CAPM PRACTICE EXAM 5

10. Your job responsibility is to align components (projects, programs, or operations) to the organizational strategy, organized into portfolios or subportfolios to optimize project or program objectives, dependencies, costs, timelines, benefits, resources, and risks. This is known as: A. Components management. B. Process management. C. Program management. D. Portfolio management.

"10. Answer: D. PMBOK® Guide, page 16, Section 1.6 Business Value ... Portfolio management aligns components (projects, programs, or operations) to the organizational strategy, organized into portfolios or subportfolios to optimize project or program objectives, dependencies, costs, timelines, benefits, resources, and risks. This allows organizations to have an overall view of how the strategic goals are reflected in the "overall view of how the strategic goals are reflected in the portfolio, institute appropriate governance management, and authorize human, financial, or material resources to be allocated based on expected performance and benefits.

"1. A project is: A. A set of sequential activities performed in a process or system. B. A revenue-generating activity that needs to be accomplished while achieving customer satisfaction. C. An ongoing endeavor undertaken to meet customer or market requirements. D. A temporary endeavor undertaken to create a unique product, service, or result." Excerpt From: Project Management Institute. "Q & As for the PMBOK Guide - Fifth Edition." iBooks.

"1. Answer: D. PMBOK® Guide, page 3, Section 1.2 What is a project? A project is a temporary endeavor undertaken to create a unique product, service, or result.c

16. A project coordinator may typically be found in a _______________ organization. A. Projectized B. Strong matrix C. Weak matrix D. Balanced matrix"

"16. Answer: C. PMBOK® Guide, page 23, Section 2.1.3 and Figure 2-2 Organizational Structure Matrix organizations, as shown in Figures 2-2 through 2-4, reflect a blend of functional and projectized characteristics. Matrix organizations can be classified as weak, balanced, or strong depending on the relative level of power and influence between functional and project managers. Weak matrix organizations maintain many of the characteristics of a functional organization, and the role of the project manager is more of a coordinator or expediter. A project expediter works as staff assistant and communications coordinator. The expediter cannot personally make or enforce decisions. Project coordinators have power to make some decisions, have some authority, and report to a higher-level manager." Excerpt From: Project Management Institute. "Q & As for the PMBOK Guide - Fifth Edition." iBooks.

"A. Functional B. Weak matrix C. Projectized D. Small capitalization

"17. Answer: C. PMBOK® Guide, pages 21-22, Section 2.1.3, and Table 2-1 Organizational Structure Organizational structure is an enterprise environmental factor, which can affect the availability of resources and influence how projects are conducted (see also Section 2.1.5). Organizational structures range from functional to projectized, with a variety of matrix structures in between. Table 2-1 shows key project-related characteristics of the major types of organizational structures. 18. Answer: A. PMBOK® Guide, pages 21-22, Section 2.1.3, Table 2-1, page 25, and Figure 2-5 Organizational Structure Organizational structure is an enterprise environmental factor, which can affect the availability of resources and influence how projects are conducted (see also Section 2.1.5). Organizational structures range from functional to projectized, with a variety of matrix structures in between. Table 2-1 shows key project-related characteristics of the major types of organizational structures. ..." Excerpt From: Project Management Institute. "Q & As for the PMBOK Guide - Fifth Edition." iBooks.

20. All of the following statements about the level of authority of the project manager are true EXCEPT: A. In a functional organization, the project manager has little or no authority. B. In weak matrices, the project manager role is more that of a coordinator or expediter than that of a manager. C. The balanced matrix organization does not provide the project manager with the full authority over the project and project funding. D. In a strong matrix organization, authority of the project manager is limited."

"20. Answer: D. PMBOK® Guide, page 23, Section 2.1.3, Table 2-1, and Figures 2-2 through 2-4 Organizational Structure Matrix organizations, as shown in Figures 2-2 through 2-4, reflect a blend of functional and projectized characteristics. Matrix organizations can be classified as weak, balanced, or strong depending on the relative level of power and influence between functional and project managers. Weak matrix organizations maintain many of the characteristics of a functional organization, and the role of the project manager is more of a coordinator or expediter. A project expediter works as staff assistant and communications coordinator. The expediter cannot personally make or enforce decisions. Project coordinators have power to make some decisions, have some authority, and report to a higher-level manager. Strong matrix organizations have many of the characteristics of the projectized organization, and have full-time project managers with considerable authority and full-time project administrative staff. While the balanced matrix organization recognizes the need for a project manager, it does not provide the project manager with the full authority over the project and project funding. Table 2-1 provides additional details of the various matrix organizational structures." Excerpt From: Project Management Institute. "Q & As for the PMBOK Guide - Fifth Edition." iBooks.

"21. Enterprise environmental factors refer to both internal and external environmental factors that "surround or influence a project's success. All of the following are true about these factors EXCEPT: A. Enterprise environmental factors include organizational culture, structure, and processes. B. Enterprise environmental factors include government or industry standards, such as regulatory agency regulations, codes of conduct, product standards, quality standards, and workmanship standards. C. Enterprise environmental factors include project management information systems (e.g., an automated tool, such as a scheduling software tool, a configuration management system, an information collection and distribution system, or web interfaces to other online automated systems). D. Enterprise environmental factors do not include personnel administration functions (e.g., staffing and retention guidelines, employee performance reviews and training records, reward and overtime policies, and time tracking) because these are considered to be functions of the human resources department." "

"21. Answer: D. PMBOK® Guide, page 29, Section 2.1.5 Enterprise Environmental Factors Enterprise environmental factors refer to conditions, not under the control of the project team, that influence, constrain, or direct the project. Enterprise environmental factors are considered inputs to most planning processes, may enhance or constrain project management options, and may have a positive or negative influence on the outcome. Enterprise environmental factors vary widely in type or nature. Enterprise environmental factors include, but are not limited to: • Organizational culture, structure, and governance; • Geographic distribution of facilities and resources; • Government or industry standards (e.g., regulatory agency regulations, codes of conduct, product standards, quality standards, and workmanship standards); • Infrastructure (e.g., existing facilities and capital equipment); • Existing human resources (e.g., skills, disciplines, and knowledge, such as design, development, legal, contracting, and purchasing); • Personnel administration (e.g., staffing and retention guidelines, employee performance reviews and training records, reward and overtime policy, and time tracking); • Company work authorization systems; • Marketplace conditions; • Stakeholder risk tolerances; • Political climate; • Organization's established communications channels; • Commercial databases (e.g., standardized cost estimating data, industry risk study information, and risk databases); and • Project management information system (e.g., an automated tool, such as a scheduling software tool, a configuration management system"ecords, reward and overtime policy, and time tracking); • Company work authorization systems; • Marketplace conditions; • Stakeholder risk tolerances; • Political climate; • Organization's established communications channels; • Commercial databases (e.g., standardized cost estimating data, industry risk study information, and risk databases); and • Project management information system (e.g., an automated tool, such as a scheduling software tool, a configuration management system, an information collection and distribution system, or web interfaces to other online automated systems).

"29. The five Project Management Process Groups are: A. Planning, checking, directing, monitoring, and recording. B. Initiating, planning, executing, monitoring and controlling, and closing. C. Planning, executing, directing, closing, and commissioning. D. Initiating, executing, monitoring, evaluating, and closing.

"29. Answer: B. PMBOK® Guide, pages 48-49, Introduction Project management processes are grouped into five categories known as Project Management Process Groups (or Process Groups): • Initiating Process Group. Those processes performed to define a new project or a new phase of an existing project by obtaining authorization to start the project or phase. • Planning Process Group. Those processes required to establish the scope of the project, refine the objectives, and define the course of action required to attain the objectives that the project was undertaken to achieve. • Executing Process Group. Those processes performed to complete the work defined in the project management plan to satisfy the project specifications. • Monitoring and Controlling Process Group. Those processes required to track, review, and regulate the progress and performance of the project; identify any areas in which changes to the plan are required; and initiate the corresponding changes. • Closing Process Group. Those processes performed to finalize all activities across all Process Groups to formally close the project or phase. " "inalize all activities across all Process Groups to formally close the project or phase. Excerpt From: Project Management Institute. "Q & As for the PMBOK Guide - Fifth Edition." iBooks.

34. All of the following are characteristics of Project Management Process Groups EXCEPT: A. Project Management Process Groups are linked by the outputs they produce. B. The Process Groups are seldom either discrete or one-time events; they are overlapping activities that occur throughout the project. C. All of the processes are generally needed on all projects, and all of their interactions apply to all projects or project phases conducted in a controlled environment. D. When a project is divided into phases, the Process Groups are used, as appropriate, to effectively drive the project to completion in a controlled manner.

"34. Answer: C. PMBOK® Guide, pages 50-51, Section 3.1, and Figures 3-1 and 3-2 Common Project Management Process Interactions Project Management Process Groups are linked by the outputs which are produced. The Process Groups are seldom either discrete or one-time events; they are overlapping activities that occur throughout the project. The output of one process generally becomes an input to another process or is a deliverable of the project, subproject, or project phase. Deliverables at the subproject or project level may be called incremental deliverables. The Planning Process Group provides the Executing Process Group with the project management plan and project documents, and, as the project progresses, it "often creates updates to the project management plan and the project documents. Figure 3-2 illustrates how the Process Groups interact and shows the level of overlap at various times. If the project is divided into phases, the Process Groups interact within each phase. When a project is divided into phases, the Process Groups are used, as appropriate, to effectively drive the project to completion in a controlled manner. In multiphase projects, processes are repeated within each phase until the criteria for phase completion have been satisfied.

"38. The Control Schedule process for a project: A. Focuses on starting the project earlier than scheduled to help mitigate schedule risk and to achieve the approved schedule baseline. B. Is the process of monitoring the status of project activei"ties to update project progress and manage changes to the schedule baseline to achieve the plan. C. Is concerned mainly with activities that are on the critical path. D. Should focus primarily on activities that are difficult to carry out.

"38. Answer: B. PMBOK® Guide, page 57, Section 3.6; page 61, Table 3-1; and page 141, Introduction Monitoring and Controlling Process Group" Excerpt From: Project Management Institute. "Q & As for the PMBOK Guide - Fifth Edition." iBooks. "The Monitoring and Controlling Process Group consists of those processes required to track, review, and orchestrate the progress and performance of the project; identify any areas in which changes to the plan are required; and initiate the corresponding changes. Control Schedule—The process of monitoring the status of project activities to update project progress and manage changes to the schedule baseline to achieve the plan." Excerpt From: Project Management Institute. "Q & As for the PMBOK Guide - Fifth Edition." iBooks. Excerpt From: Project Management Institute. "Q & As for the PMBOK Guide - Fifth Edition." iBooks.

"Portfolio management refers to: A. Managing various contents of the project file." "B. Managing the levels of financial authority to facilitate project decision making. C. The centralized management of one or more portfolios to achieve strategic objectives. D. Applying resource-leveling heuristics across all the organization's projects to achieve the organization's strategic objectives. " Excerpt From: Project Management Institute. "Q & As for the PMBOK Guide - Fifth Edition." iBooks. Excerpt From: Project Management Institute. "Q & As for the PMBOK Guide - Fifth Edition." iBooks.

"4. Answer: C. PMBOK® Guide, page 10, Section 1.4.2 Portfolio Management ... Portfolio management refers to the centralized management of one or more portfolios to achieve strategic objectives. Portfolio management focuses on ensuring that projects and programs are reviewed to prioritize resource allocation, and that the management of the portfolio is consistent with and aligned to organizational strategies. s

"40. The relationship between project management processes and Knowledge Areas is best described by the following: A. Project management processes are further grouped into separate Knowledge Areas. B. Knowledge Areas are integrated into project management processes through the project life cycle concept. C. A Knowledge Area represents a sub-set of concepts, terms, and activities that make up an area of specialization in project management, whereas a project management process is mapped using a data flow diagram. D. Project teams should utilize the Knowledge Areas and project management processes for all projects all of the time to ensure compliance with project management standards."

"40. Answer: A. PMBOK® Guide, page 60, Section 3.9; and page 61, Table 3-1 Role of the Knowledge Areas The 47 project management processes identified in the PMBOK® Guide are further grouped into ten separate Knowledge Areas. A Knowledge Area represents a complete set of concepts, terms, and activities that make up a professional field, project management field, or area of specialization. These ten Knowledge Areas are used on most projects most of the time. Project teams should utilize these ten Knowledge Areas and other knowledge areas, as appropriate, for their specific project. ... Table 3-1 reflects the mapping of the 47 project management processes within the 5 Project Management Process Groups and the 10 Knowledge Areas." Excerpt From: Project Management Institute. "Q & As for the PMBOK Guide - Fifth Edition." iBooks.

"41. Which of the following processes is included in Project Integration Management? A. Develop project management plan. B. Control scope definition. C. Review scope verification. D. Conduct procurement surveillance.

"41. Answer: A. PMBOK® Guide, page 63, Introduction; and page 65, Figure 4-1 Project Integration Management Project Integration Management includes the processes and activities to identify, define, combine, unify, and coordinate the various processes and project management activities within the Project Management Process Groups. In the project management context, integration includes characteristics of unification, consolidation, communication, and integrative actions that are crucial to controlled project execution through completion, successfully managing stakeholder expectations, and meeting requirements. Project Integration Management includes making choices about resource allocation, making trade-offs among competing objectives and alternatives, and managing the interdependencies among the project management Knowledge Areas. The project management processes are usually presented as discrete processes with defined interfaces while, in practice, they overlap and interact in ways that cannot be completely detailed in the PMBOK®Guide." Excerpt From: Project Management Institute. "Q & As for the PMBOK Guide - Fifth Edition." iBooks.

42. All of the following are characteristics of the project charter EXCEPT: A. It formally authorizes the existence of a project. B. Projects are initiated by an entity external to the project. The project initiator or sponsor should be at the level that is appropriate to procure funding and commit resources to the project. C. It is used primarily to request bids for a project or a specific phase of a project. "

"42. Answer: C. PMBOK® Guide, pages 66-68, Section 4.1 Develop Project Charter Develop Project Charter is the process of developing a document that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities. The key benefit of this process is a well-defined project start and project boundaries, creation of a formal record of the project, and a direct way for senior management to formally accept and commit to the project... The project charter establishes a partnership between the performing and requesting organizations. In the case of external projects, a formal contract is typically the preferred way to establish an agreement. In this case, the project team becomes the seller responding to conditions of an offer to buy from an outside entity. A project charter is still used to establish internal agreements within an organization to assure proper delivery under the contract. The approved project charter formally initiates the project. A project manager is identified and assigned as early in the project as is fea" roject Management Information System The project management information system, which is part of the environmental factors, provides access to tools, such as a scheduling tool, a work authorization system, a configuration management system, an information collection and distribution system, or interfaces to other online automated systems. Automated gathering and reporting on key performance indicators (KPI) can be part of this system. Excerpt From: Project Management Institute. "Q & As for the PMBOK Guide - Fifth Edition." iBooks.

45. You are managing a $10 million project. Which of the following is an acceptable cause for "re-baselining" this project? A. The client has approved an addition to the scope of the project with a $150,000 budget increase and a 2-week extension of the scheduled completion. B. The contractor's company has instituted a Quality Assurance Program in which it has pledged to spend one million dollars during the next year. C. The productivity in the Design Department is lower than estimated, which has resulted in 1,000 additional hours over what was budgeted and a forecasted 2-week delay of the scheduled completion. "D. The Engineering Department of the performing organization has converted to a new $250,000 CAD system.

"45. Answer: A. PMBOK® Guide, pages 94-96, Section 4.5 Perform Integrated Change Control Perform Integrated Change Control is the process of reviewing all change requests; approving changes and managing changes to deliverables, organizational process assets, project documents, and the project management plan; and communicating their disposition. It reviews all requests for changes or modifications to project documents, deliverables, baselines, or the project management plan and approves or rejects the changes. The key benefit of this process is that it allows for documented changes within the project to be considered in an integrated fashion while reducing project risk, which often arises from changes made without consideration to the overall project objectives or plans... The Perform Integrated Change Control process is conducted from project inception through completion and" Excerpt From: Project Management Institute. "Q & As for the PMBOK Guide - Fifth Edition." iBooks.

46. Configuration control is focused on: A. The identification and correction of problems arising in functional areas of project implementation. B. The specification of both the deliverables and the processes; while change control is focused on identifying, documenting, and approving or rejecting changes to the project documents, deliverables, or baselines. C. Testing new systems. D. Identifying, documenting and controlling changes to the project and the product baselines, while change control is focused on the specifications of both the deliverables and the processes. "

"46. Answer: B. PMBOK® Guide, page 96, Section 4.5 Perform Integrated Change Control Configuration control is focused on the specification of both the deliverables and the processes; while change control is focused on identifying, documenting, and approving or rejecting changes to the project documents, deliverables, or baselines." Excerpt From: Project Management Institute. "Q & As for the PMBOK Guide - Fifth Edition." iBooks.

47. A Change Control Board (CCB) is: A. A formally chartered group of stakeholders responsible for ensuring that only a minimal amount of changes occur on the project. "B. A formal or an informal group of stakeholders that has oversight of project execution. C. A formally chartered group responsible for reviewing, evaluating, approving, delaying, or rejecting changes to the project, and for recording and communicating such decisions. D. A dashboard that provides integrated information to help control changes to cost, schedule, and specifications throughout the life of the project.

"47. Answer: C. PMBOK® Guide, page 94, Section 4.5; and Glossary Perform Integrated Change Control Every documented change request needs to be either approved or rejected by a responsible individual, usually the project sponsor or project manager. The responsible individual will be identified in the project management plan or by organizational procedures. When required, the Perform Integrated Change Control process includes a change control "board (CCB), which is a formally chartered group responsible for reviewing, evaluating, approving, delaying, or rejecting changes to the project, and for recording and communicating such decisions. Approved change requests can require new or revised cost estimates, activity sequences, schedule dates, resource requirements, and analysis of risk response alternatives. These changes can require adjustments to the project management plan and other project documents. The applied level of change control is dependent upon the application area, complexity of the specific project, contract requirements, and the context and environment in which the project is performed. Customer or sponsor approval may be required for certain change requests after CCB approval, unless they are part of the CCB. Change Control Board (CCB). A formally chartered group responsible for reviewing, evaluating, approving, delaying, or rejecting changes to the project, and for recording and communicating such decisions."

48. Some of the configuration management activities included in the Perform Integrated Change Control process include all of the following activities EXCEPT: A. Identification and selection of a configuration item to provide the basis for which the product configuration is defined and verified, products and documents are labeled, changes are managed, and accountability is maintained. B. Monitoring changes in resource leveling heuristics to ensure efficient resource utilization throughout the life cycle of the project. "C. Configuration status accounting, in which information is recorded and reported as to when appropriate data about the configuration item should be provided. D. Configuration verification and configuration audits that ensure the composition of a project's configuration items is correct and that corresponding changes are registered, assessed, approved, tracked, and correctly implemented. "

"48. Answer: B. PMBOK® Guide, pages 96-97, Section 4.5 Perform Integrated C" "Perform Integrated Change Control Some of the configuration management activities included in the Perform Integrated Change Control process are as follows: • Configuration identification. Identification and selection of a configuration item to provide the basis for which the product configuration is defined and verified, products and documents are labeled, changes are managed, and accountability is maintained. • Configuration status accounting. Information is recorded and reported as to when appropriate data about the configuration item should be provided. This information includes a listing of approved configuration identification, status of proposed changes to the configuration, and the implementation status of approved changes. • Configuration verification and audit. Configuration verification and configuration audits ensure the composition of a project's configuration items is correct and that corresponding changes are registered, assessed, approved, tracked, and correctly implemented. This ensures the functional requirements defined in the configuration documentation have been met.

"51. All of the following are true about the project scope management plan EXCEPT: A. It is a component of the project or program management plan. B. It describes how the scope will be defined, developed, monitored, controlled, and verified. C. It can be formal or informal, broadly framed or highly detailed, based on the needs of the project. D. It is not related to the project management plan.

"51. Answer: D. PMBOK® Guide, pages 109-110, Section 5.1.3.1; and page 138, Section 5.6.1.1 Scope Management Plan The scope management plan is a component of the project or program management plan that describes how the scope will be defined, developed, monitored, controlled, and verified. The scope management plan is a major input into the Develop Project Management Plan process, and the other scope management processes... The scope management plan can be formal or informal, broadly framed or highly detailed, based on the needs of the project. Project Management Plan Described in Section 4.2.3.1. The following information from the project management plan is used to control scope: • Scope baseline. The scope baseline is compared to actual results to determine if a change, corrective action, or preventive action is necessary. • Scope management plan. Sections from the scope management plan describe how the project scope will be monitored and controlled. ..."

52. Collect Requirements is the process of determining, documenting, and managing stakeholder needs and requirements to meet project objectives. All of the following are true about this process EXCEPT: A. The project's success is directly influenced by active stakeholder involvement in the discovery and decomposition of needs into requirements and by the care taken in determining, documenting, and managing the requirements of the product, service, or result of the project. B. Requirements become the foundation of the WBS. Cost, schedule, quality planning, and sometimes procurement are all based upon these requirements. C. The development of requirements begins with an analysis of the information contained in the project charter, the risk register and the stakeholder management plan. D. The development of requirements begins with an analysis of the information contained in[...]"

"52. Answer: C. PMBOK® Guide, pages 110-112, Section 5.2 Collect Requirements Collect Requirements is the process of determining, documenting, and managing stakeholder needs and requirements to meet project objectives. The key benefit of this process is that it provides the basis for defining and managing the project scope including product scope... The project's success is directly influenced by active stakeholder involvement in the discovery and decomposition of needs into requirements and by the care taken in determining, documenting, and managing the requirements of the product, service, or result of the project. Requirements include conditions or capabilities that are to be met by the project or present in the product, service, or result to satisfy an agreement or other formally imposed specification. Requirements include the quantified and documented needs and expectations of the sponsor, customer, and other stakeholders. These requirements need to be elicited, analyzed, and recorded in enough detail to be included in the scope baseline and to be measured once project execution begins. Requirements become the foundation of the WBS. Cost, schedule, quality planning, and sometimes procurement are all based upon these requirements. The development of requirements begins with an analysis of the information contained in the "nd recorded in enough detail to be included in the scope baseline and to be measured once project execution begins. Requirements become the foundation of the WBS. Cost, schedule, quality planning, and sometimes procurement are all based upon these requirements. The development of requirements begins with an analysis of the information contained in the project charter (Section 4.1.3.1), the stakeholder register (Section 13.1.3.1), and the stakeholder management plan (Section 13.2.3.1).

56. All of the following are true about the project scope statement EXCEPT: A. It is an output of the Validate Scope process. B. It describes, in detail, the project's deliverables and the work required to create those deliverables. C. It provides a common understanding of the project scope among project stakeholders. D. It may contain explicit scope exclusions that can assist in managing stakeholder expectations.

"56. Answer: A. PMBOK® Guide, page 123, Section 5.3.3.1 Project Scope Statement The project scope statement is the description of the project scope, major deliverables, assumptions, and constraints. The project scope statement documents the entire scope, including project and product scope. It describes, in detail, the project's deliverables and the work required to create those deliverables. It also provides a common understanding of the project scope among project stakeholders. It may contain explicit scope exclusions that can assist in managing stakeholder expectations. It enables the project team to perform more detailed planning, guides the project team's work during execution, and provides the baseline for evaluating whether requests for changes or additional work are contained within or outside the project's boundaries.

57. Which of the following statements is true about the work breakdown structure (WBS)? A. The WBS is a hierarchical decomposition of the total"scope of work to be carried out by the project team to accomplish the project objectives and create the required deliverables. B. The WBS is a simple list of project activities in chart form. C. The WBS is the same as the organizational breakdown structure (OBS). D. The WBS is the bill of materials (BOM) needed to accomplish the project objectives and create the required deliverables.

"57. Answer: A. PMBOK® Guide, pages 125-126, Section 5.4 Create WBS Create WBS is the process of subdividing project deliverables and project work into smaller, more manageable components. The key benefit of this process is that it provides a structured vision of what has to be delivered... The WBS is a hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish the project objectives and create the required deliverables. The WBS organizes and defines the total scope of the project, and represents the work specified in the current approved project scope statement. The planned work is contained within the lowest level of WBS components, which are called work packages. A work package can be used to group the activities where work is scheduled and estimated, monitored, and controlled. In the context of the WBS, work refers to work products or deliverables that are the result of activity and not to the activity itself. "

62. Which of the following is true about the Validate Scope process? A. It is the process of formalizing acceptance of the completed project deliverables. B. Is not necessary if the project completes on time and within budget. C. Occurs primarily when revisions or changes are made to project scope. D. Scope verification is primarily concerned with correctness of the deliverables, whereas quality control is primarily concerned with acceptance of the deliverables and meeting the quality requirements specified for the deliverables.

"62. Answer: A. PMBOK® Guide, pages 133-134, Section 5.5 Validate Scope Validate Scope is the process of formalizing acceptance of the completed project deliverables. The key benefit of this process is that it brings objectivity to the acceptance process and increases the chance of final product, service, or result acceptance by validating each deliverable... The Validate Scope process differs from the Control Quality process in that the former is primarily concerned with acceptance of the deliverables, while quality control is primarily concerned with correctness of the deliverables and meeting the quality requirements specified for the deliverables. Control Quality is generally performed before Validate Scope, although the two processes may be performed in parallel.

64. Which of the following is not an output of the Control Scope process? A. Work performance information." "B. Change requests. C. Project documents updates. D. Accepted deliverables. Excerpt From: Project Management Institute. "Q & As for the PMBOK Guide - Fifth Edition." iBooks.

"64. Answer: D. PMBOK® Guide, page 133, Figure 5-14; page 136, Figure 5-16; pages 135-136, Section 5.5.3; and pages 139-140, Section 5.6.3 Control Scope: Outputs .1 Work Performance Information .2 Change Requests .3 Project Management Plan Updates .4 Project Documents Updates .5 Organizational Process Assets Updates Validate Scope: Outputs .1 Accepted Deliverables .2 Change Requests .3 Work Performance Information .4 Project Documents Updates Excerpt From: Project Management Institute. "Q & As for the PMBOK Guide - Fifth Edition." iBooks.

"66. The Project Time Management processes include: A. Activity Definition, Activity Sequencing, Activity Execution, Activity Duration Estimation, and Activity Control. B. Define Activities, Sequence Activities, Estimate Activity Durations, Develop Schedule, and Control Schedule. C. Identify Activities, Develop Schedule, Execute Activities, Control Activities, and Monitor Schedule Results. D. Determine Activities, Estimate Activity Durations, Develop Schedule, Implement Activities, and Report Activity Results.

"66. Answer: B. PMBOK® Guide, page 141, Introduction; and page 143, Figure 6-1 Project Time Management Project Time Management includes the processes required to manage the timely completion of the project. Figure 6-1 provides an overview of the Project Time Management processes, which are as follows: 6.1 Plan Schedule Management—The process of establishing the policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule. 6.2 Define Activities—The process of identifying and documenting the specific actions to be performed to produce the project deliverables. 6.3 Sequence Activities—The process of identifying and documenting relationships among the project activities. 6.4 Estimate Activity Resources—The process of estimating the type and quantities of material, human resources, equipment, or supplies required to perform each activity. 6.5 Estimate Activity Durations—The process of estimating the number of work periods needed to complete individual activities with estimated resources. 6.6 Develop Schedule—The process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule model. 6.7 Control Schedule—The process of monitoring the status of project activities to update project progress and manage changes to the schedule baseline to achieve the plan. 67[...]"

67. In rolling wave planning: A. Focus is maintained on long-term objectives, allowing near-term objectives to be rolled out as part of the ongoing wave of activities." "B. The work to be accomplished in the near term is planned in detail, whereas the work in the future is planned at a higher level. C. The work far in the future is planned in detail for work packages that are at a low level of the WBS. D. A wave of detailed activities is planned during strategic planning to ensure that WBS deliverables and project milestones are achieved.

"67. Answer: B. PMBOK® Guide, page 152, Section 6.2.2.2 Rolling Wave Planning Rolling wave planning is an iterative planning technique in which the work to be accomplished in the near term is planned in detail, while the work in the future is planned at a higher level. It is a form of progressive elaboration. Therefore, work can exist at various levels of detail depending on where it is in the project life cycle. During early strategic planning, when information is less defined, work packages may be decomposed to the known level of detail. As more is known about the upcoming events in the near term, work " Excerpt From: Project Management Institute. "Q & As for the PMBOK Guide - Fifth Edition." iBooks.

68. The Precedence Diagramming Method (PDM) is: A. A technique in which activities are represented by nodes and are graphically linked by one or more logical relationships to show the sequence in which the activities are to be performed. B. A method that uses a probabilistic approach to scheduling project activities. C. A time-phased graphical representation of the arrow diagramming method (ADM) and shows durations of project activities as well as their dependencies."

"68. Answer: A. PMBOK® Guide, page 156, Section 6.3.2.1 Precedence Diagramming Method The precedence diagramming method (PDM) is a technique used for constructing a schedule model in which activities are represented by nodes and are graphically linked by one or more logical relationships to show the sequence in which the activities are to be performed. Activity-on-node (AON) is one method of representing a precedence diagram. This is the method used by most project management software packages.

7. The types of project management office (PMO) structures in organizations include all of the following EXCEPT: A. Supportive PMOs that provide a consultative role to projects by supplying templates, best practices, training, access to information and lessons learned from other projects. B. Controlling PMOs that provide support and require compliance through various means. C. Harmonizing PMOs that strive to reduce conflict and improve harmony among project team members. D. Directive PMOs that take control of the projects by directly managing the projects.

"7. Answer: C. PMBOK® Guide, pages 10-11, Section 1.4.4 There are several types of PMO structures in organizations, each varying in the degree of control and influence they have on projects within the organization, such as: • Supportive. Supportive PMOs provide a consultative role to projects by supplying templates, best practices, training, access to information and lessons learned from other projects. This type of PMO serves as a project repository. The degree of control provided by the PMO is low. • Controlling. Controlling PMOs provide support and require compliance through various means. Compliance may involve adopting project management frameworks or methodologies, using specific templates, forms and tools, or conformance to governance. The degree of control provided by the PMO is moderate. • Directive. Directive PMOs take control of the projects by directly managing the projects. The degree of control provided by the PMO is high. Excerpt From: Project Management Institute. "Q & As for the PMBOK Guide - Fifth Edition." iBooks.

18. A common title for the project manager's role in a projectized organization is: A. Project manager. B. Project coordinator. C. Project coach. D. Project expediter. "

"At the opposite end of the spectrum to the functional organization is the projectized organization, shown in Figure 2-5. In a projectized organization, team members are often colocated. Most of the organization's resources are involved in project work, and project managers have a great deal of independence and authority. Virtual collaboration techniques are often used to accomplish the benefits of colocated teams. Projectized organizations often have organizational units called departments, but they can either report directly to the project manager or provide support services to the various projects. 1 " Excerpt From: Project Management Institute. "Q & As for the PMBOK Guide - Fifth Edition." iBooks.

70. A schedule compression technique used to shorten the schedule duration for the least incremental cost by adding resources is called: A. Crashing. B. Program evaluation and review technique (PERT). C. Precedence diagramming method (PDM). D. Fast tracking.

"70. Answer: A. PMBOK® Guide, page 181, Section 6.6.2.7 Schedule Compression Schedule compression techniques are used to shorten the schedule duration without reducing the project scope, in order to meet schedule constraints, imposed dates, or other schedule objectives. Schedule compression techniques include, but are not limited to:" "Crashing. A technique used to shorten the schedule duration for the least incremental cost by adding resources. Examples of crashing include approving overtime, bringing in additional resources, or paying to expedite delivery to activities on the critical path. Crashing works only for activities on the critical path where additional resources will shorten the activity's duration. Crashing does not always produce a viable alternative and may result in increased risk and/or cost. ...

79. All of the following choices represent inputs to the Estimate Activity Resources process EXCEPT: A. Activity list. B. Enterprise environmental factors. C. The deliverable-oriented WBS of a previous, similar project. D. Organizational process assets.

"79. Answer: C. PMBOK® Guide, page 161, Figure 6-12 and pages 162-163, Section 6.4.1 Estimate Activity Resources: Inputs .1 Schedule Management Plan .2 Activity List .3 Activity Attributes .4 Resource Calendars .5 Risk Register .6 Activity Cost Estimates .7 Enterprise Environmental Factors .8 Organizational Process Assets

"87. Consider the following three estimates for the duration of an activity: Optimistic (tO) = 6 weeks Most likely (tM) = 9 weeks Pessimistic (tP) = 15 weeks Using the triangular distribution, the calculated Expected activity duration (tE) is: A. 10.0 weeks. B. 10.5 weeks. C. 11.5 weeks. D. 12.0 weeks.

"87. Answer: A. PMBOK® Guide, pages 170-171, Section 6.5.2.4 Three-Point Estimating ... Depending on the assumed distribution of values within the range of the three estimates the expected duration, tE, can be calculated using a formula. Two commonly used formulas are triangular and beta distributions. The formulas are: • Triangular Distribution. tE = (tO + tM + tP) / 3 • Beta Distribution (from the traditional PERT technique). tE = (tO 1 4tM + tP) / 6 Duration estimates based on three points with an assumed distribution provide an expected duration and clarify the range of uncertainty around the expected duration.

" All of the following are true about projects and operations EXCEPT: A. Operations are ongoing endeavors that produce repetitive outputs, with resources assigned to do basically the same set of tasks according to the standards institutionalized in a product life cycle, whereas projects are temporary endeavors." "B. Projects require project management activities and skill sets, whereas operations require business process management, operations management activities, and skill sets. C. Projects can intersect with operations at various points during the product life cycle. At each point, deliverables and knowledge are transferred between the project and operations for implementation of the delivered work. D. Because of their temporary nature, projects cannot help achieve an organization's long-term goals. Therefore, strategic activities in the organization can be generally addressed within the organization's normal operations.

"9. Answer: D. PMBOK® Guide, pages 12-13, Sections 1.5 and 1.5.1 Relationship Between Project Management, Operations Management, and Organizational Strategy Operations management is responsible for overseeing, directing, and controlling business operations. Operations evolve to support the day-to-day business, and are necessary to achieve strategic and tactical goals of the business. Examples include: production operations, manufacturing operations, accounting operations, software support, and maintenance. "Though temporary in nature, projects can help achieve the organizational goals when they are aligned with the organization's strategy. Organizations sometimes change their operations, products, or systems by creating strategic business initiatives that are developed and implemented through projects. Projects require project management activities and skill sets, while operations require business process management, operations management activities, and skill sets. Operations and Project Management Changes in business operations may be the focus of a dedicated project—especially if there are substantial changes to business operations as a result of a new product or service delivery. Ongoing operations are outside of the scope of a project; however, there are intersecting points where the two areas cross. Projects can intersect with operations at various points during the product life cycle, such as: • At each closeout phase; • When developing a new product, upgrading a product, or expanding outputs; • While improving operations or the product development process; or" "At each point, deliverables and knowledge are transferred between the project and operations for implementation of the delivered work. This implementation occurs through a transfer of project resources to operations toward the end of the project, or through a transfer of operational resources to the project at the start. Operations are ongoing endeavors that produce repetitive outputs, with resources assigned to do basically the same set of tasks according to the standards institutionalized in a product life cycle. Unlike the ongoing nature of operations, projects are temporary endeavors." Excerpt From: Project Management Institute. "Q & As for the PMBOK Guide - Fifth Edition." iBooks.

92. The free float for activity C is: A. +4. B. +2. C. 0. D. -2." Excerpt From: Project Management Institute. "Q & As for the PMBOK Guide - Fifth Edition." iBooks.

"92. Answer: B. PMBOK® Guide, pages 176-177, Section 6.6.2.2 and Figure 6-18 Critical Path Method ... On any network path, the schedule flexibility is measured by the amount of time that a schedule activity can be delayed or extended from its early start date without delaying the project finish date or violating a schedule constraint, and is termed "total float." A CPM critical path is normally characterized by zero total float on the critical path. As implemented with PDM sequencing, critical paths may have positive, zero, or negative total float depending on constraints applied. Any activity on the critical path is called a critical path activity. Positive total float is caused when the backward pass is calculated from a schedule constraint that is later than the early finish date that has been calculated during forward pass calculation. Negative total float is caused when a constraint on the late dates is violated by duration and logic. Schedule networks may have multiple " "near-critical paths. Many software packages allow the user to define the parameters used to determine the critical path(s). Adjustments to activity durations (if more resources or less scope can be arranged), logical relationships (if the relationships were discretionary to begin with), leads and lags, or other schedule constraints may be necessary to produce network paths with a zero or positive total float. Once the total float for a network path has been calculated, then the free float—the amount of time that a schedule activity can be delayed without delaying the early start date of any successor or violating a schedule constraint—can also be determined. For example the free float for Activity B, in Figure 6-18, is 5 days."

"93. Project Cost Management includes all of the following processes EXCEPT: A. Plan cost management. B. Level resources. C. Determine budget. D. Control costs.

"93. Answer: B. PMBOK® Guide, page 193, Introduction; and page 194, Figure 7-1 Project Cost Management Project Cost Management includes the processes involved in planning, estimating, budgeting, financing, funding, managing, and controlling costs so that the project can be completed within the approved budget. Figure 7-1 provides an overview of the following Project Cost Management processes: 7.1 Plan Cost Management—The process that establishes the policies, procedures, and documentation for planning, managing, expending, and controlling project costs. 7.2 Estimate Costs—The process of developing an approximation of the monetary resources needed to complete project activities. 7.3 Determine Budget—The process of aggregating the estimated costs of individual activities or work packages to establish an authorized cost baseline. "7.4 Control Costs—The process of monitoring the status of the project to update the project costs and managing changes to the cost baseline.

97. Parametric estimating involves: A. Defining cost or duration parameters of the project life cycle. B. Calculating individual cost estimates for each work package and integrating them to obtain the total cost of the project. C. Using a statistical relationship between relevant historical data and other variables to calculate a cost estimate for project work. D. Using the actual cost of a previous similar project to estimate the cost of the current project.

"97. Answer: C. PMBOK® Guide, page 205, Section 7.2.2.3 Parametric Estimating Parametric estimating uses a statistical relationship between relevant historical data and other variables (e.g., square footage in construction) to calculate a cost estimate for project work. This technique can produce higher levels of accuracy depending upon the sophistication and underlying data built into the model. Parametric cost estimates can be applied to a total project or to segments of a project, in conjunction with other estimating methods.

"13. Organizational cultures and styles: A. Are generally similar and manifest in similar ways. B. Are generally similar but manifest in different ways. C. Have no impact on a clearly defined project. D. May have a strong influence on a project's ability to meet its objectives.

"Organizational Cultures and Styles ...Cultures and styles are learned and shared and may have a strong influence on a project's ability to meet its objectives. A project manager should therefore understand the different organizational styles and cultures that may affect a project. The project manager needs to know which individuals in the organization are the decision makers or influencers and work with them to increase the probability of project success. In light of globalization, understanding the impact of cultural influences is critical in projects involving diverse organizations and locations around the world. Culture becomes a critical factor in defining project success, and multi-cultural competence becomes critical for the project manager" Excerpt From: Project Management Institute. "Q & As for the PMBOK Guide - Fifth Edition." iBooks.

14. The project manager has the greatest level of independence and authority in a _______________ organization. A. Strong matrix B. Weak matrix C. Projectized" D. Functional

"Organizational Structure At the opposite end of the spectrum to the functional organization is the projectized organization, shown in Figure 2-5. In a projectized organization, team members are often colocated. Most of the organization's resources are involved in project work, and project managers have a great deal of independence and authority. Virtual collaboration techniques are often used to accomplish the benefits of colocated teams. Projectized organizations often have organizational units called departments, but they can either report directly to the project manager or provide support services to the various projects.

24. All of the following are true about project governance EXCEPT: A. It is an oversight function that is aligned with the organization's governance model and that encompasses the project life cycle. B. It is a methodology for managing large government projects. C. It is a framework that provides the project manager and team with structure, processes, decision-making models and tools for managing the project, while supporting and controlling the project for successful delivery. D. It includes a framework for making project decisions; defines roles, responsibilities, and accountabilities for the success of the project; and determines the effectiveness of the project manager.

"Project Governance Project governance is an oversight function that is aligned with the organization's governance model and that encompasses the project life cycle. Project governance framework provides the project manager and team with structure, processes, decision-making models and tools for managing the project, while supporting and controlling the project for successful delivery. Project governance is a critical element of any project, especially on complex and risky projects. It provides a comprehensive, consistent method of controlling the project and ensuring its success by defining and documenting and communicating reliable, repeatable project practices. It includes a framework for making project decisions; defines roles, responsibilities, and accountabilities for the success of the project; and determines the effectiveness of the project manager. A project's governance is defined by and fits within the larger context of the portfolio, program, or organization sponsoring it but is separate from organizational governance. For project governance, the PMO may also play some decisive role. Project governance involves stakeholders as well as documented policies, procedures, and standards; responsibilities; and authorities.

"100. The cost performance baseline has all of the following characteristics EXCEPT: A. It is the approved version of the time-phased project budget, excluding any management reserves, and is used as a basis for comparison with actual results. B. It shows the actual cost expenditures throughout the project life cycle. C. It is developed as a summation of the approved budgets for the different schedule activities. D. It is typically displayed in the form of an S-curve.

100. Answer: B. PMBOK® Guide, pages 212-214, Section 7.3.3.1, Figure 7-8, and Figure 7-9 Cost Baseline The cost baseline is the approved vers"The cost baseline is the approved version of the time-phased project budget, excluding any management reserves, which can only be changed through formal change control procedures and is used as a basis for comparison to actual results. It is developed as a summation of the approved budgets for the different schedule activities. Figure 7-8 illustrates the various components of the project budget and cost baseline. Activity cost estimates for the various project activities along with any contingency reserves (Section 7.2.2.6) for these activities are aggregated into their associated work package costs. The work package cost estimates, along with any contingency reserves estimated for the work packages, are aggregated into control accounts. The summation of the control accounts make up the cost baseline. Since the cost estimates that make up the cost baseline are directly tied to the schedule activities, this enables a time-phased view of the cost baseline, which is typically displayed in the form of an S-curve, as is illustrated in Figure 7-9. Management reserves (Section 7.2.2.6) are added to the cost baseline to produce the project budget. As changes warranting the use of management reserves arise, the change control process is used[...]"

"5. Project success is measured by: A. Product and project quality, timeliness, budget compliance, and degree of customer satisfaction. B. Degree to which the project satisfies its time and budget objectives. C. The triple constraints of schedule, cost, and technical performance. D. Degree to which the project satisfies the needs for which it was undertaken and its long-term contribution to aggregate performance of the organization's portfolio" Excerpt From: Project Management Institute. "Q & As for the PMBOK Guide - Fifth Edition." iBooks.

5. Answer: A. PMBOK® Guide, page 8, Section 1.4, Table 1-1 Comparative Overview of Project, Program, and Portfolio Management As shown in Table 1-1, under the heading Projects: Success is measured by product and project quality, timeliness, budget compliance, and degree of customer satisfaction.

11. In addition to any area-specific skills and general management proficiencies required for the project, effective project management requires that the project manager possess all of the following competencies EXCEPT: A. Knowledge, which refers to what the project manager knows about project management. B. Manipulation, which refers to how the project manager motivates the project team to work hard on the project while working them out of a job. C. Performance, which refers to what the project manager is able to do or accomplish while applying his or her project management knowledge. D. Personal, which refers to how the project manager behaves when performing the project or related activity.

11. Answer: B. PMBOK® Guide, page 17, Section 1.71 Responsibilities and Competencies of the Project Manager In general, project managers have the responsibility to satisfy the needs: task needs, team needs, and individual needs. As project management is a critical strategic discipline, the project manager becomes the link between the strategy and the team. Projects are essential to the growth and survival of organizations. Projects create value in the form of improved business processes, are indispensable in the development of new products and services, and make it easier for companies to respond to changes in the environment, competition, and the marketplace. The project manager's role therefore becomes increasingly strategic. However, understanding and applying the knowledge, tools, and techniques that are recognized as good practice are not sufficient for effective project management. In addition to any area-specific skills and general management proficiencies required for the project, effective project management requires that the project manager possess the following competencies: • Knowledge—Refers to what the project manager knows about[...]""ive project management requires that the project manager possess the following competencies: • Knowledge—Refers to what the project manager knows about project management. • Performance—Refers to what the project manager is able to do or accomplish while applying his or her project management knowledge. • Personal—Refers to how the project manager behaves when performing the project or related activity. Personal effectiveness encompasses attitudes, core personality characteristics, and leadership, which provides the ability to guide the project team while achieving project objectives and balancing the project constraints.

12. The PMBOK® Guide is the standard for: A. Managing all projects all of the time across all industries. B. Managing all projects all of the time across some types of industries. C. Managing most projects most of the time across many types of industries. D. Managing some projects some of the time across some types of industries."

12. Answer: C. PMBOK® Guide, page 18, Section 1.8 Project Management Body of Knowledge The PMBOK® Guide contains the standard for managing most projects most of the time across many types of industries. The standard, included in Annex A1, describes the project management processes used to manage a project toward a more successful outcome. This standard is unique to the project management field and has interrelationships to other project management disciplines such as program management and portfolio management. Project management standards do not address all details of every topic. This standard is limited to individual projects and the project management processes that are generally recognized as good practice. Other standards may be consulted[...]"

" Project management is: A. The integration of the critical path method and the Earned Value Management system. B. The application of knowledge, skills, tools, and techniques to project activities to meet the project requirements. ""C. The application of knowledge, skills, wisdom, science, and art to organizational activities to achieve operational excellence. D. A subset of most engineering and other technical disciplines. Excerpt From: Project Management Institute. "Q & As for the PMBOK Guide - Fifth Edition." iBooks.

2. Answer: B. PMBOK® Guide, page 5, Section 1.3 What is project management? Project management is the application of knowledge, skills, tools, and techniques to project activities to meet project requirements.

22. Which of the following is true about functional managers? A. They are assigned their own permanent staff to carry out the ongoing work, and therefore are not considered to be project stakeholders because of the temporary nature of projects. B. They are project stakeholders who play a management role within an administrative or functional area of the business. C. They have a clear directive to manage all tasks within their functional area of responsibility, and therefore they are operational managers and not project stakeholders. D. They rarely provide subject matter expertise or services to the project." Excerpt From: Project Management Institute. "Q & As for the PMBOK Guide - Fifth Edition." iBooks.

22. Answer: B. PMBOK® Guide, page 33, Section 2.2 Project Stakeholders ... Functional managers. Functional managers are key individuals who play a management role within an administrative or functional area of the business, such as human resources, finance, accounting, or procurement. They are assigned their own permanent staff to carry out the ongoing work, and they have a clear directive to manage all tasks within their func"tional area of responsibility. The functional manager may provide subject matter expertise or their function may provide services to the project.

"23. Different or conflicting objectives among project stakeholders: A. Should be encouraged. B. Should be ignored." "C. Can make it difficult for project managers to manage stakeholder expectations. D. Generally make it easy for project managers to manage stakeholder expectations. "

23. Answer: C. PMBOK® Guide, page 32, Section 2.2.1 Project Stakeholders ... An important part of a project manager's responsibility is to manage stakeholder expectations, which can be difficult because stakeholders often have very different or conflicting objectives. Part of the project manager's responsibility is to balance these interests and ensure that the project team interacts with stakeholders in a professional and cooperative manner. Project managers may involve the project's sponsor or other team members from different locations to identify and manage stakeholders that could be dispersed around the world. determines the effectiveness of the project manager. A project's governance is defined by and fits within the larger context of the portfolio, program, or organization sponsoring it but is separate from organizational governance. For project governance, the PMO may also play some decisive role. Project governance involves stakeholders as well as documented policies, procedures, and standards; responsibilities; and authorities. Excerpt From: Project Management Institute. "Q & As for the PMBOK Guide - Fifth Edition." iBooks.

"15. The project manager has the lowest level of authority in a _______________ organization: A. Functional B. Weak matrix C. Strong matrix D. Projectized

5. Answer: A. PMBOK® Guide, pages 21-22, Section 2.1.3 Table 2-1, and Figure 2-1 Organizational Structure Organizational structure is an enterprise environmental factor, which can affect the availability of resources and influence how projects are conducted (see also Section 2.1.5). Organizational structures range from functional to projectized, with a variety of matrix structures in between. Table 2-1 shows key project-related characteristics of the major types of organizational structures." Excerpt From: Project Management Institute. "Q &

"25. The collection of generally sequential and sometimes overlapping project phases, whose name and number are determined by the management and control needs of the organization or organizations involved in the project, is known as the: A. Project waterfall. B. Project life cycle. C. Project life stages. D. Project Management Process Groups.

25. Answer: B. PMBOK® Guide, page 38, Section 2.4 Project Life Cycle A project life cycle is the series of phases that a project passes through from its initiation to its closure. The phases are generally sequential, and their names and numbers are " "passes through from its initiation to its closure. The phases are generally sequential, and their names and numbers are determined by the management and control needs of the organization or organizations involved in the project, the nature of the project itself, and its area of application. The phases can be broken down by functional or partial objectives, intermediate results or deliverables, specific milestones within the overall scope of work, or financial availability. Phases are generally time bounded, with a start and ending or control point. A life cycle can be documented within a methodology. The project life cycle can be determined or shaped by the unique aspects of the organization, industry, or technology employed. While every project has a definite start and a definite end, the specific deliverables and activities that take place in between will vary widely with the project. The life cycle provides the basic framework for managing the project, regardless of the specific work involved.

26. All of the following are true about project phases and the project life cycle EXCEPT: A. Stakeholder influences, risk, and uncertainty are greatest at the start of the project. These factors decrease over the life of the project. B. The ability to influence the final characteristics of the project's product, without significantly impacting cost, is highest at the start of the project and decreases as the "C. The cost of changes and correcting errors typically increases substantially as the project approaches completion. D. Cost and staffing levels are generally steady throughout the project life cycle. "

26. Answer: D. PMBOK® Guide, pages 38-41, Section 2.4.1, Figure 2-8, and Figure 2-9 Characteristics of the Project Life Cycle ... The generic life cycle structure generally displays the following characteristics: • Cost and staffing levels are low at the[...]" "ing characteristics: • Cost and staffing levels are low at the start, peak as the work is carried out, and drop rapidly as the project draws to a close. Figure 2-8 illustrates this typical pattern. • The typical cost and staffing curve above may not apply to all projects. A project may require significant expenditures to secure needed resources early in its life cycle, for instance, or be fully staffed from a point very early in its life cycle. • Risk and uncertainty (as illustrated in Figure 2-9) are greatest at the start of the project. These factors decrease over the life of the project as decisions are reached and as deliverables are accepted. • The ability to influence the final characteristics of the project's product, without significantly impacting cost, is highest at the start of the project and decreases as the project progresses towards completion. Figure 2-9 illustrates the idea that the cost of making changes and correcting errors typically increases substantially as the project approaches completion.

"27. All of the following statements about the project life cycle and the product life cycle are true EXCEPT: A. In the project predictive life cycle, the project scope, and the time and cost required to deliver that scope, are determined as early in the project life cycle as practically possible. B. In the project iterative and incremental life cycles, project phases intentionally repeat one or more project activities as the project team's understanding of the product increases. C. The product life cycle is the series of phases that represent the evolution of a product, from concept through delivery, growth, maturity, and to retirement." "D. The product life cycle is contained within the predictive project life cycle.

27. Answer: D. PMBOK® Guide, pages 44-45, Section 2.4.2.2, Figure 2-13, Section 2.4.2.3, and Glossary""Predictive Life Cycles Predictive life cycles (also known as fully plan-driven) are ones in which the project scope, and the time and cost required to deliver that scope, are determined as early in the project life cycle as practically possible. As shown in Figure 2-13, these projects proceed through a series of sequential or overlapping phases, with each phase generally focusing on a subset of project activities and project management processes. The work performed in each phase is usually different in nature to that in the preceding and subsequent phases, therefore, the makeup and skills required of the project team may vary from phase to phase. Iterative and Incremental Life Cycles Iterative and incremental life cycles are ones in which project phases (also called iterations) intentionally repeat one or more project activities as the project team's understanding of the product increases. Iterations develop the product through a series of repeated cycles, while increments successively add to the functionality of the product. These life cycles develop the product both iteratively and incrementally. Product life cycle. The series of phases that represent the evolution of a product, from concept through delivery, growth, maturity, and to retirement. Project life cycle "Project life cycle. The series of phases that a project passes through from its initiation to its closure.

28. You are managing a project in which you intend to respond to high levels of change and ongoing stakeholder involvement. The most suitable project life cycle for your project is the: A. Predictive life cycle. B. Adaptive life cycle (also known as the agile method). C. Waterfall life cycle. D. Configuration management life cycle."

28. Answer: B. PMBOK® Guide, pages 44-46, Section 2.4.2.2, Figure 2-13, Section 2.4.2.3, and Section 2.4.2.4 Predictive Life Cycles Predictive life cycles (also known as fully plan-driven) are ones in which the project scope, and the time and cost required to deliver that scope, are determined as early in the project life cycle as practically possible. As shown in Figure 2-13, these projects proceed through a series of sequential or overlapping phases, with each phase generally focusing on a subset of project activities and project management processes. The work performed in each phase is usually different in nature to that in the preceding and subsequent phases, therefore, the makeup and skills required of the project team may vary from phase to phase. Iterative and Incremental Life Cycles Iterative and incremental life cycles are ones in which project phases (also called iterations) intentionally repeat one or more project activities as the project team's understanding of the product increases. Iterations develop the product through a series of repeated cycles, while increments successively add to the functionality of the product "to the functionality of the product. These life cycles develop the product both iteratively and incrementally. Adaptive Life Cycles Adaptive life cycles (also known as change-driven or agile methods) are intended to respond to high levels of change and ongoing stakeholder involvement. Adaptive methods are also iterative and incremental, but differ in that iterations are very rapid (usually with a duration of 2 to 4 weeks) and are fixed in time and cost. Adaptive projects generally perform several processes in each iteration, although early iterations may concentrate more on planning activities"

"Outputs of the Monitor and Control Project Work process include all of the following EXCEPT:" "EXCEPT: A. Change requests. B. Project management plan updates. C. Work performance reports. D. Final product, service, or result transition." Excerpt From: Project Management Institute. "Q & As for the PMBOK Guide - Fifth Edition." iBooks.

50. Answer: D. PMBOK® Guide, pages 92—94, Section 4.4.3; and pages 103-104, Section 4.6.3 Monitor and Control Project Work: Outputs .1 Change Requests .2 Work Performance Reports. .3 Project Management Plan Updates." ".4 Project Documents Updates. Close Project or Phase: Outputs. .1 Final Product, Service, or Result Transition. .2 Organizational Process Assets Updates." Excerpt From: Project Management Institute. "Q & As for the PMBOK Guide - Fifth Edition." iBooks.

3. Managing a project typically includes: A. Balancing the competing project constraints, which include scope, quality, schedule, budget, resources, and risks. B. Integrating requirements of profitability, low cost, and legal responsibility. C. Implementation of software, hardware, and other systems to enhance organizational efficiency. D. Supporting human factors, communications, discipline, and performance management." Excerpt From: Project Management Institute. "Q & As for the PMBOK Guide - Fifth Edition." iBooks.

3. Answer: A. PMBOK® Guide, page 6, Section 1.3 Managing a project typically includes, but is not limited to: • Identifying requirements; ""• Addressing the various needs, concerns, and expectations of the stakeholders in planning and executing the project; • Setting up, maintaining, and carrying out communications among stakeholders that are active, effective, and collaborative in nature; • Managing stakeholders towards meeting project requirements and creating project deliverables; • Balancing the competing project constraints, which include, but are not limited to: Scope, Quality, Schedule, Budget, Resources, and Risks. The specific project characteristics and circumstances can influence the constraints on which the project management team needs to focus." Excerpt From: Project Management Institute. "Q & As for the PMBOK Guide - Fifth Edition." iBooks. Excerpt From: Project Management Institute. "Q & As for the PMBOK Guide - Fifth Edition." iBooks.

30. Project Management Process Groups are: A. Overlapping activities that occur throughout the project. B. Overlapping activities that generally occur at the same level of intensity within each phase of the project. C. Generally discrete, one-time events." "D. Discrete, repetitive events that occur generally at the same level of intensity throughout each phase of the project.

30. Answer: A. PMBOK® Guide, page 51, Section 3.1 and Figure 3-2 Common Project Management Process Interactions Project Management Process Groups are linked by the outputs which are produced. The Process Groups are seldom either discrete or one-time events; they are overlapping activities that occur throughout the project. The output of one process generally becomes an input to another process or is a deliverable of the project, subproject, or project phase. Deliverables at the subproject or project level may be called incremental deliverables. The Planning Process Group provides the Executing Process Group with the project management plan and project documents, and, as the project progresses, it often creates updates to the project management plan and the project documents. Figure 3-2 illustrates how the Process Groups interact and shows the level of overlap at various times. If the project is divided into phases, the Process Groups interact within each phase.

31. The linkages between Project Management Process Groups are best described by the following: A. The work breakdown structure links Process Groups. B. Process Groups are linked by their planned objectives—the summary objective of one often becomes the detailed action plan for another within the project, subproject, or project phase. C. Process Groups are linked by the outputs that are produced—the output of one process generally becomes an input to another process or is a deliverable of the project, subproject, or project phase. D. There are no significant links between discrete Process Groups. "

31. Answer: C. PMBOK® Guide, page 51, Section 3.1 ""Common Project Management Process Interactions Project Management Process Groups are linked by the outputs which are produced. The Process Groups are seldom either discrete or one-time events; they are overlapping activities that occur throughout the project. The output of one process generally becomes an input to another process or is a deliverable of the project, subproject, or project phase. Deliverables at the subproject or project level may be called incremental deliverables. The Planning Process Group provides the Executing Process Group with the project management plan and project documents, and, as the project progresses, it often creates updates to the project management plan and the project documents.

"The Initiating Process Group consists of the "processes performed to: A. Define a new project or a new phase of an existing project by obtaining authorization to start the project or phase. B. Deploy risk mitigation strategies to enhance the likelihood of project success. C. Establish and describe the need for a project selection process. D. Approve the market analysis to ensure resolution of potential contract disputes. "

32. Answer: D. PMBOK® Guide, page 51, Section 3.1 and Figure 3-2; and page 52, Section 3.2 Common Project Management Process Interactions If the project is divided into phases, the Process Groups interact within each phase. Project Management Process Groups The Process Groups are not project life cycle phases. In fact, it is possible that all Process Groups could be conducted within a phase. As projects are separated into distinct phases or subcomponents, such as concept development feasibility study, design, prototype, build, or test, etc., all of the Process Groups would "or subcomponents, such as concept development feasibility study, design, prototype, build, or test, etc., all of the Process Groups would normally be repeated for each phase or subcomponent along the lines explained previously and illustrated in Figure 3-2. Excerpt From: Project Management Institute. "Q & As for the PMBOK Guide - Fifth Edition." iBooks. [...]"

"33. For a project to be successful, the project team should generally do all of the following EXCEPT: A. Comply with requirements to meet stakeholder needs and expectations. B. Balance the competing constraints of scope, schedule, budget, quality, resources, and risk to produce the specified product, service, or result. C. Apply knowledge, skills, and processes within the Project Management Process Groups uniformly to meet " "Project Management Process Groups uniformly to meet the project objectives. D. Select appropriate processes required to meet the project objectives.

33. Answer: C. PMBOK® Guide, pages 47-48, Introduction In order for a project to be successful, the project team should: • Select appropriate processes required to meet the project objectives; • Use a defined approach that can be adapted to meet requirements; • Establish and maintain appropriate communication and engagement with stakeholders; • Comply with requirements to meet stakeholder needs and expectations; and • Balance the competing constraints of scope, schedule, budget, quality, resources, and risk to produce the specified product, service, or result. ... Project management processes apply globally and across industry groups. Good practice means there is general agreement that the application of project management processes has been shown to enhance the chances of success over a wide range of projects. Good practice does not mean that t"that the knowledge, skills, and processes described should always be applied uniformly on all projects. For any given project, the project manager, in collaboration with the project team, is always responsible for determining which processes are appropriate, and the appropriate degree of rigor for each process." ks. "

35. The Initiating Process Group consists of the "processes performed to: A. Define a new project or a new phase of an existing project by obtaining authorization to start the project or phase. B. Deploy risk mitigation strategies to enhance the likelihood of project success. C. Establish and describe the need for a project selection process. D. Approve the market analysis to ensure resolution of potential contract disputes." Excerpt From: Project Management Institute. "Q & As for the PMBOK Guide - Fifth Edition." iBooks. "

35. Answer: A. PMBOK® Guide, page 54, Section 3.3 and Figure 3-4 Initiating Process Group The Initiating Process Group consists of those processes performed to define a new project or a new phase of an existing project by obtaining authorization to start the project or phase. Within the Initiating processes, the initial scope is defined and initial financial resources are committed. Internal and external stakeholders who will interact and influence the overall outcome of the project are identified. If not already assigned, the project manager will be selected. This information is captured in the project charter and stakeholder register. When the project charter is approved, the project becomes officially authorized. Although "the project management team may help write the project charter, this standard assumes that business case assessment, approval, and funding are handled externally to the project boundaries (Figure 3-4). Excerpt From: Project Management Institute. "Q & As for the PMBOK Guide - Fifth Edition." iBooks. [...]"

36. Performing the Initiating processes at the start of each phase: A. Is wasteful and should be avoided whenever possible. B. Helps to keep the project focused on the business need that the project was undertaken to address. C. Helps to ensure that the project continues regardless of changes in the success criteria."D. Helps to ensure continuous employment of project team members even if the project is unlikely to satisfy the business need that it was undertaken to address.

36. Answer: B. PMBOK® Guide, page 54, Section 3.3 Initiating Process Group ... Performing the Initiating processes at the start of each phase helps to keep the project focused on the business need that the project was undertaken to address. The success criteria are verified, and the influence, drivers and objectives of the project stakeholders are reviewed. A decision is then made as to whether the project should be continued, delayed, or discontinued. Involving the sponsors, customers, and other stakeholders during initiation creates a shared understanding of success criteria, reduces the overhead of involvement, and generally improves deliverable acceptance, customer satisfaction, and other stakeholder satisfaction.

37. Plan quality management to identify quality requirements and/or standards for the project and its deliverables and documenting how the project will demonstrate compliance with quality requirements is part of the: A. Conceptual phase. B. Planning process group. C. Project implementation phase. D. Control quality process.

37. Answer: B. PMBOK® Guide, page 55, Section 3.4; page 61, Table 3-1; and page 227, Introduction Planning Process Group The Planning Process Group consists of those processes performed to establish the total scope of the effort, define and refine the objectives, and develop the course of action required to attain those objectives. The Planning processes develop the project management plan and the project 37.

39. All of the following processes are performed in the Executing Process Group EXCEPT: A. Completing the work defined in the project management plan to satisfy the project specifications. B. Coordinating people and resources in accordance with the project management plan. C. Managing stakeholder expectations, as well as integrating and performing the activities of the project in accordance with the project management plan. D. Concluding all activities across all Project Management Process Groups to formally complete appropriate project phases or contractual obligations. "

39. Answer: D. PMBOK® Guide, page 56, Section 3.5; page 57, Section 3.7; and page 61, Table 3-1 Executing Process Group The Executing Process Group consists of those processes performed to complete the work defined in the project management plan to satisfy the project specifications. This Process Group involves coordinating people and resources, managing stakeholder expectations, as well as integrating and performing the activities of the project in accordance with the project management plan. Closing Process Group The Closing Process Group consists of those processes performed to conclude all activities across all Project Management Process Groups to formally complete the project, phase, or contractual obligations. This Process Group, when completed, verifies that the defined processes a"

"Which of the following is NOT true about tools and techniques of Perform Integrated Change Control? "A. They include expert judgment. B. They include change control meetings. C. A change control board (CCB) is responsible for meeting and reviewing the change requests and approving, rejecting, or other disposition of those changes. D. They include project plan updates.

44. Answer: D. PMBOK® Guide, pages 98-99, Section 4.5.2; and page 100, Figure 4-12 Perform Integrated Change Control: Tools and Techniques .1 Expert Judgment In addition to the project management team's expert judgment, stakeholders may be asked to provide their expertise and may be asked to sit on the change control board (CCB). Such judgment and expertise are applied to any technical and " Excerpt From: Project Management Institute. "Q & As for the PMBOK Guide - Fifth Edition." iBooks.

49. Actions and activities necessary to transfer the project's products, services, or results to the next phase or to production and/or operations are addressed: A. As part of the Close Project or Phase process. B. Following the plan outlined in the Quality Management process. C. As requested by senior executives. D. As the last step in project management. 50. Outputs of the Monitor and Control Project Work process include all of the following "

49. Answer: A. PMBOK® Guide, pages 100-101, Section 4.6" "Close Project or Phase Close Project or Phase is the process of finalizing all activities across all of the Project Management Process Groups to formally complete the project or phase... This includes all planned activities necessary for administrative closure of the project or phase, including step-by-step methodologies that address: • Actions and activities necessary to satisfy completion or exit criteria for the phase or project; • Actions and activities necessary to transfer the project's products, services, or results to the next phase or to production and/or operations; and • Activities needed to collect project or phase records, audit project success or failure, gather lessons learned and archive project information for future use by the organization.

"53. You are involved in collecting requirements for your project. You are likely to use the stakeholder register for all of the following EXCEPT: A. Identify stakeholders who can provide information on the requirements. B. Capture major requirements that stakeholders may have for the project. C. Capture main expectations that stakeholders may have for the project." "D. Evaluate the product breakdown structure (PBS) associated with each of the key stakeholders.

53. Answer: D. PMBOK® Guide, page 113, Section 5.2.1.5; and page 398, Section 13.1.3.1 Collect Requirements: Inputs ... Stakeholder Register ...The stakeholder register is used to identify stakeholders who can provide information on the requirements. The stakeholder register also captures major requirements and main expectations stakeholders may have for the project. Stakeholder Register The main output of the Identify Stakeholders process is the stakeholder register. This contains all details related to the identified stakeholders including, but not limited to: • Identification information. Name, organizational position, location, role in the project, contact information; • Assessment information. Major requirements, main expectations, potential influence in the project, phase in the life cycle with the most interest; and • Stakeholder classification. Internal/external, supporter/neutral/resistor, etc. "identified stakeholders including, but not limited to: • Identification information. Name, organizational position, location, role in the project, contact information; • Assessment information. Major requirements, main expectations, potential influence in the project, phase in the life cycle with the most interest; and • Stakeholder classification. Internal/external, supporter/neutral/resistor, etc." Excerpt From: Project Management Institute. "Q & As for the PMBOK Guide - Fifth Edition." iBooks.

54. You are developing a document that links product requirements from their origin to the deliverables that satisfy them to help ensure that each requirement adds business value and to manage changes to the product scope. This is known as the: A. Configuration management system. B. Business case. C. New product development matrix. D. Requirements traceability matrix.

54. Answer: D. PMBOK® Guide, pages 118-119, Section 5.2.3.2[...]" "Requirements Traceability Matrix The requirements traceability matrix is a grid that links product requirements from their origin to the deliverables that satisfy them. The implementation of a requirements traceability matrix helps ensure that each requirement adds business value by linking it to the business and project objectives. It provides a means to track requirements throughout the project life cycle, helping to ensure that requirements approved in the requirements documentation are delivered at the end of the project. Finally, it provides a structure for managing changes to the product scope."

58. The following is an example of a constraint associated with the project scope that limits the team's options in scope definition: A. A predefined budget or any imposed dates or schedule milestones that are issued by the customer or performing organization. B. The threat of a strike by a subcontractor. C. Existing relationships with sellers, suppliers, or others in the supply chain. "D. The method used to measure project performance. Excerpt From: Project Management Institute. "Q & As for the PMBOK Guide - Fifth Edition." iBooks.

58. Answer: A. PMBOK® Guide, page 124, Section 5.3.3.1 "Project Scope Statement Constraints. A limiting factor that affects the execution of a project or process. Constraints identified with the project scope statement list and describe the specific internal or external restrictions or limitations associated with the project scope that affect the execution of the project, for example, a predefined budget or any imposed dates or schedule milestones that are issued by the customer or performing organization. When a project is performed under an agreement, contractual provisions will generally be constraints. Information on constraints may be listed in the project scope statement or in a separate log.

59. An input to the Define Scope process is: A. The type of contract detail language. B. Project charter. C. Work breakdown structure (WBS). D. Decomposition.

59. Answer: B. PMBOK® Guide, page 120, Figure 5-7; and pages 121-122, Section 5.3.1 Define Scope: Inputs .1 Scope Management Plan .2 Project Charter .3 Requirements Documentation .4 Organizational Process Assets

"A program is a: " "A. Group of related tasks lasting one year or less. B. Group of related projects, subprograms, and program activities managed in a coordinated way. C. Project with a cost over $1 million. D. Sequence of steps constituting a project.

6. Answer: B. PMBOK® Guide, page 9, Section 1.4.1 Program Management A program is defined as a group of related projects, subprograms, and program activities managed in a coordinated way to obtain benefits not available from managing them individually. Programs may include elements of related work outside the scope of the discrete projects in the program. A project may or may not be part of a program but a program will always have projects.

60. What is the WBS typically used for? A. To organize and define the total scope of the project. B. To identify the logical person to be project sponsor. C. To define the level of reporting that the seller provides the buyer. D. As a record of when work elements are assigned to individuals.

60. Answer: A. PMBOK® Guide, pages 125-126, Section 5.4 " "Create WBS Create WBS is the process of subdividing project deliverables and project work into smaller, more manageable components. The key benefit of this process is that it provides a structured vision of what has to be delivered... The WBS is a hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish the project objectives and create the required deliverables. The WBS organizes and defines the total scope of the project, and represents the work specified in the current approved project scope statement.

61. The following is true about the WBS: ""A. The WBS is another term for the bar (Gantt) chart. B. Each descending level of the WBS represents an increasingly detailed definition of the project work. C. Work not in the WBS is usually defined in the scope statement of the project. D. The WBS shows only the critical path activities.

61. Answer: B. PMBOK® Guide, page 132, Section 5.4.3.1 Scope Baseline WBS. The WBS is a hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish the project objectives and create the required deliverables. Each descending level of the WBS represents an increasingly detailed definition of the project work. The WBS is finalized by assigning each work package to a control account and establishing a unique identifier for that work package from a code of accounts.

63. You are managing a global project that involves stakeholders in several international locations. You are likely to consult the WBS dictionary to find: A. The language translation of technical terms used in the project. B. Detailed deliverable, activity, and scheduling information about each component in the WBS. C. Information relating the legal constraints of relevant international locations to the development of the WBS. D. Strengths"weaknesses, opportunities, and threats (SWOT) of key stakeholders and their impact on the WBS. Excerpt From: Project Management Institute. "Q & As for the PMBOK Guide - Fifth Edition." iBooks.

63. Answer: B. PMBOK® Guide, page 132, Section 5.4.3.1 Scope Baseline ... • WBS dictionary. The WBS dictionary is a document that provides detailed deliverable, activity, and scheduling information about each component in the WBS. The WBS dictionary is a document that supports the WBS." Excerpt From: Project Management Institute. "Q & As for the PMBOK Guide - Fifth Edition." iBooks.

65. All of the following are true about the Control Scope process EXCEPT: A. Control Scope is the process of monitoring the status of the project and product scope and managing changes to the scope baseline. B. Control Scope is used to manage the actual changes when they occur and is integrated with the other control processes. C. Scope changes can be avoided by developing clear and concise specifications and enforcing strict adherence to them. D. Project scope control includes determining the cause and degree of variance relative to the scope baseline and deciding whether corrective or preventive action is required."

65. Answer: C. PMBOK® Guide, pages 136-137, Section 5.6; and page 139, Section 5.6.2.1 Control Scope Control Scope is the process of monitoring the status of the project and product scope and managing changes to the scope baseline. The key benefit of this process is that it allows the scope baseline to be maintained throughout the project...""scope baseline. The key benefit of this process is that it allows the scope baseline to be maintained throughout the project... Controlling the project scope ensures all requested changes and recommended corrective or preventive actions are processed through the Perform Integrated Change Control process (see Section 4.5). Control Scope is also used to manage the actual changes when they occur and is integrated with the other control processes. The uncontrolled expansion to product or project scope without adjustments to time, cost, and resources is referred to as scope creep. Change is inevitable; therefore some type of change control process is mandatory for every project. Variance Analysis Variance analysis is a technique for determining the cause and degree of difference between the baseline and actual performance. Project performance measurements are used to assess the magnitude of variation from the original scope baseline. Important aspects of project scope control include determining the cause and degree of variance relative to the scope baseline (Section 5.4.3.1) and deciding whether corrective or preventive action is required."

"69. The duration of the activity is affected by all of the following EXCEPT: A. The estimated activity resource requirements. B. The types of resources assigned to the activity. C. The availability of the resources assigned to the activity. D. Using the precedence diagramming method (PDM) for scheduling activities instead of using the critical path method (CPM). "

69. Answer: D. PMBOK® Guide, page 165, Section 6.4.3.1; and page 167, Section 6.5.1.4 Activity Resource Requirements Activity resource requirements identify the types and quantities of resources required for each activity in a work package. These requirements then can be aggregated to determine the estimated resources for each work package and each work period. The amount of detail and the level of specificity of the resource requirement descriptions can vary by application area. The resource requirements documentation for each activity can include the basis of estimate for each resource, as well as the assumptions that were made in determining "

"71. The "fast tracking" method of schedule compression involves: A. The use of industrial engineering techniques to improve productivity, thereby finishing the project earlier than originally planned. B. Performing in parallel for at least a portion of their duration activities or phases that are normally done in sequence, which may result in rework and increased risk. C. Going on a "mandatory overtime schedule" to complete the project on schedule or earlier if possible. D. Assigning "dedicated teams" to critical path activities to achieve project schedule objectives.

71. Answer: B. PMBOK® Guide, page 181, Section 6.6.2.7 Schedule Compression Schedule compression techniques are used to shorten the schedule duration without reducing the project scope, in order to meet schedule constraints, imposed dates, or other schedule objectives. Schedule compression techniques include, but are not limited to: ... • Fast tracking. A schedule compression technique in which activities or phases normally done in sequence are performed in parallel for at least a portion of their duration. An example is constructing the foundation for a building before completing all of the architectural draw"ings. Fast tracking may result in rework and increased risk. Fast tracking only works if activities can be overlapped to shorten the project duration. "

72. An example of a mandatory dependency is: A. A dependency established based on knowledge of best practices within a particular application area. B. A dependency established based on some unusual aspect of the project where a specific sequence is desired. C. On a construction project, to erect the superstructure only after the foundation has been built. ""C. On a construction project, to erect the superstructure only after the foundation has been built. D. On a software development project, to start design only after completion and approval of all project requirements.

72. Answer: C. PMBOK® Guide, pages 157-158, Section 6.3.2.2 Dependency Determination Dependencies may be characterized by the following attributes: mandatory or discretionary, internal or external, as described below. Dependency has four attributes, but two can be applicable at the same time in following ways: mandatory external dependencies, mandatory internal dependencies, discretionary external dependencies, or discretionary internal dependencies. • Mandatory dependencies. Mandatory dependencies are those that are legally or contractually required or inherent in the nature of the work. Mandatory dependencies often involve physical limitations, such as on a construction project, where it is impossible to erect the superstructure until after the foundation has been built, or on an electronics project, where a prototype has to be built before it can be tested. Mandatory dependencies are also sometimes referred to as hard logic or hard dependencies. Technical dependencies may not be mandatory. The project team "ings. Fast tracking may result in rework and increased risk. Fast tracking only works if activities can be overlapped to shorten the project duration. 72. Answer: C. PMBOK® Guide, pages 157-158, Section 6.3.2.2 Dependency Determination Dependencies may be characterized by the following attributes: mandatory or discretionary, internal or external, as described below. Dependency has four attributes, but two can be applicable at the same time in following ways: mandatory external dependencies, mandatory internal dependencies, discretionary external dependencies, or discretionary internal dependencies. • Mandatory dependencies. Mandatory dependencies are those that are legally or contractually required or inherent in the nature of the work. Mandatory dependencies often involve physical limitations, such as on a construction project, where it is impossible to erect the superstructure until after the foundation has been built, or on an electronics project, where a prototype has to be built before it can be tested. Mandatory dependencies are also sometimes referred to as hard logic or hard dependencies. Technical dependencies may not be mandatory. The project team "determines which dependencies are mandatory during the process of sequencing the activities. Mandatory dependencies should not be confused with assigning schedule constraints in the scheduling tool. • Discretionary dependencies. Discretionary dependencies are sometimes referred to as preferred logic, preferential logic, or soft logic. Discretionary dependencies are established based on knowledge of best practices within a particular application area or some unusual aspect of the project where a specific sequence is desired, even though there may be other acceptable sequences. Discretionary dependencies should be fully documented since they can create arbitrary total float values and can limit later scheduling options. When fast tracking techniques are employed, these discretionary dependencies should be reviewed and considered for modification or removal. The project team determines which dependencies are discretionary during the process of sequencing the activities. ...

73. Inputs to the Define Activities process are: A. Schedule management plan, work breakdown structure, project schedule, and network diagram. B. Project schedule, resource estimates, progress reports, and change requests. C. Scope management plan, project network diagram, constraints, and assumptions. D. Schedule management plan, scope baseline, enterprise environmental factors, and organizational process assets. "

73. Answer: D. PMBOK® Guide, pages 149-151, Figure 6-5 and Section 6.2.1 Define Activities: Inputs .1 Schedule Management Plan" "2 Scope Baseline .3 Enterprise Environmental Factors .4 Organizational Process Assets

74. Bar charts show: A. The level of effort for an activity. B. Availability of resources assigned to perform project activities. C. Activity start and end dates, as well as expected durations. "D. Relative priority of activities.

74. Answer: C. Project Schedule ... Bar charts. These charts, also known as Gantt charts, represent schedule information where activities are listed on the vertical axis, dates are shown on the horizontal axis, and activity durations are shown as horizontal bars placed according to start and finish dates. Bar charts are relatively easy to read, and are frequently used in management presentations. For control and management communications, the broader, more comprehensive summary activity, sometimes referred to as a hammock activity, is used between milestones or across multiple interdependent work packages, and is displayed in bar chart reports.

75. The Precedence Diagramming Method (PDM) shows: A. Various levels of the work breakdown structure. B. Activities likely to be involved in project integration and resource allocation processes. C. The logical relationships that exist between activities. D. The project completion date based on normal resource availability.

75. Answer: C. PMBOK® Guide, page 156, Section 6.3.2.1 Precedence Diagramming Method" "The precedence diagramming method (PDM) is a technique used for constructing a schedule model in which activities are represented by nodes and are graphically linked by one or more logical relationships to show the sequence in which the activities are to be performed. Activity-on-node (AON) is one method of representing a precedence diagram. This is the method used by most project management software packages.

76. The critical path is established by calculating the following dates: A. Start-to-start, start-to-finish, finish-to-finish, finish-to-start. B. Early start, early finish, late start, late finish. C. Predecessor-to-successor, predecessor-to-predecessor, successor-to-successor." Excerpt From: Project Management Institute. "Q & As for the PMBOK Guide - Fifth Edition." iBooks.

76. Answer: B. PMBOK® Guide, pages 176-177, Section 6.6.2.2 Critical Path Method The critical path method, which is a method used to estimate the minimum project duration and determine the amount of scheduling flexibility on the logical network paths within the schedule model. This schedule network analysis technique calculates the early start, early finish, late start, and late finish dates for all activities without regard for any resource limitations by performing a forward and backward pass analysis through the schedule network, as shown in Figure 6-18. In this example the longest path includes activities A, C, and D, and, therefore, the sequence of A-C-D is the critical path. The critical path is the sequence of activities that represents the longest path through a project, which determines the shortest possible "mines the shortest possible project duration. The resulting early and late start and finish dates are not necessarily the project schedule, rather they indicate the time periods within which the activity could be executed, using the parameters entered in the schedule model for activity durations, logical relationships, leads, lags, and other known constraints. The critical path method is used to calculate the amount of scheduling flexibility on the logical network paths within the schedule model. On any network path, the schedule flexibility is measured by the amount of time that a schedule activity can be delayed or extended from its early start date without delaying the project finish date or violating a schedule constraint, and is termed "total float." A CPM critical path is normally characterized by zero total float on the critical path. As implemented with PDM sequencing, critical paths may have positive, zero, or negative total float depending on constraints applied...

"77. All of the following are true about resource leveling EXCEPT: A. It can be used to keep resource usage at a constant level during certain time periods. B. It can often cause the original critical path to change, usually to increase. C. It is used to develop a resource-based WBS. D. It is a resource optimization technique that can be used to adjust the schedule model due to demand and supply of resources. Excerpt From: Project Management Institute. "Q & As for the PMBOK Guide - Fifth Edition." iBooks.

77. Answer: C. Resource Optimization Techniques Examples of resource optimization techniques that can be used to adjust the schedule model due to demand and supply of resources include, but are not limited to "used to adjust the schedule model due to demand and supply of resources include, but are not limited to: • Resource leveling. A technique in which start and finish dates are adjusted based on resource constraints with the goal of balancing demand for resources with the available supply. Resource leveling can be used when shared or critically required resources are only available at certain times, or in limited quantities, or over-allocated, such as when a resource has been assigned to two or more activities during the same time period, as shown in Figure 6-20, or to keep resource usage at a constant level. Resource leveling can often cause the original critical path to change, usually to increase. • Resource smoothing. A technique that adjusts the activities of a schedule model such that the requirements for resources on the project do not exceed certain predefined resource limits. In resource smoothing, as opposed to resource leveling, the project's critical path is not changed and the completion date may not be delayed. In other words, activities may only be delayed within their free and total float. Thus resource smoothing may not be able to optimize all resources. Resource Optimization Techniques Described in "used to adjust the schedule model due to demand and supply of resources include, but are not limited to: • Resource leveling. A technique in which start and finish dates are adjusted based on resource constraints with the goal of balancing demand for resources with the available supply. Resource leveling can be used when shared or critically required resources are only available at certain times, or in limited quantities, or over-allocated, such as when a resource has been assigned to two or more activities during the same time period, as shown in Figure 6-20, or to keep resource usage at a constant level. Resource leveling can often cause the original critical path to change, usually to increase. • Resource smoothing. A technique that adjusts the activities of a schedule model such that the requirements for resources on the project do not exceed certain predefined resource limits. In resource smoothing, as opposed to resource leveling, the project's critical path is not changed and the completion date may not be delayed. In other words, activities may only be delayed within their free and total float. Thus resource smoothing may not be able to optimize all resources. Resource Optimization Techniques Described in "niques involve the scheduling of activities and the resources required by those activities while taking into consideration both the resource availability and the project time. "

78. The following is true about the critical chain method (CCM): A. It is a schedule network analysis technique that accounts for limited resources and project uncertainties. B. It is a network scheduling technique that allows the development of an optimum project " "D. It is primarily used to ensure the safety of critical stakeholders in major construction projects. Excerpt From: Project Management Institute. "Q & As for the PMBOK Guide - Fifth Edition." iBooks.

78. Answer: A. PMBOK® Guide, page 178, Section 6.6.2.3 Critical Chain Method The critical chain method (CCM) is a schedule method that allows the project team to place buffers on any project schedule path to account for limited resources and project uncertainties. It is developed from the critical path method approach and considers the effects of resource allocation, resource optimization, resource leveling, and activity duration uncertainty on the critical path determined using the critical path method. To do so, the critical chain method introduces the concept of buffers and buffer management. The critical chain method uses activities with durations that do not include safety margins, logical relationships, and resource availability with statistically determined buffers composed of the aggregated safety margins of activities at specified points on the project schedule path to account for limited resources and project uncertainties. The resource-constrained critical path is known as the critical chain.

8. A primary function of a project management office (PMO) is to support project managers in a variety of ways which may include all of the following EXCEPT: A. Delivering specific project objectives and controlling the assigned project resources to best meet objectives of the project. B. Managing shared resources across all projects administered by the PMO. C. Identifying and developing project management methodology, best practices, and standards. D. Coaching, mentoring, training, and oversight.

8. Answer: A. PMBOK® Guide, page 11, Section 1.4.4 Project Management Office" "A primary function of a PMO is to support project managers in a variety of ways which may include, but are not limited to: • Managing shared resources across all projects administered by the PMO; • Identifying and developing project management methodology, best practices, and standards; • Coaching, mentoring, training, and oversight; • Monitoring compliance with project management standards, policies, procedures, and templates by means of project audits; • Developing and managing project policies, procedures, templates, and other shared documentation (organizational process assets); and • Coordinating communication across projects." Excerpt From: Project Management Institute. "Q & As for the PMBOK Guide - Fifth Edition." iBooks.

80. Outputs from the Estimate Activity Resources process include: A. Job descriptions of resources required for the project. B. Salary schedules for various project human resources. C. Identification of the types and quantities of resources required for each activity in a work package." "D. Analogous estimates of resource requirements for each work package and each work period.

80. Answer: C. PMBOK® Guide, page 165, Section 6.4.3.1; and page 260, Section 9.1.1.2 Activity Resource Requirements Activity resource requirements identify the types and quantities of resources required for each activity in a work package. These requirements then can be aggregated to determine the estimated resources for each work package and each work period. The amount of detail and the level of specificity of the resource requirement descriptions can vary by application area. The resource requirements documentation for each "activity can include the basis of estimate for each resource, as well as the assumptions that were made in determining which types of resources are applied, their availability, and what quantities are used. Activity Resource Requirements Described in Section 6.4.3.1. Human resource planning uses activity resource requirements to determine the human resource needs for the project. The preliminary requirements regarding the required project team members and their competencies are progressively elaborated as part of the Plan Human Resource Management process.

81. As one of the tools and techniques of the Sequence Activities process, a lead: A. Directs a delay in the successor activity. B. Could be accomplished by a finish-to-start relationship with a delay time. C. Means that the successor activity cannot start until after the predecessor is completed. D. Is the amount of time whereby a successor activity can be advanced83. Analogous duration estimating is: A. Frequently used to estimate project duration when there is a limited amount of detailed information about the project. B. A bottom-up estimating technique. C. Based on multiple duration estimating. D. Generally more accurate than other duration estimating methods when expert judgment is used. with respect to a predecessor activity.

81. Answer: D. Leads and Lags A lead is the amount of time whereby a successor activity can be advanced with respect to a predecessor activity. For example, on a project to construct a new office building, the landscaping could be scheduled to start two weeks prior to the scheduled punch list completion. This would be shown as a finish-to-start with a two-week lead as shown in Figure 6-10. Lead is often represented as a negative value for lag in scheduling software. " lag is the amount of time whereby a successor activity will be delayed with respect to a predecessor activity. For example, a technical writing team may begin editing the draft of a large document 15 days after they begin writing it. This can be shown as a start-to-start relationship with a 15-day lag as shown in Figure 6-10. Lag can also be represented in project schedule network diagrams as shown in Figure 6-11 in the relationship between activities H and I, as indicated by the nomenclature SS+10 (start-to-start plus 10 days lag) even though offset is not shown relative to a timescale. The project management team determines the dependencies that may require a lead or a lag to accurately define the logical relationship. The use of leads and lags should not replace schedule logic. Activities and their related assumptions should be documented.

82. Program Evaluation and Review Technique (PERT) uses: A. The weighted average of the triangular or beta distributions duration estimates to calculate the activity early finish date when there is uncertainty with the "tions duration estimates to calculate the activity early finish date when there is uncertainty with the individual activity estimates. B. The weighted average of optimistic, pessimistic, and most likely estimates to calculate the expected duration of the activity. C. Dummy activities to represent logic links among three or more activities. D. Free float instead of total float in the schedule calculations.

82. Answer: B. PMBOK® Guide, pages 170-171, Section 6.5.2.4; and Glossary Three-Point Estimating The accuracy of single-point activity duration estimates may be improved by considering estimation uncertainty and risk. This concept originated with the program evaluation and review technique (PERT). PERT uses three estimates to define "• Most likely (tM). This estimate is based on the duration of the activity, given the resources likely to be assigned, their productivity, realistic expectations of availability for the activity, dependencies on other participants, and interruptions. • Optimistic (tO). The activity duration based on analysis of the best-case scenario for the activity. • Pessimistic (tP). The activity duration based on analysis of the worst-case scenario for the activity. Depending on the assumed distribution of values within the range of the three estimates the expected duration, tE, can be calculated using a formula. Two commonly used formulas are triangular and beta distributions... Program Evaluation and Review Technique (PERT). A technique for estimating that applies a weighted average of optimistic, pessimistic, and most likely estimates when there is uncertainty with the individual activity estimates.

"83. Analogous duration estimating is: A. Frequently used to estimate project duration when there is a limited amount of detailed information about the project. B. A bottom-up estimating technique. C. Based on multiple duration estimating. D. Generally more accurate than other duration estimating methods when expert judgment is used. " Excerpt From: Project Management Institute. "Q & As for the PMBOK Guide - Fifth Edition." iBooks.

83. Answer: A. PMBOK® Guide, pages 169-170, Section 6.5.2.2 Analogous Estimating Analogous estimating is a technique for estimating the duration or cost of an activity or a project using historical data from a similar activity or project. Analogous estimating us""rom a similar activity or project. Analogous estimating uses parameters from a previous, similar project, such as duration, budget, size, weight, and complexity, as the basis for estimating the same parameter or measure for a future project. When estimating durations, this technique relies on the actual duration of previous, similar projects as the basis for estimating the duration of the current project. It is a gross value estimating approach, sometimes adjusted for known differences in project complexity. Analogous duration estimating is frequently used to estimate project duration when there is a limited amount of detailed information about the project. Analogous estimating is generally less costly and less time consuming than other techniques, but it is also less accurate. Analogous duration estimates can be applied to a total project or to segments of a project and may be used in conjunction with other estimating methods. Analogous estimating is most reliable when the previous activities are similar in fact and not just in appearance, and the project team members preparing the estimates have the needed expertise.

84. The critical chain:" "84. The critical chain: A. Focuses on managing the resources applied to the project buffer and feeding buffer activities. B. Adjusts the required dependencies in the project schedule to optimize resource constraints. C. Adds duration buffers that are work schedule activities to manage risk and maintains focus on the total float of network paths. D. Adds duration buffers that are non-work schedule activities to manage uncertainty and focuses on managing the remaining buffer durations against the remaining durations of chains of activities.

84. Answer: D. PMBOK® Guide, page 178, Section 6.6.2.3 and Figure 6-19 Critical Chain Method "The critical chain method adds duration buffers that are non-work schedule activities to manage uncertainty. One buffer, placed at the end of the critical chain, as shown in Figure 6-19, is kno PMBOK® Guide, pages 170-171, Section 6.5.2.4 ... Depending on the assumed distribution of values within the range of the three estimates the expected duration, tE, can"wn as the project buffer and protects the target finish date from slippage along the critical chain. Additional buffers, known as feeding buffers, are placed at each point where a chain of dependent activities that are not on the critical chain feeds into the critical chain. Feeding buffers thus protect the critical chain from slippage along the feeding chains. The size of each buffer should account for the uncertainty in the duration of the chain of dependent activities leading up to that buffer. Once the buffer schedule activities are determined, the planned activities are scheduled to their latest possible planned start and finish dates. Consequently, instead of managing the total float of network paths, the critical chain method focuses on managing the remaining buffer durations against the remaining durations of chains of activities.

85. Consider the following three estimates for the duration of an activity: Optimistic (tO) = 4 weeks Most likely (tM) = 5 weeks Pessimistic (tP) = 9 weeks Using the beta distribution and the traditional Program Evaluation and Review Technique (PERT), the calculated Expected activity duration (tE) is: A. 4.0 weeks. B. 4.5 weeks. C. 5.5 weeks. D. 6.5 weeks.

85. Answer: C. "range of the three estimates the expected duration, tE, can be calculated using a formula. Two commonly used formulas are triangular and beta distributions. The formulas are: • Triangular Distribution. tE = (tO + tM + tP) / 3 • Beta Distribution (from the traditional PERT technique). tE 5 (tO + 4tM + tP) / 6 Duration estimates based on three points with an assumed distribution provide an expected duration and clarify the range of uncertainty around the expected duration.

86. Consider the following information about the duration of an activity: Calculated expected (tE) = 5 weeks Optimistic (tO) = 4 weeks Pessimistic (tP) = 8 weeks Using the beta distribution and the traditional Program Evaluation and Review Technique (PERT), the most likely (tM) activity duration is: A. 4.0 weeks. "

86. Answer: B. PMBOK® Guide, pages 170-171, Section 6.5.2.4 Three-Point Estimating ... Depending on the assumed distribution of values within the range of the three estimates the expected duration, tE, can be calculated using a formula. Two commonly used formulas are triangular and beta distributions. The formulas are: • Triangular Distribution. tE = (tO + tM + tP) / 3 • Beta Distribution (from the traditional PERT technique). tE = (tO + 4tM + tP) / 6 Duration estimates based on three points with an assumed distribution provide an expected duration and clarify the range of uncertainty around the expected duration.

88. An activity in a project network has the following characteristics: ES = 5, EF = 10, and LF = 14. Therefore, LS = ______." "An activity in a network has the following characteristics: ES = 12, EF = 22, and LS = 14. The duration of the activity is: A. 8.0 weeks. B. 10.0 weeks. C. 12.0 weeks. D. 14.0 weeks.

88. Answer: A. PMBOK® Guide, pages 176-177, Section 6.6.2.2 and Figure 6-18 Critical Path Method The critical path method, which is a method used to estimate the minimum project duration and determine the amount of scheduling flexibility on the logical network paths within the schedule model. This schedule network analysis technique calculates the early start, early finish, late start, and late finish dates for all activities without regard for any resource limitations by performing a forward and backw"schedule model. This schedule network analysis technique calculates the early start, early finish, late start, and late finish dates for all activities without regard for any resource limitations by performing a forward and backward pass analysis through the schedule network, as shown in Figure 6-18. In this example the longest path includes activities A, C, and D, and, therefore, the sequence of A-C-D is the critical path. The critical path is the sequence of activities that represents the longest path through a project, which determines the shortest possible project duration... On any network path, the schedule flexibility is measured by the amount of time that a schedule activity can be delayed or extended from its early start date without delaying the project finish date or violating a schedule constraint, and is termed "total float." A CPM critical path is normally characterized by zero total float on the critical path. As implemented with PDM sequencing, critical paths may have positive, zero, or negative total float depending on constraints applied. Any activity on the critical path is called a critical path activity. Positive total float is caused when the backward pass is calculated from a schedule constraint that[...]"duration and logic. Schedule networks may have multiple near-critical paths. Many software packages allow the user to define the parameters used to determine the critical path(s). Adjustments to activity durations (if more resources or less scope can be arranged), logical relationships (if the relationships were discretionary to begin with), leads and lags, or other schedule constraints may be necessary to produce network paths with a zero or positive total float. Once the total float for a network path has been calculated, then the free float—the amount of time that a schedule activity can be delayed without delaying the early start date of any successor or violating a schedule constraint—can also be determined. For example the free float for Activity B, in Figure 6-18, is 5 days. .

"89. An activity in a network has the following characteristics: ES = 12, EF = 22, and LS = 14. The duration of the activity is: A. 8.0 weeks. B. 10.0 weeks. C. 12.0 weeks. D. 14.0 weeks. "

89. Answer: B. PMBOK® Guide, pages 176-177, Section 6.6.2.2 and Figure 6-18 Critical Path Method The critical path method, which is a method used to estimate the minimum project duration and determine the amount of scheduling flexibility on the logical network paths within the schedule model. This schedule network analysis technique calculates the early start, early finish, late start, and late finish dates for all activities "limitations by performing a forward and backward pass analysis through the schedule network, as shown in Figure 6-18. In this example the longest path includes activities A, C, and D, and, therefore, the sequence of A-C-D is the critical path. The critical path is the sequence of activities that represents the longest path through a project, which determines the shortest possible project duration...

"19. You are managing a large, complex project with cross-functional project needs. The following organizational structure gives you considerable authority as the project manager: A. Balanced matrix organization." "B. Strong matrix organization. C. Weak matrix. D. Functional organization.

9. Answer: B. PMBOK® Guide, page 23, Section 2.1.3, Table 2-1, and Figure 2-4 Organizational Structure Strong matrix organizations have many of the characteristics of the projectized organization, and have full-time project managers with considerable authority and full-time project administrative staff. While the balanced matrix organization recognizes the need for a project manager, it does not provide the project manager with the full authority over the project and project funding. Table 2-1 provides additional details of the various matrix organizational structures.

90. "Crashing" in time management is: A. A schedule compression technique used to shorten the schedule duration for the least incremental cost by adding resources.""B. A schedule compression technique in which phases or activities that are normally done in sequence are performed in parallel. C. The timely input of data to calculate the critical path. D. Equivalent to minimizing float in the project schedule network. Consider the following schedule network that shows the activities in your project and their associated durations in days for questions 91-92:

90. Answer: A. PMBOK® Guide, page 181, Section 6.6.2.7; and Glossary Schedule Compression Schedule compression techniques are used to shorten the schedule duration without reducing the project scope, in order to meet schedule constraints, imposed dates, or other schedule objectives. Schedule compression techniques include, but are not limited to: • Crashing. A technique used to shorten the schedule duration for the least incremental cost by adding resources. Examples of crashing include approving overtime, bringing in additional resources, or paying to expedite delivery to activities on the critical path. Crashing works only for activities on the critical path where additional resources will shorten the activity's duration. Crashing does not always produce a viable alternative and may "result in increased risk and/or cost. ... Crashing. A technique used to shorten the schedule duration for the least incremental cost by adding resources.

91. The critical path in this network is: ""A. A-B-C. B. A-B-D. C. A-C-D. D. A-B-C-D. Excerpt From: Project Management Institute. "Q & As for the PMBOK Guide - Fifth Edition." iBooks.

91. Answer: C. PMBOK® Guide, pages 176-177, Section 6.6.2.2 and Figure 6-18 Critical Path Method The critical path method, which is a method used to estimate the minimum project duration and determine the amount of scheduling flexibility on the logical network paths within the schedule model. This schedule network analysis technique calculates the early start, early finish, late start, and late finish dates for all activities without regard for any resource limitations by performing a forward and backward pass analysis through the schedule network, as shown in Figure 6-18. In this example the longest path includes activities A, C, and D, and, therefore, the sequence of A-C-D is the critical path. The critical path is the sequence of activities that represents the longest path through a project, which determines the shortest possible project duration. The resulting early and late start and finish dates are not necessarily the project schedule, rather they indicate the time periods within which the activity could be executed, using the parameters "limitations by performing a forward and backward pass analysis through the schedule network, as shown in Figure 6-18. In this example the longest path includes activities A, C, and D, and, therefore, the sequence of A-C-D is the critical path. The critical path is the sequence of activities that represents the longest path through a project, which determines the shortest possible project duration...

94. The cost management plan has all of the following characteristics EXCEPT: A. It is based on project cost estimates and is separate from the project management plan. B. It may specify variance thresholds for monitoring cost performance to indicate an agreed-upon amount of variation to be allowed before some action needs to be taken. C. It may specify the level of precision, which is the degree ""to which activity cost estimates will be rounded up or down. D. It describes how the project costs will be planned, structured, and controlled.

94. Answer: A. PMBOK® Guide, pages 198-200, Section 7.1.3.1 Cost Management Plan The cost management plan is a component of the project management plan and describes how the project costs will be planned, structured, and controlled. The cost management processes and their associated tools and techniques are documented in the cost management plan. For example, the cost management plan can establish the following: • Units of measure... • Level of precision. The degree to which activity cost estimates will be rounded up or down (e.g., US$100.49 to US$100, or US$995.59 to US$1,000), based on the scope of the activities and magnitude of the project. • Level of accuracy. The acceptable range (e.g., 610%) used in determining realistic activity cost estimates is specified, and may include an amount for contingencies. • Organizational procedures links... • Control thresholds. Variance thresholds for monitoring cost performance may be specified to indicate an agreed-" "cost performance may be specified to indicate an agreed-upon amount of variation to be allowed before some action needs to be taken. Thresholds are typically expressed as percentage deviations from the baseline plan. • Rules of performance measurement... • Reporting formats... • Process descriptions... • Additional details...

95. All of the following are true about cost estimates EXCEPT: A. Cost estimates are generally expressed in units of some currency (i.e., dollars, euros, yen, etc.), although in some instances other units of measure, such as staff hours or staff days, are used to facilitate comparisons by eliminating the effects of currency fluctuations. B. Costs are estimated for all resources that will be charged to the project. C. Information in the risk register should not be considered in cost estimates, because risks can be either threats or opportunities and their impact tends to balance out. D. A cost estimate is a quantitative assessment of the likely costs for resources required to complete the activity. Cost estimates may be presented at the activity level or in summary form.

95. Answer: C. PMBOK® Guide, pages 200-202, Section 7.2; and page 203, Section 7.2.1.5 Estimate Costs Estimate Costs is the process of developing an approximation of the monetary resources needed to complete project activities. The key benefit of this process is that it determines the amount of cost required to complete project work... Cost estimates are generally expressed in units of some currency (i.e., dollars, euros, yen, etc.), although in some instances other units of measure, such as staff hours or staff days, are used to facilitate comparisons by eliminating the effects of currency fluctuations... Costs are estimated for all resources that will be charged to the project. This includes, but is not limited to, labor, materials, equipment, services, and facilities, as well as special categories such as an inflation allowance, cost of financing, or contingency costs. A cost estimate is a quantitative assessment of the likely costs for resources required to complete the "the project. This includes, but is not limited to, labor, materials, equipment, services, and facilities, as well as special categories such as an inflation allowance, cost of financing, or contingency costs. A cost estimate is a quantitative assessment of the likely costs for resources required to complete the activity. Cost estimates may be presented at the activity level or in summary form. Risk Register Described in Section 11.2.3.1. The risk register should be reviewed to consider risk response costs. Risks, which can be either threats or opportunities, typically have an impact on both activity and overall project costs. As a general rule, when the project experiences a negative risk event, the near-term cost of the project will usually increase, and there will sometimes be a delay in the project schedule. In a similar way, the project team should be sensitive to potential opportunities that can benefit the business either by directly reducing activity costs or by accelerating the schedule.

"96. An activity cost estimate includes all of the following resource categories EXCEPT: A. Labor. B. Materials. C. Equipment. D. Time shortages. " Excerpt From: Project Management Institute. "Q & As for the PMBOK Guide - Fifth Edition." iBooks.

96. Answer: D. PMBOK® Guide, page 202, Section 7.2 Estimate Costs Costs are estimated for all resources that will be charged to the project. This includes, but is not limited to, labor, materials, equipment, services, and facilities, as well[...]" "the project. This includes, but is not limited to, labor, materials, equipment, services, and facilities, as well as special categories such as an inflation allowance, cost of financing, or contingency costs. A cost estimate is a quantitative assessment of the likely costs for resources required to complete the activity. Cost estimates may be presented at the activity level or in summary form. Risk Register Described in Section 11.2.3.1. The risk register should be reviewed to consider risk response costs. Risks, which can be either threats or opportunities, typically have an impact on both activity and overall project costs. As a general rule, when the project experiences a negative risk event, the near-term cost of the project will usually increase, and there will sometimes be a delay in the project schedule. In a similar way, the project team should be sensitive to potential opportunities that can benefit the business either by directly reducing activity costs or by accelerating the schedule.

"98. Analogous cost estimating: A. Integrates bottom-up estimating techniques with relevant statistical relationships to estimate the cost of the current project. B. Relies on the actual cost of previous, similar projects as the basis for estimating the cost of the current project. C. Is used most frequently in the later phases of a project. D. Summarizes estimates for individual work packages to estimate the cost of the current project.

98. Answer: B. PMBOK® Guide, page 204, Section 7.2.2.2 Analogous Estimating Analogous cost estimating uses the values such as scope, cost, budget, and duration or measures of scale such as size, " "weight, and complexity from a previous, similar project as the basis for estimating the same parameter or measurement for a current project. When estimating costs, this technique relies on the actual cost of previous, similar projects as the basis for estimating the cost of the current project. It is a gross value estimating approach, sometimes adjusted for known differences in project complexity. Analogous cost estimating is frequently used to estimate a value when there is a limited amount of detailed information about the project, for example, in the early phases of a project. Analogous cost estimating uses historical information and expert judgment. Analogous cost estimating is generally less costly and less time consuming than other techniques, but it is also generally less accurate. Analogous cost estimates can be applied to a total project or to segments of a project, in conjunction with other estimating methods. Analogous estimating is most reliable when the previous projects are similar in fact and not just in appearance, and the project team members preparing the estimates have the needed expertise.

99. Which of the following represents processes concerned with establishing and controlling the cost baseline? A. Plan Resources and Contain Costs. B. Estimate Costs, Develop Budget, and Adhere to Baseline. C. Determine Budget and Control Costs. D. Resource Planning, Cost Estimating, and Cost Control." Excerpt From: Project Management Institute. "Q & As for the PMBOK Guide - Fifth Edition." iBooks.

99. Answer: C. PMBOK® Guide, page 208, Section 7.3; and pages 215-216, Section 7.4 Determine Budget Determine Budget is the process of aggregating[...]" "Determine Budget Determine Budget is the process of aggregating the estimated costs of individual activities or work packages to establish an authorized cost baseline. The key benefit of this process is that it determines the cost baseline against which project performance can be monitored and controlled. Control Costs Control Costs is the process of monitoring the status of the project to update the project costs and managing changes to the cost baseline. The key benefit of this process is that it provides the means to recognize variance from the plan in order to take corrective action and minimize risk. ...The key to effective cost control is the management of the approved cost baseline and the changes to that baseline. Project cost control includes: • Influencing the factors that create changes to the authorized cost baseline... 1 Excerpt From: Project Management Institute. "Q & As for the PMBOK Guide - Fifth Edition." iBooks.

55. An output of the Define Scope process is:" "A. Work breakdown structure (WBS). B. Resource breakdown structure (RBS). C. Project scope statement. D. Scope and schedule delays control plan.

Answer= C "Define Scope: Outputs .1 Project Scope Statement .2 Project Documents Updates " Excerpt From: Project Management Institute. "Q & As for the PMBOK Guide - Fifth Edition." iBooks.