trents_stuff

An output of the process Estimate activity resources is a document called "activity resource requirements". It identifies the types and quantities of resources... A. ...while the term resources is limited to equipment and materials. B. ...required for each activity in a work package. C. ...while the term resources is limited to human resources. D. ...to be obtained solely from the performing organization.

B. ...required for each activity in a work package. PMBOK® Guide 4th Edition, p 145

What is true for modern project management? Project managers need... A. ... to have a strict standing in negotiating B. ... to show experience in tricking business partners C. ... to be team players and facilitators instead of "bosses" D. ... to be strongly linked to local traditions

C. ... to be team players and facilitators instead of "bosses" Chapter 1 - Importance of People Skills in Project Management, in: People Skills for Project Managers by Steven W. Flannes and Ginger Levin http://pmi.books24x7.com/viewer.asp?bookid=6208&chunkid=108499407

Liquidated damages (LDs) are contractually agreed payments in order to... A. ...give the contractor an incentive to meet an aggressive schedule or challenging quality objectives. B. ...penalize the contractor for late completion of a project or failure to meet specifications. C. ...cover the customer's costs caused by late completion or failure to meet specifications by the contractor. D. ...make a bid or proposal binding for the offerer while the customer has time to select among various bidders.

C. ...cover the customer's costs caused by late completion or failure to meet specifications by the contractor. Chapter 7 - Project Contracts—(2) Ancillary Contracts, in: Principles of Project Finance by Edward Yescombe http://pmi.books24x7.com/viewer.asp?bkid=5680&destid=230#230

You have recently been assigned as a project manager to a new B-O-T (build, operate, transfer) capital project. Reviewing the initial documentation you found out that it has been calculated with a very small margin during operations of its product for the shareholders. What should you do? A. As you are not responsible for lifecycle costing, you don't have to worry about operation profits. Focus on project costs from initiation through handover. B. Ensure maximum profits by buying the best and cheapest items, components and modules―potentially from a big number of different suppliers―and integrating them. C. Create a realistic plan broken down to a sufficient level of detail. Perform all risk management processes. Ensure real-time communications with all stakeholders. D. Try to get a second project manager assigned to share decision making and accountability to shareholders with the person.

C. Create a realistic plan broken down to a sufficient level of detail. Perform all risk management processes. Ensure real-time communications with all stakeholders. Chapter 2 - What Is Project Finance? in: Principles of Project Finance by Edward Yescombe http://pmi.books24x7.com/viewer.asp?bookid=5680&chunkid=905004848 (on BOT Projects) PMBOK® Guide of responsibility for unrealistic expectations by management)

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

Initiating Answer: C. Technical inability and poor risk management by the contractor Reference: Project Management, A Systems Approach to Planning, Scheduling and Controlling by H. Kerzner, 10th edition, page 65, pmi.books24x7.com/viewer.asp?bkid=32027&destid=118#118.

Your organization considers running a project which will entail an investment of $1,000,000. The product from the project is forecasted to create revenues of $250,000 in the first year after the end of the project and of $420,000 in each of the two following years. What is true for the net present value of the project over the three years cycle at a discount rate of 10%? A. The net present value is positive, which makes the project attractive. B. The net present value is positive, which makes the project unattractive. C. The net present value is negative, which makes the project attractive. D. The net present value is negative, which makes the project unattractive.

Initiating Answer: D. The net present value is negative, which makes the project unattractive. Reference: Project Management, A Systems Approach to Planning, Scheduling and Controlling by H. Kerzner, 10th edition, page 616, pmi.books24x7.com/viewer.asp?bkid=32027&destid=978#978:

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

Initiating Answer: A. To formally authorize a project or a phase and document initial requirements which satisfy the stakeholder's needs and expectations. Reference: PMBOK® Guide 4th Edition, page 45.

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

Professional and social responsibility Answer: D. When you decide upon recognition and awards during team development. Reference: PMBOK® Guide 4th Edition, page 234.

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

Closing Answer: 2 References: PMBOK® Guide 4th Edition, pages 102, 339, 342.

An estimation has been made that the construction of a residential home will cost a certain amount per square foot of living area. This is an example of what type of estimating? A. Analogous estimating B. Bottom-up estimating C. Top-down estimating D. Parametric estimating

D. Parametric estimating PMBOK® Guide 4th Edition, p 439

Which is not a point used for three-point estimation? A. Optimistic estimate B. Most likely estimate C. Budget estimate D. Pessimistic estimate

Planning Answer: C. Budget estimate Reference: PMBOK® Guide 4th Edition, page 150.

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

Planning Answer: A. Control account Reference: PMBOK® Guide 4th Edition, page 121.

Which of the following is not a forecasting method? A. Scenario building B. Regression analysis C. Time series method D. Variance analysis

Planning Answer: D. Variance analysis Reference: PMBOK® Guide, 4th Edition, page 269.

Which is normally not regarded as an element of cost of quality? A. Prevention costs B. Maintenance cost C. Appraisal costs D. Failure costs

B. Maintenance cost PMBOK® Guide 4th Edition, p 195

A document called ____________ is created by decomposing the project scope into smaller, more manageable elements. A. Scope Statement B. Network Logic Diagram C. Work Breakdown Structure D. Requested Change

C. Work Breakdown Structure PMBOK® Guide 4th Edition, pp 116-122

What do you expect when you are submitting an invitation for bid to sellers? A. Offers which will differ significantly in solution approach and price. B. Offers which are similar enough to allow a selection based on price. C. Offers which are not primarily written to win against competition. D. General information on a seller's ability to provide the goods or services.

Executing Answer: B. Offers which are similar enough to allow a selection based on price. Reference: PMBOK® Guide 4th Edition, page 326.

You identified a technical risk in your project and assigned a contingency for that. Planning contingency reserves is part of which risk response strategy? A. Active risk mitigation B. Passive risk avoidance C. Passive risk acceptance D. Active risk acceptance

Executing Answer: D. Active risk acceptance Reference: PMBOK® Guide 4th Edition, page 304 ("accept").

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

Monitoring and controlling Answer: C. Excessive team member commitment Reference: Project Management, A Systems Approach to Planning, Scheduling and Controlling by H. Kerzner, 10th edition, page 206, pmi.books24x7.com/viewer.asp?bkid=32027&destid=335#335.

You created a baseline of your system configuration and added several changes to that as amendments. Meanwhile you are afraid that the big number of Deltas may cause inconsistencies and make you unable to understand the current system configuration. What should you do? A. Proclaim a design freeze. B. Go on with amendments. C. Revise the baseline. D. Create an entirely new configuration.

Monitoring and controlling Answer: C. Revise the baseline. Reference: PMBOK® Guide 4th Edition, page 93.

Which document is developed along the risk management processes from identify risks through plan risk responses to monitor and control risks? A. List of risk triggers B. Risk register C. Risk mitigation D. Decision tree

Planning Answer: B. Risk register References: PMBOK® Guide 4th Edition, page 54, 55, and 63.

Which is an appropriate order in most project situations for the development of scope-related documents? A. 1. Project SOW (statement of work), 2. Project charter, 3. Project scope management plan, 4. Project scope statement, 5. WBS (work breakdown structure) and WBS dictionary. B. 1. Work breakdown structure, 2. Scope statement, 3. Project charter, 4. CSOW (contractual statement of work), 5. Contractual work breakdown structure C. 1. Feasibility study 3. Contract, 4. CWBS (contractual work breakdown structure), 5. Scope of work descriptions, 6. PID (project initiation document). D. 1. BOM (Bill of materials), 2. CAP (control account plan), 3. Project charter 4. Change management plan, 5. Scope baseline.

A. 1. Project SOW (statement of work), 2. Project charter, 3. Project scope management plan, 4. Project scope statement, 5. WBS (work breakdown structure) and WBS dictionary. PMBOK® Guide 4th Edition, p 43 (overview), 74 (Project charter input: SOW), 104 (scope management plan), 112 (define scope process output: scope statement), 116 (create WBS process)

You are performing earned value technique on your project. After budget approval, an additional and unexpected cost item has been identified, which made the project more expensive some weeks ago. The item has meanwhile been paid by the project team, and it is expected that for the remaining duration of the project, costs will be as budgeted. In this case, which is the best formula to calculate EaC (Estimate at Completion)? A. EaC = BaC - CV B. EaC = BaC / CPI C. EaC = AC + BtC / CV D. You can not compute the EaC.

A. EaC = BaC - CV PMBOK® Guide 4th Edition, pp 182 (CV = EV - AC) and 184 (EAC = AC + BAC - EV)

What is not the purpose of configuration control when configuration management is applied in a project? A. Verification that the configuration identification for a configuration item is accurate, complete, and will meet specified program needs. B. Ensuring that proposed and approved changes to configuration items are fully analyzed. C. Ensuring that proposed and approved changes to configuration items are fully documented. D. Managing and controlling the frequently requested changes to a project by applying agreed rules.

A. Verification that the configuration identification for a configuration item is accurate, complete, and will meet specified program needs. http://www.pmi.org/PDF/Members/Standards/PS_ProjectConfiguration.pdf pp. 29, 48, 56 ("Configuration control" and "Configuration identification")

Which of the following is generally not regarded to be a motivator according to Frederick Herzberg? A. Working conditions and interpersonal relations B. Responsibility for enlarged task C. Interest in the task D. Recognition for achievement

A. Working conditions and interpersonal relations Chapter 5 - Motivation, in: Management Skills for New Managers by Carol W. Ellis http://pmi.books24x7.com/viewer.asp?bookid=8854&chunkid=588141747

A project management team is evaluating the causes that might contribute to unsatisfactory performance and quality. Which of the following statements is not true? A. Normal process variation is attributable to random causes and sometimes also called "white noise". B. Special causes are easier to predict and handle than random causes (also called common causes). C. Special causes are unusual events which are difficult to foresee and often produce outliers. D. A process can be optimized to limit the bandwidth of variations due to random causes.

B. Special causes are easier to predict and handle than random causes (also called common causes). PMBOK® Guide 4th Edition, pp 429 and 449

What is true for prototypes? A. Prototyping causes significant costs and should be avoided wherever possible. B. They are tangible and allow for early feedback on requirements by stakeholders. C. Prototypes are mostly developed toward the end of a design or build phase. D. Prototypes increase the risk of misunderstandings between developers and users.

B. They are tangible and allow for early feedback on requirements by stakeholders. PMBOK® Guide 4th Edition, p 109

Which of the following is true regarding the code of accounts? A. It allows one to easily identify the breakdown level of the item in the resource structure. B. It describes the coding structure used by the performing organization to report financial information in its general ledger. C. It is the collection of unique identifiers generally assigned to WBS items. D. It defines ethical behavior in the project and the responsibilities to the customer and the profession.

C. It is the collection of unique identifiers generally assigned to WBS items. PMBOK® Guide 4th Edition, p 429

The project manager meets with the project team to review lessons learned from previous projects. In what activity is the team involved? A. Performance management B. Scope identification C. Risk identification D. Project team status meeting

C. Risk identification

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

Closing Answer: A. Parts which were marked as-is must be held available for free replacement in case of failure. Reference: Project Management JumpStart by Kim Heldman, page 268, pmi.books24x7.com/viewer.asp?bkid=10556&destid=611&term=in+Closing+process#6 11.

What is not the main purpose of a final project report? A. Preparing acceptance of the final product, service or result. B. Making stakeholders aware that the project has been closed out. C. Acknowledging what has been done and achieved by all contributors. D. If a project has been cancelled before completion: Explaining the causes.

Closing Answer: A. Preparing acceptance of the final product, service or result. References: PMBOK® Guide, 4th Edition, page 102; Tom Kendrick, Identifying and Managing Project Risk: Essential Tools for Failure-Proofing Your Project, page 323, pmi.books24x7.com/viewer.asp?bookid=5591&chunkid=0802978591&rowid=703.

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

Closing Answer: A. The deliverables of the project must have been accepted. Reference: PMBOK® Guide, 4th Edition, pages 101-102.

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

Closing Answer: A. The project was terminated early. At that time, it was over budget and ahead of schedule. Reference: PMBOK® Guide 4th Edition, page 182.

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

Closing Answer: A. The reviewed person will regard the assessment process as fair and developmental. Reference: Managing Project Quality by Timothy J. Kloppenborg and Joseph A. Petrick, page 66, pmi.books24x7.com/viewer.asp?bkid=6206&destid=171&destid=166&destid=166&term =project+quality+assurance#170.

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

Closing Answer: B. Focus on your next project and leave the customer the time to get familiar with the software. They will come back to you anyway after some weeks to terminate the contract and make the last payment. Reference: PMBOK® Guide 4th Edition, pages 99-102.

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

Closing Answer: B. Formally close the project. Stakeholders will find a way by themselves to sort things out. Reference: PMBOK® Guide 4th Edition, page 99.

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

Closing Answer: B. Lessons learned must detail how certain groups or persons caused failures and delays, especially if they are inside the own organization. Reference: PMBOK® Guide 4th Edition, page 214.

Your project, run for a customer, is coming to an end. The customer has been contractually granted a three years warranty period for the product of the project. What should you do first? A. Hand all relevant documentation over to the organizational unit responsible for handling the warranty. B. There is no additional work to be done. The contract should describe all processes in sufficient detail. C. Changes on the product can affect warranty clauses. Ensure that these clauses are aligned with the final specifications. D. According to many legislations, you cannot formally close a project before the end of the warranty period.

Closing Answer: C. Changes on the product can affect warranty clauses. Ensure that these clauses are aligned with the final specifications. Reference: PMBOK® Guide 4th Edition, page 340 ("Procurement documentation").

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

Closing Answer: C. The project has been terminated before completion. At that time it was behind schedule and on budget Reference: PMBOK® Guide 4th Edition, page 183.

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

Closing Answer: C. Use your network of project managers to find another assignment for the person which allows for smooth transition and does not conflict with your needs. Reference: PMBOK® Guide 4th Edition, page 224 (last paragraph).

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

Closing Answer: D. Conformance to requirements of the project and fitness for use of the deliverables Reference: PMBOK® Guide 4th Edition, page 190.

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

Closing Answer: D. Early termination of a contract because of an immaterial breach Reference: PMP: Project Management Professional Study Guide, by Kim Heldman, Claudia Baca and Patti Jansen, Deluxe Edition, pages 449-452, pmi.books24x7.com/viewer.asp?bookid=13449&chunkid=602526344.

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

Closing Answer: D. Suspend the discussion and schedule another meeting Reference: The Human Aspects of Project Management: Human Resources Skills for the Project Manager by Vijay K. Verma, Volume Two, page 152, pmi.books24x7.com/viewer.asp?bookid=3030&chunkid=893060287.

You are running a project for a customer based on a cost-reimbursable contract with the following terms: Target costs: $1,000,000 Fixed fee: $100,000 Benefit/cost sharing: 80% / 20% Price ceiling: $1,200,000 Which is the PTA (= point of total assumption, break point) of the project? A. $1,300,000 B. $1,500,000 C. $80,000 D. $1,125,000

D. $1,125,000 Chapter 9 - Quantitative Methods in Project Contracts, in: Quantitative Methods in Project Management by John Goodpasture http://pmi.books24x7.com/viewer.asp?bookid=8442&chunkid=845042298

You have been assigned as a project manager to a software project. While you and your team are working on a WBS (work breakdown structure), estimations for activity durations based on the activity list vary significantly. Which additional documents may help you clarify this situation? A. Milestone list and scope baseline. B. Project schedule network diagrams and human resource plan. C. Activity cost estimates and scope baseline. D. Activity attributes and project scope statement.

D. Activity attributes and project scope statement. PMBOK® Guide 4th Edition, p 51

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

Executing Answer: A. ...singular measurements outside the bandwidth between an upper and lower control limit. Reference: Managing Project Quality by Timothy J. Kloppenborg and Joseph A. Petrick, page 70, pmi.books24x7.com/viewer.asp?bookid=6206&chunkid=0324731767&rowid=185.

During the execution of a project to build a complex defense system, your team has run into a deep crisis. The project's goal and objectives have been challenging right from the start, but now you have discovered that your team members have become increasingly unaware of them. Being busy solving detail problems, they often fail to understand the overall requirements. Then they develop solutions which resolve issues in their area of limited responsibility, while causing new problems at the interfaces with other system components. Meanwhile, the team members show signs of growing frustration, and time is running away. How can you help your team in this situation? A. Accompany your team members along a sequence of maturity levels from dependence through independence to interdependence. B. Ignore the low-level issues and focus on achieving the overall requirements, details can be sorted out during test and handover. C. If everybody simply does their jobs, then there should be no problem. Make sure that team members are fully aware of their accountability. D. Problems of this dimension have their origin in fundamental personal incompatibilities between team members. You should replace them all.

Executing Answer: A. Accompany your team members along a sequence of maturity levels from dependence through independence to interdependence. Reference: The Human Aspects of Project Management: Managing the Project Team by Vijay K. Verma, Volume Three, page 70, pmi.books24x7.com/viewer.asp?bookid=3028&chunkid=489211702.

A request, demand or assertion of a contract partner for consideration, compensation or payment under a legally binding contract, such as a disputed change, is often referred to as a____. A. Claim B. Trial C. Refinement D. Audit

Executing Answer: A. Claim Reference: PMBOK® Guide 4th Edition, page 428.

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

Executing Answer: A. Co-location Reference: PMBOK® Guide 4th Edition, page 234.

During execution in a project to build a major road bridge, your team found a major flaw in the technical drawings. On an ad-hoc base, they had to find and implement a workaround to avoid delays and mitigate technical problems. What should you do next? A. Meticulously document the problem and the workaround to create a requested change to the project management plan, which will then be passed to the body responsible for the change control decision. B. The workaround was performed on a technical level only. As long as it does not influence the function of the bridge or the organizational configuration of the project, a change request will not be necessary. C. A retroactive formal change request side is not reasonable. Create some additional documents describing the workaround and sign them by yourself, you can present them during the next regular CCB meeting. D. It is normal in projects that during project execution inconsistencies arise between planning documents and actual implementation. This is no problem as long as the functional status of the product is maintained.

Executing Answer: A. Meticulously document the problem and the workaround to create a requested change to the project management plan, which will then be passed to the body responsible for the change control decision. Reference: PMBOK® Guide 4th Edition, page 312 (11.6.3.3).

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

Executing Answer: A. The interpersonal relationships between team members are their private issue. You should not interfere. Reference: Project Management, A Systems Approach to Planning, Scheduling and Controlling by H. Kerzner, 10th edition, page 211, pmi.books24x7.com/viewer.asp?bookid=32027&chunkid=485616045.

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

Executing Answer: A. The statement of work is prepared by the customer while the scope statement is developed by the project management team. References: PMBOK® Guide 4th Edition, pages 75, 115.

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

Executing Answer: B. ...are incentives such as rewards, gifts, or money. Reference: Project Management JumpStart by Kim Heldman, page 222, pmi.books24x7.com/viewer.asp?bookid=10556&chunkid=404199992.

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

Executing Answer: B. ...the minority of causes, which create the majority of problems and defects. Reference: PMBOK® Guide, 4th Edition, pages 210-211.

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

Executing Answer: B. A statement of work that has been formally agreed upon by both parties and is therefore part of a Contract. Reference: Delivering Project Excellence with the Statement of Work by Michael G. Martin, page 37, pmi.books24x7.com/viewer.asp?bkid=6197&destid=98&term=definition#98.

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

Executing Answer: B. Calculating free float and total float is generally not reasonable for finished activities. References: PMBOK® Guide, 4th Edition, pages 155, 435.

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

Executing Answer: B. Coordinating people and resources Reference: PMBOK® Guide 4th Edition, page 55.

The _______ can be used to assess outlays and funding requirements. A. Cost assignment matrix B. Cost performance baseline C. Cost variance analysis D. Control account plan

Executing Answer: B. Cost performance baseline Reference: PMBOK® Guide 4th Edition, page 178.

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

Executing Answer: B. Develop a training plan Reference: PMBOK® Guide 4th Edition, page 225 ("Training needs").

You are performing quality control on your project. How can a process flow chart help you? A. It may help identify outliers. B. It may help anticipate problems. C. It may help spot accountable staff. D. It may help react later.

Executing Answer: B. It may help anticipate problems. Reference: PMBOK® Guide 4th Edition, page 198.

Which is not a type of project review meeting? A. Team review meetings B. Project status meetings C. Executive management review meetings D. Customer review meetings

Executing Answer: B. Project status meetings Reference: Project Management, A Systems Approach to Planning, Scheduling and Controlling by H. Kerzner, 10th edition, page 243, pmi.books24x7.com/viewer.asp?bookid=32027&chunkid=0771148236.

When you perform quality assurance in your project, which technique could you typically use? A. Code review B. Quality audit C. Inspection D. Scope verification

Executing Answer: B. Quality audit References: PMBOK® Guide 4th Edition, pages 204, 440.

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

Executing Answer: B. Quality management plan Reference: PMBOK® Guide 4th Edition, page 445.

What should you focus on when managing the stakeholders of your project? A. Ensure the order of phases. B. Resolve issues. C. Identify the stakeholders. D. Ensure stakeholder value.

Executing Answer: B. Resolve issues. Reference: PMBOK® Guide 4th Edition, page 261-262.

The members of your project team have been assigned to your project with general availability levels of 50%. Yesterday, they reported to you that significant variances occurred during project execution. You have noted that the team members have been spending less than 50% of their time working on your project. Your project schedule is about to become heavily delayed, and deadlines are in jeopardy. What should you do? A. Talk to your sponsor and try to get more resources assigned on similar conditions as the existing ones. B. Talk with functional managers. Negotiate clear and written assignments with reliable scheduling priorities. C. Ignore the difficulties, adjust your schedule and negotiate new deadlines according to the slower progress. D. Focus on internal charges. Make sure that your project is not getting charged for more than the actual work.

Executing Answer: B. Talk with functional managers. Negotiate clear and written assignments with reliable scheduling priorities. Reference: PMBOK® Guide 4th Edition, page 239.

While executing a project, you sense a slightly negative attitude in your team. Which type of document do you now need, among others, to better understand and then be able to improve the situation? A. Project charter B. Team performance assessments C. Cost baseline D. Statement of work

Executing Answer: B. Team performance assessments Reference: PMBOK® Guide 4th Edition, page 236.

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

Executing Answer: B. Telling, selling, participating, delegating. References: Deborah S. Kezsbom and Katherine A. Edward , The New Dynamic Project Management: Winning Through the Competitive Advantage, Second Edition, pages 266-275, pmi.books24x7.com/viewer.asp?bookid=8645&chunkid=0921290582&rowid=566; H. Kerzner, Project Management, A Systems Approach to Planning, Scheduling and Controlling, 10th edition, page 221, pmi.books24x7.com/viewer.asp?bkid=32027&destid=349#349.

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

Executing Answer: B. Weighting system Reference: PMBOK® Guide 4th Edition, pages 328-329.

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

Executing Answer: B. When project scope includes the progressive elaboration of the scope of deliverables. Reference: Program Management: A Comprehensive Overview of the Discipline by Mitchell L. Springer, page 34, pmi.books24x7.com/viewer.asp?bookid=3584&chunkid=533168870.

In a project, a cost incentive contract has been awarded to a contractor with the following parameters: Target cost: $1,000,000 Target contractor fee: $100,000 Cost benefit sharing ratio: 80%/20% Price ceiling: $1,200,000 What is the point of total assumption (PTA, breakpoint) of the project? A. $1,000,000 B. $1,100,000 C. $1,125,000 D. $1,200,000

Executing Answer: C. $1,125,000 Reference: Quantitative Methods in Project Management by John Goodpasture, pages 250-251, pmi.books24x7.com/viewer.asp?bkid=8442&destid=670&term=Point+of+total+assump tion+(PTA)#670. Breakpoint costs: $1,125,000 Variance:$125,000 80% customer share:$100,000 Customer price: Target price $1,100,000 Share on variance $100,000 Breakpoint price $1,200,000

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

Executing Answer: C. Projects will be run by the functional organization and project managers expedite change control. Reference: PMBOK® Guide 4th Edition, pages 25, 443.

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

Executing Answer: C. Quality documentation Reference: PMBOK® Guide 4th Edition, pages 204.

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

Executing Answer: C. The communications management plan describes the information delivery needs including format and level of detail. Reference: PMBOK® Guide 4th Edition, page 429.

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

Executing Answer: C. Variables sampling includes collection of quantitative data on the degree of conformity for each item of a sample. Reference: PMBOK® Guide 4th Edition, page 206.

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

Executing Answer: C. When it is best to deal with a risk as it occurs. Reference: PMBOK® Guide 4th Edition, page 304.

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

Executing Answer: D. ...a document issued by a sponsor authorizing the project manager to apply resources to project activities. Reference: PMBOK® Guide 4th Edition, page 452.

What is not true for change requests? A. Change requests should always be handled in a controlled and integrative fashion. B. Change requests surpassing the formal change control processes can lead to scope creep. C. Professionally managed, change requests can help improving a project and resolving emerging problems. D. Change requests are always a sign of bad planning and should be avoided therefore.

Executing Answer: D. Change requests are always a sign of bad planning and should be avoided therefore. References: PMBOK® Guide 4th Edition, pages 93, 125 (5.5).

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

Executing Answer: D. Developing a vision and strategy and motivating people Reference: PMBOK® Guide 4th Edition, page 240.

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

Executing Answer: D. Has a CV of the prospective project manager been sent with the proposal? Reference: PMBOK® Guide 4th Edition, page 331-333.

During execution of a project, you observe that the performance of some of your team members is dropping, while others are doing a consistently good job. What should you try first to bring the team as a whole back to performance? A. Organize a team meeting and discuss openly the bad performance of the weak team members. Try to find a joint solution during the meeting. B. Introduce a competitive incentive system with a bonus for the 20% of your team which is performing better than the other 80%. C. Do not interfere, but give the team some time to organize, and sort the problem out by low-level conflict management. D. Introduce a system of formal and informal performance appraisals, research causes for bad performance and solicit mutual feedback.

Executing Answer: D. Introduce a system of formal and informal performance appraisals, research causes for bad performance and solicit mutual feedback. Reference: PMBOK® Guide 4th Edition, page 238.

During a meeting, a discussion came up: To which degree does your project have to be compliant to the processes enumerated in the PMBOK® Guide? What should be the guiding principle to answer this question? A. The processes are meant as rough guidelines to which a team should only adhere if there is enough consensus. B. The more processes the project team follows, the better the project's performance will be. C. The project manager must follow all 42 processes for project management without alterations. D. The project team must select appropriate processes required to meet the project requirements.

Executing Answer: D. The project team must select appropriate processes required to meet the project requirements. Reference: PMBOK® Guide 4th Edition, page 37.

What is important for quality auditors? A. They must be in-house personnel. B. They must be third-party staff. C. They must be mandated by the auditee. D. They must be properly trained.

Executing Answer: D. They must be properly trained. Reference: PMBOK® Guide 4th Edition, page 204.

What is important for quality auditors? A. They must be in-house personnel. B. They must be third-party staff. C. They must be mandated by the auditee. D. They must be properly trained.

Executing Answer: D. They must be properly trained. Reference: PMBOK® Guide 4th Edition, page 204.

Which is not a goal in both project management and quality management? A. Prevention over inspection B. Customer satisfaction C. Management responsibility D. Triple constraint

Executing Answer: D. Triple constraint Reference: PMBOK® Guide 4th Edition, pages 190-191.

The scope baseline includes____. A. The various management plans of the project B. Schedule baseline and cost baseline C. Product configuration ID and statement of work D. WBS dictionary, WBS, scope statement

Executing Answer: D. WBS dictionary, WBS, scope statement Reference: PMBOK® Guide 4th Edition, pages 122, 124, 319.

During project execution you found out that work is often not performed at the right time and in the right order. Deliverables are made by one team member that cannot be processed by another one. This already leads to timely rework and bad morale among team members. Which project management tool is most appropriate to deal with problems like this? A. Organization chart B. RACI matrix C. Communications management plan D. Work authorization system

Executing Answer: D. Work authorization system Reference: PMBOK® Guide 4th Edition, page 452.

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

Executing Answer: B. Triple constraint Reference: Sponsoring a Project by Paula K. Martin, pmi.books24x7.com/viewer.asp?bookid=12615&chunkid=514195683.

You are going to take over a new project as the project manager in an enterprise unknown to you. What should you investigate during the chartering process? A. Enterprise environmental factors B. Project management plan C. Project risk register D. Team performance reports

Initiating Answer: A. Enterprise environmental factors References: PMBOK® Guide 4th Edition, pages 14 and 76.

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

Initiating Answer: A. Obtain a project charter which links the project to the strategy and ongoing work of the organization and documents the initial decisions Reference: PMBOK® Guide 4th Edition, pages 74-77.

Some colleagues told you that they are planning, executing, monitoring and controlling a project by use of milestones only with durations between 1 and 4 weeks. What do you think? A. The approach is erroneous. A milestone is a significant point with zero duration to highlight achievements. B. It is a good approach as long as the milestones reflect fixed or imposed dates during the project lifecycle only. C. It is a good approach if the milestones are used for reviews between consecutive project phases only. D. It is a good approach because it saves from progress measurement on activities and work packages.

Initiating Answer: A. The approach is erroneous. A milestone is a significant point with zero duration to highlight achievements. Reference: PMBOK® Guide 4th Edition, page 136, 158, 438.

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

Initiating Answer: A. regular plant maintenance Reference: PMBOK® Guide 4th Edition, page 75.

Projects may be authorized by all of the following except____. A. the project team B. a sponsor C. a PMO D. a portfolio review board

Initiating Answer: A. the project team Reference: PMBOK® Guide 4th Edition, page 74.

A project charter is a document that... A. ...describes both the project scope and the product scope at detail level. B. ...authorizes the project and the use of organizational resources to meet project requirements. C. ...breaks down the project scope over several steps to describe the project on work package level. D. ...describes all activities which are necessary to create the project deliverables.

Initiating Answer: B. ...authorizes the project and the use of organizational resources to meet project requirements. Reference: PMBOK® Guide 4th Edition, page 442.

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

Initiating Answer: B. A project initiator or sponsor Reference: PMBOK® Guide 4th Edition, page 74.

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

Initiating Answer: B. If the project budget is an honest one, then a reduction in budget must be accompanied by a trade-off in either time or performance. Reference: Project Management, A Systems Approach to Planning, Scheduling and Controlling by H. Kerzner, 10th edition, page 603, pmi.books24x7.com/viewer.asp?bkid=32027&destid=958#958.

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

Initiating Answer: B. Sunk cost analysis Reference: The Project Management Tool Kit: 100 Tips and Techniques for Getting the Job Done Right by Tom Kendrick, pages 164-165, pmi.books24x7.com/viewer.asp?bkid=4546&destid=582&destid=583&term=Return+on +investment+analysis#582.

Following the cultural approach of the corporation for which you are starting to manage a project, you are guiding your project team through the first life-cycle phase of conceptualization. Your next step is to call for a team meeting to let ideas emerge in an unrestricted creative process. What exactly should that look like? A. You write down the ideas of team members and structure them into categories of strengths, weaknesses, opportunities and threats during the session. B. You creatively gather thoughts and ideas without any discussion or frowning. These ideas are only filtered and structured after the end of the brainstorming session. C. Your team members wear hats with different colors, each of which stands for a way of thinking. Each member discusses topics from the viewpoint of their thinking. D. You try to eradicate deviating ideas and concepts of team members during the meeting, so that the entire project team follows your principles.

Initiating Answer: B. You creatively gather thoughts and ideas without any discussion or frowning. These ideas are only filtered and structured after the end of the brainstorming session. Reference: Project Management, A Systems Approach to Planning, Scheduling and Controlling by H. Kerzner, 10th edition, page 418, pmi.books24x7.com/viewer.asp?bkid=32027&destid=635#635.

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

Initiating Answer: C. Project charter References: PMBOK® Guide 4th Edition, pages 73, 78.

You are identifying key stakeholders for your project. Which of the following is not included in any case? A. Project manager and project team B. Customer and users C. Sponsor D. Media representatives

Initiating Answer: D. Media representatives Reference: PMBOK® Guide 4th Edition, page 25-27.

A run chart is a useful tool to show... A. ...patterns and trends in a row of data points. B. ...behavior of data points against control criteria. C. ...behavior of data points against specifications. D. ...the error margin of a sample versus a whole population.

Monitoring and controlling Answer: A. ...patterns and trends in a row of data points. Reference: PMBOK® Guide 4th Edition, page 211.

A project was assessed and the following earned value data have been found: PV: $750,000 EV: $750,000 AC: $900,000 What is the burn rate of the project? A. 1.20 B. 1.10 C. 1.00 D. 0.83

Monitoring and controlling Answer: A. 1.20 Reference: Project Management, A Systems Approach to Planning, Scheduling and Controlling by H. Kerzner, 10th edition, page 647, pmi.books24x7.com/viewer.asp?bkid=32027&destid=1032#1032.

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

Monitoring and controlling Answer: A. Baselines in system configurations are often also referred to as deltas. References: PMBOK® Guide 4th Edition, pages 59, 93.

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

Monitoring and controlling Answer: A. Inspection Reference: PMBOK® Guide 4th Edition, page 436.

What is the five whys method used for? A. Root cause analysis B. Identification of random causes C. Identification of special causes D. Identification of causes of conflicts

Monitoring and controlling Answer: A. Root cause analysis Reference: Managing Six Sigma: A Practical Guide to Understanding, Assessing, and Implementing the Strategy That Yields Bottom-Line Success by Forrest W. Breyfogle III, James M. Cupello and Becki Meadows, page 112, pmi.books24x7.com/viewer.asp?bkid=7255&destid=276&term=%22Five+whys+%22#276.

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

Monitoring and controlling Answer: A. The cost baseline will be updated and the new baseline will be the basis for future earned value analysis. Reference: PMBOK® Guide 4th Edition, page 188.

You are assigned as a project manager for an internal project. During cost planning and budgeting you discovered that there are peak times of costs during the project and other times when costs are fairly low. What could this mean for the project? A. The fiscal budget mechanism which is used by the performing organization may not allow for cost peaks in your project, and you may have to level out expenditures over time. B. You can silently create budget contingencies during low-cost periods and re- use them later during those periods when you have to cover peak levels in project costs. C. You may find another project manager with a project that has a different rhythm of high and low costs. Then, you may be able to move budget during one project's low cost periods to the other project. D. You are a project manager and work with a lifecycle budget for your project. Fiscal budgets are a matter of the functional organization, and you have generally not to care about them.

Monitoring and controlling Answer: A. The fiscal budget mechanism which is used by the performing organization may not allow for cost peaks in your project, and you may have to level out expenditures over time. Reference: PMBOK® Guide 4th Edition, page 178 ("Funding limit reconciliation...").

The sales representative of your company recently contacted you. You made some estimates on direct costs for an offer on a firm fixed-price contract. According to company policies, indirect costs (overheads) are to be calculated as a percentage of the direct costs, the sum of both cost types caused him to calculate a far too high price. How should you not react? A. You reduce your direct cost estimates by reducing the amount of work and the rates allocated to them. This allows a reduction of the overhead costs and a lower price. B. Calculating overheads as a percentage of direct costs is just a model to simplify calculations. A more specific analysis of these costs may lead to a more realistic project price. C. Cost estimates are quantitative assessments of the probable costs required to complete project work. These are made by the project team. It is the sales person's job to make the price. D. You make the sales person aware that a reduction of direct costs may reduce the numbers for overhead cost allocation, but will not influence the actual overheads.

Monitoring and controlling Answer: A. You reduce your direct cost estimates by reducing the amount of work and the rates allocated to them. This allows a reduction of the overhead costs and a lower price. References: PMBOK® Guide 4th Edition, pages 169, 174.

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

Monitoring and controlling Answer: B. $3,500,000 Reference: PMBOK® Guide 4th Edition, pages 181-183.

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

Monitoring and controlling Answer: B. 30 days References: Project Management JumpStart by Kim Heldman, page 171, pmi.books24x7.com/viewer.asp?bkid=10556&destid=398&destid=389&destid=389&ter m=standard+deviation+in#398; Project Management: A Systems Approach to Planning, Scheduling, and Controlling by H. Kerzner, 10th Edition, page 513, pmi.books24x7.com/viewer.asp?bkid=32027&destid=788#788.

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

Monitoring and controlling Answer: B. Bring the issue to your sponsor and discuss how this should be handled. Together with the sponsor adhere to the guidelines which describe how budgets will be reviewed and refined. Reference: PMBOK® Guide 4th Edition, page 168.

Which statement on constructive changes is false? A. Constructive changes are contract changes which are construed from actions taken by either party, not from a change document. B. Changes in projects under contract are called Constructive changes if they yield benefits for both parties. C. Constructive changes are a frequent cause of disputes and claims of one contract party against the other. D. Field changes should be meticulously documented to avoid an interpretation as constructive change.

Monitoring and controlling Answer: B. Changes in projects under contract are called Constructive changes if they yield benefits for both parties. Reference: PMBOK® Guide 4th Edition, page 341.

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

Monitoring and controlling Answer: B. Negotiate a contract over more than 100 items and perform acceptance sampling for the surplus of the batch on deliv Reference: Project Management, A Systems Approach to Planning, Scheduling and Controlling by H. Kerzner, 10th edition, page 912, pmi.books24x7.com/viewer.asp?bkid=32027&destid=1479#1479.

In configuration management, which of the following is necessary to maintain the integrity of baselines? A. Analyzing variances by comparing baseline information with actual project data. B. Releasing only approved changes for incorporation into products or services. C. Ensuring that team members adhere to a code of ethical conduct and behavior. D. Ensuring transparency across all project management processes and activities.

Monitoring and controlling Answer: B. Releasing only approved changes for incorporation into products or services. Reference: PMBOK® Guide 4th Edition, page 93.

Being the project manager in a high-risk electronics project with a lot of new technologies, you developed a risk management plan and identified risks which you documented in a risk register. Then, the risks were analyzed and response planned. It is getting obvious during risk monitoring and control meetings that the documents you created are not very helpful. What have you probably done wrong? A. You failed to use an RBS. B. You did the first processes alone. C. You did not identify Triggers. D. You did not calculate EMVs.

Monitoring and controlling Answer: B. You did the first processes alone. References: PMBOK® Guide 4th Edition, page 279, 282.

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

Monitoring and controlling Answer: C. $1,100,000 Reference: PMBOK® Guide 4th Edition, page 184 ("EAC forecast for ETC work performed at the budgeted rate").

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

Monitoring and controlling Answer: C. ...signals a weak spot in the scope definition process, caused by incomplete contracts and specifications. Reference: PMBOK® Guide 4th Edition, page 7.

Processes of configuration management commonly include all of the following except: A. Configuration identification B. Configuration status accounting C. Configuration chartering D. Configuration audit

Monitoring and controlling Answer: C. Configuration chartering References: PMBOK® Guide, 4th Edition, page 95, Practice Standard for Project Configuration Management (https://drm.pmi.org/Default.aspx?doc=Practice_Standard_Project_Configuration_Management.pdf&r=http://www.pmi.org/PMBOK-Guide-and-Standards/Standards-Library-of-PMI-Global-Standards.aspx)

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

Monitoring and controlling Answer: C. Develop a joint quality policy for the project and seek commitment by all organizations. Reference: PMBOK® Guide 4th Edition, page 194 (last paragraph).

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

Monitoring and controlling Answer: C. It is the project management team's responsibility to obtain stakeholder's formal acceptance of the completed project scope and deliverables. Reference: PMBOK® Guide 4th Edition, page 130.

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

Monitoring and controlling Answer: C. Performing milestone trend analysis (MTA) Reference: PMBOK® Guide 4th Edition, page 93.

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

Monitoring and controlling Answer: C. TCPI calculated as (BAC-EV) / (BAC-AC) Reference: PMBOK® Guide 4th Edition, page 185-186.

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

Monitoring and controlling Answer: C. The project is behind schedule and over budget. Reference: PMBOK® Guide 4th Edition, pages 181-187. Project week 1 2 3 4 5 6 At data date SV = EV - CV = EV - Actual costs $65,000 $85,000 $100,000 $125,000 $135,000 $125,000 $635,000 Earned value $61,000 $79,000 $102,000 $124,000 $133,000 $120,000 $619,000 Planned value $67,000 $89,000 $110,000 $121,000 $139,000 $131,000 $657,000 PV = -$38,000 (behind schedule) AC = -$16,000 (over budget)

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

Monitoring and controlling Answer: C. You should immediately inform your management, which should then assess whether this CPI constitutes a material financial issue. Reference: Earned Value Project Management by Quentin W. Fleming and Joel M. Koppelman, Third Edition, page 183, pmi.books24x7.com/viewer.asp?bookid=13236&chunkid=0240496937&rowid=409.

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

Monitoring and controlling Answer: D. $2,400,000 Reference: PMBOK® Guide 4th Edition, page 185 ("EAC forecast for ETC work considering both SPI and CPI factors").

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

Monitoring and controlling Answer: D. Identifying whether the process is in control or not. Reference: PMBOK® Guide, 4th Edition, page 206.

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

Monitoring and controlling Answer: D. Improve feelings of trust and cohesiveness among team members. Reference: PMBOK® Guide 4th Edition, pages 229-230.

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

Monitoring and controlling Answer: D. Prevention costs - appraisal costs - failure costs Reference: PMBOK® Guide 4th Edition, page 195 (figure 8-4).

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

Monitoring and controlling Answer: D. Research outliers, they may give you important insights into problems which may trouble later production. Reference: Managing Project Quality by Timothy J. Kloppenborg and Joseph A. Petrick, page 70, pmi.books24x7.com/viewer.asp?bkid=6206&destid=185&destid=182&term=statistical+ quality+control+charts#184.

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

Monitoring and controlling Answer: D. Some dummy activities in the network logic have an element of uncertainty, which gets bigger over time. While the project proceeds, it is getting even harder to predict how the team members assigned to them will perform. Reference: PMBOK® Guide 4th Edition, page 308.

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

Monitoring and controlling Answer: D. The project is on budget and ahead of schedule. Reference: PMBOK® Guide 4th Edition, page 181-182.

Crashing describes a technique to speed up a project by... A. ...reallocating existing resources or assigning additional resources to the project. B. ...overlapping activities which were originally planned to be done in sequence. C. ...reducing the number of features of the product in order to reduce development work. D. ...reducing the duration estimates for activities to increase the pressure applied to the staff.

Planning Answer: A. ...reallocating existing resources or assigning additional resources to the project. Reference: PMBOK® Guide 4th Edition, page 431.

Product acceptance criteria should be laid down in which document? A. Project scope statement B. Work breakdown structure C. Resource assignments D. Project scope management plan

Planning Answer: A. Project scope statement Reference: PMBOK® Guide 4th Edition, page 115.

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

Planning Answer: A. The order of phases must be strictly consecutive without overlapping in order to allow for gates. Reference: PMBOK® Guide 4th Edition, page 19 (first paragraph).

You took over a customer project for your company. From the inputs available, including contract, statement of work and project charter, you have developed a project management plan. You already presented that plan in a meeting with key stakeholders including your project sponsor and some representatives from the customer organization. During the meeting you sensed a high level of dissatisfaction by the customer executives, who signalled that the project might not produce the results that their company had expected. In your understanding, all necessary actions have been planned to meet the customer's requirements. What should you do next? A. Request a written statement from the customer detailing the requirements which they believe are not addressed by your plan. Use this statement to update the project plan. B. Arrange meetings with the customer to identify their needs, wants and expectations for the project. Then create a narrative Scope statement from this information to document the agreed upon project scope. C. Request a formal meeting on top executive level to get the misunderstandings sorted out, then arrange a change request, re-plan your project where necessary and go ahead with the project work. D. Do not over-react. Performed according to your plan, the project will produce a convincing product for the customer. As soon as the executives will see it, they will probably change their opinion and accept it.

Planning Answer: B. Arrange meetings with the customer to identify their needs, wants and expectations for the project. Then create a narrative Scope statement from this information to document the agreed upon project scope. Reference: PMBOK® Guide 4th Edition, page 112.

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

Planning Answer: B. Negotiating Reference: PMBOK® Guide 4th Edition, page 421.

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

Planning Answer: B. Price offered by the seller Reference: PMBOK® Guide 4th Edition, page 327.

During risk identification sessions, you and your team identified more than 150 risks for your project. You are afraid that evaluating each of these risks quantitatively will cost you an enormous amount of time, while not all of them are really relevant and important enough to justify such a measure. What should you do next? A. Identify risk triggers where possible. Analyze only those risks quantitatively for which no trigger could be found. B. Use qualitative risk analysis in order to prioritize risks for further action, such as quantitative risk analysis. C. Assess the probability of each risk qualitatively and further analyze only those risks with high probability. D. Assess the potential impact of each risk qualitatively and further analyze only those risks with high impact.

Planning Answer: B. Use qualitative risk analysis in order to prioritize risks for further action, such as quantitative risk analysis. Reference: PMBOK® Guide 4th Edition, page 289.

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

Planning Answer: B. Work breakdown structure Reference: PMBOK® Guide 4th Edition, page 133.

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

Planning Answer: B. You should insist on the presence of the team members to the appointed date. Reference: Management JumpStart by Kim Heldman, page 78, pmi.books24x7.com/viewer.asp?bookid=10556&chunkid=113181901.

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

Planning Answer: C. Develop management plans. Reference: PMBOK® Guide 4th Edition, page 77.

What is not true for project deliverables? A. Project deliverables should be identified, described and agreed upon as early in the project as possible. B. Project deliverables may be products, capabilities for services or other kinds of results. C. Once project deliverables have been identified, their description should not be changed any more. D. The acceptance process for deliverables and how rejection will be addressed should be described in the contract.

Planning Answer: C. Once project deliverables have been identified, their description should not be changed any more. References: PMBOK® Guide 4th Edition, pages 87, 109.

In general, processes of configuration management do not include... A. ...identification and documentation of system or item characteristics. B. ...controlling changes to these characteristics in an integrative fashion. C. ...documenting and auditing changes and the implementation status. D. ...assigning responsibilities for change control and documentation.

Planning Answer: D. ...assigning responsibilities for change control and documentation. Reference: PMBOK® Guide 4th Edition, page 429.

The cost baseline is developed during which process? A. Perform integrated change control B. Estimate costs C. Develop schedule D. Determine budget

Planning Answer: D. Determine budget Reference: PMBOK® Guide 4th Edition, page 178.

Which statement describes best the term sink node? A. It is a node in a WBS, where several branches are brought back together. B. It is a node in a conditional network diagram, at which it becomes deterministic. C. It is a node in a decision tree, showing various branches with the same chance. D. It is a node in a network logic diagram which has multiple predecessors.

Planning Answer: D. It is a node in a network logic diagram which has multiple predecessors. Reference: Larry Richman, Improving Your Project Management Skills, page 92, pmi.books24x7.com/viewer.asp?bkid=11941&destid=216&term=sink+node#216.

An organization is considering various contract types in order to motivate sellers and to ensure preferential treatment. What should they consider before deciding to use an award fee contract? A. Payment of an award fee would be linked to the achievement of objective performance criteria. B. Any unresolved dispute over the payment of an award fee would be subject to remedy in court. C. Payment of an award fee would be agreed upon by both the customer and the contractor. D. Payment of an award fee is decided upon by the customer based on the degree of satisfaction.

Planning Answer: D. Payment of an award fee is decided upon by the customer based on the degree of satisfaction. Reference: PMBOK® Guide 4th Edition, page 324.

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

Planning Answer: D. The cost baseline assigned to the schedule activity Reference: PMBOK® Guide 4th Edition, page 136.

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

Planning Answer: D. The probability of the expected cash inflows. Reference: Project Management, A Systems Approach to Planning, Scheduling and Controlling by H. Kerzner, 10th edition, page 618, pmi.books24x7.com/viewer.asp?bkid=32027&destid=989#989.

_______ are not necessarily used to establish the cost baseline of a project. A. Schedule activity or work package cost estimates B. The work breakdown structure and WBS dictionary C. The project schedule and resource calendars D. The risk breakdown structure and the risk register

Planning Answer: D. The risk breakdown structure and the risk register Reference: PMBOK® Guide 4th Edition, page 175.

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

Planning Answer: D. When most planning processes from time, scope, and procurement management have been finished. These will then be iterated when necessary. Reference: PMBOK® Guide, 4th Edition, page 153.

Which is generally not regarded as one of the three categories of culture that managers should master? A. National culture B. Organizational culture C. Project culture D. Functional culture

Professional and social responsibility Answer: 3 Reference: Mastering Virtual Teams: Strategies, Tools, and Techniques That Succeed by Deborah L. Duarte and Nancy Tennant Snyder, Second Edition, page 55, pmi.books24x7.com/viewer.asp?bookid=8104&chunkid=761438925.

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

Professional and social responsibility Answer: A. ...a duty to show a high regard for oneself, others, and the resources entrusted. Reference: PMI Code of Ethics and Professional Conduct, page 3 (pmi.org/About-Us/Ethics/~/media/PDF/Ethics/ap_pmicodeofethics.ashx).

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

Professional and social responsibility Answer: A. ...globally dispersed, cross-cultural and virtual teams. Reference: Mastering Virtual Teams: Strategies, Tools, and Techniques That Succeed by Deborah L. Duarte and Nancy Tennant Snyder, Second Edition, page 68, pmi.books24x7.com/viewer.asp?bookid=8104&chunkid=0221949223.

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

Professional and social responsibility Answer: A. Share your knowledge with the professional community in form of books, articles, lectures, seminars etc. Reference: PMP Handbook, pages 27-29, chapter: Professional Development Units (PDUs), categories 2-5 (pmi.org/Certification/~/media/PDF/Certifications/pdc_pmphandbook.ashx).

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

Professional and social responsibility Answer: A. Short distance to the customer markets Reference: PMBOK® Guide 4th Edition, page 232

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

Professional and social responsibility Answer: A. You disclose the situation to stakeholders and solicit a joint decision. Reference: PMI Code of Ethics and Professional Conduct, page 4 (www.pmi.org/About- Us/Ethics/~/media/PDF/Ethics/ap_pmicodeofethics.ashx).

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

Professional and social responsibility Answer: B. ...key stakeholders must have timely and complete information regarding your qualifications to make decisions regarding your suitability for the assignment. Reference: PMI Code of Ethics and Professional Conduct, page 2 (http://www.pmi.org/About-Us/Ethics/~/media/PDF/Ethics/ap_pmicodeofethics.ashx).

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

Professional and social responsibility Answer: B. ...the significance of the person versus that of the group. Reference: Vijay K. Verma, The Human Aspects of Project Management: Managing the Project Team, Volume Three, page 94, pmi.books24x7.com/viewer.asp?bookid=3030&chunkid=418979454.

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

Professional and social responsibility Answer: B. You do not pay, but follow the chain of command and solicit a decision. Reference: Mastering Virtual Teams: Strategies, Tools, and Techniques That Succeed by Deborah L. Duarte and Nancy Tennant Snyder, Second Edition, page 70.

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

Professional and social responsibility Answer: C. ...spoken communications can cause misunderstandings you may not find in written communications. These may be hard to identify. Reference: The Project Management Tool Kit: 100 Tips and Techniques for Getting the Job Done Right by Tom Kendrick, page 51, pmi.books24x7.com/viewer.asp?bookid=4546&chunkid=987509635.

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

Professional and social responsibility Answer: C. A message has little meaning without an understanding of the surrounding context. Reference: Mastering Virtual Teams: Strategies, Tools, and Techniques That Succeed by Deborah L. Duarte and Nancy Tennant Snyder, Second Edition, page 56, pmi.books24x7.com/viewer.asp?bookid=8104&chunkid=761438925.

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

Professional and social responsibility Answer: C. The ticket is a gift and over of the limit. You have to notify the CCB who will make the decision. Reference: PMI Code of Ethics and Professional Conduct, page 5, 5.3.1 and 5.3.2, pmi.org/About-Us/Ethics/~/media/PDF/Ethics/ap_pmicodeofethics.ashx.

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

Professional and social responsibility Answer: C. You are the role model for the team. Your personal integrity demonstrates the desired skills, behavior, and attitudes whose adoption may benefit team members. Reference: Leadership Skills for Managers, Fourth Edition by Charles M. Cadwell, page 11, pmi.books24x7.com/assetviewer.aspx?bkid=11513&destid=58&term=}as+challenge+of +leadership#58.

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

Professional and social responsibility Answer: D. ...your decision-making processes. Reference: PMI Code of Ethics and Professional Conduct, page 4 (pmi.org/About- Us/Ethics/~/media/PDF/Ethics/ap_pmicodeofethics.ashx).

A review to determine whether of project activities comply with organizational and project policies, processes, and procedures is commonly called A. Quality auditing B. Inspection C. Quality testing D. Reject screening

A. Quality auditing PMBOK® Guide 4th Edition, p 204

Which of the following tools is used to create a risk management plan? A. Risk planning meetings B. Documentation reviews C. Data precision rankings D. Diagramming techniques

A. Risk planning meetings PMBOK® Guide 4th Edition, p 279

Your project management team includes two external consultants each from a different company. You found that repeated conflicts between the two consultants already slow down project progress and jeopardize achievement of objectives. Which stage of team development can be difficult to overcome in such a situation? A. Storming from Forming, Storming, Norming, Performing B. Panic from Enthusiasm, Panic, Hope, Solution C. Kickoff from Assignment, Kickoff, Training, Communicating D. Frustration from Direction, Frustration, Cooperation, Collaboration

A. Storming from Forming, Storming, Norming, Performing PMBOK® Guide 4th Edition, p 233

Network templates which contain only portions of a network are often referred to as A. Sub-networks or fragment networks B. Subprojects C. Programs D. WBS items

A. Sub-networks or fragment networks PMBOK® Guide 4th Edition, p 141 (6.2.2.4)

You found the following earned value analysis information for a project that was recently closed-out: SPI = 0.7, CPI = 1.0 A. The project has been cancelled while it was executed. At that time the project was behind schedule and on budget. B. he project's deliverables have all been finished. The project came in behind schedule but on budget. C. The project's deliverables have all been finished. The project came in ahead of schedule but on budget. D. The project's deliverables have all been finished. The project came in on schedule but over budget.

A. The project has been cancelled while it was executed. At that time the project was behind schedule and on budget. PMBOK® Guide 4th Edition, p 183

A project management team wants to procure some customized products which are available in identical grade and quality from many vendors. What should be included in the procurement package to ensure that their offers will be comparable? A. A statement of work describing the needs of the project in sufficient detail to enable vendors to make suitable proposals B. A statement of work specifying attributes and metrics of the requested deliverables in detail to allow vendors submission of bids C. The approved project scope statement, the WBS which should be broken down to work package level and the WBS dictionary D. The risk management plan and the reports from those risk management reviews which have been made so far

B. A statement of work specifying attributes and metrics of the requested deliverables in detail to allow vendors submission of bids PMBOK® Guide 4th Edition, pp 325-326 (12.1.3.4 2nd phrase)

What is a trigger in project risk management? A. An expected situation causing an unidentified risk to occur B. A warning sign that a previously identified risk might be occurring or has occurred C. An unexpected situation causing an identified risk to occur D. An unexpected situation causing an unidentified risk to occur

B. A warning sign that a previously identified risk might be occurring or has occurred PMBOK® Guide 4th Edition, p 452

You are performing a project management audit in your company and find that most of the project plans are neither consistent nor up-to-date. Which of the following statements is not true? A. Projects should never be executed without a valid, updated and working project management plan. B. The consistency of the project management plan is secondary because it is only the results that matter. C. A great deal of effort is required to develop and update a project plan, but the benefits include less pressure on all stakeholders and a resulting product that will satisfy the requirements. D. Poor planning and insufficient updating of project management plans are common reasons for cost and time overruns.

B. The consistency of the project management plan is secondary because it is only the results that matter. Chapter 11 - Planning, in: Project Management: A Systems Approach to Planning, Scheduling, and Controlling, 10th Edition by Harold Kerzner http://pmi.books24x7.com/viewer.asp?bookid=32027&chunkid=254220570

You have been asked to calculate the internal rate of return (IRR) of a project? What will you assess? A. The time period needed to pay back the investment from a project when future income is discounted. B. The inherent discount rate or investment yield rate produced by the project's deliverables over a pre-defined period of time. C. The rate of negative risk that can be accepted for a project without turning the expected net present value negative. D. The expected benefit from a project's deliverable calculated as a percentage of the original investment over a specified time period.

B. The inherent discount rate or investment yield rate produced by the project's deliverables over a pre-defined period of time. Chapter 1 - Defining the Project Business Case and Getting Buy-in from Top Management, in: Maximizing Project Value: Defining, Managing, and Measuring for Optimal Return by Jeff Berman http://pmi.books24x7.com/viewer.asp?bkid=16115&destid=56&destid=42&destid=42&term=return+on+investment+(ROI)

What is the meaning of a concept called the "Journey to Abilene"? A. Project managers should visit their customers far more often than what is usual in order to avoid misunderstandings and bad emotions. B. International projects may have an increased need for traveling which can lead to additional costs and troubles with time zones. C. Committee decisions can have the paradox outcome, that a jointly made or approved decision is not desired by any individual group member. D. A project is a temporary endeavor undertaken to create a unique product, service or result. Repeating it would be similar to making the same journey twice.

C. Committee decisions can have the paradox outcome, that a jointly made or approved decision is not desired by any individual group member. Chapter 6 - Managing Project Conflict, in: People Skills for Project Managers by Steven W. Flannes and Ginger Levin http://pmi.books24x7.com/viewer.asp?bookid=6208&chunkid=202583813

When do bidder conferences normally take place? A. After the contract has been awarded to keep alternatives open. B. After submission of bid or proposal, but before contract award. C. Prior to the submission of a bid or proposal by the bidder. D. After technical meetings with bidders to discuss contract requirements.

C. Prior to the submission of a bid or proposal by the bidder. PMBOK® Guide 4th Edition, p 331

What is defined by control limits? A. A measuring instrument solely used to describe process capability. The process is found capable if the ±3 sigma range is exceeded by not more than 0.3% of a tested sample lot. B. The limits of the six sigma area on either side of a control chart to plot measured values; data found outside the area are out of specification and can lead to rejection of an entire batch. C. The area consisting of typically three standard deviations on either side of a mean value of a control chart to plot measured values found in statistical quality control D. The area consisting of typically three standard deviations on either side of a mean value of a control chart to plot measured values found in quality assurance

C. The area consisting of typically three standard deviations on either side of a mean value of a control chart to plot measured values found in statistical quality control PMBOK® Guide 4th Edition, p 430

Which of the following statements is not true? A. Attribute sampling is the process of assessing whether results conform to specifications or not. B. Prevention means keeping errors out of the process by applying actions before the process starts changing its input. C. Variables sampling means that the result is classified into one of the 3 categories: "acceptable" - "acceptable after rework" - "rejected". D. Inspection is often mainly done to keep errors out of the hands of the customer instead of as a means of process control.

C. Variables sampling means that the result is classified into one of the 3 categories: "acceptable" - "acceptable after rework" - "rejected". PMBOK® Guide 4th Edition, p 206

According to the project plan, a contractor is scheduled to deliver some software components today afternoon. A regular payment is due to be made to this contractor tomorrow. You and your project team received a note this morning informing you that the software delivery will be delayed by 2 weeks. What should you do right now? A. You should delay the payment also for 2 weeks. B. You must immediately find a different contractor. C. You should conduct a meeting with the contractor to resolve the delivery issues before making the payment. D. You should make the payment and reschedule the project plan.

C. You should conduct a meeting with the contractor to resolve the delivery issues before making the payment. PMBOK® Guide 4th Edition, p 420

During a project, earned value analysis is performed, resulting in the following numbers: EV: 523,000; PV: 623,000; AC: 643,000. Which results are correct? A. CV: +120,000; SV: +100,000 B. CV: +100,000; SV: +120,000 C. CV: -100,000; SV: -120,000 D. CV: -120,000; SV: -100,000

D. CV: -120,000; SV: -100,000 PMBOK® Guide 4th Edition, pp 181-183

You have been criticized that certain specifications in your scope statement do not pass the test for SMART objectives. What are SMART objectives? A. Objectives specified in far more detail than necessary for a execution of a successful project. B. Easily achievable objectives which help you reducing the pressure on yourself and the team. C. Objectives that should be achieved in order to attain formal recognition by both the customer and the project sponsor. D. Objectives that are described using specific, measurable, assignable, realistic and time-related specifications.

D. Objectives that are described using specific, measurable, assignable, realistic and time-related specifications. Chapter 3 - Performance Management, in: Management Skills for New Managers by Carol W. Ellis http://pmi.books24x7.com/viewer.asp?bookid=8854&chunkid=742856503

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

Executing Answer: A. Bidder conferences Reference: PMBOK® Guide 4th Edition, page 331

You want to perform active risk acceptance. What should you do? A. Create contingency reserves in resources, money and time B. Develop a plan to minimize impact in case that an identified risk occurs. C. Develop a plan to minimize the probability of occurrence for identified risks. D. Make additional resources available to speed up the project.

A. Create contingency reserves in resources, money and time PMBOK® Guide 4th Edition, p 304

You are the manager of your company's project management office. The company is running many concurrent projects; most of them share a resource pool of technical staff. Understanding how resources are utilized across projects has been found essential to overall project performance, including cost effectiveness and profitability. This morning you received a message that the resource pool members will be unable to perform as planned for the next months because the overall work load has grown too high and while delays are adding up, the morale of the staff is going down. What should you do next? A. Ensure that quantitative information for all projects is being made available in a uniform and reliable fashion and verify that the project management methodology is adhered to. Then consolidate the information to get an understanding of the problems related with the use of shared resources. B. Implement an enterprise project management software solution which is able to level the human resources across the various projects and which has the capability to model resource assignment on a percentage level thus optimizing resource utilization for the overall organization. C. Do nothing related to the described problem unless you are explicitly requested by the organizations upper management. Supporting decision making on the level on which project portfolio management is done, is not the project management office's business. D. Evaluate project management software which supports planning and scheduling across enterprise-wide project portfolios. Avoid managing the availability of shared enterprise resources for the projects run by an organization because this is not the business of a project management office.

A. Ensure that quantitative information for all projects is being made available in a uniform and reliable fashion and verify that the project management methodology is adhered to. Then consolidate the information to get an understanding of the problems related with the use of shared resources. PMBOK® Guide 4th Edition, p 11

A project management team has subcontracted work to a service company. Which of the following tools is the best choice to assure that this company will be able to meet the quality requirements of the project? A. Quality audit B. Deliverable inspection C. Fixed price contract D. Service level agreement

A. Quality audit PMBOK® Guide 4th Edition, p 204

What does the acronym RACI commonly stand for in project management? A. Responsible, Accountable, to be Consulted, to be Informed B. Remote, Attached, Connected, Integrated C. Risk Analysis and Caution Initiative D. Randomly Accessible Cashflow Information

A. Responsible, Accountable, to be Consulted, to be Informed PMBOK® Guide 4th Edition, p 221

The scope baseline consists of what? A. Scope statement, WBS, and WBS dictionary B. Cost baseline, quality baseline and schedule baseline C. Configuration management plan and configuration identification document D. Procurement statement of work and project scope statement

A. Scope statement, WBS, and WBS dictionary PMBOK® Guide 4th Edition, p 331

During a company event, you had the opportunity to talk to a colleague project manager. He told you that in his current project actual costs are 15% under cumulated costs budgeted for today. What do you think? A. The information given to you by the colleague is not sufficient to assess project performance. B. The project will probably be completed with total costs remaining under budget until the end. C. A significant cost increase during the further course of the project will probably bring the costs back to baseline level. D. Original cost forecasting and budgeting for the project must have been poor to allow this variance.

A. The information given to you by the colleague is not sufficient to assess project performance. PMBOK® Guide 4th Edition, pp 173-174

A project is handled by departments of an organization and expedited by a project coordinator. Which of the following statements is most likely to be true? A. The performing organization is a weak matrix. B. The performing organization is doing "management by projects". C. The performing organization is a strong matrix. D. The performing organization is projectized.

A. The performing organization is a weak matrix. PMBOK® Guide 4th Edition, p 29

You are project manager in a global project with a team consisting of people from various countries. What can you try to prevent misunderstandings due to cross-cultural differences? A. Use all communication methods available that are suitable for the team and follow up in writing when communicating verbally. Remember that cultural and individual diversity may help project teams solving unforeseen problems during the course of the project. B. When you are about to form a team for your project, keep in mind that some cultures are developed, others are more primitive. Some have values, some not. You should consequently avoid choosing members from countries with cultures that are not similar to your own. C. Cultural dilemmas can prevent any project from being successful. They should therefore be smoothed or suppressed so as to make sure that they cannot disrupt project work. Your effort should concentrate on communication that can help reach that goal. D. As norms regarding communication habits differ significantly across various cultures, communicating between people from different countries should only be done using language. The nonverbal dimension simply bears too many risks.

A. Use all communication methods available that are suitable for the team and follow up in writing when communicating verbally. Remember that cultural and individual diversity may help project teams solving unforeseen problems during the course of the project. Chapter 25 - Teamwork Process—Chapter 25 - Teamwork Process—Global Teams - Crosscultural Communication, in: The Project Management Tool Kit: 100 Tips and Techniques for Getting the Job Done Right by Tom Kendrick http://pmi.books24x7.com/viewer.asp?bookid=4546&chunkid=594080577

Which statement describes best the meaning of the term cost baseline? A. A cost baseline is always created by translating time-phased cost information into cost data on activity or work-package level. B. A cost baseline is an approved time-phased budget that will be used to measure and monitor cost performance on the project. C. Data to draw a cost baseline can be easily generated and updated as necessary from information related to actual project cost. D. A cost baseline is usually displayed in the form of an inverse S-curve drawn from the beginning of the project until data date.

B. A cost baseline is an approved time-phased budget that will be used to measure and monitor cost performance on the project. PMBOK® Guide 4th Edition, p 178

What is a constructive change? A. A change request that helps improving the project and its product, service or result and is discussed generally in a friendly style. B. A direction by the buyer or an action taken by the seller that the other party considers an undocumented change to the contract. C. A field change or ad-hoc change mandated by the project customer in a public construction project. D. A change request which will lead to the re-construction of an older version of the project performance baseline by the contractor.

B. A direction by the buyer or an action taken by the seller that the other party considers an undocumented change to the contract. PMBOK® Guide 4th Edition, p 341

A production process has been defined as part of an industrial equipment manufacturing project. The process is intended to produce steel bolts with a length of 20 cm. The control limits are 19.955cm and 20.045cm. The measurements made at the end of the process yielded the following results: 20.033cm, 19.982cm, 19,995cm, 20.006cm, 19.970cm, 19.968cm, 19.963cm, 19.958cm, 19.962cm, 19.979cm, 19.959cm. What should be done? A. The process is under control. It should not be adjusted. B. A special cause should be investigated, the process should be adjusted. C. The control limits should be adjusted. D. The measuring equipment should be recalibrated.

B. A special cause should be investigated, the process should be adjusted. PMBOK® Guide 4th Edition, pp 196, 209

Which statement describes best why you should document assumptions? A. Assumptions might prove to be wrong. Knowing which assumptions were incorrect allows baseline adjustments in case of project crisis. B. Assumption analysis is a valuable tool and technique to explore the validity of assumptions during risk identification. C. Assumptions limit the project management team's options for decision making because they can not be controlled by the team. D. In case of schedule or budget overruns, the documentation of assumptions supports a clear assignment of responsibility.

B. Assumption analysis is a valuable tool and technique to explore the validity of assumptions during risk identification. PMBOK® Guide 4th Edition, p 286

Which of the following becomes increasingly important in a virtual team environment? A. Requirements engineering B. Communication planning C. Formal procurements closure D. Network diagramming

B. Communication planning PMBOK® Guide 4th Edition, p 228

Which statement on conflicts is true? A. Conflict resolution should focus on people, not issues. B. Conflict is natural and forces a search for alternatives. C. Conflict should always be handled in private and not in the team. D. Too much openness is a common cause of conflict.

B. Conflict is natural and forces a search for alternatives. PMBOK® Guide 4th Edition, p 239

A project manager spent some days to create a multi-page document, which he called project charter. The document should have been issued by the project sponsor. The sponsor found the document outsized and asked for a condensed document. Which of the following is usually not an element of the project charter? A. The authority level of the project manager B. Detailed control account and work package descriptions C. The business need that the project was undertaken to address D. High-level risks

B. Detailed control account and work package descriptions PMBOK® Guide 4th Edition, pp 73-78

You are assigned as the project manager to a project which had a one-time cost variance in the past caused by unexpected rework which has meanwhile been finished. You perform earned value analysis and get the following results: EV: 250,000; PV: 200,000; AC 275,000 BAC is 500,000. What is right? A. EAC = 550,000 B. EAC = 525,000 C. EAC = 500,000 D. EAC = 425,000

B. EAC = 525,000 PMBOK® Guide 4th Edition, p 184

________ is typically not referred to as a buffer type in critical chain project management. A. Resource Buffer B. Free Buffer C. Feeding Buffer D. Project Buffer

B. Free Buffer Chapter 6 - Developing the (Single-Project) Critical-Chain Plan, in: Critical Chain Project Management, 2nd Edition by Lawrence P. Leach, http://pmi.books24x7.com/viewer.asp?bookid=10254&chunkid=424167694

Which of the following statements describes best the relationship between project phases and the project life cycle? A. The project life cycle includes the time when the project is performed and the expected product lifespan after that. B. In project management, the sequence of project phases and phase gates is often referred to as project life cycle. C. The project life cycle is regarded as a sequence of project activities while phases are defined to control overlapping activities. D. The project life cycle describes how iterations of project management processes are used when a project schedule is developed.

B. In project management, the sequence of project phases and phase gates is often referred to as project life cycle. PMBOK® Guide 4th Edition, p 15

Which should be included in a requirements management plan? A. The document should trace requirements to project scope / WBS deliverables. B. It should describe how requirements activities will be planned, tracked, and reported. C. It should trace high-level requirements to more detailed requirements. D. It should trace requirements to business needs, opportunities, goals, and objectives.

B. It should describe how requirements activities will be planned, tracked, and reported. PMBOK® Guide 4th Edition, pp 110-111

The project manager develops a process improvement plan to encourage continuous process improvement during the life of the project. Which of the following is a valid tool or technique to assist the project manager to assure the success of the process improvement plan? A. Change control system B. Process analysis C. Benchmarking D. Configuration management system

B. Process analysis

Which of the following statement(s) on whistleblowing is/are not true? a) It is a term used to define an employee's decision to disclose information on unethical, immoral or illegal actions at work to an authority figure. b) An employee should always discuss the matter with people external to the company before following the "chain of command" and discuss it with the immediate superior. c) The consequences of whistleblowing are often extreme and might include being branded as an owner of bad judgment, layoff, civil action and imprisonment. d) Carefully performed whistleblowing can lead to the end of unethical business practices. A. a B. b C. b, c D. c, d

B. b Chapter Seven - Nudge, Test, and Escalate Gradually, in: Leading Quietly: An Unorthodox Guide to Doing the Right Thing by Joseph L. Badaracco, Jr. http://pmi.books24x7.com/viewer.asp?bookid=5478&chunkid=305478503 Chapter 13 - Role of Corporate Governance, in: No Excuses: A Business Process Approach to Managing Operational Risk by Dennis I. Dickstein and Robert H. Flast http://pmi.books24x7.com/viewer.asp?bookid=29831&chunkid=339693288

A project sponsor requested earned value data on two concurrent projects from the project managers. Both projects are regarded as equally important and strategically beneficial and have been finished by over 80%. He received the following information: Project A: PV: $1,800,000 EV: $2,300,000 AC: $2,100,000 Project B: PV: $2,000,000 EV: $1,500,000 AC: $1,600,000 The sponsor considers to shift some resources from project A to project B to speed up the second project which is currently behind schedule. What is the most likely outcome of such a measure? A. Changing team assignments during late course of a project typically increases cost efficiency. B. Changing team assignments during late course of a project typically increases time efficiency. C. According to the law of diminishing returns, the consolidated cost variance of the two projects will decrease. D. According to the law of diminishing returns, the consolidated cost variance of the two projects will increase.

C. According to the law of diminishing returns, the consolidated cost variance of the two projects will decrease. Chapter 3 - Project Estimating, in: The Project Management Question and Answer Book by Michael W. Newell and Marina N. Grashina http://pmi.books24x7.com/viewer.asp?bookid=5597&chunkid=518142829

You have used estimates made by your team members and applied the critical path method to compute a network logic diagram for your project. Then you found out that it cannot be sufficiently optimized for scarce resources and fast progress towards a given deadline. What should you do next? A. Apply resource leveling heuristics to uncritical activities only. B. Reduce estimates on duration and work efforts by an adequate percentage. C. Apply Three-point estimation and critical chain project management. D. Remove physical constraints and replace hard logic with soft logic.

C. Apply Three-point estimation and critical chain project management. PMBOK® Guide 4th Edition, pp 150 (Three-point estimation) and 155 (Critical chain) Chapter 1 - Begin in the Beginning, in: Critical Chain Project Management, Second Edition by Lawrence P. Leach http://pmi.books24x7.com/viewer.asp?bookid=10254&chunkid=0357832958

You are assigned as the project manager to a project which is executed for a customer under FP contract. Your customer informed you this morning that they insist on certain "refinements" of the project scope. You agree that the requested actions make really sense to the project, but believe that they constitute a major change increasing the project scope. What should you do next? A. Accept the request of the customer. Diligently document the additional costs and working hours spent by yourself and the team on the implementation of the change and invoice these to the customer at appropriate rates. B. Perform earned value analysis to assess the current status of the project and get all the numbers you need to communicate the case to the change control board which then will have to make the best decision regarding the customer request. C. Check the contract, the project charter, the scope statement and other documents related to the project and the contract. Implement ADR (alternative dispute resolution) procedures if the conflict cannot be resolved otherwise. D. Talk to the project sales department and find a joint solution with them how to best reject the request considering the commercial and strategic value of the customer to the organization you are working for.

C. Check the contract, the project charter, the scope statement and other documents related to the project and the contract. Implement ADR (alternative dispute resolution) procedures if the conflict cannot be resolved otherwise. PMBOK® Guide 4th Edition, p 339 (12.3.2.6)

With your team you are using judgment from subject matter experts to identify and analyze project risks. There is a small number of experts available, but some of them have long been in a teacher-student or manager-assistant relationship. Which of the following techniques can ensure best that there is no dominating opinion during an expert review? A. Peer review B. SWOT analysis C. Delphi technique D. Monetary value calculation

C. Delphi technique PMBOK® Guide 4th Edition, p 286

A change request in a project has been rejected some weeks ago. Yesterday, the project manager found out that it nevertheless has been implemented by the team members, who knew of the change request, but not of the rejection. In order to avoid such a situation, rejected change requests should be consistently communicated to stakeholders through which process? A. Report performance B. Verify scope C. Perform integrated change control D. Monitor and control risks

C. Perform integrated change control PMBOK® Guide 4th Edition, p 94

In a traditionally drawn decision tree, a circle represents ___________. A. a chance to which no expected monetary value can be assigned so that a likely pay-off can not be shown. B. a decision to which no expected monetary value can be assigned so that a likely pay-off can not be shown. C. a chance to which an expected monetary value may be assigned to calculate the most likely pay-off. D. a decision to which an expected monetary value may be assigned to calculate the most likely pay-off.

C. a chance to which an expected monetary value may be assigned to calculate the most likely pay-off. PMBOK® Guide 4th Edition, p 299

A prime contractor in a customer project under CPFF contract has run into unexpected technical problems. Fixing them will require a lot of additional work to be done. The company made a decision to book more staff and equipment from their subcontractors in order to adhere to the agreed timeline. The customer agreed to this decision. What will most likely happen? A. The contractor's indirect costs will increase and the customer's payment for them will increase, too. B. The contractor's indirect costs will increase, but the customer's payment for them will not increase. C. The contractor's indirect costs will not increase, but the customer's payment for them will. D. Both the contractor's indirect costs and the customer's payment for them will not increase.

D. Both the contractor's indirect costs and the customer's payment for them will not increase. PMBOK® Guide 4th Edition, p 323

Your project is executed with a globally spread virtual team. The project progress has been found to be too slow. Which measure is most likely to immediately speed up the project? A. Technical training for all team members B. Daily phone conferences and detailed reporting C. A team meeting at a location convenient to all team members D. Collocation of team members at a suitable place

D. Collocation of team members at a suitable place PMBOK® Guide 4th Edition, p 234

An accepted deadline for a project approaches. However, the project manager realizes only 75% percent of the work has been completed. The project manager then issues a change request. What should the change request authorize? A. Additional resources using the contingency fund B. Escalation approval to use contingency funding C. Team overtime to meet schedule D. Corrective action based on causes

D. Corrective action based on causes

Which tool and technique is used in the processes Create WBS and Define activities? A. Nominal group technique B. Human resource assignment C. Brainstorming D. Decomposition

D. Decomposition PMBOK® Guide 4th Edition, pp 116 and 133

What should not be covered by a risk management plan? A. Roles and responsibilities for handling project risks B. Timing of project risk management activities C. The methodological approach used for risk management D. Individual risks and potential responses to them

D. Individual risks and potential responses to them PMBOK® Guide 4th Edition, pp 279-282 and 288

You are the project manager in an engineering project and have recently signed a contract with a software vendor for the development of a complicated control solution. The software will be used to control machinery equipment which your project team is currently developing. The contract is a lump-sum contract. The contractor has target cost estimated which seem rather low to you. Which of the following statements is not true for this situation? A. It is the contractor's risk in this type of contract that their profit may vanish if costs have been underestimated. B. This form of contract should only be chosen when all the requirements for the building of the product are well-known by all parties involved. C. In a fixed-price contract, change requests can cause issues regarding additional time and extra costs for the changes to be applied. D. It is likely that your organization may have to assume any unexpected additional costs for the software development.

D. It is likely that your organization may have to assume any unexpected additional costs for the software development. Chapter 19.6 - Types of Contracts, in: Project Management: A Systems Approach to Planning, Scheduling, and Controlling, 10th Edition by Harold Kerzner http://pmi.books24x7.com/viewer.asp?bookid=32027&chunkid=0111429423

Which is not true in regard of RoI (return on investment) for a project? A. It defines the cumulated net income from an investment at a given point in time or during a defined period. B. It includes investment, direct and indirect costs and may include allowances for capital cost, depreciation, risk of loss, and/or inflation. C. It is most commonly stated as a percentage of the investment or as a dimensionless index figure. D. It is the time when cumulated net income is equal to the investment.

D. It is the time when cumulated net income is equal to the investment. Chapter 1 - Defining the Project Business Case and Getting Buy-in from Top Management, in: Maximizing Project Value: Defining, Managing, and Measuring for Optimal Return by Jeff Berman http://pmi.books24x7.com/viewer.asp?bkid=16115&destid=56&destid=42&destid=42&term=return+on+investment+(ROI)

Which of the following statements describes best the relationship of quality and grade? A. Low grade is always a problem; low quality may be overcome by a good rework and repair process. B. Grade is a category or rank given to entities having different functional requirements but the same need for quality. C. Both quality and grade can often be improved through intelligent measuring, testing and examining. D. Low quality is always a problem as it bears on the ability of an item to meet requirements; low grade may sometimes be acceptable.

D. Low quality is always a problem as it bears on the ability of an item to meet requirements; low grade may sometimes be acceptable. PMBOK® Guide 4th Edition, p 190

An estimation has been made that the construction of a residential home will cost a certain amount per square foot of living area. This is an example of what type of estimating? A. Analogous estimating B. Bottom-up estimating C. Top-down estimating D. Parametric estimating

D. Parametric estimating PMBOK® Guide 4th Edition, p 439 *Pagination of the PMBOK® Guide 4th Edition: PMI® has published two PMBOK® Guide 4th Ed. versions with different page numbering. One of them - 1st print - requires adjustments to some of the links above. Please check page 381 in your copy of the PMBOK® Guide 4th Edition: If page 381 is titled PMBOK® Guide—Third Edition Project Leadership Team: -No action is required. -This document uses the same page numbers. If page 381 is titled Appendix C (= PMBOK Guide 4th Edition, 1st print): - Deduct 8 from all page references beyond page 381. >Review PMBOK® Guide page 400 when this document references to page 408. >Leave all page references up to 380 unchanged.

In order to speed up a project, you made a decision to fast-track a phase currently performed with five team members, and another one which was planned to begin in four weeks time with another five team members. Which of the following activities should you do first? A. Make sure that all exit criteria of the consecutive phase have been met to ensure the flow of communications in a team situation which is more complex by a factor of 2. B. Make sure that all entry criteria of the previous phase have been met by planning and performing a phase gate meeting to assess technical aptness. C. Make sure that all exit criteria of the previous phase have been met by planning and performing a phase gate meeting to assess technical performance. D. Restructure your team and delegate tasks in order to ensure the flow of communications in a team with the number of communication channels increased by a factor of 4.5.

D. Restructure your team and delegate tasks in order to ensure the flow of communications in a team with the number of communication channels increased by a factor of 4.5. PMBOK® Guide 4th Edition, pp 21, 157, 253

During execution of a project which is performed for a customer on a T&M (time and material) contract base, a new project manager is taking over the assignment. He discovers that two members assigned to the project have charged time without performing any work for the project customer. Upon further investigation, he determines that this occurred because there have been no other project assignments open for these employees. The customer is unaware of these facts. What should the project manager do? A. Try to find some productive work for these staff members in the project and leave them on the team. B. The best thing is to do nothing. The customer will not realize the problem anyway. C. Try to find a responsible person for the over-assignment who can be made accountable. D. Take the two people off the team immediately and arrange for the refund of the excess charges to the customer.

D. Take the two people off the team immediately and arrange for the refund of the excess charges to the customer. Chapter 5 (Honesty) - PMI® Code of Ethics and Professional Conduct http://www.pmi.org/PDF/ap_pmicodeofethics.pdf

A company has to make a choice between two projects, because the available resources in money and kind are not sufficient to run both at the same time. Each project would take 9 months and would cost $250,000. The first project is a process optimization which would result in a cost reduction of $120,000 per year. This benefit would be achieved immediately after the end of the project. The second project would be the development of a new product which could produce the following net profits after the end of the project: 1. year: $ 15,000 2. year: $ 125,000 3. year: $ 220,000 Assumed is a discount rate of 5% per year. Looking at the present values of the benefits of these projects in the first 3 years, what is true? A. Both projects are equally attractive. B. The first project is more attractive by app. 7%. C. The second project is more attractive by app. 5%. D. The first project is more attractive by app. 3%.

D. The first project is more attractive by app. 3%. Chapter 14.24 - Net Present Value, in: Project Management: A Systems Approach to Planning, Scheduling, and Controlling, 10th Edition by Harold Kerzner, http://pmi.books24x7.com/viewer.asp?bookid=32027&chunkid=0192138754

A project manager has been asked to support an internal project request by developing a business case. What kind of information is the person expected to provide in the document? A. The detailed information from a business standpoint to determine whether bidding for the customer project will be successful. B. The detailed information from a project management standpoint to determine whether the project will be successful. C. The detailed information from a technical standpoint to determine whether the project will be successful. D. The necessary information from a business standpoint to determine whether the project is worth the investment.

D. The necessary information from a business standpoint to determine whether the project is worth the investment. Chapter 5 - Crafting Insightful Metrics, in: Managing Six Sigma: A Practical Guide to Understanding, Assessing, and Implementing the Strategy That Yields Bottom-Line Success by Forrest W. Breyfogle III, James M. Cupello and Becki Meadows http://pmi.books24x7.com/viewer.asp?bookid=7255&chunkid=0788075441

When should lessons learned be organized? A. During the project lifecycle and at the end. B. At the end of the project during closing. C. After the end of the project at a project post-mortem meeting. D. Lessons learned can be organized when there is time available.

Executing Answer: A. During the project lifecycle and at the end. Reference: PMBOK® Guide 4th Edition, page 214.

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

Executing Answer: C. Conflicts should be addressed early and usually in private, using a direct, collaborative approach. Reference: PMBOK® Guide 4th Edition, page 239, 2nd paragraph.

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

Executing Answer: C. Organize meetings to identify and resolve misunderstandings between team members in order to avoid interface problems, disintegration and costly rework early in the project. Reference: PMBOK® Guide 4th Edition, page 232.

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

Executing Answer: D. A specific sequence of work, described in terms of soft logic. Reference: PMBOK® Guide 4th Edition, page 140

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

Executing Answer: A. By observation and communication Reference: PMBOK® Guide 4th Edition, page 238.

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

Executing Answer: 3 Reference: Project Management, A Systems Approach to Planning, Scheduling and Controlling by H. Kerzner, 10th edition, page 850, pmi.books24x7.com/viewer.asp?bkid=32027&destid=1360#1360.

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

Initiating Answer: A. Develop the project charter and a risk management plan to start identifying risks based on those and other documents. References: PMBOK® Guide 4th Edition, pages 73 and 284.

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

Initiating Answer: B. Lessons learned should focus on identifying those accountable for errors and failures. Reference: PMBOK® Guide 4th Edition, page 429.

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

Initiating Answer: C. Organizational, environmental and external assumptions should be addressed by the project charter. Reference: PMBOK® Guide 4th Edition, pages 77 and 78 (outputs of process Develop project charter).

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

Initiating Answer: C. Schedule a meeting with these stakeholders to present the project, discuss and establish ground rules, ensure their involvement and identify initial personal and organizational issues. References: PMBOK® Guide 4th Edition, pages 215 and 233 (9.2.3.4).

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

Monitoring and controlling Answer: C. Has the employee been provided with sufficient instructions and work tools? References: PMBOK® Guide 4th Edition, page 417; Diane Arthur, Successful Interviewing, page 154, pmi.books24x7.com/viewer.asp?bookid=1874&chunkid=0719493349&rowid=322.

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

Monitoring and controlling Answer: D. Handle the request according to the integrated change control processes described in your management plans. Then make a decision together with the appropriate change control body, whether the increased customer satisfaction will be worth the extra costs, work, risks etc. Reference: PMBOK® Guide 4th Edition, page 93.

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

Monitoring and controlling Answer: D. The RACI matrix, describing accountabilities in case of product rejection. Reference: PMBOK® Guide 4th Edition, page 123.

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

Planning Answer: A. Ask the project stakeholders to build focus groups in order to discuss and remedy conflicting interests. Reference: PMBOK® Guide 4th Edition, page 24.

What is typical for critical chain project management? A. Management of buffers B. Management of total floats and free floats C. Management of leads and lags D. Management of resource over-allocations

Planning Answer: A. Management of buffers Reference: PMBOK® Guide 4th Edition, page 155.

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

Planning Answer: B. ... describes the details for each component in the WBS. Reference: PMBOK® Guide 4th Edition, page 453.

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

Planning Answer: C. Change management can be planned in a set of management plans or a specific change management plan. Reference: PMBOK® Guide 4th Edition, page 93.

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

Planning Answer: D. ...give guidance as required without interfering. Reference: Project Management, A Systems Approach to Planning, Scheduling and Controlling by H. Kerzner, 10th edition, page 240, 3rd bullet in the list of communication styles, pmi.books24x7.com/viewer.asp?bkid=32027&destid=368#368.

Which of the following is generally not regarded as an element of active listening? A. Making eye contact B. Paraphrasing C. Interpreting the information D. Interrupting when appropriate

Planning Answer: D. Interrupting when appropriate Reference: Project Management JumpStart by Kim Heldman, page 47, pmi.books24x7.com/viewer.asp?bookid=10556&chunkid=0419956291&rowid=113.

The communications management plan is a document which includes descriptions of A. Project level performance reports B. Activity level status reports C. Stakeholder communication requirements D. Responsibility assignments

Planning Answer: C. Stakeholder communication requirements Reference: PMBOK® Guide 4th Ed. Page 257

_________ are usually not a manifestation of unique organizational cultures and styles. A. Shared visions, values, norms, beliefs, and expectations B. Individual traits and attitudes of co-workers C. Views of authority relationships D. Policies, methods, and procedures

Project life cycle and organization Answer: B. Individual traits and attitudes of co-workers Reference: PMBOK® Guide 4th Edition, page 27.