Tough Questions

TCPI

"To Complete" Performance Index: The Cost efficiency needed to catch up and complete within available money (original BAC or new approved EAC) TCPI = (BAC - EV)/(BAC - AC) [to complete within BAC] TCPI = (BAC - EV)/(EAC - AC] [if new EAC is approved]

1. A risk watch list is for: a. all risks b. low priority risks c. high priority risks d. all threats

1. b. PMBOK ® Guide: Section 11.3.3.1 Y b. A risk watch list is for low priority risks. N a. Be careful of the term all. N c. High priority risks do not go on the watch list. N d. The watch list is for low priority risks, regardless if they are threats or opportunities.

1. The scope management plan is an input to all of the following processes except? a. collect requirements b. define scope c. create WBS d. develop schedule

1. d. PMBOK ® Guide: Figure 5-3 Y d. The scope management plan will be input to scope processes, not schedule processes.

1. As a project manager, you have learned that technology can be both a positive and a negative on projects. You need an automated tool that will help you to be successful. Which enterprise environmental factor might you focus on as you are developing your project plan? a. configuration management knowledge base b. change control procedures c. guidelines and criteria for tailoring the organizations set of standard processes d. project management information system (PMIS).

1. d. PMBOK ® Guide: Section 4.2.1.3 and 4.2.1.4 Y d. The PMIS is an enterprise environmental factor. It may be an automated tool such as scheduling software. N a., b., and c. These examples are all organizational process assets not enterprise environmental factors.

1. The WBS should be : a. a list of activities b. a hierarchy of activities c. a list of deliverables d. a hierarchy of deliverables

1. d. PMBOK ® Guide: Section 5.4 Y d. The WBS is a hierarchy of deliverables. N a. The WBS is not a list and does not include activities. N b. The WBS is a hierarchy but not of activities. N c. The WBS is not a list.

1. An example of an enterprise environmental factor is: a. historical information b. templates c. change control procedures d. project management software

1. d. PMBOK ® Guide: Section 6.1.1.3 Y d. Software in general is an enterprise environmental factor. N a., b., and c. Templates, change control procedures, and historical information are organizational process assets, not enterprise environmental factors.

10. Prototypes are a tool and technique of what process( es)? a. collect requirements b. define scope c. collect requirements and define scope d. define activities

10. a. PMBOK ® Guide: Section 5.2.2.8 Y a. Prototypes are a tool of the collect requirements process. A prototype is a mock-up of a product that lets the customer see something tangible to help define or clarify requirements. N b. and c. Prototypes are not a tool and technique of the define scope process. N d. Prototypes are not a tool and technique of the define activities process. Prototypes are related to requirements, not activities.

10. The communications plan is an output of plan communications management. This plan then becomes an input to: a. manage communications and identify stakeholders b. manage communications and manage stakeholder engagement c. manage communications and plan stakeholder management d. manage communications and control stakeholder engagement

10. b. PMBOK ® Guide: Figure 10-3 Y b. The communications plan is an input to both manage communication and manage stakeholder engagement. N a. The communications plan would not be an input to identify stakeholders. The output of identify stakeholders, the stakeholder register helps us develop the communications plan. N c. The communications plan is not an input to plan stakeholder management. Since this process begins with the term "plan" we know the project management plan, not any other plan will be an input. N d. The project management plan, not the communications plan, is used to control stakeholder engagement.

10. It has been decided that individuals are to brainstorm ideas related to requirements. Once these ideas have been generated, they will be consolidated in a visual way to reflect commonality and differences in understanding and to generate new ideas. What group creativity idea is being used: a. multi-criteria decision analysis b. affinity diagrams c. idea/ mind mapping d. nominal group technique

10. c. PMBOK ® Guide Section 5.2.2.4 Y c. Idea/ mind maps are a way to plot ideas on a visual map to see commonality as well as differences and to generate new ideas.

10. An organization scoring high on Geert Hofstede's power distance index believes: a. power is distributed equally in their organization b. many highly powerful people in their organization have expert power as their primary power source c. unequal distribution of power is a basic fact of the organization d. there are many opportunities to move up in the organization based on knowledge and skills

10. c. Wikipedia- Hofstede's cultural dimensions theory Y c. An organization scoring high on Hofstede's power distance index believes that an unequal distribution of power is a basic fact of the organization. N a., b. and d. An organization scoring low on Hofstede's power distance index may believe these ideas.

11. Which of the following represents the true Theory Y manager: a. workers are inherently lazy b. workers need to be constantly monitored c. a hierarchy is the best way to manage workers d. satisfaction of a job well done is a strong motivator

11. d. Wikipedia search Theory X and Theory Y Y d. Theory Y states that management has a positive view of workers and that workers can be self-motivated. N a., b., and c. There statements could all be associated with Theory X not Theory Y.

12. The project statement of work is an input to which process group? a. initiating b. planning c. executing d. closing

12. a. PMBOK ® Guide: Figure 3-3 Y a. The project statement of work describes the output the customer (or sponsor) wants from the project. The document is written before the project begins. Therefore, it is an input to the initiating process group.

12. The code of accounts is: a. a numbering system used to uniquely identify each component of the WBS b. a numbering system used to monitor project costs by category c. based on the corporate chart of accounts of the performing organization d. the level of the WBS above the work package level

12. a. PMBOK ® Guide: Section 5.4.3.1 Y a. The code of accounts assigns a unique number to each and every component of the WBS. N b. This is the definition of the chart of accounts. It is another WBS idea that assigns categories to costs so as to keep track of them. N c. The corporation, or the organization may have a chart of accounts. This is a numbering system that keeps track of costs by category, not by WBS component. N d. The cost account level, sometimes called the control account level, is the level above the work package level.

12. Emotional intelligence is the capacity to be aware of, control, and express one's emotions, and to handle interpersonal relationships judiciously and empathetically. The term gained prominence in 1995 when which prominent psychologist published a book on the topic? a. Goleman b. Goldratt c. McGregor d. Maslow

12. a. Wikipedia - Emotional Intelligence Y a. The term emotional intelligence gained prominence in 1995 when Daniel Goleman published a book by that title.

12. Alternatives generation is a tool and technique of what process( es)? a. collect requirements b. define scope c. collect requirements and define scope d. define activities

12. b. PMBOK ® Guide: Section 5.3.2.3 Y b. We use alternative generation to determine different alternatives to meet the requirements. It is a tool and technique of the define scope process. N a. and c. We use alternative generation to determine different alternatives to meet the requirements. We must already have the requirements and therefore it is not a tool and technique of the collect requirements process. N d. We use alternative generation to determine different alternatives to meet the requirements. It helps

12. You are managing the design/ build of a small office building. With your customer, you have signed a Cost Plus Incentive Contract. The negotiated pricing for the contract is: target cost: $ 100,000 and the target fee: $ 8,000 max fee $ 12,000 and the min fee is $ 4,000 share ratio 60/ 40 You complete the work for $ 105,000. What is the total price the buyer will pay? a. $ 105,000 b. $ 109,000 c. $ 111,000 d. $ 113, 000

12. c. Contract type Cost Plus Incentive Overrun or under run? How much? Overrun of $ 5,000 Will the seller's fee be increased or decreased for an overrun? Decreased by the seller's % of the overrun. (go to share ratio-take 2nd %) Decreased by how much? 40% of $ 5,000 = $ 2,000 Seller fee = target fee-adjustment Seller fee = $ 8,000-$ 2,000 Seller fee = $ 6,000 Is fee between max and min fee? Yes, so Seller fee = $ 6,000 Actual price = actual cost + actual fee Actual price = $ 105,000 + 6,000 = $ 111,000

13. Your project is to plan and host the largest soccer competition in the history of your country. One of the most important early decisions is the location of the event. There are many items to consider including stadium size, infrastructure, and security. You recommend that clear evaluation criteria be defined as an input into the decision-making. Most likely you are in what decision making phase: a. solution action planning b. problem definition c. ideas to action d. problem solution generation

13. c. PMBOK ® Guide X3.6 Y c. During the ideas to action phase, we define the evaluation criteria, rate pros and cons of alternatives and select the best solution.

13. Alternative analysis is a tool and technique of what process? a. define activities b. sequence activities c. develop schedule d. estimate activity resources

13. d. PMBOK ® Guide: Section 6.4.2.2 Y d. We use alternative analysis to analyze how different combinations or types of resources may accomplish the same activity. It is a tool and technique of the estimate activity resources process. N a. We use alternative analysis to analyze how different combinations or types of resources may accomplish the same activity, not to define the activities. N b. We use alternative analysis to analyze how different combinations or types of resources may accomplish the same activity, not to sequence the activities. N c. We use alternative analysis to analyze how different combinations or types of resources may accomplish the same activity, not to develop the schedule.

14. In your providence one major road currently connects the east and west. There are many problems with this road. The most pressing problem is that the road is closed on multiple days each year because of weather. Designing and building a tunnel has been proposed through a mountain pass that is the site of the road closures. The government has approved the proposal, and you have been named the project manager. An important step at this point is to get the project stakeholders to accept and commit to the tunnel project. Most likely what phase of the decision making model is the project in: a. solution action planning b. problem definition c. ideas to action d. problem solution generation

14. a. PMBOK ® Guide Section X3.6 Y a. During solution action planning, our goal is to involve key stakeholders so as to gain acceptance and commitment to making the solution work.

14. Your organization is struggling with the perceived attitudes and lack of experience of your younger workers. Many of the older and more experienced workers seem to not value the enthusiasm of these newer employees. One proactive way to bridge the gap is through: a. training sessions for the more experienced workers on the value of our new hires b. reverse mentoring c. ensuring that teams do not have mixed generations so that the more experienced workers will not be frustrated by these younger workers d. limiting the number of new hires

14. b. Y b. Reverse mentoring is often a very proactive method to bridge the generation gap. It allows people of different generations to get to know each other, to learn from each other, and to value each other.

14. A trained moderator is often used to guide a group of people through a discussion on their expectations of a proposed product. This method is called: a. interviews b. focus groups c. facilitated workshops d. prototypes

14. b. PMBOK ® Guide: Section 5.2.2.2 Y b. With focus groups a moderator asks a group of people questions to understand their expectations of a product. N a. With interviews we meet with the stakeholders one-on-one to ask them questions. N c. Think of a facilitated workshop as being much more technical than a focus group. It is truly developing the product requirements. N d. A prototype is a tangible mock-up that customers may try out in order to give us early feedback on a product.

15. General financial management techniques such as return on investment are considered part of project cost management: a. for every project b. for all projects with large budgets c. for capital facilities projects d. never for projects

15. c. PMBOK ® Guide: Chapter 7 - Introduction Y c. Capital facility projects often employ return on investment (ROI) as part of cost management. N a., b., and d. Exercise caution when the term "every", the term "all", and the term "never" are used. ROI is not considered part of "every" projects cost management processes.

17. A general management technique sometimes used in cost management is: a. make or buy analysis b. discounted cash flow c. leading teams d. organizational theory

17. b. PMBOK ® Guide: Chapter 7 - Introduction Y b. Discounted cash flow is a general management technique sometimes used in project cost management. Discounted cash flow is a way of estimating the value of a project by using the time value of money. N a. Make-or-buy analysis is a general management tool and technique sometimes used in project procurement management. N c. Team leadership is employed in project human resource management. N d. Organizational theory is a tool and technique of plan human resource management.

18. An example of a scope model is: a. prototype b. questionnaire c. context diagram d. job shadowing

18. c. PMBOK ® Guide: Section 5.2.2.10 Y c. A context diagram is a visual of the product scope. N a. A prototype is a tangible mock-up that customers may try out in order to give us early feedback on a product. N b. Questionnaires allow us to perform statistical analysis when we collect lots of information or collect information from lots of people. N d. Job shadowing is the method of watching someone as they perform their job so as to collect requirements.

19. The amount of cost variance allowed on a project usually: a.increases over the life of the project b.decreases over the life of the project c.remains the same over the life of the project d.starts low, gets much higher in the intermediate phases, and drops off during the final phase

19. b. PMBOK ® Guide: 7.1.3.1 (control thresholds) Y b. The closer we get to project completion the less cost variance we will often allow. The PMBOK ® Guide does not clearly define this. N a. This statement is just the opposite of what is true. N c. and d. At the beginning of a project, a wide cost variance is typically permissible. As we approach completion, the cost variance allowed tends to decrease.

19. An information management system is a tool and technique of what process? a. identify stakeholders b. plan stakeholder management c. manage stakeholder engagement d. control stakeholder engagement

19. d. PMBOK ® Guide: Figure 13-1 Y d. Information management systems is a tool and technique of the control stakeholder engagement process.

2. At the end of perform qualitative risk analysis the risk register should include: a. a list of risks with relative ranking b. a list of risks with probabilistic analysis of the project c. a list of risks with no ranking d. a list of risks and fully developed risk responses

2. a. PMBOK ® Guide: Section 11.3.3.1 Y a. As an output of qualitative analysis the risks should be ranked from a relative standpoint. N b. As an output of quantitative analysis the risks should include probabilistic analysis of the project. N c. As an output of identify risks, there should be a list of risks with no ranking. N d. As an output of plan risk responses the list of risks should include fully developed risk responses for the higher priority risks.

2. Product analysis is a tool and technique of what process( es)? a. collect requirements b. define scope c. collect requirements and define scope d. define activities

2. b. PMBOK ® Guide: Section 5.3.2.2 Y b. Product analysis is a tool and technique of the define scope process. N a. and c. Product analysis is not a tool and technique of the collect requirements process. We need to have the requirements before we can analyze what the product should be. N d. By the time we perform the define activities process we should already have a good understanding of the product.

2. Who should be involved to help identify risks? a. the project manager b. the project management team c. all project personnel d. the risk management team

2. c. PMBOK ® Guide: Section 11.2 Y c. Good ideas related to risks may come from any and all project personnel. N a. The project manager alone would not be the best option as far as identifying risk. N b. The project management team alone would not be the best option as far as identifying risk. N d. The risk management team alone would not be the best option as far as identifying risk.

2. An example of a product analysis technique is: a. brainstorming b. lateral thinking c. pair wise comparisons d. systems engineering

2. d. PMBOK ® Guide: Section 5.3.2.2 Y d. There are many examples of product analysis including system engineering, value engineering, etc. N a. Brainstorming is a group creativity technique. N b. Lateral thinking is an example of an alternative generation technique. N c. Pair wise comparisons is a technique that compares ideas in pairs, to decide which is the preferred idea.

25. Overall project risk is: a. the sum of all individual risks on a project b. the effect of uncertainty associated with a project c. the sum of all negative risks on a project d. the sum of all positive risks on a project

25. b. PMBOK ® Guide: Chapter 11 - Introduction Y b. The overall project risk is the total effect of uncertainty associated with a project. N a. Adding up the value of the individual risks does not give us the overall risk of the project. Overall project risk looks at the project as a whole and not just individual elements added together. N c. Adding up the value of the negative individual risks does not give us the overall risk of the project. N d. Adding up the value of the positive individual risks does not give us the overall risk of the project.

27. A young and inexperienced project manager, you are struggling. Your mentor suggests that you place less emphasis on organizational policy and procedures and more emphasis on understanding organizational culture. Which of the following is not usually considered one of the common experiences that shape organizational culture? a. operating environments b. motivation and reward systems c. shared vision, mission, values and beliefs d. multiple geographic locations

27. d. PMBOK ® Guide Section 2.1.1 Y d. Organizational culture is shaped by common experiences. From this list, I would select multiple geographic locations as the exception. If we have people working in multiple geographic locations, it is less likely they will be shaped by common experiences. N a., b. and c. All of these may lead to shared experiences and thus shape organizational culture.

29. Modern quality management wants to: a. minimize variation b. focus on inspection over prevention c. increase grade on all products d. increase the cost of quality

29. a. PMBOK ® Guide: Project Quality Management - Introduction Y a. Reducing variation in processes is a goal of quality management. N b. Quality management focuses on prevention over inspection. N c. Our goal should not be to increase grade of all products but to produce the grade the customer requires. N d. Our goal should be to decrease the cost of quality while maintaining the same (or higher) quality standards.

3. All of the following are considered elements of the close project or phase process except: a. finalizing all activities for the phase or the project b. ensuring the project work is complete and project has met its objectives c. finalizing open claims with our vendors d. completing other administrative closure activities

3. c. PMBOK ® Guide: Sections 4.6 and 12.4.2.2 Y c. Finalizing open claims with our vendors is part of close procurements not close project/ phase. N a., b., and d. All of these ideas are part of close project or phase. Completing administrative elements during this process is sometimes called administrative closure.

3. To clarify roles and responsibilities on the project, what tool and technique of manage project team is often used? a. team performance assessments b. issue logs c. work performance reports d. project performance appraisals

3. d. PMBOK ® Guide: Section 9.4.2.2 Y d. Project performance appraisals are really appraisals of the individual team member's performance. These appraisals help clarify roles and responsibilities. N a. The team performance assessment is an input, not a tool and technique of manage team. N b. Issue logs are an input, not a tool and technique of manage team. N c. Work performance reports are an input, not a tool and technique of manage team.

31. Make or buy analysis is a tool and technique of what process: a. plan procurement management b. conduct procurements c. control procurements d. close procurements

31. a. PMBOK ® Guide: Chapter 12 - Introduction Y a. Make or buy analysis is a general management technique used in the plan procurements process. N b. A bidder conference is an example of a tool and technique used in the conduct procurements process. N c. A contract change control system is an example of a tool and technique used in the control procurements process. N d. The procurement audit is an example of a tool and technique used in the close procurements process.

31. Project estimating is usually applied to: a. costs b. communications c. organizational budgeting d. vendor bid and analysis

31. a. PMI ® Practice Standard for Project Estimating 2011 Y a. Project estimating is usually applied to cost, resources, effort and durations.

5. Which document is a narrative description of the products or services to be delivered by the project? a. the project statement of work b. the contract c. the project charter d. the business case

5. a. PMBOK ® Guide: Section 4.1.1.1 Y a. The project statement of work is a narrative description of the output the customer would like from the project. N b. The contract is a legal document between the external customer and our organization. It may reference the project statement of work. N c. The charter is the official document signifying that we have an approved project. It should contain the project objectives. N d. The business case shows the return on investment for the project.

34. Grade is: a. category for products having the same use but different characteristics b. conformance to requirements c. fitness for use d. a measure of exactness

34. a. PMBOK ® Guide: Project Quality Management - Introduction Y a. Grade is a category for products having the same use but different characteristics. N b. Crosby defined quality in terms of conformance to requirements. N c. Joseph Juran defined quality in terms of fitness for use. N d. Precision sometimes is defined as a measure of exactness. Thus it is a measure of repeatability.

36. The project management team is another name for: a. the project team b. the project stakeholders c. the core, executive, or leadership team d. the program managers

36. c. PMBOK ® Guide: Chapter 9 - Introduction Y c. The project management team are the members of the project team that help with the work related to managing the project. This team is sometimes also called the core, executive, or leadership team. N a. The project management team is a subset of the project team. As an example, the project management team may have 10 members while the project team has 1,000 members. N b. The project management team is a subset of the project team, which, in turn, is a subset of the stakeholders. The project team does the work of the project. The stakeholders are anyone and everyone who could affect or be affected by the project. N d. Program managers manage the programs, not the projects.

6. Your product development project is wrapping up and your management asks where you stand as far as product scope. Completion of product scope is measured against the: a. project management plan b. scope statement c. WBS d. product requirements

6. d. PMBOK ® Guide: Chapter 5 - Introduction Y d. Product scope is measured against the product requirements. N a. The project scope is measured against the project management plan. N b. The project scope is measured against the project management plan including the scope statement. N c. The project scope is measured against the project management plan including the WBS.

4. Awareness of the impact of body language is an example of: a. meeting management technique b. presentation technique c. facilitation technique d. listening technique

4. b. PMBOK ® Guide: Section 10.2 Y b. Presentation techniques include awareness of our own body language and its impact as well as awareness of the body language of our audience members. N a. Having an agenda, using the agenda, collecting action items, etc. are all examples of meeting management techniques. N c. Facilitation techniques such as encouraging and balancing help a group reach an agreement. N d. Listening techniques such as restating or paraphrasing help with effective communication.

4. Examining the level of our understanding of a risk is called: a. risk probability and impact assessment b. probability and impact matrix c. risk data quality assessment d. risk urgency assessment

4. c. PMBOK ® Guide: Section 11.3.2.3 Y c. Risk data quality assessment looks at how useful is the risk data to us. We may ask: How well do we understand this risk? N a. A risk probability and impact assessment looks at what is the probability the risk will occur and if it does, what effect is it likely to have on project objectives. N b. A risk probability and impact matrix helps us determine the risk rating based on estimated probability and impact. N d. Many organizations look at estimated probability and impact to determine a risk score. At times though, risk urgency is evaluated to determine a risk severity rating. This rating takes into account impact, probability, and urgency. One aspect of urgency: How quickly must we respond if the risk occurs? Will there be any warning signs that the risk is about to occur?

4. Interpersonal skills include: a. presentation skills b. negotiating c. writing skills d. building trust

4. d. PMBOK ® Guide: Section 13.3.2.2 Y d. Interpersonal skills include building trust. N a. and c. These are great skills to have but would not be considered interpersonal skills. N b. Negotiating is a management skill, not an interpersonal skill.

40. As a project manager you face many decisions on a daily basis. Some of these decisions are small and others have many long-term implications. At this point you are trying to decide between using in-house labor or an outside consultant for a critical design aspect of your product. You are currently rating the pros and cons of the two alternatives. What phase of your decision making model are you in: a. solution action planning b. problem definition c. ideas to action d. problem solution generation

40. c. PMBOK ® Guide X3.6 Y c. During the ideas to action phase we define the evaluation criteria, rate pros and cons of alternatives, and select the best solution.

PMBOK Knowledge Area Overview Pages

65, 106, 143, 194, 230, 257, 288, 312, 356, 392

5. Quality control measurements are: a. an input of control quality b. an input of perform quality assurance c. an input of validate scope d. an input of direct and manage project work

5. b. PMBOK ® Guide: Section 8.2.1.4 Y b. Quality measurements are an output of control quality and an input of perform quality assurance. During quality assurance we may use the quality control measurements to give us insight into which processes need improving and which do not. N a., c., and d. Quality measurements are an output of control quality and an input of perform quality assurance. We see them as inputs and outputs to no other processes.

5. A WBS is used for all of the following except: a. to help us communicate b. to help us build the team c. to show planned start and finish dates d. to organize the project deliverables

5. c. PMBOK ® Guide: Section 5.4 (implied though not explicitly stated) Y c. The WBS does not include dates. The schedule includes dates. N a. The WBS may help us communicate with many of the project stakeholders. N b. Building the WBS is a great team building activity. N d. The WBS organizes the project deliverables. They may be organized by phase, etc.

6. Currently you are overseeing the planning for a large software upgrade project. Your team is in the process of deconstructing the scope. A likely tool and technique they may use is: a. the scope backlog b. a precedence diagraming method c. a cause and effect diagram d. dependency determination

6. a. PMP ® Examination Content Outline June 2015 Y a. Multiple tools and techniques may be used to deconstruct the scope including the scope backlog. N b. and d. These tools and techniques are related to time and not scope. N c. The cause and effect diagram is often associated with quality though it could be applicable in many other areas

6. We are in the process of determining if the product deliverables are being built correctly. Often we use our organization's quality standards to help with this determination. These quality standards are included in the: a. enterprise environmental factors b. organizational process assets c. work performance data d. quality management plan

6. b. PMBOK ® Guide Section 8.3.1.8 Y b. Organizational standards are contained in the organizational process assets.

6. Your organization has been producing snack foods for over 50 years. Your current project is an extension of a very successful product line of highly processed chips. With the current interest in healthy food, your project has suddenly been terminated. There is a lot to do when a project is terminated. What is most important to focus on first? a. archiving all phase/ project records b. releasing resources c. reviewing work packages to understand current status d. working with subcontractors to end all open contracts

6. c. PMBOK ® Guide: Section 4.6.1.2 Y c. We need to understand the status of the work packages for multiple reasons. It is important to know if any of the work on the project to date is salvageable. From a different standpoint we need to review the status of the work packages to collect lessons learned. N b., c., and d. While we should do all of these activities, we first want to review the status of the work packages. We may need resources, including subcontractor resources to do this.

6. Resource leveling is a tool and technique of what process? a. define activities b. sequence activities c. develop schedule d. estimate activity durations

6. c. PMBOK ® Guide: Section 6.6.2.4 Y c. To resource level we need to have already performed the critical path method. Therefore, we are in the develop schedule process. N a., b., and d. Define activities, sequence activities, and estimate activity durations are all too early to have resource leveling as a tool and technique.

7. Affinity diagrams are a tool and technique of what process( es)? a. collect requirements b. define scope c. collect requirements and define scope d. define activities

7. a. PMBOK ® Guide: Section 5.2.2.4 Y a. Affinity diagrams group like ideas. They are a tool and technique of the collect requirements process. N b., c. and d. Affinity diagrams group like ideas. They are not a tool and technique of the define scope process, the define activities process or the define activities process. Afinity DIagram is part of group creativity techniques

7. Which management plan is an input into define scope? a. requirements management plan b. scope management plan c. schedule management plan d. configuration management plan

7. b. PMBOK ® Guide: Figure 5-6 and Section 5.3.1.1 Y b. Since the process is called define scope, it makes sense that the scope management plan is the input. N a. The requirements management plan is an input to collect requirements. N c. The schedule management plan is an input into several processes in the time knowledge area. N d. The configuration management plan is a subset of the project management plan.

8. Leadership is important throughout the life of the project. Effective leadership is most important: a. early in the project to communicate the vision b. during project planning to obtain a detailed project plan c. late in the project as the plan is being executed and the team is getting off track d. at the end of the project as we are obtaining final acceptance

8. a. PMBOK ® Guide Section X3.1 Y a. Leadership is important throughout the project but is most important early in the project's lifetime when the vision underlying the project is communicated.

8. Workarounds are: a. unplanned before the risk event occurs b. developed to aid in risk avoidance c. associated with risk mitigation d. the same as contingency plans

8. a. PMBOK ® Guide: Section 11.6.3.2 Y a. Workarounds are unplanned responses to emerging risks. N b. Clarifying requirements, obtaining information, improving communication, and acquiring expertise are examples of changing the project management plan to aid in risk avoidance. N c. Designing redundancy is associated with risk mitigation. N d. Contingency plans are planned responses associated with active acceptance.

8. Issue logs are an input of manage project team. They are an output of what process: a. plan human resource management b. manage stakeholder engagement c. develop project team d. acquire project team

8. b. PMBOK ® Guide: Figure 9-2 Y b. Issue logs are an output of manage stakeholder engagement and an input to manage project team, control communications, and control stakeholder engagement. N a. The human resource plan is the output of develop human resource plan. N c. Team performance assessments are one of the outputs of develop project team. N d. The project staff assignments are one of the outputs of acquire project team.

8. Work performance information is often: a. an input into project executing b. an output of project executing c. an output of controlling processes d. an output of closing processes

8. c. PMBOK ® Guide: Figure 3-5 Y c. Work performance information consists of the performance data that have been analyzed and integrated in context during many of the controlling processes. Therefore, it is an output of the controlling processes.

8. Organizations often struggle to get the information they expect from KPIs. A typical mistake many organizations make when setting KPIs is: a. the organization makes KPIs too simple and easy to understand b. the organization relates KPIs to corporate and project goals c. the organization creates too many KPIs d. the organization includes leading indicators of performance

8. c. Y c. If we have too many KPIs we become lost in detail and managing KPIs becomes a project in its own right. Ellis, Aileen. PMP® Exam Simplified: Updated for 2016 Exam (PMP® Exam Prep Series Book 4) (Kindle Locations 12359-12361). . Kindle Edition.

9. The customer has requested another change to your public safety project. The requested change is for public safety volunteers to act as scribes at geographically diverse locations during safety incidents. This requested change seems to be a great idea to you but you realize this idea was discussed before the project charter was signed and the sponsor rejected the idea. At this point you should: a. reject the change b. make the change as soon as possible since the customer has requested it c. get the change approved internally first d. see how the change effects the other project constraints

9. a. PMBOK ® Guide: Section 4.5 Y a. Since this idea was already discussed and the sponsor has already rejected it, we should reject it again. The question tells us nothing to make us believe that it would be considered now.

9. You have completed 90 percent of your project deliverables. The customer has been involved on a regular basis and to this point, has seemed very pleased with your on schedule and on budget performance. The customer informs you that they were expecting several additional deliverables that are not part of your plan. What process may have prevented this situation? a. define scope b. control scope c. control costs d. perform control quality

9. a. PMBOK ® Guide: Section 5.3 Y a. Define scope helps us communicate what work we will be performing and what work we will provide, and what work will be excluded. N b., c., and d. Control scope, Control costs, and control quality are all processes of the monitoring and controlling column. They are reactive not proactive processes and therefore most likely would not prevent this situation.

9. Exercising a flexible management style as the team matures is an example of: a. networking b. an organizational theory c. enterprise environmental factors d. organizational process assets

9. b. PMBOK ® Guide: Section 9.1.2.3 Y b. Organizational theory may tell us to be less flexible with a junior team and to be more flexible with a more mature team. N a. Networking may help us understand the project and organizational environment. It may also be a way to develop ourselves as a professional project manager. N c. Organizational culture is an example of an enterprise environmental factor that may be useful as we plan for human resource management. N d. Templates for positional descriptions are an example of an organizational process asset that may be useful as we plan for human resource management.

9. The process group that must provide feedback to implement corrective or preventive action is: a. planning b. executing c. monitoring and controlling d. implementation

9. c. PMBOK ® Guide: Section 3.6 Y c. The monitoring and controlling process group provides feedback to implement corrective or preventive actions to bring the project into compliance with the project management plan or to appropriately modify the project management plan. N a. The planning process group defines the course of action required to attain the objectives and the scope the project was undertaken to address. N b. The executing process group integrates people and other resources to carry out the project management plan for the project. N d. There is no such thing as an implementation process group.

In Close Project/Phase what does "Administrative Closure" include?

A big element of close project or phase is administrative closure. Administrative closure includes actions to: •meet exit criteria •transition of ownership of product •manage project records •release final resources •etc.

BAC

Budget at Completion = It is nothing but the total original budget for the project

CV & CPI

Cost Variance = EV-AC, Cost Performance Index = EV/AC

EV

Earned Value = What is the budgeted cost of the amount of work I have completed till this point (derived from baselines)

Daniel Goleman's mixed model of emotional intelligence

Emotional intelligence is comprised of self-awareness, self-regulation, internal motivation, empathy, and social skills. Self-awareness is the ability to recognize and understand personal moods and emotions, and how they affect others. Self-regulation relates to a person's ability to control impulses and moods. Internal motivation combines a person's reasons for working, beyond external factors like money and status. Empathy reflects a person's ability to understand the emotions of others and treat them according to their emotional reactions. Lastly, social skills reflect a person's ability to interact with others and build relationships.

EAC

Estimate at Completion: It is the estimate of the total forecasted cost if the current rate of over or under spend EAC = BAC/CPI (same rate as now) EAC = AC + (BAC - EV) (original estimated rate) EAC = AC + (BAC - EV)/(CPI*SPI) (both cost and schedule will affect) EAC = AC + New Estimate for Leftover work (New ETC)

ETC

Estimate to complete: Estimate to complete the rest of of the work ETC = EAC - AC

Perkinson

Fill the gap

Tuckman Ladder

Forming, Storming, Norming, Performing, Adjourning [Some teams get stuck in earlier stages and even get backward]

An organization's project management process capabilities are addressed in...

Organizational Project Management Maturity Model (OPM3) [1.8]

Your organization has been struggling with project management for years. Finally a PMO has been set-up and a project management methodology developed. You are a member of the PMO for your organization. Your project is to determine the maturity of your organization as it relates to project, program, and portfolio management. The standard( s) most likely to help you are:

Organizational Project Management Maturity Model (OPM3) [1.8]

Equation for PTA (Point of Total Assumption)

PTA-Point of total assumption- this is the point when the seller assumes all financial risk. PTA = target cost + (( ceiling price-target price)/ buyer share ratio)

PV

Planned Value = What is the budgeted cost of the amount of work planned to be finished at this point (derived from baselines)

Student Syndrome

Procrastination

SV & SPI

Schedule Variance = EV - PV, Schedule Performance Variance = EV/PV

What are the documents that are parts of teh Scope Baseline?

The scope baseline includes three documents: the scope statement, the WBS, and the WBS dictionary.

Dr Goldratt / ToC

Theory of Constraintss (ToC) in Critical Chain Method (Feeding Buffer and Project Buffer)

VAC

Variance at completion: Forecasted variance at completion at the present rate VAC = BAC - EAC

AC

What is the actual cost incurred for the amount of work completed at this point (a raw data)

Critical Path vs Critical Chain

assumes unlimited resource vs resource constrained

The framework that provides the project manager and the team with the structure, processes, decision-making models, and tools for managing the project is called: a. the project management plan b. project governance c. change control system d. project management information system

b. Governance is a project framework in which decisions are made. Systems and palns are not framework [2.2.2]

Your project is to design and build the stadium for a local university. The stadium will be used by both the university and local sports teams. It is important that the project adopt the tone of a modern city while not losing the charm of an established university. Suggestions have been made to overlap many of the project phases so as to save time and have the stadium ready for a critical soccer tournament. You realize that overlapping phases often leads to: a. improved resource optimization b. buffers to account for project uncertainty c. activity rework d. decreased risk

c. Fast tracking may increase the risk of rework. Resource leveling and resource smoothing may lead to increased resource optimization. [2.4.2.1]

10. The processes that specify and create the project's product are called: a. project management processes b. scope management processes c. product management processes d. quality management processes

c. PMBOK ® Guide: Chapter 3 - Introduction Y c. The product management processes are the processes used to create the project's product. SO THESE PROCESSES ARE OUTSIDE PMP N a. The 47 project management processes are associated with the project. These 47 processes are often repeated in each of the project phases, regardless of the project's product. N b. The scope processes are used to ensure we perform all the work, and only the work required, on the project. N d. The quality processes are used to ensure we achieve the project's objectives.

You have just been hired by a government agency. Although your title is electronics systems engineer, your primary role seems to be ensuring different functional groups such as electrical engineering, mechanical engineering, and structural engineering are communicating with one other. With respect to this organization's projects you are really operating as the: a. project manager b. project coordinator c. project expeditor d. functional manager

c. The project expeditor's role on a project is to serve as a communications link. The project coordinator is similar to a project expeditor but has some authority. [2.1.3]