRUE -$50,000.00 3 Use contractor staff 3.1 Optimistic costs 0% -$140,000.00 33% -$120,000.00 3.2 Pessimistic costs 0% -$270,000.00 67% -$250,000.00 -$207,100.00 FALSE -$20,000.00 Implementation costs -$149,500.00

164 Planning Answer: 1 Reference: PMBOK® Guide 6th Edition, page 435. N.B.: Diagram created with Insight Tree by Visionary Tools

165. Your organization has the choice between several internal projects it could run. In order to select projects, the organization assessed their strategic importance, investment requirements, and expected cash inflow from the projects' products, services and results. What should the organization assess in addition? 165 o The probability of changes to strategic goals. o The frequency of changes to strategic goals. o The assessments done should be sufficient. o The probability of the expected cash inflows.

165 Planning Answer: 4 Reference: Project Management, A Systems Approach to Planning, Scheduling and Controlling by Harold Kerzner, 12th edition, pages 373ff.

166. Which of the following is not a forecasting method?166 o Scenario building o Simulation o Time series method o Variance analysis

166 Planning Answer: 4 Reference: PMBOK® Guide 6 th Edition, page 111.

17. A customer is requiring a minor scope change and expects you to do this without delays and additional costs. You believe that you have adequate authorization to make the decision by yourself, but you are not quite sure. What should be your next steps? o A requested change is always an opportunity to get more money paid by the customer and to secretly solve schedule and quality problems. You should make some reasonable estimates on time, costs, risks etc. and then add a nice margin on top of that to calculate the new price. o Customer satisfaction is your top priority. The customer gives you an opportunity to increase their satisfaction, which you should use to the maximum benefit. Most project managers have contingencies to cover risks; these can be used to pay the additional costs. o Before making a decision you should have a look at the customer's parking lot. If you find there many expensive, new models, it is likely that you can use the requested change to increase the profit from the contract. Otherwise you should reject the request. o Handle the request according to the integrated change control processes described in your management plans. Then make a decision together with the appropriate change control body, whether the increased customer satisfaction will be worth the extra costs, work, risks etc.

17 Monitoring and controlling Answer: 4 Reference: PMBOK® Guide 6th Edition, page 113.

17. Which Quality Control tool is used to analyze processes by visualizing them graphically? A. Checklists B. Flowcharts C. Pareto charts D. Histograms

17. Answer: B A flowchart is one of the seven basic tools of quality. You use it to analyze processes that are part of your project in order to look for quality problems and inefficiencies.

17. Which of the following is NOT true about the project charter? A. The project charter defines the requirements that satisfy customer needs B. The project charter defines the work authorization system C. The project charter makes the business case that justifies the project D. The project charter includes the milestone schedule

17. Answer: B The work authorization system is defined by the company, and it's external to the project. You can think about it as the rules that you are told to follow in order to assign work in your company. They are part of the Enterprise Environmental Factors, an input to Develop Project Charter.

17. What is the range of a Rough Order of Magnitude Estimate? A. -5% to +10% B. -25% to +75% C. -50% to +50% D. -100% to +200%

17. Answer: C The Rough Order of Magnitude estimate is a very preliminary estimate that everyone knows is only within an order of magnitude of the actual cost (or ±50%). That means it can be anywhere from half the actual cost to one and a half times the actual cost!

17. Which of the following statements about risk is the most correct? a. All risks should be avoided b. Accept only the risks for which you can purchase insurance c. If the project has no risk, it is not really a project d. Only accept projects with upside risks

17. C - Since a project is an endeavor that creates something unique, there will be unknowns and uncertainties on the project. Therefore, projects automatically carry risk due to the existence of unknowns/uncertainties. If there is no risk, then there is no uncertainty; i.e. if all elements are known, your 'project' is fundamentally an operational process.

170. The situational leadership model as defined by Paul Hersey and Ken Blanchard consists of the stages____. o Must-be requirements, one-dimensional requirements, attractive requirements o Telling, selling, participating, delegating o Direct style, instrumental style, relational style o Acquisition stage, learning stage, performance stage, exhaustion stage

170 Executing Answer: 2 References: The New Dynamic Project Management: Winning Through the CompetitiveAdvantage by Deborah S. Kezsbom and Katherine A. Edward, 2nd Edition, pages 266-275.

172. When should the project schedule be developed? 172 o As early into the project as possible. A committed schedule should be there before any initiating or planning processes are applied for the project. o During initiating. The definite project schedule should be developed concurrently with the project contract (if applicable) and the project charter. o Scheduling should be avoided. Agile approaches with a backlog and a weekly to 4-weekly meeting cycle are sufficient for modern project management. o When most planning processes from time, scope, and procurement management have been finished. These will then be iterated when necessary.

172 Planning Answer: 4 Reference: PMBOK® Guide 6th Edition, page 205.

176. You are managing a project that bears a risk to either permanently damage or strongly improve the reputation of the performing organization with its customer base. You decide to call a meeting with the organization's management to make them aware of the issue and discuss possible options. Which risk response strategy are you applying?176 o Active acceptance o Transfer o Passive acceptance o Escalate

176 Executing Answer: 4 References: PMBOK® Guide 6th Edition, pages 442, 444.

177. A project manager has developed various risk response strategies for a high-risk project. When presenting some of the results, she emphasizes the importance of putting the responses into action instead of leaving them documented as a plan that might get forgotten. Which process is she most likely referring to? o Plan risk management o Implement risk responses o Monitor risks o Plan risk responses

177 Executing Answer: 2 References: PMBOK® Guide 6th Edition, page 449.

19. Which of the following is NOT true about the Project Management Plan? A. The project management plan contains the scope management plan B. The project management plan gives authority to the project manager C. The project management plan contains the quality baseline D. The project management plan contains the performance baseline

19. Answer: B The Project Charter authorizes the project manager.

178. For a project to replace an older ERP software with a more modern tool in an organization, you have identified a number of risks. You have documented them in a detailed list. A manager from executive level has asked you now to summarize the overall project risk exposure with appropriate metrics, as well as individual high-level risks along with a quick presentation of responses with their pros and cons. Which document is probably required by the person in this situation?178 o Risk register o Risk management plan o Risk report o Risk traceability matrix

178 Initiating Answer: 3 References: PMBOK® Guide 6th Edition, page 418.

18. Which of these processes is not a part of Scope Management? A. Scope Identification B. Collect Requirements C. Control Scope D. Scope Verification

18. Answer: A Scope Identification is a made-up process. It didn't appear in this chapter, and even though it sounds real, it's wrong.

18. You are managing a software project, when one of your stakeholders needs to make a change that will affect the budget. What defines the processes that you must follow in order to implement the change? A. Cost change control system B. Monitoring & Controlling process group C. Change control board D. Cost performance baseline

18. Answer: A You should definitely have a pretty good idea of how change control works by now! The change control system defines the procedures that you use to carry out the changes. And Control Costs has its own set of procedures, called the cost change control system.

18. You have just verified that all of the work on your project is completed. Which of these things is NOT part of the Closing process? A. Update historical information by documenting lessons learned B. Document the work performance information to show the deliverables that have been completed and record the lessons learned C. Verify that all of the deliverables have been accepted by the stakeholders D. Follow the project closure procedure

18. Answer: B The work performance information is documented as part of Direct and Manage Execution. By the time the project closes, it's too late to use the work performance information! That's why it's an input to Monitor and Control Project Work—so you an take corrective action if the work is not being performed well.

18. You are looking at a control chart to figure out if the way you are doing your project is fitting into your company's standards. Which process are you using ? A. Plan Quality B. Quality Assurance C. Quality Control D. Quality Management

18. Answer: B You're analyzing the process, so you are using Perform Quality Assurance.

18. You're a project manager on an industrial design project. You've set up a reward system, but you're surprised to find out that the team is actually less motivated than before. You realize that it's because your rewards are impossible to achieve, so the team doesn't expect to ever get them. What motivational theory does this demonstrate? A. Herzberg's Hygiene Theory B. Maslow's Hierarchy of Needs C. MacGregor's Theory of X and Y D. Expectancy Theory

18. Answer: D Expectancy Theory says that people only get motivated by rewards that they can achieve, and that are fair. If you set up a reward system that selects people who don't deserve rewards, or that has rewards that are unattainable, then it will backfire and cause people to resent their jobs.

18. A construction project manager has a meeting with the team foreman, who tells him that there's a good chance that a general strike will delay the project. They brainstorm to try to find a way to handle it, but in the end decide that if there's a strike, there is no useful way to minimize the impact to the project. This is an example of which risk response strategy? A. Mitigate B. Avoid C. Transfer D. Accept

18. Answer: D There are some risks that you just can't do anything about. When that happens, you have to accept them. But at least you can warn your stakeholders about the risk, so nobody is caught off guard.

181. A project manager is asked to contribute to a document to describe what is intended to be achieved with a project once it is successfully finished, and how this will be measured. What could be the name of that document?181 o Project management plan o Benefits management plan o Change management plan o Statement of work

181 Initiating Answer: 2 References: PMBOK® Guide 6th Edition, page 33.

182. Which of the following can usually be referred to as factors which trigger the need for a new project?182 o Meet regulatory, legal, or social requirements o Satisfy stakeholder requests or needs o Implement or change business or technological strategies o All of the above and more

182 Initiating Answer: 4 References: PMBOK® Guide 6th Edition, page 9.

183. What is a project business case? o A documented economic feasibility study for a project o A more detailed statement of work for a project o A collection of management plans for a project o A breakdown of project scope for a project

183 Initiating Answer: 1 References: PMBOK® Guide 6th Edition, page 30.

184. Which type of Organizational Process Asset should be updated by the project team? o Processes, policies, and procedures o Corporate knowledge base o External enterprise environmental factors o Internal enterprise environmental factors

184 Closing Answer: 2 References: PMBOK® Guide 6th Edition, page 39-40.

185. What is not a characteristic of what is referred to as an "organic organization"?185 o Low project manager authority o Low resource availability o Full-time project management administrative staff o Flexible work groups

185 Initiating Answer: 3 References: PMBOK® Guide 6 th Edition, page 47.

186. Stakeholders such as suppliers, customers, and end users have what in common? o They are in a similar sphere of influence by project managers o They always share common goals o They usually speak the same language o They usually don't interfere with project management

186 Executing Answer: 1 References: PMBOK® Guide 6th Edition, page 53.

19. As the project manager in a software project which is currently initiated, you want to assess high-level risks. What should you do? o Develop the project charter and a risk management plan to start identifying risks based on those and other documents. o Identify and analyze risk events using qualitative and quantitative techniques. o Develop contingency plans and fallback plans in case the original plan proves wrong. o Discuss the risks documented in your Risk register with the project key stakeholders.

19 Initiating Answer: 1 References: PMBOK® Guide 6 th Edition, pages 75 and 405.

30. What is typical for critical path project management? o Forward and backward pass analysis o Level-of-effort activities o Management of security protocols o Management of resource over-allocations

30 Planning Answer: 1 Reference: PMBOK® Guide 6 th Edition, pages 210-211.

19. You are the project manager for a new project, and you want to save time creating the WBS. Which is the BEST way to do this? A. Make decomposition go faster by cutting down the number of deliverables B. Use a WBS from a previous project as a template C. Don't create the WBS Dictionary D. Ask the sponsor to provide the work packages for each deliverable

19. Answer: B WBS templates are a great way to speed up creating the WBS, and the easiest way to create a template is to use one from a previous project. It is not a good idea to cut out deliverables, skip important outputs like the WBS Dictionary, or make the sponsor do your job for you.

19. You're managing a software project, when two of your programmers come to you with a disagreement over which feature to work on next. You listen to the first programmer, but rather than thinking through the situation and gathering all the information, you decide to go with his idea. Which conflict resolution technique did you use? A. Compromise B. Forcing C. Confronting D. Smoothing

19. Answer: B Whenever you choose one side over another without thinking or actually finding the root cause of the problem, you're forcing a solution on it. This is NOT a good way to solve problems!

19. You are managing a software project, when one of your stakeholders needs to make a change that will affect the budget. You follow the procedures to implement the change. Which of the following must get updated to reflect the change? A. Project management plan B. Project cost performance baseline C. Cost change control system D. Project performance reviews

19. Answer: B You use the project Cost Performance Baseline to measure and monitor your project's cost performance. The idea behind a baseline is that when a change is approved and implemented, the baseline gets updated.

19. Which of the following is associated with the 80/20 rule ? A. Scatter chart B. Histogram C. Control chart D. Pareto chart

19. Answer: D Pareto charts are based on the 80/20 rule. They sort your defects in descending order by root cause. So you always know which 20% of root causes are responsible for 80% of defects on your project.

19. You're managing a project to fulfill a military contract. Your project team is assembled, and work has begun. Your government project officer informs you that a supplier that you depend on has lost the contract to supply a critical part. You consult your risk register and discover that you did not plan for this. What's the BEST way to handle this situation? A. Consult the probability and impact matrix B. Perform Quantitative and Perform Qualitative Risk Analysis C. Recommend preventive actions D. Look for a new supplier for the part

19. Answer: D You've got an unplanned event that's happened on your project. Is that a risk? No. It's a project problem, and you need to solve that problem. Your probability and impact matrix won't help, because the probability of this happening is 100%—it's already happened. No amount of risk planning will prevent or mitigate the risk. And there's no sense in trying to take preventive actions, because there's no way you can prevent it. So the best you can do is start looking for a new part supplier.

19. The five elements of the sender-receiver model in communications are ...? a. Encode, filter, feedback, medium, noise b. Encode, decode, feedback, filter, noise c. Encode, message and feedback, medium, noise, decode d. Encode, message, recode, medium and noise, feedback

19. C - PMBOK Guide®, 6th edition, pp. 293-94.

190. A Scrum Master talks to you about the impact and value of servant leadership. What is the person probably referring to?190 o The idea that an organization can be leaderless and still fully functioning. o The belief that wishes and requirements of a leader have no importance. o The commitment to serve the team as a leader, and to put them first. o The idea of management by objectives when telling a team what to do.

190 Executing Answer: 3 References: PMBOK® Guide 6th Edition, page 65.

191. Which is not a trend in project integration practices?191 o Use of automated tools o Use of visual management tools o Hybrid methodologies o Use of autocratic decision making

191 Executing Answer: 4 References: PMBOK® Guide 6 th Edition, page 144.

192. What is a purpose of agile release planning?192 o Develop an early understanding what the final product, service or result will in exactly look like in the end. o Create a precise project schedule with long-term forecasts and accurate estimations o Providing a high-level summary timeline of the release schedule in less predictive projects o Outline the requirements in detail and make sure they are described as use cases

192 Planning Answer: 3 References: PMBOK® Guide 6 th Edition, page 216.

193. What is a product backlog?193 o A description of what is to be delivered in a product o A to-do list of tasks to be finished o A breakdown of scope for an iteration o A time-phased list of technical requirements

193 Planning Answer: 1 References: PMBOK® Guide 6 th Edition, page 131.

194. What does an iteration burndown chart track?194 o Work remaining to be completed for the product o Work remaining to be completed in the iteration backlog o Work finished so far in the iteration o Work ideally completed on average in every iteration

194 Monitoring and controlling Answer: 2 References: PMBOK® Guide 6 th Edition, page 226.

195. Which is not one of the five levels of increasingly effective quality management?195 o Detect and correct defects before the customer finds them o Use quality assurance to examine and correct the process itself o Create a culture committed to quality throughout the organization o Write test cases before writing software code

195 Planning Answer: 4 References: PMBOK® Guide 6th Edition, page 275.

196. Which is an advantage of self-organizing teams?196 o Freedom of the project manager to make decisions o Faster decision-making processes by the project manager o Increased sense of responsibility of team members o Higher visibility of individual team members

196 Planning Answer: 3 References: PMBOK® Guide 6 th Edition, page 310.

2. Which of the following is NOT true about bidder conferences? A. All potential sellers should meet separately with the buyer B. Potential sellers should ask questions in an open forum so other sellers can hear the answers C. Bidder conferences are a good way to make sure sellers are treated fairly D. All sellers are given the same procurement documents

2. Answer: A One of the most important things about a bidder conference is that no one seller is given better access to the buyer. They should all have the same opportunity to gather information, so that no single seller is given preferential treatment.

2. Which is NOT an output of a scope management process? A. Business Case B. WBS Dictionary C. Requested changes D. Accepted deliverables

2. Answer: A There are two ways you can get to the right answer for this question. You can recognize that the WBS Dictionary, Change Requests, and Accepted Deliverables are all Scope Management process outputs. (You'll see Change Requests in every knowledge area!) But you can also recognize that the Business Case was created by the Develop Projct Charter which is part of the Initiating process group.

2. You're working on a project that has an EV of $7362 and a PV (BCWS) of $8232. What's your SV? A. -$870 B. $870 C. 0.89 D. Not enough information to tell

2. Answer: A This one is just testing whether or not you know the formula for schedule variance. Just plug the values into the SV formula: SV = EV - PV and you get answer A. Watch out for negative numbers, though! Answer B is a trap because it's a positive value. Also, the test will have answers like C that check if you're using the right formula. If you use the SPI formula, that's the answer you'll get! You can throw out D right away—you don't need to do any calculation to know that you have enough information to figure out SV!

2. A project manager is using a histogram to analyze defects found by the team during inspection activities. What process is being performed? A. Plan Quality B. Perform Quality Control C. Perform Quality Assurance D. Verify Scope

2. Answer: B In the Perform Quality Control process, the team inspects the product for defects and uses the seven basic tools to analyze them. Since the defects came from inspection, you know it's Perform Quality Control.

2. Given this portion of the network diagram to the right, what's the ES of activity F? A. 9 B. 10 C. 12 D. 13

2. Answer: D Calculating the early start (ES) of an activity isn't hard. All you need to do is look at the early finish (EF) of the previous activity and add one. If there's more than one predecessor, then you take the largest EF and add one. In this case, the predecessors to activity F are D, with an EF of 9, and E, with an EF of 12. So the ES of F is 12 + 1 = 13.

20. In most jurisdictions, a legally required order of formal statements establishing a contract is: o Invitation to treat, offer, PO o Inquiry, bid, order o Offer, acceptance o MoU, LoI, final agreement

20 Executing Answer: 3 Reference: Project Management, A Systems Approach to Planning, Scheduling and Controlling by Harold Kerzner, 12th edition, pages 661ff.

20. Validated defect repair is an output of which process ? A. Integrated Change Control B. Plan Quality C. Perform Quality Control D. Perform Quality Assurance

20. Answer: C Perform Quality Control is where you inspect your work, including your repairs!

20. The project manager for a design project is using the Define Scope process. Which BEST describes this? A. Creating a document that lists all of the features of the product B. Creating a plan for managing changes to the scope baseline C. Creating a document that describes all of the work the team does to make the deliverables D. Creating a graphical representation of how the phases or deliverables decompose into work packages

20. Answer: C This question asked you about the Define Scope process, but all of the answers describe various outputs. Which of these outputs matches Define Scope? Well, the main output of Define Scope is the Scope Statement, and answer C is a good description of the scope statement.

20. The two basic standards that define the PMI Code of Ethics and Professional Conduct are: a. Government and industry b. Anticipated and required c. Aspirational and mandatory d. Intended and compulsory

20. C - The standards are broken out into 2 categories: Aspirational standards and mandatory standards

200. How are a procurement lifecycle and contracts related?200 o A project procurement lifecycles for a project can include several contracts. o A contract lifecycle is always longer than a procurement lifecycle. o A project contract lifecycle should always equal a procurement lifecycle. o Project lifecycle, contract lifecycle, and procurement lifecycle are unrelated

200 Executing Answer: 1 References: Project Business Management by Oliver F. Lehmann, page 246

21. Your company has previously run other projects similar to the one you're currently managing. What is the BEST way to use that information? A. Check the organizational process assets for lessons learned and other information about the past projects B. Use parametric estimation to estimate your project based on past projects' performance C. Start from scratch because you don't want mistakes from past projects to influence you D. Reuse the project management plan from a past project

21. Answer: A The organizational process assets contain historical information about past projects. When you write up your lessons learned, or create work performance information, you store it in your company's organizational process asset library! Also, did you notice that answer B was the wrong definition of parametric estimation?

21. You are the project manager for a construction project. You have completed project initiation activities, and you are now creating a document that describes processes to document the scope, decompose deliverables into work packages, verify that all work is complete, and manage changes to the baseline. What process are you performing? A. Develop Project Management Plan B. Define Scope C. Create WBS D. Develop Project Charter

21. Answer: A This question asked you where you defined the procedures for doing all of the Scope Management Processes. Where do you find those procedures? You find them in the Project Management Plan—specifically, the Scope Management Plan sub-plan. And you build that in the Develop Project Management Plan process.

21. You are a project manager starting a new project. Your manager warns you that previous projects ran into trouble. Which of the following would be BEST for you to rely on to help plan your project: A. Our project management expertise B. Historical information C. The change control system D. Forecasts

21. Answer: B Historical information is an important input into Develop Project Charter, which is the first process that you perform when you start a new project. Historical information is very important, because it's how you learn about past projects' successes and failures. It's not actually listed as its own input. It's a part of organizational Process Assets—and it really is a huge asset to any organization!

21. You are managing a project that has a TCPI of 1.19. What is the BEST course of action? A. You're under budget, you can manage costs with lenience B. Manage costs aggressively. C. Create a new schedule D. Create a new budget

21. Answer: B If your TCPI is above 1, you need to manage costs aggressively. It means that you need to meet your oals without spending as much money as you have been for the rest of the project.

22. You are starting to write your project charter with your project sponsor when the senior managers ask for a time and cost estimate for the project. You have not yet gathered many of the project details. What kind of estimate can you give? A. Analogous Estimate B. Rough Order of Magnitude Estimate C. Parametric Estimate D. Bottom-up Estimate

22. Answer: B If you are just starting to work on your project charter, it means you're just starting the project and you don't have enough information yet to do analogous, parametric, or bottom-up estimates. The only estimation technique that you can use that early in the project is the Rough Order of Magnitude stimate. That kind of estimate is not nearly as accurate as the other kinds of estimate and is used just to give a rough idea of how much time and cost will be involved in doing a project.

22. You're planning the schedule for a highway construction project, but the final date you came up with will run into the next budget year. The state comes up with capital from a reserve fund, and now you can increase the budget for your resources. What's the BEST way to compress the schedule? A. Go back to your three-point estimates and use the most optimistic ones B. Use the extra budget to increase your contingency reserve C. Hire more experts to use expert judgment so your estimates are more accurate D. Crash the schedule

22. Answer: D Crashing the schedule is the form of schedule compression that increases cost. This is a difficult question because all of the answers sound good, and one or two are a little misleading! Don't fall into the trap of choosing an answer because you recognize a valid tool or technique in it. Reserve analysis and three-point estimates are very useful techniques, but they're not the answer to this question.

22. You identified the possibility of several high-impact risks on your current project at the last stakeholder meeting. A senior VP was in attendance and immediately announced, "We're looking for 'can-do' people for this project. If you can't handle it, I'll find someone who can!" What would be the best response to this statement? a. Immediately resign from the project, stating that the VP himself constitutes the largest risk on the project b. Offer to discuss the VP's concerns, offline c. State that the risk assessment is necessary to help ensure the success of the project d. Tell the VP that you are simply following what PMI recommends and that it is not mandatory

22. C - Failure to address risk is one of the leading causes of troubled projects that suffer from negative scope, cost or scheduling issues. It can also lead to project failure or early termination. PMI considers that failure to perform an adequate risk assessment on a project is a plan-to-fail scenario.

23. A WBS dictionary is a document which... o ... describes technical terms used for scope management. o ... describes the details for each component in the WBS. o ... translates essential WBS terms for global project teams. o ... helps translate functional into technical requirements.

23 Planning Answer: 2 Reference: PMBOK® Guide 6th Edition, page 162.

23. You're managing a software project. You've created the schedule, and you need to figure out which activities absolutely cannot slip. You've done critical path analysis, identifying the critical path and calculating the early start and early finish for each activity. Which activities cannot slip without making the project late? A. The ones with the biggest difference between ES and LF B. The activities on the critical path C. The activity with the most lag D. The last activity in the project, because it has no float

23. Answer: B The critical path is the path in the network diagram where any delay will cause a delay in the schedule. These are the activities that cannot slip without making the project late!

23. You are managing a project for a defense contractor. You know that you're over budget, and you need to tell your project sponsor how much more money it's going to cost. You've already given him a forecast that represents your estimate of total cost at the end of the project, so you need to take that into account. You now need to figure out what your CPI needs to be for the rest of the project. Which of the following BEST meets your needs? A. BAC B. ETC C. TCPI (BAC calculation) D. TCPI (EAC calculation)

23. Answer: D This question may have seemed a little wordy, but it's really just a question about the definition of TCPI. You're being asked to figure out where you need to keep your project's CPI in order to meet your nudget. And you know it's the EACbased TCPI number, because the question specified that you already gave him a forecast, which means you gave him an EAC value already. So now you can calculate the EAC-based TCPI number to figure out where you need to keep your CPI for the rest of the project.

24. The life cycle of a product or service begins with...? a. An assessment of the business need and benefit to the organization b. The manufacturing of a product or service c. The identification of stakeholders d. The development of the project scope statement and work breakdown structure

24. A -The PMBOK Guide states, "Many facets of the product life cycle lend themselves to being run as projects, for example, performing a feasibility study conducting a product trial and a market, etc."

24. You are the project manager for a software project. One of the teams discovers that if they deviate from the plan, they can actually skip one of the deliverables because it's no longer necessary. They do the calculations, and realize they can save the customer 10% of the cost of the project without compromising the features in the product. They take this approach, and inform you the following week what they did during the status meeting. What is the BEST way to describe this situation? A. The project team has taken initiative and saved the customer money B. A dispute is resolved in favor of the customer C. The team informed the project manager of the change, but they should have informed the customer too D. The team did not follow the Control Scope process

24. Answer: D When you read the question, it looks like the team really helped the project, right? But think about what happened: the team abandoned the plan, and then they made a change to the project without getting approval from the sponsor or stakeholders. Maybe they discovered a useful shortcut. But isn't it possible that the shortcut the team found was already considered and rejected by the sponsor? That's why change control is so important.

25. Which of the following BEST describes the purpose of the project scope statement? A. It describes the features of the product of the project B. It is created before the scope management plan C. It decomposes deliverables into work packages D. It describes the objectives, requirements, and deliverables of the project, and the work needed to create them

25. Answer: D Some questions are just definition questions. When that definition is a "Which-is-BEST" question, there could be an answer that makes some sense, and it's tempting to stop with it. In this case, answer A sounds like it might be right. But if you read answer D, it's much more accurate.

26. At the beginning of project execution, you notice different opinions between team members relating to project work and deliverables and to the level of overall complexity. What should you do right now? o Give your team members some time to develop a common understanding of the project scope and product scope. Upcoming interface problems may be resolved later. o Use the risk management processes to identify and assess risks caused by misunderstandings and develop a plan with measures in order to respond to them. o Organize meetings to identify and resolve misunderstandings between team members in order to avoid interface problems, disintegration and costly rework early in the project. o Use interviews in private with each individual team member to inform them of your expectations and your requirements in an atmosphere of confidence.

26 Executing Answer: 3 Reference: PMBOK® Guide 6th Edition, page 342.

26. The essential difference between cost and price is...? a. Price includes cost-of-living adjustment and cost does not b. Cost is the expenses incurred by the project; price is what the customer is charged for the work c. Price minus cost equals the benefit cost ratio (BCR) for the project d. Cost is what the customer is charged for the project work; price is based on the retail value of the project work

26. B - Answer A: the cost-of-living adjustment is cost based, not price based. C is wrong - the BCR is more complex than a simple price minus cost calculation. D is made up.

27. You have just taken over as manager of a project that will create many benefits for the performing organization, but you sense a high level of resistance in various stakeholders right from the start. What is the most appropriate action to resolve the problem? o Develop a responsibility assignment matrix (RAM) which clearly shows the responsibility of each stakeholder for the various project activities and who needs to be consulted and informed. o Develop an organization diagram, which places each of the stakeholders at an appropriate position inside the project and allows for certain lines of communication while disallowing others. o Schedule a meeting with these stakeholders to present the project, discuss and establish ground rules, ensure their involvement and identify initial personal and organizational issues. o Do not talk to these stakeholders too much at this time, instead create faits accomplish, which will later force the stakeholders to support the project due to a lack of alternatives for them.

27 Executing Answer: 3 References: PMBOK® Guide 6th Edition, page 86.

27. Which of the following is NOT an output of Collect Requirements? A. Requirements Observations B. Requirements Traceability Matrix C. Requirements Documentation D. Requirements Management Plan

27. Answer: A The three outputs of Collect Requirements are Requirements Documentation, the Requirements Management Plan, and the Requirements Traceability Matrix. "Requirements Observations" isn't really an output.

27. Which of the following would be least important on the risk register? a. Risk owner b. Who identified the risk c. Triggers d. Residual and secondary risks

27. B - Who identified a risk is not a part of the risk register.

28. You are in the process of planning a project and found that stakeholders often have varying objectives and requirements. This makes it hard to come up with a plan with which all objectives will be met. What is probably most helpful to ensure common understanding? o Ask the project stakeholders to build focus groups in order to discuss and remedy conflicting interests. o Create an exhaustive document describing your point of view and ask stakeholders to review it. o Let each stakeholder write a statement of work, merge the documents to a project scope statement. o Use your authorization as the project manager to clearly prioritize the different objectives.

28 Planning Answer: 1 Reference: PMBOK® Guide 6th Edition, page 142.

3. Which of the following is NOT an example of operational work? A. Building a purchase order system for accounts payable B. Submitting weekly purchase orders through a purchase order system C. Deploying weekly anti-virus software updates D. Yearly staff performance evaluations

3. Answer: A Building a purchase order system for accounts payable is a project. It's a temporary effort that has a unique result.

3. Which of the following is NOT TRUE about a work breakdown structure? A. It describes processes to define the scope, verify work, and manage scope changes B. It contains a graphical, hierarchical list of all work to be performed C. It can be broken down by project phase or deliverable D. It is an important element of the scope baseline

3. Answer: A Did you recognize that answer A was describing the scope management plan? Once you know what the WBS is used for and how to make one, questions like this make sense.

3. Given this portion of the network diagram to the right, what's the LF of activity F? A. 10 B. 11 C. 16 D. 17

3. Answer: A It's just as easy to calculate the late finish (LF). Look at the following activity, take its LS (late start), and subtract one. If there's more than one following activity, use the one with the lowest LS. So for activity F in the question, the following activities are G, with an LS of 17, and H, with an LS of 11. So the LF of F is 11 - 1 = 10.

3. You take over for a project manager who has left the company and realize that team is talking directly to the customer and only having status meetings when there are problems. The programming team has one idea about the goals of the project, and the testing team has another. Which document is the FIRST one that you should create to solve this problem? A. Communication plan B. Status report C. Meeting agenda D. Performance report

3. Answer: A The Communication Plan is the first thing you need to create in this situation. It will help you organize the meetings that are taking place and get everyone on the same page. The communication plan will help you to streamline communications so that the customer can use you as a single point of contact, too.

3. You are using an RBS to manage your risk categories. What process are you performing? A. Plan Risk Management B. Identify Risks C. Perform Qualitative Risk Analysis D. Perform Quantitative Risk Analysis

3. Answer: A You use an RBS to figure out and organize your risk categories even before you start to identify them. Then you decompose the categories into individual risks as part of Identify Risks.

3. During the Executing and the Monitoring and Controlling phases, project managers frequently engage in replanning activity due to discovery or a change in customer needs. The term used to describe this process is called? a. Regression testing b. Progressive planning c. Progressive elaboration d. Project elaboration

3. C - Regression testing is a red herring. The correct PMI term for this activity is progressive elaboration.

31. Senior management brought you in to run a project as an 'execution' project manager. The timeline and the budget were already established by senior management and you have been asked to simply bring the project in on time and on budget. You do a thorough examination of the project parameters and discover that there is no way the current project can be completed for the budget and the time allotted. In fact, your calculation shows the project will cost 40% over the authorized budget and will take six months longer to complete. What should you do? a. Give management a reality check, offer some recommendations, and ask them how they would like to proceed b. Agree to the current project parameters and look for ways you can fast-track the project c. Refuse to take on the project as the deliverable dates and dollars are not realistic d. Negotiate for a reduced scope to bring in the project on time and on budget

31. A - Your job is to report honestly to management and to the best of your ability. While the last answer might be a recommended option, you must first give management the reality check

32. The quality control team has raised concerns about the quality of the output of a specific manufacturing process consisting of 3 steps. The quality control team leader reports that there is a 99% probability step #1 will produce a defect free part, a 98% probability that step #2 will produce a defect free part and a 96% probability step #3 will produce a defect free part. At the end of the third step, what is the approximate probability that an article chosen at random will be defect free? a. 99% b. 93% c. 91% d. 96%

32. B -Answer B is correct because the cumulative probability is calculated by multiplying the percentages by each other: .99 x .98 x .96 will yield slightly over 93%. The concept is known as RTY: Rolled Throughput Yield.

33. During the execution of a project to build a complex defense system, your team has run into a deep crisis. The project's goal and objectives have been challenging right from the start, but now you have discovered that your team members have become increasingly unaware of them. Being busy solving detail problems, they often fail to understand the overall requirements. Then they develop solutions which resolve issues in their area of limited responsibility, while causing new problems at the interfaces with other system components. Meanwhile, the team members show signs of growing frustration, and time is running away. How can you help your team in this situation? o Accompany your team members along a sequence of maturity levels from dependence through independence to interdependence. o Ignore the low-level issues and focus on achieving the overall requirements, details can be sorted out during test and handover. o If everybody simply does their jobs, then there should be no problem. Make sure that team members are fully aware of their accountability. o Problems of this dimension have their origin in fundamental personal incompatibilities between team members. You should replace them all.

33 Executing Answer: 1 Reference: The Human Aspects of Project Management: Managing the Project Team by Vijay K. Verma, Volume Three, page 70.

33. The ability of the project manager to expend funds and allocate resources on a project is a function of? a. The charter b. The organizational structure c. Correct project management principles d. The responsibilities of the PMO

33. A - Answer A is correct. It is the most commonly described benefit of the charter. Answers B and D are partly true but do not apply. Answer C is misdirection.

35. During execution in a project to build a major road bridge, your team found a major flaw in the technical drawings. On an ad-hoc base, they had to find and implement a workaround to avoid delays and mitigate technical problems. What should you do next? o Meticulously document the problem and the workaround to create a requested change to the project management plan, which will then be passed to the body responsible for the change control decision. o The workaround was performed on a technical level only. As long as it does not influence the function of the bridge or the organizational configuration of the project, a change request will not be necessary. o A retroactive formal change request side is not reasonable. Create some additional documents describing the workaround and sign them by yourself, you can present them during the next regular CCB meeting. o It is normal in projects that during project execution inconsistencies arise between planning documents and actual implementation. This is no problem as long as the functional status of the product is maintained.

35 Executing Answer: 1 Reference: PMBOK® Guide 6th Edition, page 113.

37. Which of the following is not a leadership style in the Hersey/Blanchard situational leadership model? a. Telling b. Facilitative c. Dictatorial d. Coaching

37. C - All of the other answers are leadership approaches of the situational continuum theory.

38. During a meeting, a discussion came up: To which degree does your project have to be compliant to the processes enumerated in the PMBOK® Guide? What should be the guiding principle to answer this question? o The processes are meant as rough guidelines to which a team should only adhere if there is enough consensus. o The more processes the project team follows, the better the project's performance will be. o The project manager must follow all 49 processes for project management without alterations. o The project team must select appropriate processes required to meet the project requirements.

38 Executing Answer: 4 Reference: PMBOK® Guide 6th Edition, page 28.

38. You are assessing two projects for risk. Project #1 has a most likely duration of 95 days with a standard deviation of 10 days, and Project #2 has a most likely duration of 110 days with a standard deviation of 5 days. All of the following statements are true except...? a. Project #1 is riskier than Project #2 because its standard deviation is larger b. Project #2 is riskier than Project #1 because its most likely duration is longer c. The maximum possible duration of Project #1 estimated at a 99 percent probability is longer than the most likely duration of Project #2 d. Both projects can potentially be completed within 105 days.

38. B - Answer B is not true; a longer duration does not necessarily translate to higher risk. A is true, because a larger standard deviation indicates a riskier estimate. C is true because the maximum estimate for Project A at 95 percent probability is 115 days, whereas the most likely estimate for Project B is 110 days. D is true because the minimum range within 2 standard deviations for project #1 is 75-115 days and for project #2 is 100-120 days.

39. Product acceptance criteria should be laid down in which document?39 o Project scope statement o Work breakdown structure o Resource assignments o Project scope management plan

39 Planning Answer: 1 Reference: PMBOK® Guide 6 th Edition, page 154.

39. Rolling wave planning is__________________. a. Planning near term work in detail b. Critical chain project management c. Critical Path method d. Precedence diagramming

39. A - Rolling wave planning details the work to be performed in the near term while planning future work at a higher level in the WBS.

4. Your organization is considering to run a project which will entail an investment of $1,000,000. The product from the project is forecasted to create revenues of 250,000 in the first year after the end of the project and of $420,000 in each of he two following years. What is true for the net present value of the project over the three years cycle at a discount rate of 10%? o The net present value is positive, which makes the project attractive. o The net present value is positive, which makes the project unattractive. o The net present value is negative, which makes the project attractive. o The net present value is negative, which makes the project unattractive.

4 Initiating Answer: 4 Reference: Project Management, A Systems Approach to Planning, Scheduling and Controlling by Harold Kerzner, 12th edition, page 490. Discount rate: 10% yearCash inflow, year present values Cash inflow, future values Investment 0 -1,000,000 -1,000,000 Revenues 1 250,000 227,273 2 420,000 347,107 3 420,000 315,552 Revenues (3y) 1,090,000 889,932 Net revenues (3y) 90,000 -110,068 Net present value

4. Which of the following is used to monitor low-priority risks? A. Triggers B. Watchlists C. Probability and Impact Matrix D. Monte Carlo analysis

4. Answer: B Your risk register should include watchlists of low-priority risks, and you should review those risks at every status meeting to make sure that none of them have occurred.

4. You are managing a software project. Your QA manager tells you that you need to plan to have her team start their test planning activity so that it finishes just before testing begins. But other than that, she says it can start as late in the project as necessary. What's the relationship between the test planning activity and the testing activity? A. Start-to-Start (SS) B. Start-to-finish (SF) C. Finish-to-Start (FS) D. Finish-to-Finish (FF)

4. Answer: C Don't let the jargon fool you! You don't need to know anything about software testing to answer this question. When you have two activities, and the first activity has to be timed so that it finishes before the second one starts, then you've got a Finish-to-Start relationship, or FS.

4. You're working with an audit team to check that your company's projects all meet the same quality standards. What process is being performed? A. Plan Quality B. Perform Quality Control C. Perform Quality Assurance D. Perform Quality Management

4. Answer: C The Perform Quality Assurance process is all about how well your company meets its overall quality goals.

4. Which of the following BEST describes the "point of total assumption" for a contract? A. The point in a cost-plus contract where the buyer assumes that the seller will need to be paid B. The total cost of a T&M contract C. The point in a fixed price contract where the seller has to assume all costs going forward D. The total number of resources required for a contract

4. Answer: C This is just the definition of the point of total assumption.

4. You're managing a graphic design project. One of your team members reports that there is a serious problem, and you realize that it will cause a delay that could harm the business of the stakeholders. Even worse, it will take another two days for you to fully assess the impact—until then, you won't have the whole story. What is the BEST way to handle this situation? A. Create a change request document and submit it to the change control meeting B. Pull out the project charter and show them that you have authority to make decisions C. Meet with the stakeholders and tell them that there's a problem, but you need two more days to get them the information they need D. Update the lessons learned and add it to your organizational process assets

4. Answer: C When you get a question about communication, look for the answer that provides the most complete, honest, and up-front information, even if that information won't necessarily solve the problem or make everyone happy.

4. What is the correct order of the scope management processes? A. Define Scope, Create WBS, Collect Requirements, Scope Verification B. Collect Requirements, Control Scope, Create WBS, Scope Verification C. Collect Requirements, Define Scope, Create WBS, Scope Verification D. Collect Requirements, Scope Baseline, Define Scope, Control Scope

4. Answer: C You'll need to know what order processes come in, and one good way to do that is to think about how the outputs of some processes are used as inputs for another. For example, you can't create the WBS until the scope is defined, which is why A is wrong. And you can't do change control until you have a baseline WBS, which is why B is wrong.

4. You ask one of your stakeholders how things are going on her part of the project and she says "things are fine" in a sarcastic tone. Which is the BEST way to describe the kind of communication that she used? A. Feedback B. Active listening C. Nonverbal D. Paralingual

4. Answer: D Paralingual communication happens when additional information is conveyed by the tone or pitch of your voice. It's when you use more than just words to communicate.

4. Two of your team members are having a disagreement over which technical solution to use. What's the first thing that you should do in this situation? A. Consult the technical documents B. Tell the team members to work out the problem themselves C. Ask the team members to write up a change request D. Meet with the team members and figure out what's causing the disagreement

4. Answer: D This is a classic "Have a Meeting" question! You should always gather the information you need before you make any kind of decision.

40. To understand the requirements for the product of your current project, you have conducted a systems analysis, a requirements analysis, a product breakdown and a value analysis. These activities define what is known as a...? a. Product verification b. Process analysis c. Product analysis d. Scope verification

40. C - these are elements of a product analysis.

41. During project execution you found out that work is often not performed at the right time and in the right order. Deliverables are made by one team member that cannot be processed by another one. This already leads to timely rework and bad morale among team members. Which project management tool is most appropriate to deal with problems like this? o Organization chart o RACI matrix o Communications management plan o Work authorization system

41 Executing Answer: 4 Reference: PMBOK® Guide 6th Edition, page 59 Project Management, Sixth Edition by G. Michael Campbell, page 235.

42. The Monitoring and Controlling phase of project management involves measuring your performance against the plan, looking for changes and variances, and how to bring future performance in line with the project plan. Which term best describes this type of action? a. Iterative actions b. Defect repairs c. Responsive actions d. Corrective actions

42. D - When changes or variances to the original plan are discovered, the project manager and the team should take corrective action. PMBOK Guide®, 6th edition, p. 83.

44. During code inspection in a major software development project, a project management team identified frequent occurrences of critical programming errors. These errors are scattered across the code and occur without a discernible pattern. Which tool is most likely to help the team identify areas of error concentration in order to develop a prioritized response strategy? o Check sheet o Influence diagram o Decision tree o Process decision program chart

44 Monitoring and controlling Answer: 1 Reference: PMBOK® Guide 6th Edition, page 302.

45. What do confronting, compromising, and forcing all describe? a. Team building activities b. Temporary solutions to project issues c. Negotiation tactics d. Conflict resolution techniques

45. D - Confronting, compromising, and forcing are all forms of conflict resolution techniques. PMBOK Guide®, 6th edition, p. 283.

46. In a project, a cost incentive contract has been awarded to a contractor with the following parameters: What is the point of total assumption (PTA, breakpoint) of the project?46 o $1,000,000 o $1,100,000 o $1,125,000 o $1,200,000 Target cost: $1,000,000 Target contractor fee: $100,000 Cost benefit sharing ratio: 80%/20% Price ceiling: $1,200,000

46 Executing Answer: 3 Reference: Quantitative Methods in Project Management by John Goodpasture, pages 250-251. Breakpoint costs: $1,125,000 Variance: $125,000 80% customer share: $100,000 Customer price: Target price $1,100,000 Share on variance $100,000 Breakpoint price $1,200,000

49. The Procurement Statement of Work is an output of which of these processes? a. Plan Procurements b. Conduct Procurements c. Control Procurements d. Close Procurements

49. A. Procurement statements of work is an output of Plan Procurements process.

5. You're a project manager on a construction project. The electrician has started laying out the wiring, when the client comes to you with a change request. He needs additional outlets, and you think that will increase the cost of the electrical work. What is the first thing you do? A. Refuse to make the change because it will increase the cost of the project and blow your budget B. Refer to the project management plan to see how the change should be handled C. Consult the contract to see if there is a clause D. Make the change, since the client requested it

5. Answer: B All changes must be handled using the change control system, which is a set of procedures that is contained in the project management plan. There is no way to tell from the question what specific steps will be in that change control system— answers A, C, and D are all possible ways to deal with changes, depending on the situation. The only way to know for sure what to do is to follow the change control procedures in the project management plan.

5. You are managing a software project. Your team has been working for eight weeks, and so far the project is on track. The lead programmer comes to you with a problem: there is a work package that is causing trouble. Nobody seems to know who is responsible for it, the accounting department does not know what cost center to bill it against, and it's not even clear exactly what work should be performed. Which of the following would BEST help this situation? A. Alternatives Analysis B. WBS Dictionary C. Scope Management Plan D. Scope Verification

5. Answer: B An important tactic for a lot of exam questions is to be able to recognize a particular tool, technique, input, or output from a description. What have you learned about that tells you who is responsible for a work package, what control account to associate with it, and describes the work associated with it? That's a good description of the WBS Dictionary.

5. Your company has two projects to choose from. Project A is a billing software project for the Accounts payable department; in the end it will make the company around $400,000 when it has been rolled out to all of the employees in that department. Project B is a payroll application that will make the company around $388,000 when it has been put to use throughout the company. After a long deliberation, your board chooses to go ahead with Project B. What is the opportunity cost for choosing Project B over Project A? A. $388,000 B. $400,000 C. $12,000 D. 1.2

5. Answer: B If you see a question about opportunity cost of selecting one project over another, the answer is the value of the project that was not selected! So even though the answers were all numbers, there's no math at all in this question.

5. Which of the following is used for identifying people who are impacted by the project? A. Resource List B. Stakeholder Register C. Enterprise Environmental Factors D. Project Plan

5. Answer: B The stakeholder register is where you identify all of the people who are impacted by your project.

5. You're managing an industrial design project. You've come up with the complete activity list, created network diagrams, assigned resources to each activity, and estimated their durations. What's the next thing that you do? A. Use Rolling Wave Planning to compensate for the fact that you don't have complete information B. Create the schedule C. Consult the project scope statement and perform Sequence Activities D. Use fast-tracking to reduce the total duration

5. Answer: B This is a Which-is-next question that describes a project that's completed the Define Activities, Sequence Activities, Estimate Activity Resources, and Estimate Activity Durations processes. The next process in Time Management is Develop Schedule, which means that the next thing you do is create the schedule!

5. You're managing an industrial design project. You created a communication plan, and now the team is working on the project. You've been communicating with your team, and now you're looking at the work performance information to evaluate the performance of the project. Which of the following BEST describes the next thing you should do? A. Use formal written communication to inform the client of the project status B. Compare the work performance information against the time, cost and scope baselines and look for deviations C. Update the organizational process assets with your lessons learned D. Hold a status meeting

5. Answer: B When you look at work performance information, you're in the Report Performance process. And what do you do with the work performance information? You compare it against the baselines to see if your project is on track! If it isn't, that's when you want to get the word out as quickly as possible.

5. Joe is a project manager on a large software project. Very late in his project, the customer asked for a huge change and wouldn't give him any more time to complete the project. At a weekly status meeting, the client demanded that the project be finished on time. Joe told the client that he wasn't going to do any more status meetings until the client was ready to be reasonable about the situation. Which conflict resolution technique was he using? A. Forcing B. Compromise C. Withdrawal D. Confronting

5. Answer: C Joe decided that the best tactic was to refuse to talk to the client anymore—that's withdrawing. It's also probably not going to solve the problem.

5. You're managing a construction project. There's a 30% chance that weather will cause a three-day delay, costing $12,000. There's also a 20% chance that the price of your building materials will drop, which will save $5,000. What's the total EMV for both of these? A. -$3,600 B. $1,000 C. -$2,600 D. $4,600

5. Answer: C The expected monetary value (or EMV) of the weather risk is the probability (30%) times the cost ($12,000), but don't forget that since it's a risk, that number should be negative. So its EMV is 30% x -$12,000 = -$3,600. The building materials opportunity has an EMV of 20% x $5,000 = $1,000. Add them up and you get -$3,600 + $1,000 = -$2,600.

5. You're trying to decide whether or not to contract out a construction job. To do it within your company, you will have to hire an engineer for $35,000 and pay a construction team $15,000 per week. A contractor quotes you a price of $19,000 per week, and your expert agrees that you won't find a lower price than that. The job will take 16 weeks. What's the BEST way to proceed? A. Pay the contractor to do the job B. Select a T&M contract C. Don't contract out the work; hire the engineer and pay the construction team to do the work D. Make sure the contract has a force majeure clause

5. Answer: C This is a simple make-or-buy decision, so you can work out the math. The contractor's quote of $19,000 per week for a 16-week job means that buying will cost you $19,000 x 16 = $304,000. On the other hand, if you decide to keep the work in-house, then it will cost you $35,000 for the engineer, plus $15,000 per week for 16 weeks: $35,000 + (16 x $15,000) = $275,000. It will be cheaper to make it rather than buy it!

5. The project has been running smoothly; initiation phase is complete and the team is working on all aspects of planning. You had meetings with stakeholders several times to collect requirements and as a result, requirements documentation is almost complete, as are high-level and detailed design documents. As construction begins on the project, several stakeholders have indicated the need for changes to the requirements set. They are claiming these elements were missed in the initial requirements collection process, and they want you to add these elements to the project immediately. You perform an impact assessment and get it back to them only to hear that they are not going to allow any changes in the project budget or the timeline to complete these additional elements. What is the most effective tool that you could use to prevent this instance of scope creep? a. Change control system b. Configuration management system c. Murder Board d. Work Authorization System

5. D - One of the defined uses of a work authorization system is for the control of scope creep. It insures the right work is performed at the right time and in the correct sequence.

50. In general, processes of configuration management do not include...50 o ...identification and documentation of system or item characteristics. o ...controlling changes to these characteristics in an integrative fashion. o ...documenting and auditing changes and the implementation status. o ...assigning responsibilities for change control and documentation.

50 Planning Answer: 4 Reference: PMBOK® Guide 6 th Edition, pages 118-119.

51. Which of the following best describes the purpose of a war room? a. A war room is used for meetings between the Project Manager and the customer. b. A war room is used for important meetings between the Project team and the senior management. c. A war room is used for collocation d. Whenever there is a resource conflict between different Project Managers, they meet in a war room.

51. C. War room is used for collocation to facilitate communication within the team.

52. What do you expect when you are submitting an invitation for bid to sellers?52 o Offers which will differ significantly in solution approach and price. o Offers which are similar enough to allow a selection based on price. o Offers which are not primarily written to win against competition. o General information on a seller's ability to provide the goods or services.

52 Executing Answer: 2 Reference: Project Business Management by Oliver F. Lehmann, pages 91-92.

52. You are the Project Manager of a project involving designing a computer system. Your team members follow what you tell them because you have the authority to provide negative feedback in their performance appraisal. This is an example of which type of power? a. Coercive b. Referent c. Formal d. Reward

52. A. When the team is afraid of the Project Manager, the power yielded is of type Coercive.

53. Cost baseline is usually represented using which curve or line? a. a Slanted line b. an S-curve c. a Z curve d. a PQ curve

53. B. An S-curve is typically used to represent a cost baseline. The cost is low in the beginning and end, and high during the middle of the project.

54. What is best used to calculate the profit from an internal project? o Discounted net revenues from the product over n years minus project costs for internal charges o Discounted net savings from the product over n years minus project costs for internal charges o The economic value added (EVA) to the organization taking into account taxes and capital costs o The reduction in total cost of ownership (TCO) of the current product compared with its predecessor product

54 Closing Answer: 3 Reference: The Project Manager's MBA: How to Translate Project Decisions into Business Success by Dennis J. Cohen and Robert J. Graham, page 160.

57. You are working on a project to build a bridge. You have reached the planned half way mark. The total planned cost at this stage is five hundred dollars. The actual physical work that has been completed at this stage is worth $400. You have already spent one thousand dollars on the project. What is the CPI? a. 0.8 b. 1.2 c. 0.5 d. 0.4

57. D. CPI = EV/AV. EV=400, AC = 1000, PV=500

58. What is not true for change requests? o Change requests should always be handled in a controlled and integrative fashion. o Change requests surpassing the formal change control processes can lead to scope creep. o Professionally managed, change requests can help improving a project and resolving emerging problems. o Change requests are always a sign of bad planning and should therefore be avoided.

58 Executing Answer: 4 References: PMBOK® Guide 6th Edition, pages 67, 83, 96, 115, 120.

6. The work authorization system: A. Ensures that every work package is performed at the right time and in the proper sequence B. Authorizes the project manager to spend money on work C. Is a set of processes and tools that aids project manager in effectively guiding the project to completion D. Is a formalized, written description of how to carry out an activity

6. Answer: A This is a "just the facts" question, and answer A is the actual definition of the work authorization system from the PMBOK® Guide. After you're done with these questions, look it up—it's on page 452. Underline or highlight it, and then read it out loud. Once you've read about it in the chapter, answered this question about it, and then looked up the definition, you'll never forget it!

6. You're managing a project that might have to contract out work, and you're comparing the relative advantages and disadvantages of finding a seller versus having your company do the work itself. Which process are you in? A. Plan Procurements B. Plan Contracting C. Conduct Procurements D. Request Seller Responses

6. Answer: A This question describes Make or Buy Analysis, which is part of the Plan Procurements process.

6. The goal of Verify Scope is: A. To inspect the scope statement for defects so that it is correct B. To gain formal acceptance of the project deliverables from the sponsor and stakeholders C. To get everyone in the project working together towards a common goal D. To verify that all PMBOK® Guide processes are complied with

6. Answer: B There are some questions where you'll just have to know what a process is all about, and this is one of them. That's why it's really helpful to know why Verify Scope is so helpful to you on a project. You use Verify Scope to check that all of the work packages were completed, and get the stakeholders and sponsor to formally accept the deliverables.

6. Joe is the project manager of a large software project. When it's time to identify risks on his project, he contacts a team of experts and has them all come up with a list and send it in anonymously. What technique is Joe using? A. SWOT B. Ishikawa diagramming C. Delphi D. Brainstorming

6. Answer: C Using the Delphi technique, experts supply their opinions of risks for your project anonymously so that they each get a chance to think about the project without influencing each other.

6. Which of the following is NOT an input to Develop Schedule? A. Activity list B. Project schedule network diagrams C. Resource calendars D. Schedule baseline

6. Answer: D The schedule baseline is an output of the Develop Schedule process, not an input. You should definitely know what goes into the schedule baseline: it's a specific version of the schedule that you set aside and use for comparison later on, when you want to know if the project is running late.

6. Which type of procurement document is most appropriate for a cost reimbursable contract? a. IFB (invitation for bid) b. RFP (request for proposal) c. RFB (request for bid) d. RFQ (request for quote)

6. B - the most appropriate form of contract for a cost plus/cost reimbursable contract is the RFP because you are buying expertise. The statement of work may not be completely understood at the start of the project.

60. A project manager's PDM network schedule gets audited by a scheduling expert. The expert tells the project manager to focus more on nodes with "path convergence", also known as "sinks". What is the person referring to? o Nodes in a WBS, where several branches are brought back together. o Nodes in a conditional network diagram, at which it becomes deterministic. o Nodes in a decision tree, showing various branches with the same chance. o Nodes in a network logic diagram which have multiple predecessors.

60 Planning Answer: 4 Reference: PMBOK® Guide 6th Edition, page 194.

61. The members of your project team have been assigned to your project with general availability levels of 50%. Yesterday, they reported to you that significant variances occurred during project execution. You have noted that the team members have been spending less than 50% of their time working on your project. Your project schedule is about to become heavily delayed, and deadlines are in jeopardy. What should you do? o Talk to your sponsor and try to get more resources assigned on similar conditions as the existing ones. o Talk with functional managers. Negotiate clear and written assignments with reliable scheduling priorities. o Ignore the difficulties, adjust your schedule and negotiate new deadlines according to the slower progress. o Focus on internal charges. Make sure that your project is not getting charged for more than the actual work.

61 Executing Answer: 2 Reference: PMBOK® Guide 6th Edition, pages 47.

63. You are the Project Manager of a car manufacturing company. As part of Quality Control you decide to check only 5% of the cars assembled for environmental check. Which technique are you using? a. Pareto Diagram b. Control Charts c. Statistical Sampling d. Sample Selection

63. C. Statistical Sampling is the standard technique that is used to test only A small sample of products instead of all the products manufactured.

64. Crashing describes a technique to speed up a project by...64 o ...reallocating existing resources or assigning additional resources to the project. o ...overlapping activities which were originally planned to be done in sequence. o ...reducing the number of features of the product in order to reduce development work. o ...reducing the duration estimates for activities to increase the pressure applied to the staff.

64 Planning Answer: 1 Reference: PMBOK® Guide 6th Edition, page 703.

64. Which of the following is a true statement about risks? a. If a risk is identified in a risk response plan, then that means that risk has already happened. b. Once a risk has happened, you refer to the risk management plan to determine what action needs to be taken. c. A risk that was not planned but has happened is called a trigger. d. Risk identification happens in all the phases of the project.

64. D. This is the only correct statement.

65. During risk identification sessions, you and your team identified more than 150 risks for your project. You are afraid that evaluating each of these risks quantitatively will cost you an enormous amount of time, while not all of them are really relevant and important enough to justify such a measure. What should you do next? o Identify risk triggers where possible. Analyze only those risks quantitatively for which no trigger could be found. o Use qualitative risk analysis in order to prioritize risks for further action, such as quantitative risk analysis. o Assess the probability of each risk qualitatively and further analyze only those risks with high probability. o Assess the potential impact of each risk qualitatively and further analyze only those risks with high impact.

65 Planning Answer: 2 Reference: PMBOK® Guide 6th Edition, page 419.

65. Which of the following is not true about the Close Project or Phase process? a. Contract closeout must be performed after the Administrative Closeout. b. The risk is the lowest at this stage of the project. c. The probability of completion is the highest at this stage of the project. d. Stakeholders have least amount of influence at this stage.

65. A. Contract Closeout is performed before administrative Closeout

66. During execution of a project, you observe that the performance of some of your team members is dropping, while others are doing a consistently good job. This is endangering overall project progress. What should you try first to bring the team as a whole back to performance? o Organize a team meeting and discuss openly the bad performance of the weak team members. Try to find a joint solution during the meeting. o Introduce a competitive incentive system with a bonus for the 20% of your team which is performing better than the other 80%. o Do not interfere, but give the team some time to organize and to sort the problem out themselves. o Research causes for bad performance, solicit systematic feedback and search for solutions based on that.

66 Executing Answer: 4 Reference: PMBOK® Guide 6th Edition, pages 342-343.

67. In which process of the Project Risk Management knowledge area are numeric values assigned to probabilities and impact of risks a. Perform Qualitative Risk Analysis b. Perform Quantitative Risk Analysis c. Perform Numeric Risk Analysis d. Plan Risk Response

67. B. A numeric value is assigned to risks impact and probability during the Quantitative Risk Analysis process.

68. Following the cultural approach of the corporation for which you are starting to manage a project, you are guiding your project team through the first life-cycle phase of conceptualization. Your next step is to call for a team meeting to let ideas emerge in an unrestricted creative process. What exactly should that look like? o You write down the ideas of team members and structure them into categories of strengths, weaknesses, opportunities and threats during the session. o You creatively gather thoughts and ideas without any discussion or frowning. These ideas are only filtered and structured after the end of the brainstorming session. o Your team members wear hats with different colors, each of which stands for a way of thinking. Each member discusses topics from the viewpoint of their thinking. o You try to eradicate deviating ideas and concepts of team members during the meeting, so that the entire project team follows your principles.

68 Initiating Answer: 2 Reference: Project Management, A Systems Approach to Planning, Scheduling and Controlling by Harold Kerzner, 12th edition, page 223.

68. Your project is well underway, and the project management plan as well as subsidiary plans have been baselined and work is proceeding apace. A key project stakeholder has just approached you with a problem: a requirement was missed by the business in the requirements gathering process and they want it inserted into the project plan without having to go through the formal change request process. They would consider it a huge favor if you did so and would be willing to reciprocate at some later date. What should you do next? a. Talk to the stakeholder's manager about the stakeholder's request for a breach in the formal corporate change management process b. Since the stakeholder has key resources on the project, it may pay off in the long run to agree to the stakeholder's request c. Perform an impact assessment on the requested change and submit to the CCB for approval d. Agree to the request only if the stakeholder is willing to remove a less important feature of equal effort so as not to impact the costs or the timeline on the project

68. C - This is an ethics question dressed up as a stakeholder management question. What happens next is an impact assessment. Under the mandatory Responsibility section: "We inform ourselves and uphold the policies, rules, regulations and laws that govern our work..."

69. In configuration management, which of the following is necessary to maintain the integrity of baselines? o Analyzing variances by comparing baseline information with actual project data. o Releasing only approved changes for incorporation into products or services. o Ensuring that team members adhere to a code of ethical conduct and behavior. o Ensuring transparency across all project management processes and activities.

69 Monitoring and controlling Answer: 2 Reference: PMBOK® Guide 6th Edition, pages 118-119.

7. _________ are usually not a manifestation of unique organizational cultures and styles. o Shared visions, values, norms, beliefs, and expectations o Individual traits and attitudes of co-workers o Views of authority relationships o Policies, methods, and procedures

7 Project life cycle and organization Answer: 2 Reference: PMBOK® Guide 6 th Edition, page 38.

7. Three members of your project team want to pad their estimates because they believe there are certain risks that might materialize. What is the BEST way to handle this situation? A. Estimate the activities honestly, and then use a contingency reserve to cover any unexpected costs B. Allow more time for the work by adding a buffer to every activity in the schedule C. Tell the team members not to worry about it, and if the schedule is wrong it's okay for the project to be late D. Crash the schedule

7. Answer: A You always want to be honest with your estimates. Every project has unknowns and risks, and there's no way to estimate any activity exactly! Luckily, we have tools to deal with this. You can use reserve analysis, a tool of Estimate Activity Durations, to come up with a contingency reserve that you can use to plan for these risks.

7. Which of the following tools and techniques is used to show which categories of defects are most common? A. Control charts B. Pareto charts C. Run charts D. Flowcharts

7. Answer: B A Pareto chart divides your defects into categories, and shows you the percentage of the total defects each of those categories represents. It's really useful when you have a limited budget for Plan Quality and want to spend it where it's most effective!

7. Which of the following describes Maslow's Hierarchy of Needs? A. You can't be good at your job if you don't have a nice office B. You need to feel safe and accepted to want to be good at your job C. Your boss's needs are more important than yours D. The company's needs are most important, then the boss's, then the employee's

7. Answer: B Maslow's Hierarchy of Needs says that your safety and acceptance are a prerequisite for you being able to do your best.

7. Susan is project manager on a construction project. When she hears that her project has run into a snag due to weeks of bad weather on the job site, she says "No problem, we have insurance that covers cost overruns due to weather." What risk response strategy did she use? A. Exploit B. Transfer C. Mitigate D. Avoid

7. Answer: B Susan bought an insurance policy to cover cost overruns due to weather. She transferred the risk from her company to the insurance company.

7. You're using a qualified seller list. Which process are you in? A. Plan Procurements B. Plan Contracting C. Conduct Procurements D. Request Seller Responses

7. Answer: C One of the important things that you do when you're finding sellers during the Conduct Procurements process is to select the sellers that will do the work. And the qualified seller list is an input that you use for that.

7. You are working on a project with an SPI of .72 and a CPI of 1.1. Which of the following BEST describes your project? A. Your project is ahead of schedule and under budget B. Your project is behind schedule and over budget C. Your project is behind schedule and under budget D. Your project is ahead of schedule and over budget

7. Answer: C When you see an SPI that's lower than one, that means your project is behind schedule. But your CPI is above one, which means that you're ahead on your budget!

7. Which of the following is NOT an example of active listening? A. Nodding your head in agreement while someone is talking B. Restating what has been said to be sure you understand it C. Asking questions for clarification D. Multitasking by checking your email during a conversation

7. Answer: D All of the other options show the speaker that you understand what they are saying. That's active listening.

7. Your vendor just shipped you 100,000 parts. What is the best quality tool to use given that you do not have the time or the workers available to check each part? a. Pareto Chart b. Statistical Sampling c. Control Chart d. Scatter diagram

7. B - a random statistical sample will tell you approximately what percentage of defects you'll find in the hundred thousand parts.

70. Which of these is not an example of a project? a. Buying clothes from the store on a special sale. b. Planning for your friends wedding. c. Building a bridge across the Amazon river. d. Cleaning the office building every day.

70. D. Cleaning the building is a repetitive task that is done everyday. Hence it is not an example of a project.

71. Which is not a point used for three-point estimation? o Optimistic estimate o Most likely estimate o Budget estimate o Pessimistic estimate

71 Planning Answer: 3 Reference: PMBOK® Guide 6th Edition, page 244.

73. During project planning, you are presented with the following diagram that depicts a cumulative likelihood distribution for the duration of a project: What kind of conclusion can you draw from the information depicted in it? o The likeliness that the project will finish exactly at the date marked with "Deadline" is 80%. o The likeliness that the project team will exceed the date marked with "Deadline" is at 80%. o If the project team will meet the deadline, project costs will be 80% of the budgeted costs. o The likeliness that the project team will meet the deadline or will finish earlier is at 80%. Deadline Duration 100% 0%

73 Planning Answer: 4 Reference: PMBOK® Guide 6th Edition, page 436.

73. A series of stakeholder meetings were called to address the needs of stakeholders for the upcoming project. A list of 150 requirements was drawn up. After reviewing the list and developing a high level estimate, the PM reported back to the stakeholder group that due to the budget limitations on the project, it would be possible to deliver only 75 of these requirements. A new meeting was called to cull the list from 150 to 75. The stakeholders were going through the list, when there was serious contention about a group of requirements. The disagreement escalated to a shouting match, and several stakeholders left the meeting infuriated. What risk tool would have best prevented this situation? a. Brainstorming b. SWOT analysis c. Delphi Technique d. Nominal Group technique

73. C - With the Delphi technique, participants remain anonymous to each other so that they can simply focus on the facts without having to deal with the emotional components of the problem

74. While executing a project, you sense a slightly negative attitude in your team. Which type of document do you now need, among others, to better understand and then be able to improve the situation? o Project charter o Team performance assessments o Cost baseline o Statement of work

74 Executing Answer: 2 Reference: PMBOK® Guide 6th Edition, page 343.

74. Project roles and responsibilities can be graphically represented in what is called a...? a. RBS: Resource breakdown structure b. RAM: Responsibility assignment matrix c. RARG: Roles and responsibility grid d. RAAM: Random access assignment matrix

74. B - Answer A is incorrect - it shows the resource hierarchy but not responsibility level. Answers C and D are made-up terms.

75. The sales representative of your company recently contacted you. You made some estimates on direct costs for an offer on a firm fixed-price contract. According to company policies, indirect costs (overheads) are to be calculated s a percentage of the direct costs, the sum of both cost types caused him to calculate a far too high price. How should you not react? o You reduce your direct cost estimates by reducing the amount of work and the rates allocated to them. This allows a reduction of the overhead costs and a lower price. o Calculating overheads as a percentage of direct costs is just a model to simplify calculations. A more specific analysis of these costs may lead to a more realistic project price. o Cost estimates are quantitative assessments of the probable costs required to complete project work. These are made by the project team. It is the sales person's job to make the price. o You make the sales person aware that a reduction of direct costs may reduce the numbers for overhead cost allocation, but will not influence the actual overheads.

75 Monitoring and controlling Answer: 1 References: PMBOK® Guide 6th Edition, pages 240, 245-246.

75. On your current project, you have spent a week with the project team and the stakeholders defining the activities that will be executed to complete the product of the project. What is the next step you will perform in this process? a. Deliver an estimate on how long each activity will take to complete b. Work with your stakeholders to determine what skill sets are needed to complete each activity and who should be selected for these jobs c. Determine the costs for each of the activities d. Create a network diagram

75. D - In the time management process, after the activity definitions have been established, we then sequence the activities and create network diagrams.

76. A project charter is a document that...76 o ...describes both the project scope and the product scope at detail level. o ...authorizes the project and the use of organizational resources to meet project requirements. o ...breaks down the project scope over several steps to describe the project on work package level. o ...describes all activities which are necessary to create the project deliverables.

76 Initiating Answer: 2 Reference: PMBOK® Guide 6th Edition, page 75.

76. While executing the project it becomes obvious that you're not going to hit your end date. The project may be delayed by at least two months. This may impact the start date of another project that was due to start right after yours completed. What type of float best describes this situation? a. Total float b. Project float c. Free float d. Slack float

76. B - Project float is the delay a project can incur without delaying a succeeding project. Total float addresses delaying the project and date. Free float addresses the early start of a successor activity. Slack float is a made-up term

77. You identified a technical risk in your project and assigned a contingency for that. Planning contingency reserves is part of which risk response strategy?77 o Active risk mitigation o Passive risk avoidance o Passive risk acceptance o Active risk acceptance

77 Executing Answer: 4 Reference: PMBOK® Guide 6th Edition, page 443 ("accept").

77. The lowest level of the WBS addresses__________________. a. Deliverables b. Control accounts c. Activities d. Level of effort

77. A - The lowest level of decomposition in the WBS is the work package, which is deliverable focused.

79. Which statement on constructive changes is false?79 o Constructive changes are contract changes which are construed from actions taken by either party, not from a change document. o Changes in projects under contract are called constructive changes if they yield benefits for both parties. o Constructive changes are a frequent cause of disputes and claims of one contract party against the other. o Field changes should be meticulously documented to avoid an interpretation as constructive change.

79 Monitoring and controlling Answer: 2 Reference: PMBOK® Guide 6th Edition, page 498.

79. You are developing a project statement of work for your current project. To what level of detail is the statement of work developed? a. It is only as detailed as the WBS b. Only a narrative description of products or services c. It is tied in lockstep with the requirements traceability matrix d. Is created only when the detailed scope statement has been completed

79. B - The project statement of work is a high-level narrative that is an input to developing the project charter, an initiating process. PMBOK® Guide, 6th edition, p.75

8. Which of the following is generally not regarded as an element of active listening? o Making eye contact o Paraphrasing o Interpreting the information o Interrupting when appropriate

8 Planning Answer: 4 Reference: Project Management Jump Start by Kim Heldman, page 47.

8. Jim and Sue are arguing about which approach to take with the project. Sue makes some good points, but Jim gets frustrated and storms out of the room. What conflict resolution technique did Jim demonstrate? A. Withdrawal B. Confronting C. Forcing D. Smoothing

8. Answer: A Jim took his ball and went home. That's withdrawal.

8. Which of the following tools is used for adding buffers to a schedule? A. Three-point estimates B. Critical chain method C. Expert judgment D. Critical path analysis

8. Answer: B Critical chain method is a technique that's part of Develop Schedule that lets you figure out how to handle the problems that come with having limited resources. You use it to shuffle both activities and resources on your critical path. One important aspect of the critical chain method is that you can use it to add buffers to the schedule to reduce the risk of certain activities.

8. You are a project manager on a software project. When you planned the project, your Enterprise Environmental Factors included a policy that all changes that cost over 2% of the budget need to be approved by the CFO, but smaller changes could be paid for by a management contingency fund. One of your stakeholders submitted a change request that requires a 3% increase in the budget. Your company has an outsourcing effort, and you believe that a small change to the way that the change is requested could allow you to take advantage of it and cut your costs in half. What is the BEST way to handle this situation? A. Work with the stakeholder to figure out how to reduce the cost of the change by a third B. Request approval from the CFO C. Refuse the change because it is over 2% of the budget D. Document the change request, since all changes must be documented

8. Answer: B When your company has a policy, you need to follow it and not try to work around it. Also, don't get fooled by answer D—the question said that a change request was submitted, so it's already documented. The exam could contain tricks like that!

8. You're performing Identify Risks on a software project. Two of your team members have spent half of the meeting arguing about whether or not a particular risk is likely to happen on the project. You decide to table the discussion, but you're concerned that your team's motivation is at risk. The next item on the agenda is an discussion of a potential opportunity on the project in which you may be able to purchase a component for much less than it would cost to build. Which of the following is NOT a valid way to respond to an opportunity? A. Exploit B. Transfer C. Share D. Enhance

8. Answer: B You wouldn't want to transfer an opportunity to someone else! You always want to find a way to use that opportunity for the good of the project. That's why the response strategies for opportunities are all about figuring out ways to use the opportunity to improve your project (or another, in the case of sharing).

8. Your project has a BAC of $4,522 and is 13% complete. What is the earned value (EV)? A. $3934.14 B. There is not enough information to answer C. $587.86 D. $4522

8. Answer: C Use the formula: EV=BAC x Actual % Complete. When you plug the numbers into the formula, the right answer pops out!

80. You are assigned as a project manager for an internal project. During cost planning and budgeting you discovered that there are peak times of costs during the project and other times when costs are fairly low. What could this mean for the project?80 o The fiscal budget mechanism which is used by the performing organization may not allow for cost peaks in your project, and you may have to level out expenditures over time. o You can silently create budget contingencies during low-cost periods and reuse them later during those periods when you have to cover peak levels in project costs. o You may find another project manager with a project that has a different rhythm of high and low costs. Then, you may be able to move budget during one project's low cost periods to the other project. o You are a project manager and work with a lifecycle budget for your project. Fiscal budgets are a matter of the functional organization, and you generally do not have to care about them.

80 Monitoring and controlling Answer: 1 Reference: PMBOK® Guide 6th Edition, page 253 (7.3.2.5).

81. You are going to take over a new project as the project manager in an enterprise unknown to you. What should you investigate during the chartering process? o Enterprise environmental factors o Project management plan o Project risk register o Team performance reports

81 Initiating Answer: 1 References: PMBOK® Guide 6th Edition, pages 38.

81. You are managing a project in which various stakeholders are for or against a specific change in the project. The best tool to identify the reasons for or against the change is _______________. a. Force field analysis b. Design of experiments c. Benchmarking d. Statistical Sampling

81. A - the force field analysis shows the pros and cons of an idea.

82. Which of the following is not part of the Control Communications process? a. Issue log b. Communication models c. Change requests d. Work performance information

82. B - Communications models are a tool and technique of Plan Communications. PMBOK Guide®, 6th edition, p. 288

83. An organization is considering various contract types in order to motivate sellers and to ensure preferential treatment. What should they consider before deciding to use an award fee contract? o Payment of an award fee would be linked to the achievement of objective performance criteria. o Any unresolved dispute over the payment of an award fee would be subject to remedy in court. o Payment of an award fee would be agreed upon by both the customer and the contractor. o Payment of an award fee is decided upon by the customer based on the degree of satisfaction.

83 Planning Answer: 4 Reference: PMBOK® Guide 6th Edition, page 472.

84. The manner in which individual resources, teams, and entire organizational units behave can be described by...? a. Chaos theory b. Theory Y c. Management by objectives d. Organizational theory

84. D - PMBOK Guide®, 6th edition, p. 263

85. _______ are not necessarily used to establish the cost baseline of a project.85 o Schedule activity or work package cost estimates o The work breakdown structure and the WBS dictionary o The project schedule and the resource management plan o The risk breakdown structure and the risk report

85 Planning Answer: 4 Reference: PMBOK® Guide 6 th Edition, page 248.

85. Your company makes a product that a potential buyer is very interested in. After several discussions, the potential buyer issues a letter of intent to purchase the product within the next two months. Your company president takes this letter of intent (LOI) to the local commercial bank in the hopes of obtaining a short-term loan to purchase the necessary equipment to deliver on this potentially lucrative contract. The bank turns him down flat, even though the seller's finances are in good order. Why do you think this is the case? a. Issues with the buyer's reputation b. The LOI is not a legal document c. The LOI does not contain enough money to cover the loan d. The seller has not reached the minimum funding limits for loans of this type

85. B - The letter of intent is not a legal document and does not obligate the buyer to follow through

86. You took over a customer project for your company. From the inputs available, including contract, statement of work and project charter, you have developed a project management plan You already presented that plan in a meeting with key stakeholders including your project sponsor and some representatives from the customer organization. During the meeting you sensed a high level of dissatisfaction by the customer executives, who signaled that the project might not produce the results that their company had expected. In your understanding, all necessary actions have been planned to meet the customer's requirements. What should you do next?86 o Request a written statement from the customer detailing the requirements which they believe are not addressed by your plan. Use this statement to update the project plan. o Arrange meetings with the customer to identify their needs, wants and expectations for the project. Then create a narrative Scope statement from this information to document the agreed upon project scope. o Request a formal meeting on top executive level to get the misunderstandings sorted out, then arrange a change request, re-plan your project where necessary and go ahead with the project work. o Do not over-react. Performed according to your plan, the project will produce a convincing product for the customer. As soon as the executives will see it, they will probably change their opinion and accept it.

86 Planning Answer: 2 Reference: PMBOK® Guide 6th Edition, page 151.

86. What does an SPC chart set the upper and lower control limits? a. +/- 2 sigma b. +/- 3 sigma c. +/- 6 sigma d. +/- 1 sigma

86. B - The SPC chart sets upper and lower control limits at +/- 3 sigma

87. A project was assessed and the following earned value data have been found: PV: $750,000 EV: $750,000 AC: $900,000 What is the burn rate of the project?87 o 1.20 o 1.10 o 1.00 o 0.83

87 Monitoring and controlling Answer: 1 Reference: Project Management, A Systems Approach to Planning, Scheduling and Controlling by Harold Kerzner, 12th edition, pages 512 ff.

88. What is not true for project deliverables? o Project deliverables should be identified, described and agreed upon as early in the project as possible. o Project deliverables may be products, capabilities for services or other kinds of results. o Once project deliverables have been identified, their description should not be changed any more. o The acceptance process for deliverables and how rejection will be addressed should be described in the contract.

88 Planning Answer: 3 References: PMBOK® Guide 6th Edition, page 151.

89. Your project, performed for a customer, is coming to an end. The customer has been contractually granted a three years warranty period for the product of the project. What should you do first? o Hand all relevant documentation over to the organizational unit responsible for handling the warranty. o There is no additional work to be done. The contract should describe all processes in sufficient detail. o Changes on the product can affect warranty clauses. Ensure that these clauses are aligned with the final specifications. o According to many legislations, you cannot formally close a project before the end of the warranty period.

89 Closing Answer: 3 Reference: PMBOK® Guide 6th Edition, page 499 (12.3.3.3).

89. Training needs, recognition and rewards, and regulation or contract compliance are all items that are addressed as part of the... a. The project charter b. The staffing management plan c. The project scope statement d. The resource management plan

89. B - PMBOK Guide®, 6th edition, pp. 265-66.

9. You were able to obtain measuring equipment with very high accuracy and precision. You used it to make a sequence of measurements directly at a production process output and depicted the results on the following control chart. Which statement is the best conclusion from these results? o The process has high precision but low accuracy. It should be adjusted. o The process has high precision but low accuracy. It should be improved. o The process has high accuracy but low precision. It should be adjusted. o The process has high accuracy but low precision. It should be improved.

9 Monitoring and controlling Answer: 1 Reference: PMBOK® Guide 6 t Edition, pages 302 and 238 (descriptions: level of precision, level of accuracy).

9. Tina is a project manager who micromanages her team. She reviews every document they produce and watches when they come and go from the office. Which kind of manager is she? A. Theory X B. Theory Y C. Theory Z D. McGregor Manager

9. Answer: A A micromanager is a Theory X manager. They believe that all employees need to be watched very closely, or they will make mistakes.

9. Which tool or technique is used to analyze trends? A. Scatter chart B. Run chart C. Checklist D. Flow chart

9. Answer: B A run chart is one of the seven basic tools of quality. It's a long line graph that shows you the total number of defects that were found over time.

9. A project manager is working on a large construction project. His plan says that the project should end up costing $1.5 million, but he's concerned that he's not going come in under budget. He's spent $950,000 of the budget so far, and he calculates that he's 57% done with the work, and he doesn't think he can improve his CPI above 1.05. Which of the following BEST describes the current state of the project? A. The project is likely to come in under budget B. The project is likely to exceed its budget C. The project right on target D. There is no way to determine this information

9. Answer: B You might not have recognized this as a TCPI problem immediately, but take another look at the question. It's asking you whether or not a project is going to come in under budget, and that's what TCPI is for. Good thing you were given all of the values you need to calculate it! The Actual % Complete is 57%, the BAC is $1,500,000 and the AC is $950,000. You can calculate the EV = BAC x Actual % Complete = $1,500,000 x 57% = $855,000. So now you have everything you need to calculate TCPI: This means he needs a TCPI of 1.17 in order to come in under budget. Since he knows that he can't get better than 1.05, he's likely to blow the budget.

9. You're managing a construction project. Suddenly the customer asks for some major changes to the blueprints. You need to talk to him about this. What's the BEST form of communication to use? A. Informal written B. Informal verbal C. Formal written D. Formal verbal

9. Answer: C Anytime you are communicating with the customer about the scope of your project, it's a good idea to use formal written communication.

9. Which of the following BEST describes the purpose of a traceability matrix? A. It describes how WBS Dictionary entries are traced to work packages, and how work packages are decomposed from deliverables B. It's used to make sure that all of the sub-plans of the Project Management Plan have been created C. It helps you understand the source of each requirement, and how that requirement was verified in a later deliverable D. It's used to trace the source of every change, so that you can keep track of them through the entire Control Scope process and verify that the change was properly implemented

9. Answer: C The Requirements Traceability Matrix is a tool that you use to trace each requirement back to a specific business case, and then forward to the rest of the scope deliverables (like specific WBS work packages), as well as other parts of the project: the product design (like specific levels in Cows Gone Wild) or test strategy (like test plans that the Ranch Hand Games testers use to make sure that the game works).

9. You've been contracted by a construction company to manage their contracting. They have a choice of either buying an excavator or renting it. To buy it, the company would have to pay $105,000, but owning it will require approximately $10,000 in maintenance costs per year. The price to rent the excavator is $5,000 per month, with a one-time service charge of $2,000. What's the minimum number of months the company needs to use the excavator in order for it to make sense to buy it rather than rent? A. 8 months B. 16 months C. 21 months D. 25 months

9. Answer: D This may look like a tough problem, but it's actually pretty easy. Just figure out how much the rental would cost you for each of the answers:

9. You have just created the scope management plan for your current project. As the project manager, what is the next thing that you should do? a. Sit down with your customer to perform a risk assessment b. Ask your customer about their wants and needs for the project c. Determine the detailed scope of the project d. Create a detailed work breakdown structure that details all the work packages for the project

9. B - The next step in the Planning process group for scope is to determine the customer's requirements. Answer A is performed in the Risk Management knowledge area, and answers C and D are performed after the requirements are collected.

90. Being the project manager in a high-risk electronics project with a lot of new technologies, you developed a risk management plan and identified risks which you documented in a risk register. Then, the risks were analyzed and response was planned. During risk control meetings, it gets obvious that the documents you created are not very helpful. What have you probably done wrong?90 o You failed to use an RBS. o You did the first processes alone. o You did not identify Triggers. o You did not calculate EMVs.

90 Monitoring and controlling Answer: 2 References: PMBOK® Guide 6 th Edition, pages 414, 422, 431-432,

91. Which is generally not regarded as one of the three categories of culture that managers should master? 91 o National culture o Organizational culture o Project culture o Functional culture

91 Executing Answer: 3 Reference: Mastering Virtual Teams: Strategies, Tools, and Techniques That Succeed by Deborah L. Duarte and Nancy Tennant Snyder, Second Edition, page 55.

32 Quality is: 1. meeting and exceeding the customer's expectations. 2. adding extras to make the customer happy. 3. the degree to which the inherent characteristics fulfill requirements. 4. conformance to management's objectives.

Answer : C Hint: PMBOK 5, Page 556, Definition of Quality

31 A person who is involved in or may be affected by the activities or anyone who has something to gain or lose by the activity of the project is called a: 1. Team member. 2. Customer. 3. Stakeholder. 4. Supporter.

Answer : C Hint: PMBOK 5, Page 563, Definition of Stakeholder

91. You have been authorized by the contract administrator in your organization to handle specific changes in the contract should the need arise. The vendor on this particular procurement has indicated a need for a change in the current specification. You discuss the change with the vendor, verbally agree to it, and implement the change via the standard change request process, as specified in the contract. At an invoice audit several months later, the purchasing organization refuses to pay for the work that was entered in the change system. What has the project manager forgotten to do in this instance? a. Consult the technical team prior to implementing the change b. Implement a formal written change to the contract c. Verify that the change was within the project manager's responsibility from the contract administrator d. Update the configuration documents on the project

91. B - The contract is the final arbiter of what gets paid and what does not. Only a formal written change to the contract, specifying that the change would be paid for, is legally binding

92. The communication plan is developed based on which of the following elements? a. The communications model employed and risk factors b. The project's organizational structure and external stakeholder requirements c. Standard communications heuristics and constraints d. The project management structure and performing team requirements

92. B - The project's organizational structure and external stakeholder requirements. New PMP Task Classifications. Domain 2, Task 6. PMI, 2011

93. Some colleagues told you that they are planning, executing, monitoring and controlling a project by use of milestones only with durations between 1 and 4 weeks. What do you think?93 o The approach is erroneous. A milestone is a significant point with zero duration to highlight achievements. o It is a good approach as long as the milestones reflect fixed or imposed dates during the project lifecycle only. o It is a good approach if the milestones are used for reviews between consecutive project phases only. o It is a good approach because it saves from progress measurement on activities and work packages.

93 Initiating Answer: 1 Reference: PMBOK® Guide 6th Edition, page 186.

93. Validate Scope is part of what process group? a. Planning b. Executing c. Closing d. Monitoring and Controlling

93. D - Monitoring and Controlling is the only correct answer. PMBOK Guide 6th ed. p. 61

96. Management from the customer side wants to bring in a project one month earlier than they had originally planned. Based on the current project timeline, product testing will have to be cut short. You have reviewed several options with the customer; they have decided that crashing the schedule would be the best approach to bringing in the project earlier. As a result of customer's decision, what is your biggest concern using this approach? a. Additional expense b. Availability of additional resources to perform testing in a shorter time frame c. Customer buy-in d. Developing an adequate reward system to address the overtime that will be needed to bring in this project one month early

96. B - Since the customer has decided that crashing is an option, answer 'A' has already been taken into consideration as well as answer 'C'. Answer 'D' is a complete unknown at this point. Of the four answers, the biggest concern is whether the testing resources are actually available to do the job

97. Which is not a goal in both project management and quality management? o Prevention over inspection o Customer satisfaction o Management responsibility o Triple constraint

97 Executing Answer: 4 Reference: PMBOK® Guide 6 th Edition, pages 274-275.

97. Assessing how a stakeholder is likely to react in a given situation is described in ______________? a. Stakeholder management strategy b. Stakeholder register c. Stakeholder analysis d. Stakeholder power/interest grid

97. C - It is the 3rd step in the stakeholder analysis. PMBOK Guide®, 6th edition, p. 396

98. You created a baseline of your system configuration and added several changes to that as amendments. Meanwhile you are afraid that the big number of Deltas may cause inconsistencies and make you unable to understand the current system configuration. What should you do? o Proclaim a design freeze. o Go on with amendments. o Revise the baseline. o Create an entirely new configuration.

98 Monitoring and controlling Answer: 3 Reference: PMBOK® Guide 6th Edition, page 120.

99. A request, demand or assertion of a contract partner for consideration, compensation or payment under a legally binding contract, such as a disputed change, is often referred to as a____. o Claim o Trial o Refinement o Audit

99 Executing Answer: 1 Reference: PMBOK® Guide 6 th Edition, page 498.

Suppose you are assigned as the project manager of a 30 months project which is in the executing phase. What will be the best way to resolve a conflict among the technical experts in your team? A- Find the root cause of the disagreement. B- Resolve the conflict in favor of the senior most technical expert. C- Hire an external consultant to enforce his decision. D- Remove this technical work from the scope of project work.

A

Suppose you are the project manager on a thermal power plant project. How will you manage your team members, if there is a difference of opinion over the design of turbine? A- Organize meetings to resolve the misunderstanding and agree on a common solution. B- Defer the decision to procure turbine components as much as possible. C- Copy the design of turbine from a similar past project. D- Procure the turbine parts from the nearest located vendor.

A

48 What type of contract do you not want to use if you do not have enough labor to audit invoices? 1. Cost plus fixed fee (CPFF) 2. Time & material (T&M) 3. Fixed price (FP) 4. Fixed price incentive fee (FPIF)

Answer : A Hint: CPFF would involve auditing invoices presented by the vendor to account for the costs incurred.

36 An output of administrative closure is the creation of: 1. project archives. 2. a project charter. 3. a project management plan. 4. a risk analysis plan.

Answer : A Hint: PMBOK 5, Page 100, Sec 4.6 Close Project or Phase

38 An example of scope validation is: 1. Reviewing the performance of an installed software module. 2. Managing changes to the project schedule. 3. Decomposing the WBS to a work package level. 4. Performing a benefit-cost analysis to determine if we should proceed.

Answer : A Hint: PMBOK 5, Page 133-134 Sec 5.5 Validate Scope

41 A group of related projects that are managed in a coordinated way that usually include an element of ongoing activity is called a: 1. Major project. 2. Project office. 3. Program. 4. Group of projects.

Answer : C Hint: PMBOK 5, Page 553, Definition of Program

13 Your company has an emergency and needs contracted work done as soon as possible. Under these circumstances, which of the following would be the helpful to add to the contract? 1. A clear contract statement of work 2. Requirements as to which subcontractors can be used 3. Incentives 4. A force majeure clause

Answer : C Hint: Read about Type of Vendor Contracts such as Cost Plus Incentive Fee (CPIF)

24 Your program manager has come to you, the project manager, for help with a bid for her newest project. You want to protect your company from financial risk. You have limited scope definition. What is the BEST type of contract to choose? 1. Fixed price (FP) 2. Cost plus percent of cost (CPPC) 3. Time and material (T&M) 4. Cost plus fixed fee (CPFF)

Answer : D Hint: CPFF is the best contract type from buyer perspective as the seller is aware that cost overruns may have to be borne by him.

6 If earned value (EV) = 350, actual cost (AC) = 400, planned value (PV) = 325, what is cost variance (CV)? 1. 350 2. -75 3. 400 4. -50

Answer : D Hint: CV = EV - AC

27 Which of the following conflict resolution techniques will generate the MOST lasting solution? 1. Forcing 2. Smoothing 3. Compromise 4. Problem solving

Answer : D Hint: Except Problem Solving, all other approaches are temporary solutions resulting in recurring conflicts.

16 All of the following are characteristics of a project EXCEPT: 1. Temporary 2. Definite beginning and end 3. Interrelated activities 4. Repeats itself every month

Answer : D Hint: PMBOK 5 Page 3, Sec 1.2 What is a Project?

43 A project manager has assembled the project team, identified 56 risks on the project, determined what would trigger the risks, rated them on a risk rating matrix, tested their assumptions and assessed the quality of the data used. The team is continuing to move through the risk management process. What has the project manager forgotten to do? 1. Simulation 2. Risk mitigation 3. Overall risk ranking for the project 4. Involving of other stakeholders

Answer : D Hint: PMBOK 5, Page 319-321 Sec 11.2 Identify Risks

30 Workarounds are determined during which risk management process? 1. Identify Risks 2. Perform Quantitative Risk Analysis 3. Plan Risk Responses 4. Control Risks

Answer : D Hint: PMBOK 5, Page 353, Sec 11.6.3.2

29 Which of the following is NOT an input to the initiating process group? 1. Company processes 2. The company culture 3. Historical WBSs 4. Project scope statement

Answer : D Hint: PMBOK 5, Page(s) 61, 106. Scope statement is output of Define Scope process under Planning.

35 During the full life cycle of the project, a plot of the project.s expected expenditures will usually follow a characteristic ..S.. shape. This indicates that: 1. There is a cyclic nature to all projects. 2. Problems will always occur in the execution phase. 3. There are high expenditures during closeout. 4. The bulk of the project budget will be spent in the execution phase.

Answer :D Hint: PMBOK 5, Page 214, Figure 7-9 Cost Baseline, Expenditures, and Funding Requirements

Question: 13 Which of the following is part of the Maslow theory? (a) Hygiene Theory (b) Hierarchy Theory (c) Expectancy Theory (d) Theory X & Y

Answer-13: b Explanation: Maslow Hierarchy Theory is also known as the Theory of Needs; it states that when our lower order needs are met and satisfied, we tend to be concerned with the higher order of needs.

Question: 15 Which contract is considered most risky for the bidders? (a) Time & Material (b) Fixed Price (c) Cost Reimbursable (d) CPAF

Answer-15: b Explanation: A Fixed priced contract is the most risky contract for the seller because once the seller signs the contract he is legally bound to complete it within the agreed amount.

Question: 16 During a bidder conference you see that one bidder is your close friend. What should your next step be? (a) You will pass some confidential info to him (b) You will disclose this relationship to your management (c) You will resign immediately from the bidding process (d) You will try not to give the contract to him to prove your integrity

Answer-16: b Explanation: There is a conflict of interest in this situation. You must inform you bosses about this relationship.

Question: 17 In which type of organization does the Functional Manager manage the project budget? (a) Projectized (b) Strong Matrix (c) Balanced Matrix (d) Weak Matrix

Answer-17: d Explanation: In Weak Matrix organization, the Functional Manager manages the budget. In Strong Matrix and Projectized organization, the Project Manager Controls the budget, while in Balanced Matrix organization, both managers control it. In this case, option 'd' is the correct answer. Reference: The PMBOK Guide, 6th Edition, Page: 47

Question: 18 For your project you need to outsource some work, so you sign a fixed price contract with a contractor. In this contract, the price above which the seller bears all costs of cost overrun is known as: (a) Point of Total Assumption (b) Cost Overrun (c) Target Cost (d) Target Price

Answer-18: a Explanation: This is the Point of Total Assumption (PTA). PTA is a point above which total cost overrun is borne by the seller.

Question: 19 Which of the following statement is true about the Project Charter? (a) It authorizes the existence of a project (b) It is a bidding document (c) It is used to rank the risks (d) All of the above

Answer-19: a Explanation: A Project Charter is a document which formally authorizes the project and gives the project manager authority to run the project. Reference: The PMBOK Guide, 6th Edition, Page: 81

Question: 1 Which of the following is not true? (a) Every project is unique (b) A project gives some output (c) Projects are not repetitive (d) Car manufacturing is an example of project

Answer-1: d Explanation: As per the definition, a project is unique, non-repetitive, and gives some output. Therefore, options a, b, & c are definitely the characteristics of a project. Car manufacturing is repetitive production process; hence, it is not a characteristic of a project. Option "d" is an example of production operation. Reference: The PMBOK Guide, 6th Edition, Page: 4 Go to the Question ***

Question: 20 You have been given 100,000 USD to complete the project. 60,000 USD has been spent, though as per the schedule, 55,000 USD should have been spent to complete the same work. What is the Budget at Completion (BAC)? (a) 55,000 USD (b) 100,000 USD (c) 60,000 USD (d) 105,000 USD

Answer-20: b Explanation: BAC is the total budget assigned to your project.

Question: 22 A Risk that is caused by the response of another risk, is known as: (a) Primary Risk (b) Secondary Risk (c) Residual Risk (d) Negative Risk

Answer-22: b Explanation: A secondary risk is caused by applying the strategy to minimize the effect of the primary risk. For example, you dig a trench to stop people crossing it, but there is also a chance that someone may fall into it. Reference: The PMBOK Guide, 6th Edition, Page: 439

Question: 23 What should be your goal while negotiating with the seller? (a) Press for lower price (b) Press for early completion (c) To arrive at a fair deal (d) Give him extra benefits

Answer-23: c Explanation: While negotiating, your goal must be to arrive on a fair deal. If you squeeze the seller for a lower price, it might affect the quality or other project objectives.

Question: 24 How will you deal with the stakeholders with High Interest but Low Power? (a) Keep them informed (b) Monitor them (c) Manage them closely (d) Try to satisfy them

Answer-24: a Explanation: You will deal with stakeholders as follows: high power and low interest category stakeholders will be kept satisfied, high power and high interest category stakeholders will be managed closely, low power and low interest category stakeholders will only be monitored and high interest and low power category stakeholders will be kept informed.

Question: 25 Which of the following is not an example of Enterprise Environmental Factor? (a) Rules and Regulations (b) Organization Culture (c) Procedures (d) Market condition

Answer-25: c Explanation: Enterprise Environmental Factors are conditions that influence the project. These factors are not within the control of the project team and they have to work within it. Enterprise Environmental Factors are not always helpful to the project team; sometimes they may harm you as well. Rules & Regulations, Organization Culture, and Market Conditions are examples of Enterprise Environmental Factors. Procedure is an example of Organizational Process Assets. Reference: The PMBOK Guide, 6th Edition, Page: 39-41

Question: 26 Which of the following is not a component of the Scope Baseline? (a) Project Scope Statement (b) WBS (c) WBS Dictionary (d) Risk Register

Answer-26: d Explanation: Risk Register is not a part of the Scope Baseline. Reference: The PMBOK Guide, 6th Edition, Page: 161, 162

Question: 27 You have been given 100,000 USD to complete the project. 60,000 USD has been spent, though as per the schedule, 55,000 USD should have been spent to complete the same work. What is the Actual Cost (AC)? (a) 55,000 USD (b) 100,000 USD (c) 60,000 USD (d) 105,000 USD

Answer-27: c Explanation: The Actual Cost is the amount of money that has been spent on the project to date. Reference: The PMBOK Guide, 6th Edition, Page: 261

Question: 28 Which of the following risks will be managed with the Contingency Reserve? (a) Known Risks (b) Unknown Risks (c) Low Priority Risks (d) High Priority Risks

Answer-28: a Explanation: Contingency reserve is used to manage known risks. Reference: The PMBOK Guide, 6th Edition, Page: 202

Question: 29 Which of the following is not an example of Organizational Process Assets? (a) Policies (b) Procedures (c) Government Regulation (d) Lessons learned

Answer-29: c Explanation: Organizational Process Assets are assets possessed by an organization to help you to run the project efficiently and smoothly; e.g. policies, procedures, lessons learned, etc. Reference: The PMBOK Guide, 6th Edition, Page: 39-41

Question: 2 What is a Product Scope? (a) Features and functions that characterize a product (b) The work done to deliver the product (c) Both A & B (d) None of above

Answer-2: a Explanation: The Product Scope is the features or functions of a product. It is all about the product; e.g. what it will look like, how it will perform, etc. Reference: The PMBOK Guide, 6th Edition, Page: 131 Go to the Question

Question: 30 You have been given 100,000 USD to complete the project. 60,000 USD has been spent, though as per the schedule, 55,000 USD should have been spent to complete the same work. What is the Planned Value (PV)? (a) 55,000 USD (b) 100,000 USD (c) 60,000 USD (d) 105,000 USD

Answer-30: a Explanation: The Planned Value is the authorized budget assigned to scheduled work. Reference: The PMBOK Guide, 6th Edition, Page: 261

Question: 31 A subcontractor is delaying the delivery of the deliverables. Which of the following should you do? (a) Cancel the contract (b) Schedule a meeting with contractor (c) Inform management (d) Delay the payment

Answer-31: b Explanation: You cannot simply cancel the contract just because contractor is delaying something. You also should not go to management with incomplete information. You must meet with the contractor to find the cause.

Question: 32 In which of the following phases of the project will most of the money be spent? (a) Initiating (b) Planning (c) Executing (d) Closing

Answer-32: c Explanation: In the execution phase, most of your budget will be spent, because here is where the actual work is performed.

Question: 33 Which of the following statements is not true about the Project Charter? (a) It may contain the names of important stakeholders (b) It gives authority to the project manager (c) It is signed by the project sponsor (d) It should be approved by the project manager

Answer-33: d Explanation: The Project Charter gives the project manager authority to run the project. It must be signed by someone external to the project and who has the authority to do so. Reference: The PMBOK Guide, 6th Edition, Page: 81

Question: 34 What does the Schedule Performance Index (SPI) say about the project? (a) It says whether you are ahead of or behind schedule (b) It says whether you are overspending or under-spending (c) It says whether your process is under control or not (d) Specifies the control limits of the process

Answer-34: a Explanation: Schedule Performance Index tells us that whether we are ahead of or behind schedule. Reference: The PMBOK Guide, 6th Edition, Page: 263

Question: 35 The most common cause of conflict within a project is: (a) Schedule (b) Personnel (c) Procedures (d) Resources

Answer-35: a Explanation: Schedule priorities are the most common cause of conflict within projects.

Question: 36 In which process you close the contract? (a) Close project (b) Control procurements (c) Perform integrated change control (d) Validate scope

Answer-36: b Explanation: In Control Procurement process you close the procurement contract for the phase or project. Reference: The PMBOK Guide, 6th Edition, Page: 499

Question: 37 Whenever you receive a change request, what will be your next step? (a) Process for approval (b) Investigate it (c) Reject it (d) Ignore it

Answer-37: b Explanation: You will not simply approve, reject or ignore any change request. Every change request must be investigated according to the process specified in the Change Control and Configuration Control systems.

Question: 38 If the optimistic estimate is 10 days, and the pessimistic estimate is 22 days, what is the standard deviation for this activity? (a) 1 (b) 2 (c) 3 (d) 4

Answer-38: b Explanation: Standard Deviation = (Pessimistic Estimate - Optimistic Estimate)/6 Standard Deviation = (22 - 10) / 6 = 2

Question: 39 What does the Cost Performance Index (CPI) say about the project? (a) It says whether you are ahead of or behind schedule (b) It says whether you are overspending or under-spending (c) It says whether your process is under control or not (d) Specifies the control limits of the process

Answer-39: b Explanation: Cost Performance Index tells us whether we are under-spending or overspending. Reference: The PMBOK Guide, 6th Edition, Page: 263

Question: 3 In Rolling Wave Planning: (a) Near term work is planned in more detail (b) All planning is completed before starting the actual work (c) 50% of planning is completed before starting the actual work (d) None of the above

Answer-3: a Explanation: In rolling wave planning, near term work is planned in more detail, while the distant work is planned broadly. Reference: The PMBOK Guide, 6th Edition, Page: 160

Question: 41 A project has more than one critical path. What does this mean to you? (a) Risk increases (b) Risk decreases (c) The duration of the project reduces (d) The project may cost less

Answer-41: a Explanation: If you have more than one critical path, the risk to your project will increase because now you have more than one path to manage closely.

Question: 42 If an un-identified risk occurs: a)You wil use the management reserve to manage it b)You will use the contingency reserve to manage it c)You will not take any action d) You will log it into the risk registers

Answer-42: a Explanation: Management Reserve is used to manage un-identified risks. Reference: The PMBOK Guide, 6th Edition, Page: 202

Question: 43 Who contributes, develops and updates the Lessons Learned document? (a) Client (b) Project Management Team (c) Functional Manager (d) Management

Answer-43: b Explanation: The whole project management team, including the project manager, contributes to and helps maintain the lessons learned document.

Question: 44 You are developing the project management plan for your project. What will be your main emphasis during this process? (a) Hide it from team members until it is completed (b) To take input from team members (c) Not to inform management until it is ready (d) Hide it from everyone

Answer-44: b Explanation: While developing the Project Management Plan, your emphasis should be on involving the team members. Without their input, you will not be able to develop a solid Project Management Plan.

Question: 45 You have added a few extra features to the product with the intention to make the client happy. This activity is known as: (a) Buffer (b) Scope Creep (c) Gold Plating (d) None of the above

Answer-45: c Explanation: Gold Plating is a phenomenon where you add some extra features to the product in order to make the client happy. Gold Plating may increase the cost and risks.

Question: 46 Which one is an example of Crashing? (a) Starting a few activities simultaneously (b) Adding more resources (c) Reducing resources (d) Increasing the duration of project

Answer-46: b Explanation: Adding extra resources to activities in order to finish them earlier is known as Crashing. Reference: The PMBOK Guide, 6th Edition, Page: 215

Question: 47 TCPI = 1.5, what does it mean? (a) You are doing well (b) You are in bad condition (c) You are going as planned (d) None of the above

Answer-47: b Explanation: If the TCPI is more than one, it means you need to work with better cost performance.

Question: 48 Which statement is true? (a) Low Grade may not be a problem (b) Low Quality is not a problem (c) Low Grade is never acceptable (d) None of the above

Answer-48: a Explanation: Low grade products may not be a problem if the quality is high. However, low quality is always a problem and never accepted. Reference: The PMBOK Guide, 6th Edition, Page: 274

Question: 49 Which one of the following is not true about the change request? (a) It happens usually in the execution phase of the project (b) Usually requested by the client (c) Usually requested by the project management team (d) It is always an informal verbal request

Answer-49: d Explanation: Change request must always be a formal request. You cannot process a change request based on any informal request.

Question: 4 Which of the following is not a basic element of Earn Value Management (EVM)? (a) Earned Value (b) Planned Value (c) TCPI (d) Actual Cost

Answer-4: c Explanation: Earned Value, Planned Value, and Actual Cost are three basic elements of Earn Value Management. Reference: The PMBOK Guide, 6th Edition, Page: 261

Question: 50 Due to a miscommunication with the client, some features are added to the product. This process is known as: (a) Gold Plating (b) Scope Creep (c) Scope Management (d) Buffer

Answer-50: b Explanation: The uncontrolled addition to the scope is known as Scope Creep. Scope Creep indicates that you do not have adequate control over your project. Reference: The PMBOK Guide, 6th Edition, Page: 168

Question: 52 What is the goal of Quality Management? (a) Customer Satisfaction (b) Low cost product (c) High grade product (d) Low quality and high grade product

Answer-52: a Explanation: The goal of Quality Management is meeting or exceeding the customers' satisfaction.

Question: 53 You have identified a large number of risks during your risk identification process. What will be your next step? (a) You will prioritize them using the Qualitative Risk Analysis process (b) Go for the Quantitative Risk Analysis (c) Assign the risk owner to each risk (d) Calculate the contingency reserve

Answer-53: a Explanation: After identifying the risk, you will prioritize the risk using the Qualitative Risk Analysis process.

Question: 54 Which of the following represents the correct order of project management phases? (a) Initiating, Planning, Executing, Monitoring & Controlling, Closing (b) Initiating, Executing, Planning, Monitoring & Controlling, Closing (c) Initiating, Planning, Monitoring & Controlling, Executing, Closing (d) Planning, Initiating, Executing, Monitoring & Controlling, Closing

Answer-54: a Explanation: The correct sequence of project management phases is as follows: Initiating, Planning, Executing, Monitoring & Controlling, and Closing.

Question: 55 The role of the Develop Project Management Plan process is to: (a) Create a Schedule for the Project (b) Monitor Schedule (c) Integrate all Subsidiary Plans (d) Develop Cost Baseline

Answer-55: c Explanation: The role of Develop Project Management Plan process is to integrate all subsidiary plans; e.g. scope management plan, schedule management plan, cost management plan, etc. Reference: The PMBOK Guide, 6th Edition, Page: 87

Question: 56 In risk management, you have many strategies to manage risks. Which strategy will you not use with the negative risks? (a) Mitigate (b) Exploit (c) Transfer (d) Avoid

Answer-56: b Explanation: Exploit risk response strategy is used with positive risks.

Question: 57 Which document is created by breaking the project scope into smaller and manageable elements? (a) Scope Baseline (b) WBS (c) OBS (d) None of the above

Answer-57: b Explanation: In Work Breakdown Structure (WBS), you break the work into smaller and more manageable elements. Reference: The PMBOK Guide, 6th Edition, Page: 156

Question: 58 Rearranging resources to optimize their utilization is known as: (a) Crashing (b) Fast Tracking (c) Resource Leveling (d) Schedule Compression

Answer-58: c Explanation: In Resource leveling you arrange resources to maximize their utility. Reference: The PMBOK Guide, 6th Edition, Page: 211

Question: 59 Which of the following statements is true about the Point of Total Assumption? (a) Above PTA, seller bears the cost (b) Above PTA, buyer bears the cost (c) Below PTA, buyer bears the full cost (d) Below PTA, seller bears the 50% of cost

Answer-59: a Explanation: Under the FPIF, you set a ceiling price; once this ceiling price is passed, the seller bears all the cost. This point is known as Point of Total Assumption. Reference: The PMBOK Guide, 6th Edition, Page: 471

Question: 5 What is meant by RACI? (a) Responsible, Accountable, Confirm, Inform (b) Recommended, Accountable, Consulted, Inform (c) Responsible, Accountant, Consulted, Inform (d) Responsible, Accountable, Consulted, Inform

Answer-5: d Explanation: The RACI chart is an example of Responsibility Assignment Matrix (RAM), which shows the relationship between activities and the team members. Reference: The PMBOK Guide, 6th Edition, Page: 317

Question: 60 Pareto Chart helps you find: (a) Minor sources creating the majority of problems (b) Majority of causes creating the minority of problems (c) Cause of variation (d) Cause of deviation

Answer-60: a Explanation: Pareto Chart helps you identify the minor number of sources causing most of the troubles.

Question: 61 What is a Workaround? (a) A response to unplanned threat (b) A response to identified threat (c) A response to low-priority risk (d) None of the above

Answer-61: a Explanation: When an unidentified risk occurs, you will take prompt action to handle it. This activity is called a workaround.

Question: 62 While inspecting, you find a defective component and you repaired it. This act is known as: (a) Preventive Action (b) Corrective Action (c) Defect Repair (d) None of Above

Answer-62: c Explanation: Defect Repair is a process where you correct a defective component. Preventive Action is an action that is taken to avoid any anticipated future defects that may appear in the component. Corrective Action is a future response to the defect repair process or the correction, so that the cause of error or non-conformity will not occur again. Reference: The PMBOK Guide, 6th Edition, Page: 96

Question: 63 You are managing a project with a budget of 500,000 USD, and 250,000 USD has been spent. Upon review, you observe that only 40% of the work has been completed; though, your schedule says that you should have completed 50% of the work. What is the Actual Cost? (a) 500,000 USD (b) 200,000 USD (c) 300,000 USD (d) 250,000 USD

Answer-63: d Explanation: Actual Cost is the amount of money that has been spent on the project to date. Reference: The PMBOK Guide, 6th Edition, Page: 261

Question: 64 You are reviewing the control chart and observe that there are seven points in a row that are below the mean. What does it mean? (a) The mean should be re-adjusted (b) Investigate the cause of it (c) Re-draw in control limit (d) It is common, nothing to worry about

Answer-64: b Explanation: A process is considered to be out of control if seven consecutive plot points are either above or below the mean. Reference: The PMBOK Guide, 6th Edition, Page: 304

Question: 65 The client inspects the deliverables with you, and finds that it meets the acceptance criteria. He signed off and formally approves the deliverables. Which process is this? (a) Control Quality (b) Control Scope (c) Validate Scope (d) Close Project

Answer-65: c Explanation: Accepted Deliverables is the output of the Validate Scope process. Reference: The PMBOK Guide, 6th Edition, Page: 166

Question: 66 Which is an example of Triple Constraint? (a) Scope, Human Resource, Time (b) Quality, Scope, Human Resource (c) Cost, Human Resource, Time (d) Scope, Cost, Time

Answer-66: d Explanation: Scope, Cost and Time are considered Triple Constraints.

Question: 67 In which phase will the risks be at the lowest level? (a) Initiating (b) Planning (c) Execution (d) Closing

Answer-67: d Explanation: Risk will be at its highest point at the Initiating Process group and at the minimum at the Closing Process group.

Question: 68 Which Conflict Resolution Technique leads to consensus and commitment? (a) Withdraw (b) Accommodate (c) Compromise (d) Collaborative

Answer-68: d Explanation: Collaborative approach incorporates viewpoints of all parties involved in the conflict. Reference: The PMBOK Guide, 6th Edition, Page: 349

Question: 69 What is a prototype? (a) A working model of expected actual product (b) A blueprint of the product (c) A 3D model of the actual product (d) None of the above

Answer-69: a Explanation: Prototype is a working model of an actual product which helps you get feedback from users. Reference: The PMBOK Guide, 6th Edition, Page: 147

Question: 6 Risks included in the Watch List are known as: (a) High priority (b) Low priority (c) Negative risk (d) Positive risk

Answer-6: b Explanation: Low-priority risks are kept in the Watch List. These risks have low probability and low impact. These risks are kept in the Watch List for future monitoring to determine if they may become a high probability or a large impact risk. Reference: The PMBOK Guide, 6th Edition, Page: 423

Question: 70 Which of the following is the most accurate cost estimate method? (a) Rough Order (b) Three Point (c) Parametric (d) Bottom up

Answer-70: d Explanation: In bottom up estimating, you estimate the cost of activities to the greatest detail, add them together, and round up to the higher level. This is the most accurate method of determining the project budget.

Question: 71 Fishbone diagram is also known as: (a) Gantt Diagram (b) Pareto Diagram (c) Run Chart (d) Ishikawa Diagram

Answer-71: d Explanation: Fishbone diagram is also known as cause-and-effect and Ishikawa diagram. Reference: The PMBOK Guide, 6th Edition, Page: 293

Question: 72 What is a Project Scope? (a) The work performed to deliver a product (b) It is the features and functions that characterize a product (c) Both A & B (d) None of the above

Answer-72: c Explanation: As per the PMBOK Guide, the project scope is the work performed to deliver a product, service, or result with the specified features and functions. The term project scope is sometimes viewed as including product scope. Reference: The PMBOK Guide, 6th Edition, Page: 23, 154

Question: 73 Which of the following is not an output of a project? (a) Developing a new car (b) The production of cars (c) An enhancement to the car (d) Completing research on car

Answer-73: b Explanation: The production of cars is an ongoing operation. This is not an output of the project. The output of the project should be unique. Reference: The PMBOK Guide 6th Edition, Page: 4-7

Question: 74 In your project you identify a risk that, due to the possibility of the entrance of a new supplier, may provide some components at a cheaper price. What kind of risk is this? (a) Negative Risk (b) Opportunity (c) Known Risk (d) Secondary Risk

Answer-74: b Explanation: In Positive Risk, there is a chance that you may gain some benefits, called Opportunities. A Positive Risk brings a positive impact on the project objective.

Question: 75 Which one is not a stakeholder of your project? (a) Your competitor (b) Team member (c) Client (d) Management

Answer-75: a Explanation: Your competitor is not your stakeholder because you do not have to manage him or fulfill his requirements, although he may be affected by your project.

Question: 76 In Six Sigma what percentage of accuracy is desired? (a) 99.977 (b) 99.38 (c) 99.99966 (d) 93.3

Answer-76: c Explanation: In Six Sigma 99.99966% accuracy is desired, and in Fifth Sigma 99.977%, Four Sigma 99.38%, and in Three Sigma 93.3% accuracy are desired.

Question: 77 Which estimate is given more weight in the PERT estimate formula? (a) Optimistic (b) Pessimistic (c) Most Likely (d) None of the above

Answer-77: c Explanation: In the PERT estimate formula, the Most Likely estimate is given more weight. The PERT estimate formula is = (Optimistic + 4*Most-Likely + Pessimistic)/6 Reference: The PMBOK Guide 6th Edition, Page: 245

Question: 78 What does the Variance at Completion show? (a) How much you are ahead of schedule (b) Amount of budget surplus or deficit (c) How fast you need to go to complete the project (d) None of the above

Answer-78: b Explanation: Variance at Completion (VAC) is the difference between the Budget at Completion (BAC) and Estimate at Completion (EAC), which shows how much of the budget is surplus or deficit. Reference: The PMBOK Guide 6th Edition, Page: 262

Question: 79 In which procurement contract does the buyer have the minimum risk? (a) Firm Fixed Price (b) Time and Material (c) Cost Plus Incentive Fee (d) Cost Plus Fixed Fee

Answer-79: a Explanation: In a Firm Fixed Price contract the buyer has a minimum risk because the seller has to complete the project within the agreed amount. Reference: The PMBOK Guide 6th Edition, Page: 471

Question: 7 You hired a programmer for $25/hour for two months. What kind of contract is this? (a) CPIF (b) Fixed Price (c) Time & Material (d) CPAF

Answer-7: c Explanation: A Time and Material contract is mostly used for temporary hiring, or hiring experts in cases where you cannot define the exact scope of work quickly. Reference: The PMBOK Guide, 6h Edition, Page: 472

Question: 80 During which phase of the project will risks be the highest? (a) Initiating (b) Planning (c) Execution (d) Closing

Answer-80: a Explanation: During the Initiating phase the risks are highest and they decrease as the project progresses.

Question: 81 For your project, you have identified your project stakeholders, developed strategy and now you are in the execution phase. In which project phases do you identify the project stakeholders? (a) Initiating and Planning and Execution (b) Initiating and Planning (c) Initiating, Planning, and Monitoring & Controlling (d) All phases

Answer-81: d Explanation: Stakeholder identification is an iterative process. You will identify stakeholders throughout the project.

Question: 82 You are developing the project charter, with management, for a new project. You are going to be the project manager. Who will sign the project charter? (a) Project Manager (b) Operational Manager (c) Functional Manager (d) Someone from top management

Answer-82: d Explanation: Although the project manager can help in developing the project charter, he cannot sign or approve it. The project charter must be approved by someone from top management who has the authority to do so. Reference: The PMBOK Guide 6th Edition, Page: 75

Question: 83 What may happen if your project has more than one critical path? (a) It will cost more (b) The project completion date may be extended (c) The quality may be reduced (d) Risks will increase

Answer-83: d Explanation: If the project has more than one critical path, you will have to manage more than one path and this means more risks.

Question: 84 Which of the following diagram looks like a fish skeleton? (a) Ishikawa Diagram (b) Tornado Diagram (c) Decision Tree (d) None of the above

Answer-84: a Explanation: The Ishikawa Diagram is also known as a Fishbone Diagram or Fishikawa Diagram because it looks like a fish skeleton. Reference: The PMBOK Guide 6th Edition, Page: 293

Question: 85 For all your needs you have to go to the functional manager; moreover, you do not have control over the budget. In what kind of organization are you working? (a) Projectized (b) Weak Matrix (c) Strong Matrix (d) Balanced Matrix

Answer-85: b Explanation: In a Weak Matrix organization, the project manager has no authority over the project budget and resources. He needs permission from the functional manager to use the resources. Reference: The PMBOK Guide 6th Edition, Page: 47

Question: 86 Your management has asked you to provide them with the rough order estimate for a project on an urgent basis. In this case, which of the following techniques will you use? (a) Parametric (b) Bottom Up (c) Rough order (d) Analogous

Answer-86: d Explanation: Rough order estimate is the lump-sum of the cost of the project; therefore, you will use the analogous technique. Please note that rough order estimate is an estimate, it is not a technique. Reference: The PMBOK Guide 6th Edition, Page: 200

Question: 87 Which is not an example of organizational process assets? (a) Processes (b) Procedures (c) Lessons learned (d) Political conditions

Answer-87: d Explanation: Political conditions are an example of enterprise environmental factors. Reference: The PMBOK Guide 6th Edition, Page: 37

Question: 88 Your project is late and to bring it back on track you are adding extra resources to some activities and giving overtime to your team members. This is an example of: (a) Critical Chain (b) Fast Tracking (c) Crashing (d) Resource Leveling

Answer-88: c Explanation: You are adding extra resources to your activities, which is an example of Crashing. Reference: The PMBOK Guide 6th Edition, Page: 215

Question: 90 Which document authorizes the existence of the project? (a) Scope Statement (b) Project Plan (c) Project Charter (d) Stakeholder's Register

Answer-90: c Explanation: The Project Charter is the document which authorizes the existence of the project. Reference: The PMBOK Guide 6th Edition, Page: 75

Question: 91 The successor activity cannot be finished until the predecessor activity starts. This is an example of which kind of relationship: (a) Finish to Start (FS) (b) Finish to Finish (FF) (c) Start To Start (SS) (d) Start to Finish (SF)

Answer-91: d Explanation: In other words, you can say that when the first activity starts, the second activity finishes; i.e. Start to Finish (SF) Reference: The PMBOK Guide 6th Edition, Page: 190

Question: 93 Regarding the project expeditor and the project coordinator, which of the following statements is correct? (a) The coordinator has more power than the expeditor (b) The expeditor has more power than the coordinator (c) Both have equal power (d) None of the above

Answer-93: a Explanation: In a weak matrix organization, the project manager can work as either a project coordinator or an expeditor. The expeditor has no authority or power to make any decision while the coordinator has a little power to make decisions.

Question: 95 Which of the following risks remain even after applying the risk response of an identified risk? (a) Primary Risk (b) Secondary Risk (c) Remaining Risk (d) Residual Risk

Answer-95: d Explanation: Residual Risk is the risk that still remains even after applying the risk response of an identified risk. Reference: The PMBOK Guide 6th Edition, Page: 448

Question: 96 You have been given a task to accurately calculate the cost of a project. Which of the following techniques will you use to get the most accurate cost of the project? (a) Parametric (b) Analogous (c) Bottom Up (d) Top Down

Answer-96: c Explanation: Bottom Up estimate techniques gives you the most accurate cost of the project. Reference: The PMBOK Guide 6th Edition, Page: 244

Question: 97 Tom is a low-power stakeholder in your project, He is very interested and enthusiastic about your project. He wants you to complete the project successfully. How will you manage him? (a) Keep informed (b) Monitor (c) Keep satisfied (d) Manage closely

Answer-97: a Explanation: Tom comes under the "low power - high interest" category. According to the Power/Interest Grid model, stakeholders from this category should be kept informed.

20 A project manager must have some work done by an outside contractor. This work has a great deal of risk associated with it, and it has become very difficult to find a contractor willing to take on the job. Which of the following types of contract would offer the greatest incentive to the contractor? 1. Cost plus percentage of cost as an award fee 2. Cost plus fixed fee 3. Cost plus incentive fee 4. Firm fixed price

Answer: A Hint: Option A is most lucrative incentive while option C also offers incentives. Read about Type of Vendor Contracts such as Cost Plus Incentive Fee (CPIF)

15 A project manager is trying to complete a software development project, but cannot get enough attention for the project. Resources are focused on completing process-related work and the project manager has little authority to properly assign resources. What form of organization must the project manager be working in? 1. Functional 2. Matrix 3. Expediter 4. Coordinator

Answer: A Hint: PMBOK 5 Page 21, Sec 2.1.3 Organizational Structures

11 Risk tolerances are determined in order to help: 1. the team rank the project risks. 2. the project manager estimate the project. 3. the team schedule the project. 4. management know how other managers will act on the project.

Answer: A Hint: PMBOK 5 Page 311 Risk tolerance

3. An energy company is investing in a series of initiatives to look for alternative energy sources so that the company can be competitive in 10 years. The initaitives are tracked and managed together because this goal is vital to the success of the company. This is an example of... A. A portfolio B. A program C. A project D. A enterprise environmental factor

Answer: A Since the initiatives are being managed together because of a strategic business goal, you can tell that this is a portfolio.

8. You're managing a project to remodel a kitchen. You use earned value calculations to figure out that you're going to run $500 over budget if your project continues at the current rate. Which of the following core characteristics of a project manager are you using to find the problem? A. Knowledge B. Performance C. Personal D. None of the above

Answer: A Your knowledge of Earned Value Management techniques is how you can predict that the project will be over budget. Knowing that could let you plan ahead to avoid further cost overruns. Minimally, it can help you to reset expectations with your stakeholders so they have a better idea of what's coming.

10 The WBS and WBS dictionary are completed. The project team has begun working on identifying risks. The sponsor contacts the project manager, requesting that the responsibility assignment matrix be issued. The project has a budget of U.S. $loo,ooo and is taking place in three countries using 14 human resources. There is little risk expected for the project and the project manager has managed many projects similar to this one. What is the next thing to do? 1. Understand the experience of the sponsor on similar projects. 2. Create an activity list. 3. Make sure the project scope is defined. 4. Complete risk management and issue the responsibility assignment matrix.

Answer: B Hint: PMBOK 5 Page 149 Sec 6.2 Define Activities

4 Who is ultimately responsible for quality management on the project? 1. Project engineer 2. Project manager 3. Quality manager 4. Team member

Answer: B Hint: PMBOK 5 Page 16, Sec 1.7 Role of the Project Manager

23 In a matrix organization, which of the following is true?? 1. The project manager is responsible for employee skills improvement. 2. The functional manager is responsible for employee skills improvement. 3. The project manager is responsible for the employee.s annual appraisal. 4. The employee is responsible for his or her own skills improvement.

Answer: B Hint: PMBOK 5 Page 21, Sec 2.1.3 Organizational Structures

2 Risks will be identified during which risk management process (es)? 1. Perform Quantitative Risk Analysis and Identify Risks 2. Identify Risks and Control Risks 3. Perform Qualitative Risk Analysis and Control Risks 4. Identify Risks

Answer: B Hint: PMBOK 5 Page 312, Figure 11.1

7 A project manager has just been assigned to a new project and has been given the preliminary project scope statement and the project charter. The first thing the project manager must do is: 1. create a project scope statement. 2. confirm that all the stakeholders have contributed to the scope. 3. analyze project risk. 4. begin work on a project management plan.

Answer: B Hint: PMBOK 5 Page 66 Sec 4.1 Develop Project Charter

8. Which of the following is NOT true about overlapping phases? A. Each phase is typically done by a separate team B. There's an increased risk of delays when a later phase can't start until an earlier one ends C. There's an increased risk to the project due to potential for rework D. Every phase must go through all five process groups

Answer: B If there's an increased risk of a project because one phase can't start until another one ends, that means your project phases aren't overlapping. When you've got overlapping phases, that means that you typically have multiple teams that start their phases independently of each other.

1. Which of the following is NOT a Project Constraint? A. Quality B. Scale C. Time D. Cost

Answer: B Scale is not a project constraint. The constraints are Scope, Time, Cost, Quality, Resource, and Risk.

5. Which of the following is NOT a Process Group? A. Monitoring and Controlling B. Gathering Requirements C. Initiating D. Closing

Answer: B The process groups categorize all of the activities that a project goes through in its lifecycle. They are Initiatng, Planning, Executing, Monitoring and Controlling, and Closing.

2. Which of these is not an input to Develop Project Charter? A. Enterprise environmental factors B. Project Management Plan C. Contract D. Project statement of work

Answer: B The project management plan is created in the Develop Project Plan process, which happens after Develop Project Charter. Develop Project Charter is the very first process on any project, and the inputs in answers A, C, and D exist before the project started. The Project Managemet Plan is created during the project.

2. Which of the following is NOT a characteristic of a project? A. Temporary B. Strategic C. Specific result D. Progressively elaborated

Answer: B A project doesn't have to be strategic or critical. It only needs to be temporary, have a specific result and be progressively elaborated.

7. You want to know specifically which business goal a group of projects and programs are going to accomplish. Which is the best place to look for this information? A. Project Plan B. Project Charter C. Portfolio Charter D. Program Charter

Answer: C A portfolio charter will give the business goal that a group of projects and programs will accomplish as part of a portfolio.

12 A project manager is employed by a construction company and is responsible for the furnishing of the completed building. One of the first things that the project manager for this project should do is to write a: 1. Work breakdown structure. 2. Budget baseline. 3. Project charter. 4. Project plan.

Answer: C Hint: PMBOK 5 Page 66 Sec 4.1 Develop Project Charter; Page 16, Sec 1.7 Role of the Project Manager

1. You're a project manager working on a software engineering project. The programmers have started building the software, and the testers have started to create the test environment. Which process group includes these activities? A. Initiating B. Planning C. Executing D. Closing

Answer: C The Executing process group is the one where the team does all the work. You'll get a good feel for the process groups pretty quickly!

3. A project manager runs into a problem with her project's contractors, and she isn't sure if they're abiding by the terms of the contract. Which knowledge area is the BEST source of processes to help her deal with this problem? A. Cost Management B. Risk Management C. Procurement Management D. Communications Management

Answer: C The Procurement Management knowledge area deals with contracts, contractors, buyers and sellers. If you've got a question about a type of contract or how to deal with contract problems, you're being asked about a Procurement Management process.

9. A project manager is having trouble securing programmers for her project. Every time she asks the programming manager for resources for her project, he says they're all assigned to other work. So she is constantly having to go over his head to overrule him. Which type of organization is she working for? A. Functional B. Weak Matrix C. Strong Matrix D. Projectized

Answer: C The Project Manager in this scenario can overrule the functional manager, so she's working in a Strong Matrix organization. If it were a projectized organization, she wouldn't have to get permission from the functional manager at all because she'd be the person with authority to assign resources to projects.

10. A project manager is having trouble with his project because one of his team members is not performing, which is causing him to miss an important date he promised to a stakeholder. He discovers that the team member knew about the project problem, but didn't tell him because the team members are all afraid of his bad temper. Which BEST describes how the project manager can avoid this situation in the future? A. Increasing his knowledge of the PMBOK® Guide B. Measuring personal performance C. Improving his personal skills D. Managing stakeholder expectations

Answer: C The way that the project manager interacts with the people on his team interfered with his work getting done. This is a good example of how a lack of personal skills can lead directly to major project problems down the line, and it's why this particular project manager needs to work on his personal skills.

3. What is the output of Direct and Manage Execution? A. Approved change requests B. Project management processes C. Deliverables D. Forecasts

Answer: C The whole reason for the Direct and Manage Execution process is to actually do the project work, and the deliverables are the products or services that are created by the project. Don't get fooled by answer D—even though the work is performed in"Direct and Manage Execution," the information about how that work is performed is turned into forecasts in "Monitor and Control Project Work."

1. Which of the following is TRUE about a work breakdown structure? A. It contains work packages that are described in a linear, unstructured list B. Each item in the WBS represents a feature in the product scope C. The WBS represents all of the work that must be done on the project D. The WBS is created by the product sponsor and stakeholders

Answer: C The work breakdown structure is all about breaking down the work that your team needs to do. The WBS is graphical and hierarchical, not linear and unstructured. Did you notice that answer B was about product scope, not project scope?

6. Which of the following is NOT a project? A. Repairing a car B. Building a highway overpass C. Running an IT support department D. Filming a motion picture

Answer: C The work of an IT support department doesn't have an end date—it's not temporary. That's why it's not a project. Now, if that support team had to work over the weekend to move the data center to a new location, then that would be a project!

2. A project manager is running a data center installation project. He finds that his stakeholder is angry because he's run over his budget because the staff turned out to be more expensive than planned. The stakeholder's unhappy that when the project is over, the servers won't have as much drive space as he needs. Which of the following constraints was not affected by this problem? A. Quality B. Resource C. Time D. Cost

Answer: C There is no mention of the project being late or missing its deadlines in the example. The project was over budget, which affects the project's cost. The project won't meet the stakeholder's requirements, which is a quality problem. And the staff was more expensive than planned, which is a resource problem.

9. At the beginning of a project, a software team project manager is given a schedule with everyone's vacations on it. She realizes that because the software will be delivered to the QA team exactly when they have overlapping vacations, there is a serious risk of quality problems because there won't be anyone to test the software before it goes into production. What BEST describes the constraint this places on the project? A. Quality constraint B. Time constraint C. Resource constraint D. Risk constraint

Answer: C This is a resource constraint, because the project manager's resources - in this case, the people who will be testing the software - are not going to be available to her when she needs them. Yes, this will cause problems with the quality, introduce risks, and cause schedule problems. But they're not schedule, time or risk constraints, because there's no outside limitation placed on the project quality, schedule or risks. The only outside limitation is the resource availability. If they were available, there wouldn't be a problem!

1. You've just received a change request. This means: A. The project charter is complete, but the work cannot begin yet because you need to make a change to the scope baseline B. You are in the Direct and Manage Execution process, and you can implement the change now C. The change needs to be approved before it can be implemented D. There is a defect in a deliverable that must be repaired

Answer: C This is really a question about inputs and outputs. There's only one process that takes "requested changes" as an input, and that's Integrated Change Control. That's where your changes get approved. The other answers all refer to other processes: A is about building a baseline (which is part of Develop Project Management Plan), while B and D are both about Direct and Manage Execution.

1. The project manager for a construction project discovers that a new water line is being created in the neighborhood where he's managing a project. Company policy requires that a series of forms for city environmental changes need to be filled out before his team can continue work on the project. This is an example of: A. A portfolio B. A program C. An enterprise environmental factor D. A project

Answer: C Since the project manager is filling out forms because of company policy, this is a good example of an enterprise environmental factor.

10. One of your team members has discovered a defect in a deliverable and has recommended that it be repaired. Which of the following is NOT true: A. The project charter has authorized you to perform the work B. Your project is in Monitor and Control Project Work process C. The defect repair must be approved before the deliverable can be repaired D. You must update the project management plan to document the defect

Answer: D Defects do not need to be documented in the project management plan. Take a look at the other answers—do you understand why they are correct? Answer A is simply the definition of the project charter; it doesn't have anything to do with the defect, but it's still true. When you're performing the Monitor and Control Project Work process, you need to make sure defect repairs are approved before you change the deliverables, so answer B is true as well. And as far as answer C goes, that's the whole purpose of the Integrated Change Control process: to approve defect repairs, changes, and preventive and corrective actions!

5 In the context of estimation, a heuristic is best described as a:: 1. control tool. 2. scheduling method. 3. planning tool. 4. rule of thumb.

Answer: D Hint: PMBOK 5 Page 204, Sec 7.2.2 Estimate Costs: Tools & Techniques

22 A cost performance index (CPI) of 0.89 means: 1. at this time, we expect the total project to cost 89 percent more than planned. 2. when the project is completed we will have spent 89 percent more than planned. 3. the project is only progressing at 89 percent of that planned. 4. the project is only getting 89 cents out of every dollar invested.

Answer: D Hint: PMBOK 5 Page 219 - Cost performance index

25 The project management process groups are: 1. Initiating, planning, expediting, and control. 2. Plan, organize, develop, and control. 3. Plan, do, observe, commit. 4. Initiating, planning, executing, monitoring &controlling, and closing.

Answer: D Hint: PMBOK 5 Page 49 Definitions of Process Groups

9 The project manager is making sure that the product of the project has been completed according to the project management plan. What part of the project management process is he in? 1. Planning 2. Executing 3. Monitoring and controlling 4. Closing

Answer: D Hint: PMBOK 5 Page 57 Sec 3.7 Closing Process Group

8 You are taking over a project during the planning process group and discover that six individuals have signed the project charter. Which of the following should most concern you? 1. Who will be a member of the change control board 2. Spending more time on configuration management 3. Getting a single project sponsor 4. Determining the reporting structure

Answer: D Hint: PMBOK 5 Page 66 Sec 4.1 Develop Project Charter

3 The highest point of Maslow's hierarchy of needs is: 1. Physiological satisfaction 2. Attainment of survival 3. Esteem 4. Self-actualization

Answer: D Hint: Read Maslow's theory on hierarchy of needs. Self-actualization is on top of the pyramid.

18 The equivalent of cost reimbursable contracts is frequently termed: 1. Back charge contracts. 2. Fixed price contracts. 3. Progress payment contracts. 4. Cost plus contracts.

Answer: D Hint: Read about Type of Vendor Contracts such as Cost Plus Incentive Fee (CPIF)

9. You're the project manager for an industrial design project. Your team members report to you, and you're responsible for creating the budget, building the schedule, and assigning the tasks. When the project is complete, you release the team so they can work on other projects for the company. What kind of organization do you work in? A. Functional B. Weak matrix C. Strong matrix D. Projectized

Answer: D In a projectized organization, the project manager has the power to assign tasks, manage the budget, and release the team.

10. You're a project manager working in a weak matrix organization. Which of the following is NOT true? A. Your team members report to functional managers B. You are not in directly charge of resources C. Functional managers make decisions that can affect your projects D. You have sole responsibility for the success or failure of the project

Answer: D In a weak matrix, project managers have very limited authority. They have to share a lot of responsibility with functional managers, and those functional managers have a lot of leeway to make decisions about how the team members are managed. In an organization like that, the project manager isn't given a lot of responsibility

6. Which of the following is NOT a knowledge area? A. Scope B. Integration C. Procurement D. Initiating

Answer: D Initiating is a process group, not a knowledge area. The process groups help you to think about all of the different stages a project goes through from the time it is first imagined until it is completed. The knowledge areas are all the things you need to think about as your project goes through those stages.

2. Which of the following is not a stakeholder? A. The project manager who is responsible for building the project B. A project team member who will work on the project C. A customer who will use the final product D. A competitor whose company will lose business because of the product

Answer: D One of the hardest things that a project manager has to do on a project is figure out who all the stakeholders are. The project manager, the team, the sponsor (or client), the customers and people who will use the software, the senior managers at the company—they're all stakeholders. Competitors aren't stakeholders, because even though they're affected by the project, they don't actually have any direct influence over it.

7. Which of the following is NOT true about portfolio management? A. The portfolio manager judges success of the portfolio by combining data from all of its programs and projects B. A portfolio can contain projects and programs C. A portfolio is organized around a business goal D. A portfolio is always a group of programs

Answer: D Since a portfolio can be a group of programs and projects, option D is the one that's not true. It can be a group of programs, but it doesn't have to be.

7. You're the project manager at a telecommunications company. You recently had stakeholders approach you with changes. You figured out that the changes would cost additional time and money. The stakeholders agreed, you were given additional time and budget, and the changes were approved. Now you have to incorporate the changes into the project. What do you do next? A. Modify the project charter to include the changes B. Use the work authorization system to make sure the work is performed C. Make sure to track your changes against the project's baseline so you know how much they eventually cost D. Incorporate the changes into the baseline so you can track the project properly

Answer: D The first thing you do after a change is approved is to update the baseline. If you chose answer C, don't feel bad—it's easy to get a little mixed up about what a baseline is used for. The whole purpose of the baseline is to figure out whether your project has deviated from the plan. But a change isn't a deviation from the plan! A deviation is accidental, while a change is done on purpose. That's why it's so important to get the change approved: that way, everyone knows about it, which means that you can plan for it. And updating the baseline is how you do that planning.

4. Which of the following is NOT a responsibility of a project manager? A. Managing stakeholder expectations B. Managing project constraints C. Gathering product requirements D. Sponsoring the project

Answer: D The sponsor is the person who pays for the project. The project manager doesn't usually play that role.

According to PMBOK, project management processes are organized into which of the following order of process groups? A- Initiating, designing, planning, executing, controlling, and closing B- Designing, developing, testing, and implementing C- Initiating, planning, executing, monitoring and controlling, and closing D- Initiating, planning, executing, monitoring, and closing

C

You are currently working as a Project Manager in Realty Logistics. You have been given responsibility for moving Infrastructure of ABC Software LTD to a new location. For that, you need to identify the stakeholders of your project. Based on the Power/Interest Grid that you have created, which of the following types of stakeholders' expectation should be managed closely? A- High Power - Low Interest B- High Power - High Interest C- Low Power - Low Interest D- Low Power - High Interest

C

You are the project manager for a software development project. Your CPI drops to 0.93 when one of your key developers suddenly falls ill. To make up for your affected work, you have decided to outsource it to a vendor. What will be the most appropriate contract type in this case: A- Retainage B- FPEPA C- Cost Reimbursable Contract D- Letter of Intent

C

You find that activity in your project is very risky. How will you estimate the duration of this activity when your team member has given the optimistic, most likely and pessimistic duration for the activity? A- Using variance analysis B- Using Sensitivity analysis C- Using PERT formula D- Using Performance Reports

C

If SPI = 0.75 and CPI = 0.8, then which of the following reports is correct? A- SV = $3750 B- CV = $4000 C- TCPI = 0.8 D- The project likely needs more money than planned to complete

D

What is the company-wide policy which mandates all project quality known as? A- ISO 9000 B- Quality planning C- Quality control D- Quality policy

D

What should be your primary concern while adding resources to your project? A- Effect of adding resources on project end date. B- Effect of adding resources on S curve. C- Effect of adding resources on RAM. D- Effect of adding resources on Cost and Schedule.

D

Which of the following is not valid according to McGreger's Theory X? A- Employees seek to be directed. B- Employees avoid work. C- Employees are self-centered. D- Employees are self-motivated.

D

Which of the following is used to display sensitivity analysis? A -Sensitivity Diagram B- Data Flow Diagram C- Decision Tree D- Tornado Diagram

D