PMI PMP Exam Example Questions

8 You are a PM with four key stakeholders. How many communication channels do you have?

10

22 During which process group does the team measure and analzye the work being done on the project? A. Initiating B. Executing. C. Monitoring and Controlling D. Closing

C. Honestly not sure how I missed this question

3 If earned value (EV) = 350, actual cost (AC) = 400, and planned value (PV) = 325, what is the cost variance? A. 350 B. -75 C. 400 D. -50

D. CV = EV = AC. Therefore 350 - 400 = -50

Match the risk response with its description: 1. Method that's used to eliminate the risk entirely. 2. Given to a third party or vendors 3. Increase the effect of probability and/or impact on the project. Share, Enhance, Avoid

1. Avoid 2. Share 3. Enhance

Match the MBTI Terms to their meaning: Sensing, Extraversion, Thinking 1. Tend to Work out ideas with others 2. Pay Attention to concrete facts and details 3. Enjoy finding the flaws in an argument

1. Extraversion 2. Sensing 3. Thinking

Order the communications methods from best to worst: Face to face, Phone, Email, Face to face with whiteboard

1. Face-to-face with whiteboard 2. Face-to-face 3. Phone conversation 4. Email conversation

34 Monte Carlo analysis is used to: A. Get an indication of the risk involved in the project B. Estimate activity length C. Simulate possible quality issues D. Prove to management that extra staff is needed

A

After 7 months, a project has a CPI of .80 and it's trending down. What should the PM do next in this case? A. Issue a change request for cost re-baseling. B. Issue a change request for additional resources. C. Crash the project schedule. D. Use the management reserve

A. CPI of .80 is already over budget and trending down. The baseline is badly off the mark and in need of correction.

During an agile project, the product owner and team member are having an argument with each other. You realized this because the team member is not happy with the order of work. What should the PM do? A. Schedule a face to face meeting with team member and product owner B. Remove the team member from the project due to this conflict C. Inform the organization management of this issue D. Inform the product owner the team member is correct

A. Face to face communication is preferred in Agile and this is the most direct, self-sufficient solution

14 As the PM, what can you do to support your agile team's efforts to improve quality? A. Investigate and try to quickly resolve any impediments mentions in the team's daily stand-up B. Carefully follow their progress and assign improvement initiatives at the iteration retrospectives C. Monitor their work to esnure that the development cycle time doesn't fall too rapidly D. Leave the team along as much as possible to allow them to build their problem-solving skills

A. For agile teams, removing impediments is all-important

19 Over the past few iterations, you've noticed that your agile team's cycle time has been gradually inching upward. At first, it seemed like a normal variation, but you have now decided that this is a solid trend and would like to address it in the team's next retrospective. What should you say? A. Let's brainstorm to get to the bottom of this and understand why it is happening B. We'll be doing a root-cause analysis to ID the source of the problem before the next iteration. C. Let's ID what we have been doing more efficiently and build on this D. Our cycle time is finally going up! Congratulate the team

A. Higher cycle time is always a problem. A root-cause analysis is a good idea, but that is up to the team to decide. Bringing this to them for a dicussion/brainstorm is the best choice.

23 A highway renewal project you are manageing appears to have some missing scope. Your understanding of the scope was that the higheway was to be resurfaced. Now, one of the construction foremen has coe to ask why he finds no mention of repainting the lines on the repaved road. He also wants to know if there are any guard rail replacement work packages in the pojrect. you have seen some of the resurfaced road that is completed, with the new lines painted on them. Which of the following is most likely to have caused the misinterpretation of the project scope statement? A. Imprecise language B. Poor pattern structure, and chronological order C. Variations in size of work packages or detail of work D. too much detail

A. Project scope statements must be exact, precise, and accurate

A PM overhears a conversation in the company's cafeteria. The speaker says that a possible union action will occur in the next two weeks. The PM knows that any union action will affect the project team, and at this stage of the project, any project delays will cause substantial harm to both budget and schedule. Earlier, the possibility of a union action was considered minimal. What should the PM do? A. Inform relevant stakeholders and update the risk register with the new risk B. Disregard the possible since it may not happen C. Set up and information session for th eproject team, letting them know of possible disciplinary sanctions for those who participate in the union action D. Meet with union members and the union leaders to resolve this conflict

A. Reasons: B is wrong because disregarding is always wrong. C. is wrong because threatening people is always wrong. D is wrong because these are just RUMORS. A is best because this is just a risk at the moment, not an issue.

Which action should a PM take to mitigate a schedule delay on a project with a 21% buffer for cost overruns caused by the current software vendor? A. Access other software vendors that may contribute to project deliverables B. Replace the current vendor and request a contract from the new vendor C. Have the vendor meet to discuss legal issues D. Tolerate the cost overrun and revise the project schedule

A. Reasons: Further assessment is needed before any action can be taken. Replacement, legal threats, or revising the project schedule are all direct actions and we don't have enough information.

23 Project performance appraisals are different from team performance assessment in that project performance appraisals focus on: A. how an individual team member performed B. An evaluation of the project team's effectiveness C. a team building effort D. Reducing the turnover rate

A. Team performance assessments evalute the team's effectiveness as a whole. Project performance appraisals deal with how each team member is performing

A project has the following characteristics: A new project stakeholder has been IDed. The new stakeholder is not actively participating and needs to be further engaged. What should PM do? A. Review and update the stakeholder engagement planB. Inform the new stakeholder of both the project schedule and the specific assigned tasks C. Ask the functional manager to send this new stakeholder to all relevant meetings D. Have the new stakeholder partner with a more experienced stakeholder as a mentor

A. The stakeholder engagement plan is updated as necessary to reflect changes in the stakeholder community. All other options are actions which are taken without assessment.

29 On the two-year agile project you are managing, the team's velocity for the first eight sprints is 43, 24, 47, 35, 24, 34, 30, and 32. Should you be worried about the results. A. No; this looks fairly typical B. No; velocity is used to track effort, not evaluate performance C. Yes; velocity has been unusually low past four sprints D. Yes; the team needs to stabilize their velocity

A. The variability in the first few sprints settles down. Greater variance in beginning sprints is normal as long as it levels out.

21 During project planning, your team cannot come up with an effective way to mitigate or insure against a risk. It cannot be outsourced nor deleted. What would be the best solution? A. Accept the risk B. Continue to look for ways to mitigate the risk C. Look for ways to avoid the risk D. Look for ways to transfer the risk

A. There are simply no other choices

20 You are a PM on a $5 million dev project. While working with your project team to develop a network diagram, you notice a series of activites that can be worked in parallel but must finish in a specific sequence. What type of activity sequencing method is required for these activites? A. Precedence diagramming method B. Arrow diagramming method C. Critical path method D. Operational diagramming method

A. This is a finish-to-finish scenario, which is why precedence diagramming is most appropriate

21 Your project has a medium amount of risk and is not very well defined. The sponsor hands you a project charter and asks you to confirm that the project can be completed with the project cost budget. What is the best method to handle this? A. Develop an estimate in the form of a range of possible results B. Ask the team members to help estimate the cost based on the project charter C. Based on the info you have, calculate a parametric estiate D. Provide an analogous estimate based on past history

A. With such limited info, an estimation giving in a range makes the most sense here

24 Which of the following represents striaght-line depreciation? A. 100, 100, 100 B. 100, 120, 140 C. 100, 120, 160 D. 160, 140, 120

A.Straight line deprecitaion uses the same amount each time period

6 A PM new to the compnay has 10 years of PM experience. She is given a medium sized project and is asked to plan so it is finished as quickly as possible because the copany has a large list of projects to complete in the coming year. She will be given another project to manage as soon as she has this one baselined. She needs to report on the longest time the project will take. Which of the following is the best project management tool to determine this? A. WBS B. Network diagram C. Bar chart D. Project Charter

B. Network diagrams like critical path methods are best here

24 A PM has just taken over the project from another PM during project executing. The previous PM created a budget, determind communications requirements, and went on to complete the work packages task. What should the new PM do next? A. Coordinate completion of work packages B. Identify quality standards C. Begin the Identify Risks process D. Validate scope

B. Order of operations

12 You want to quickly review where a project halfway done now stands. Which of the following would be most helpful in finding such information? A. Work status B. Progress C. Forecase D. Communications

B. The key word here is "quickly". A progress report gives a snapshot of where the project stands.

You've been assigned to a new project but it is quickly terminated during the initiation phase due to a lack of funds. Now you have to close the project. What is the first action you should take? A. Inform all stakeholders that they must follow the communications management plan B. Follow the organization's project closure guidelines C. Assess the possible impace of end the project with a risk analysis D. End all procurement processes for the project

B. The project is terminated, this is all you can do. Formally shutting down the project is important.

19 The team's velocity for the first eight two-week sprints of your 46-week hybrid project are 30, 60, 57, 44, 33, 48, 41, and 49. Should you be concerned about how these results will impact the cost of the project? What should you do about this? A. Yes, there is too much variation for reliable cost projections. B. Possibly. Compare velocite rates to the team's original estimates C. No. Team velociaty has no impact on the cost of a project. D. Probably. But before taking action, convene a meeting and ask the team members what is happening

B. Velocity does impact project cost as it determine project duration/schedule. However, we don't have enough information to determine whether these particular velocities are an issue. We don't have the team's estimated velocity to compare against.

12 All the following results from quality audits except: A. Determination of whether project activities comply with organizational policies B. Improved processes to increase productivity C. Creation of quality metrics D. Confirmation of the implementation of approved change requests

C. Quality metrics should not change after the Plan Quality Management process

13 Which of the following best describes a project management plan? A. a printout from project management software B. A bar chart C. Scope, risk, resource, and other management plans D. the project scope

C. The project management plan includes all management plans for the project.

13 A control chart shows seven data points in a row on one side of the mean. What should the PM do? A. Perform a design of experiments. B. Adjust the chart to reflect the new mean C. Find an assignable cause D. Nothing

C. The rule of seven has occurred and you must find the assignable cause

26 What trend are you hoping to see on the top line of your tea's risk burndown chart? A. Reliable and consistent upward trend B. Steady, cumulative downward trend C. Rapid downward trned as quickly as possible D. Steady state with only minor variation upward or downward

C. This isn't like a normal burndown chart. We want a risk burndown chart to go down as quickly as possible

26 The client demands changes to the product specification that will add only two weeks to the critical path. Which of the following is the best thing for the PM to do? A. Compress the schedule to recover the two weeks B. Cut scope to recover the two weeks C. Consult with the sponsor about options D. Advise the client of the impact of the change

C. this is part of the mindset. Evaluation and information gathering before acting

11 All of the following are common results of risk management except: A. Contract terms and conditions are created B. The project management plan is changed C. the communications management plan is changed D. The project charter is changed

D. The project charter is not commonly changed, and definitely not commonly changed due to risk management

Who completes and captures lessons learned? A. The PM B. the team, C. the sponsor, D. the stakeholders?

D. This is the best option as all of the other options are critical for collecting all the lessons learned in a project

22 You're asked to select tools and techniques to supplement existing quality control activites. Which of the following would not be appropriate for this purpose? A. Performance reviews B. Statistical Sampling C. Pareto Diagrams D. Focus groups

D. Focus groups are for collecting requirments not controlling quality

19 Major changes have been suggested that would lead to a project overhaul. The PM also learns that a large work package was not completed. Of the following, who is the best person for the PM to address these issues with? A. Team B. Sr. Management C. Customer D. Sponsor

D. It is the sponsor's role to prevent unnecessary changes to stated project objectives

11 Which of the following is the best thing for a PM to do in the Conduct Procurements process? A. Evaluate risks B. Select a contract type C. Perform market research D. Answer sellers' questions about the procurement documents

D. The other tasks are done before the Condut Procurements process

While working on a software development proect, a PM has to deal with two customers who constantely submit requests for more features. The PM has already completed the scope definition for the next version and provided it to stakeholders. What should the PM do? A. Try to convince the PM to descrease the number of requests. B. Consult with the sponsor to talk about project boundaries C. Focus on setting expectations for stakeholders D. Review the scope management plan and iterate it during the scope definition process

D. The scope management plan is the tool for this type of situation. NEVER talk to sponsors, and the other actions don't solve the problem.

The customer informs the PM on a new projec that the requirements may change. These changes were not expected, and may seriously change potential sales numbers and project scope. What should the PM do? A. Assess these risk response and update the risk register B. Utilize forecasting. C. Update the risk mitigation plan and use the contingency reserve D. Use earned value management (EVM)

A. "May change" signals a new risk. Assessing the new risks and updating the risk register is the best first step.

3 What statement would you use in an agile contract to define acceptance criteria? A. "The completed deliverables must be fit for business purpose" B. "The delivery date may vary as long as all the required scope is completed" C. "The completed deliverables much match the original specification" D. "The quality of the completed deliverables must pass UI testing"

A. Agile requirements evolve over time but they must deliver value and fit the business purpose.

11 You've managed to get the key stakeholders for your upcoming agile project together for a visioning session to reach an agreement on what the project needs to accomplish. The participants might not have another chance to meet in person. How will you recommend they spend this time? A. Write an elevator statement B. Develop personas for the key user groups C. Explain their requirements and needs D. Decide who will make the key decisions for the project

A. An elevator statement is a short description of the project's goals, benefits, key attributes.

You are in the executing phase of a hybrid project. For several weeks during the project, one of the team members just informed you he needs to be out on emergency for the next 2 weeks. What should the manager do first in this case? A. Update the issue log. B. Ask the finance department for additional resources to make up for the stakeholder's absense. C. Prepare a meeting with the sponsor to assess the situation and determine solutions. D. Ignore the risk and accept the impact it may have on project schedule

A. Because this is a known issue, updating the issue log first and foremost is the best first action. Other actions cannot be taken until this issue is captured in the issue log and communicated to stakeholders. (NOTE: never go to sponsors for solutions/help)

17 Which is estimating method tends to be most costly for creating a project cost estimate? A. Bottom-up B. Analagous C. Parametric D. 50/50

A. Bottom-up estimating requires greater effort due to the information required

7 A routine audit of a cost-reimbursable contract determines that overcharges are being made. If the contract does not specify corrective action, the buyer should A. Continue to make payments B. Halt payments until the problem is corrected C. Void the contract and start legal action to recover payments D. Change the contract to require more frequent audits

A. Considering these options, all are too drastic besides continuing to make payments while working with the vendor to resolve the issue.

17 The PM is owrking to clearly describe the level of involvement expected from everyone on the project in order to prevent rework, conflict, and coordination problems. Which of the following best describes the PMs efforts? A. Develop project management plan and plan quality management B. Manage stakeholder engagement and direct and manage project work C. Validate scope and control quality D. identify risks and develop project team

A. Notice that this describes something in the planning stage. This sounds like project planning

A framework for keeping an organization focused on its overall strategy is: A. Organization project management B. the PMBOK guide C. Project governance D. Portfolio management

A. OPM provides a framework and direction for how projects, programs, portfolios meets the organization's goals.

14 Outputs of the Plan Risk Responses process include: A. Residual risks, fallback plans, contingency reserves B. Risk triggers, contracts, and a risk list C. Seconday risks, process updates, risk owners D. Contingency plans, project management plan updates, sensitivity analysis

A. Risk list, process updates, and sensitivity analysis are not outputs of the Plan Risk Responses process

14 You are considering a fixed-price (FP) contract because the requirements are not well-defined. The fee or profit in this type of contract is: A. unknown B. part of the negotiation involved in paying every invoice C. applied as a line item to every invoice D. Determined at the end of the project

A. There is not enough information to determine this, as it would only be known to the seller.

32 Work on a project is ongoing when the PM overhears two workers arguing over what a set of instructions means. The PM investigates and learns that the instructions for the construction of the concrete footings currently being porued were poorly translated between the different languages being use on the project. Which of the following is the best thigns for the PM's to do first. A. Get the instructions re-translated B. Look for quality impacts of poor translation C. Bring the issue to the team D. Inform the sponsor

B. All good answers, but this is what you should do first

24 A PM is in the middle of creating a request for proposal (RFP). What part of the procurement process is he in? A. Conduct procurements B. Plan Procurment Management C. Administer Procurements D. Make-or-buy analysis?

B. Bid documents are created during the Plan Procurement Management process

4 Formal written corresponsdence with customers are required when: a. Defects are detected B. The customer requests additional work not covered under contract C. the project has a schedule slippage D. the project has cost overruns

B. Contract issues almost always require formal written communications

4 The customer on a project tells the PM they have run out of money to pay for the project. What should the PM do first. A. Shift more of the work to later in the schedule to allow time for the customer to get the funds B. Close project or phase C. Stop work D. Release part of the project team

B. Project closure is an important part of any process and there are no other good choices

14 Project setup costs are an example of: A. Variable costs B. fixed costs C. overhead costs D. opportunity costs

B. Setup costs do not change and are therefore fixed costs

15 You have taken over a project during project planning and have discovered that six individuals have signed the project charter. Which of the folowing should most concern you? A. who will be a member of the CCB B. Spending more time on configuration management C. Getting a single project sponsor D. determining the reporting structure

B. Six sponsors is fine, managing them and communications requirements may be more complex

While working on an agile project, a team member has informed the PM of potential personal issues that could lead to him being out ofr the next six weeks. This might cause a delay in the work. What should the PM do first in this situation? A. Ask the team member to stay B. Meet with the other team members and inform them of this potential issue C. Inform the project sponsor right away D. Start looking for a 6-week replacement

B. The first step will be to update the team members before taking any action. This is a risk/threat, not an issue yet.

6 Most of the project risks will be IDed during which risk management process? A. Perform quantitative risk analysis and identify risks B. Identify risks and monitor risks C. Perform qualitative risk analysis and monitor risks D. Identify risks and perform qualitative risk analysis

B. The others are not JUST about identifying risks

27 Being prepared to do a complete job of developing and finalizing the scope baseline requires that you have done a thorough and timely job of Iding and analyzing stakeholder, and of collecting requirements. The development of the scope baseline can best be described as involving A. the functional managers B. the project team C. all the stakeholders D. the business analyst

B. The project team is responsible for developing the scope baseline after getting input from key stakeholders.

31 The WBS, estimates for each work package, and the network diagram are completed. The next thing for the PM to do is: A. Sequence the activities B. Validate that they have the correct scope C. Create a prelimiary schedule and get the team's approval D. Complete risk management

C

5 If a risk has a 90% chance of occurring and consequences of $10,000, what does $9,000 represent? A. Risk value B. Present Value C. Expected monetary Value D. Contengency budget

C

Your company plans to introduce a new product to their development process. The PM has determined that the component work packages have been defined and constraints for each component have been selected. Which estimating technique should the PM use to acquire a precise cost estime of the project? A. Analagous B. Three point C. Bottom-up D. Paramtetric

C. Bottom Up. Because the work packages are well defined, bottom-up will be the most accurate prediction tool.

ON an agile project, the team is having issues creating a feature. It has bee over a week and no progress has been made on the sprint. What should the project manager do in this situation? A. Schedule a meeting with an outside consultant to help the team B. Ask the product owner if the feature can be removed from the project C. Schedule a meeting with the team to brainstorme a solution D. Ask the sponsor if you can add more members during the sprint

C. Directly addressing the team and understanding the issue is key here. Facilitate the team solving their own problems.

A few of the key stakeholders on a project are unhappy with the current delivery schedule. They claim the agile method being used is not efficient enough. What should PM do first? A. Change the agile method to predictive method B. Meet with the team to understand wht they delivery schedule is being delayed C. Meet with the key stakeholders to understand why they feel this way D. Inform the key stakeholders that this is the best way to deliver a product

C. Meeting with and understanding stakeholder concerns is the most important step here before taking any actions

10 To manage a project effectively, work should be broken down into small pieces. Which of the following does NOT describe how far to decompose the work? A. until it has a meaningful conclusion B. until it cannot be logically subdivided further C. until it can be done by one person D. until it can be reasonably estimated

C. Work packages in the WBS can be completed by more than one person. The other answers are correct

1 You are planning comms on a new service development project. Your stakeholder list is large but not complicated. Not all stakeholders will understand the need for developing an actual comms plan, and you already have good relationships with most stakeholders on the project. What is one of the major driving forces for comms on a project? A. Optimization B. Integrity C. Integration D. Differentiation

C. the PM is an integrator at the heart of it

16 During which risk management process is a determination made to transfer a risk? A. Identify Risks B. Implement Risk Responses C. Plan Risk Responses D. Monitor Risks

C. transference is a risk response strategy. Risk response strategies are determined in the Plan Risk Responses process

While reviewing the issues log, the PM notices that the tasks assigned to two team members are quite a bit behind schedule on an agile project. What should the PM do? A. Notify the responsible team members of the need to complete the overdue tasks quickly in order to avoid introducing extra project risks B. Document the issue, escalate to the project sponsor, and ask for how they would like it resolved. C. Tell the team members who are behind that they should explain why tasks were delayed and how they will get back on schedule. D. Work with the relevant team members to review the delayed tasks and decide on strategies for resolution.

D

8 The program was planned years ago, before there was a massive introduction of new tech. While planning the next project in this program, the PM has expanded the scope management plan because as a proect becomes more complex, the level of uncertainty in the scope: A. remains the same B. decreases C. decreases then increases D. increases

D. Added complexity = added uncertainty

25 A PM has received activity duration estimates from his team. Which of the following does he need in order to complete the Develop Schedule process. A. Earned Value analysis B. Schedule change control system C. Trend analysis D. Reserves

D. All other items are parts of Control Schedule and occur after the develop schedule process.

An agile project has stakeholders in many countries. The PM is informed by one of the team members that they were approached by a senior manager for project info. What should the PM do next? A. Consult the stakeholder register. B. Consult the project management information system (PMIS) C. Personally invite the senior manager to the next team meeting D. Review the communications management plan

D. Communications management plans are created to ensure that correct messages are communicated to stakeholders in the correct was as defined by the communication strategy.

9 A seller is working on a cost-reimbursable contract when the buyer decides he would like to expand the scope of service and change to a fixed-price contract. All of the following are the seller's options except A. Completing the original work on a cost-reimbursable basis then negotiating a fixed price for additional work B. Completing the original work and rejecting the additional work C. Negotiating a fixed-price contract that includes all the work D. Starting over with a new cotract

D. Negotiations are fine, but the seller cannot unilaterally decide to start over with a new contract

3 Your well-planned project is likely to encounter a number of change requests and approved changes during life cycle. In the change management plan, you have outlined the processes that you and others will use to understand the impacts of changes. Getting stakeholder accpetance of the decisions related to change on this project is critical, as a failed project could impact shareholder value and the earning projections for the organization. Your attention is best focused on which of the following regarding changes on your project? A. Making changes B. Tracking and recording changes C. Informing the sponsor of changes D. Preventing unnecessary changes

D. PMs should be proactive. This is the only proactive choice to prevent unnecessary change

10 Which of the following best describes the relationship between standard deviation and risk? A. There is no relationship B. Reporting to team members C. Reporting to management D. Risk Analysis

D. Standard deviation tells you the amount of uncertainty or risk involved in the estiate for the activity

15 Workarounds are determined during which risk management process? A. Identify Risks B. Perform quantitative risk analysis C. Plan Risk Responses D. Monitor Risks

D. Workarounds involve determining handling risks that were not included in the risk register. This means they are generally IDed and handled during monitor risks

A PM has put together a project team on an agile project. During initial meetings, the PM observes that the team members are getting to know each other, feeling excited and positive about the project, and have not been told the specific details of the project. In what phase of development is the team?

Forming.

Match the risk response with its description: 1. Team decides to install Anti-virus on all computers 2. Team decided that due to its low impact, they will take no action 3. Team decided to hire an outisde consultant to install the software Answers: transfer, mitigate, accept

1 = Mitigate 2 = Accept 3 = Transfer

7 Which of the following is correct? A. the critical path helps prove how long the project will take B. there can only be one critical path C. the network diagram will change every time the end date changes D. a project can never have a negative float

A.

"A PM is putting together a team that includes resources from multiple time zones. Applying for visas has taken longer than expected. What should the PM do? A. Motivate the team to work longer hours B. Make a change request regarding the project scope C. Postpone the project until the visas are under control D. Suggest virtual work for the appropriate resources"

Answer: D.

16 To manage risk for an agile project, which of the following would you be least likely to need? Risk burndown chart B. Risk-adjusted bakclog C. Risk management plan D. Risk-based spike

C. The other choices here are all great ways of managing risk in agile.

Two PMs have just realized that they are in a weak matrix organization and that the power as PMs is quite limited. One figures out that he is really a project expediter, and the other realizes she is really a project coordinator. How is a project expeditor different from a project coordinator? A. The PE cannot make decisions. B. The PE can make more decisions C. The PE reports to a higher-level manager D. The PE has some authority

A. The coordinator reports to a higher-level manager and has some authority.

17 A PM has just finished the risk response plan for $387,000 engineering project. Which of the following should he probably do next? A. Determine the overall risk rating for the project B. Being to analyze the risks that show up in the project drawings C. Add work packages to the WBS D. Hold a project risk review

C. Since this is occurring during project planning, it is an iteration of project management plan and can be added to the WBS

3 The WBS can be best though of an effective aid for _______ communications. A. team B. project manager C. customer D. stakeholder

D. WBS encompasses all choices, which are accurate and referred to collectively as stakeholders

19 Which of the following is an output of the collect requirements process? A. requirements tracibility matrix B. project scope statement C. WBS D. change requests

A.

24 Your cost forecast shows you will have a cost overrun at the end of the project. Which of the following should you do? A. Eliminate risks in estimates and re-estimate B. Meet with the sponsor to find out what work can be sooner C. Cut quality D. Decrease scope

A.

2 You have been tentatively assigned to a project that has not yet received final approval. Several stakeholder who will likely be involved or impacted by the project have been Ided. Stakeholder can be IDed during which project management process groups A. all 5 B. Initiating and planning C. Planning, monitoring and controlling D. Monitoring and controlling, closing

A. It is common for stakeholders to be missed during initiating phase and they may be discovered at any time during the project lifecycle

25 For an agile project, changes are an important part of the process, allowing the product owner to maximing value delivery. As the manager of an agile project, how should you approach managing changes. A. Changes should be addressed as low as possible on the cost of change curve B. To avoid delays and cost overruns, only changes that add measurable value should be approved C. Agile tools and methods should be used to reduce the number of changes needed and their disruptive impact D. There is no different in the basis for managing changes on agile projects compared to predictive

A. Low on the change curve means change is welcomed for present and future work, but increment rework or other "fixes" are never a good sign.

16 There are several executing activies underway on your project. You are beginning to get concerned about the accuracy of the progress reporting your team members are doing. How could you verify whether there is a problem? A. Perform quality audit B. Create risk quantification reports C. Perform regression analysis D. Perform Monte Carlo analysis

A. Quality audits help assess whether the processes are being carried out properly

After a change request was approved, you notice that the change contradicts the original requirements of the projects. Data specialists conducted an analysis before the change request was approved. What should the PM do? A. Enact the change immediately B. Reject the change request C. Thoroughly review the data analysis D. Run a feasibility study of the new product

A. Reasons: The change has been approved and the analysis was completed. The next step is enacting the change. Changes can and should contradict the original requirements, that's what changes are.

20 In an effort to ID stakeholders, you're lookin over the org. structure of your client's company. As you ID stakeholders on the org chart, you request meetings with each stakeholder. You'll document the information you learn in the stakeholder register. This register can be used and input to which of the following processes? A. Plan Risk Managemnt and Collect Requirements B. Perform Integrated Change Control and Plan Communications Management B. Plan Quality Management and Manage Quality D. Identify Risks and Develop Project Charter

A. Stakeholder register is an input to Collect Requirements, Plan Quality Management, Plan Communications management, Plan Risk Management, and Identify Risks

3 Your CFO has asked you to determine as quickly as possible whether a high-profile, high-uncertainty project is viable. What would be the best approach for doing this? A. Ask the team to perform thorough proof-of-concept tests before starting development B. Do a risk-based spike to determine if the Kansas testing facility is tornado-proof C. Have the team begin planning and development and see if they reach any problems D. Do an exploratory spike to research potential quality control issues

A. This is an example of agile "fast failing" to determine project viability as quickly as possible.

7 The high level project schedule constraints have just been determined. What PM process group are you in? A. initiating B. planning C. executing D. monitoring and controlling?

A. This is defined in the project charter during initiating phase

29 CPI is .6 and SPI is .71 on a long-term project. The team has received little support for proper planning and they are inexperienced. Which of the following is the best thing to do? A. Update risk identification and analysis B. Spend more time improving the cost estimates C. Remove as many work packages as possible D. Reogranize the responsibiliy assignment matrix

A. This project is so far from the baseline that an updated risk analysis must be performed

31 During executing, the most experienced team member has accepted a new position, and gives his two weeks notice. This is a major problem not in the risk register. What should you do first? A. Create a workaround B. Reevalute the identify risks process C. Look for any unexpected effects of the problem D. tell management

A. Workarounds are for previously unidentified risks

You have just been informed that there are potential health risks for customers from an element of a new product line. The sponsor wants to change the materials because of this. How should the PM handle the situation? A. Consult the Perform Integrated Change Control Process to investigate the situation B. Quickly make the change and send a change request C. Stop all production and begin the Perform Integrated Change Control Process D. Deny the request because it is outside the scope

Answer: A Reason: ALWAYS investive an issue before acting. The health risks are POTENTIAL at this stage. Also, "deny" is never in a right answer and never stop all production for potential.

"After determining that a change is needed, a project manager takes the following steps: 1. Issues formal change request 2. Communicates the change to all stakeholders. The PM discovers the communications approach did not satisfy stakeholders' expectations. What should the PM do next? A. Utilize the communications management and stakeholder engagement plans B. Include stakeholders' expectations in the project management plan C. Communicate frequently with the project sponsor to track shareholders' expectations D. Review the communications management plan and release a status report"

Answer: A Reason: The communications management and stakeholder engagement plan should be predictable, establish how communication will be managed and keep stakeholders engaged throughout.

Consider the following information for a new project: assumptions, preliminary scope, restrictions. After receiving this information, what should the project manager do first? A. Determine the project goals and business case B. Choose the project team and assign them tasks C. Select the project schedule and define critical path D. Get approval for the project management plan

Answer: A. Determine the project goals and business case. Reason: before any other tasks can be done, including the project charter, the PM must understand the goals and business case of the project.

Imagine a project with the following characteristics: deadlines are tight, global teams works virtually, fixed budget. What should the PM do during the planning phase to avoid scope creep and keep the team focusing on meeting requirements? A. Go through formal approval processes for all scope changes B. Run daily stand-ups with all development teams C. Direct the development team leads to create detailed documentation D. Ensure that stakeholders are kept separate from dev team leads

Answer: A. Go through formal approval processes Reason: following the formal approval process controls for unnecessary project changes is the best option for fixed budget and virtual teams

During a technical agile project, a well-liked project member is reassigned to a different project. The team has expressed disapproval regarding the reassignment. What action can help mitigate the team's disapproval? A. Notify the project sponsor regarding the team's disapproval. Brainstorm a response. B. Employ leadership and emotional intelligence tools and techniques to inspure the team to continue working. C. Add a resource with the same skills to replace the key team member. D. Notify the change control board (CCB) and discuss possible ways to resolve the issue.

Answer: B Reason: The PM should support the team as a servant leader and help them to stay motivated and productive. Never go to the sponsor for a response, focus on the team, and don't kick the can up the road.

A customer is not satisfied with the delivered product. The PM is surprised because the agile development team delivered the product several iterations earlier. What is one way that the PM could have avoided this? A. Required team sign off for each of the constant changes to requirements. B. Set aside more resources for product testing after changers are made. C. Made sure the customer was aware of the value of demos. D. Ensured the team fully participated in developing the project scope.

Answer: C Reason: The customer was not engaged enough earlier in project. The iteration review is the best mechanism for the team to demonstrate the product and for the customer to give feedback on expectations.

A product owner repeatedly complains, saying that a function developed by the development team does not seem to align with the original design. What will help to solve the issue? A. Ask the product owner to sit in on the next sprint review meeting to learn more abot the development status for the product B. Ask the QA team to identify mismatches in functionality compared to the initial design C. Ask the development team to rewrite the function so that it matches with the project scope D. Invite the project owner to the next sprint review to discuss their concerns

Answer: D Reason: We need to let the product owner voice their issues. Everything else is an indirect response.

Consider the following budget: Total budget = $3 million Planned Cost = $630,000 Actual Cost (AC) = $650,000 Earned Value (EV) = $540,000 Is the project ahead or behind schedule? Over or under budget?

Answer: The project is over budget and behind schedule. Reason: CPI = EV/AC = 540,000/650,000 = .83. SPI = EV/PV = 540,000/630,000 = .86. CPI < 1 = over budget SPI < 1 = behind schedule

After reviewing the work performance data you have requested a change from the change control board. What could have led to this change? (Choose 2) A. SPI = 1.2 B. CPI = .8 C. SPI = 1 D. CPI = 1.5 E. SPI = .5

B and E. SPI and CPI should always be >= 1. Anything below 1 signals an issue.

18 Your new agile project is faced with a challenging deadline and an anxious customer. He hears the team has spent "two whole days" doing t-shirt sizing of the product features, and yet they still haven't produced a viable schedule model! He calls you into his office to explain how this is justified, given the limited time available. What do you say? A. Agile devs don't plan when the work will be finished B. Agile teams need to develop quick, coarse-grained estimates to do jut enough planning to get the work started C. The agile approach means doing as little planning as possible so the team can focus on delivering value D. The is still too much uncertainty about the product features to develop a schedule model yet

B.

20 Which of the following are all items included in the cost management plan. A. The level of accuracy needed for estimates, rules for measuring cost performance, and specs for how duration estimate should e stated B. Specs for how estimates should be stated, rules for measuring cost performance, and the level of accuracy needed for estimates, C. Rules for measuring team performance, the level of accuracy needed for estimates, and specs for how estimates should be stated, D. Specs for how estimates should be state, the level of risk needed for estimates, and rules for measuring cost performance

B.

6 A work authorization system can be used to A. manage who does each activity B. manage when and in what sequence work is done C. manage when each activity is done D. manage who does each activity and when it is done

B. A describes the responsibility assignment matrix. C describes the project schedule.

32 Which of the following is th eprimary responsibility of a risk owner? A. Identify new risks and create workarounds B. Respond to risk triggers and implement the planned risk responses C. Report to the PM that a risk has occurred and note the consequences D. Quantitatively analyse risks

B. A risk owner may be involved in developing risk responses and responsible for monitoring triggers and managing the implementation of the planned risk response

During a hybrid project a client requests that a new product feature be added. This feature will add to the scope and cost. What should the PM do first in this situation to determine who can approve his request? A. Review change log B. Review change management plan C. Review Responsible, accountable, consult, and inform (RACI) matrix D. Review the change request document

B. Change log is just a document for tracking changes. RACI is more about team members. Change request document is details changes, not approval.

11 A PM has a project team consisting of people in 4 countries. The project is very important to the company, and the PM is concerned about its success. The length of the project schedule is acceptable. What type of communication should he use? A. Informal verbal B. Formal written C. Formal verbal D. Informal written

B. Due to distance and cultural differences, formal written is the clearest and best option

12 During project planning in a matrix organization, the PM determins that additional human resources are needed. From whom would she request those resources? A. PMO manager B. Functional manager C. Team D. project sponsor

B. In a matrix organization, the PM and Functional PM share power

33 When should the lessons learned register be updated? A. At the end of each project phase B. Throughout the project C. Weekly D. At the end of the project

B. Lessons learned register is a "living document" that requires frequent updates

On an agile project, a few of the customers informe the team of a feature that was missing a critical function. This has led to the component being redone. What should the team do to prevent this from occurring again? A. Have them prioritize the product backlog B. Have them define the definition of done C. Invite them to the sprint planning meeting D. Inform them the critical function was not needed

B. The key problem here is user stories, deliverables, and a lack of a definition of done. If customers and team understand the definition of done before a build, this will be avoided.

4 The sponsor's role on a project can be best described as: A. Helping to plan activites B. Helping to prevent unnecessary changes to project objectives C. Identifying unnecessary project constraints D. Helping to develop the project management plan

B. The sponsor has a small hand in those other roles, but their main role is to issue the project charter and help to prevent unnecessary changes to those stated project objectives.

6 The most common cuases of confilct on a project are schedules, project priorities, and A. Personalities B. Resources C. Cost D. Management

B. The top four sources of conflict on projects are schedules, project priorities, resources, and technical opinions

8 The WBS and WBS dictionary have been completed, and the project team has begun working on identifying risks. The sponsor contacts the PM requesting that the responsibility assignment matrix be issued. The project has a $100,000 budget and is taking plact in 3 countries with 14 human resources. There is little risk expected, and the PM has managed many project simiar to this one. What is the next thing to d? A. Understand the experience of this sponsor on similar projects B. Create an activity list C. Make sure the project scope is defined D. Complete risk management and issue the responsibility assignment matrix

B. This is all about understanding order of operations. Activity list comes next after WBS and WBS Dictionary.

32 You are managing an agile project with a high level of requirements uncertainty. What is the best way to manage changes throughout the project to ensure the project goals are met? A. Ask the dev team to create a change management plan before work begins B. Delegate authority to the team and the product owner to manage changes as they arise C. Prepare a comprehensive change management plan and manage the plan D. Ask the product owner to refer all substantive changes to the change management team

B. This is part of the agile methodolgy for change management and empowering the team

A PM Is managing his second project. It started one month after the first one did, and both projects are still in progress. Though his first project is small, the new project seems to be quickly growing in size. As each day passes, the PM is feeling more and more in need of help. The PM has recenly heard there was another project last year that was similar to his second project. What should he do? A. Contact the PM for the other project and ask for assistance B. Obtain historical records and guidance from the PMO C. Wait to see if the project in impact by the growth in scope D. Make sure the scope of the project is agreed to by all stakeholders

B. This is the most direct and efficient choice. Asking PM might work, but he does not know whether that option is viable.

21 Which of these interpersonal skills would be most important for the manager of a change-driven project who wants to be an effective servant leader? A. The ability to resolve interpersonal conflicts B. The ability to understand and influence the emotions of other people C. The ability to balance the differing needs of diverse shareholders D. The ability to make rational decisions based on data

B. Understanding and influencing the emotions of others ia a key component of emotional intelligence

A project manager's primary resonsibility is to deliver the product of the project within project constraints. Actions taken and changes made to the benefit of one constraint could negatively affect another. Which of the following describes the major constraints on a project? A. Scope, number of resources, cost B. Scope, cost, schedule C. Scope, cost schedule, quality, risk, resources, customer satisfaction, D. Schedule, cost, number of changes

C

18 Which statement about process groups is accurate? A. Both process groups and domains recommend the best practices that should be followed on all projects. B. Since the process groups lack a definitive framewokr, they allow for more flexibility in the development approach C. Compared to the process groups, the tasks involved in the domains are more open to interpretation and the PM's judgement D. The process groups and domains provide a different view of the project depending on the development approach being used

C.

Deliverables on the critical path are lagging behind schedule, so the critical path for an IT project is behind schedule. With a CPI of 1.3, the PM gets the project back on schedule by adding new resources. What happens to the project? A. Activities will be done in parallel. B. Scope will be revised. C. Costs and risks will increase. D. Rework is likely to be necessary

C. Adding new resources is considered crashing. Crashing always increases the costs and generally increases the risk.

5 You've recently been assigned to manage a marketing project to brand a sustainable development program. Even though you are just starting your effots, the sponsors are concerened about the likelihood of reaching planned milestones during the project. They are wondering how you will go about estimating. A. Uses bottom-up estimating techniques B. Is used most frequently during project executing C. Uses top-down estimating techniques D. Calculates estimates using actual detailed historial costs

C. Analagous estimating is common here and it is a top-down estimating techniques.

6 Managemtn has asked you to update the projected cost of running your agile team through the end of the project based on the latest project data. What information will you need from the team to update this estimate? A. Resource management plan B. Release plan C. Burndown graph D. Product backlog

C. Burndown tracks team velocity over time and it is the best option for giving an estimate

28 CPI is 1.13 and benfit/cost ratio is 1.2 The project scope was created by the team and stakeholder. Requirements have been changing throughout the project. No matter what the PM has tried to accomplish in managing the project, which of the following is she most likely to face in the future? A. having to cut costs on the project and increase benefits B. making sure the customer has approved the project scope C. not being able to measure completion of the product or the project D. having to add resources to the project

C. Customers may approve product scope, but they do not approve project scope. The other options make no sense

20 You are in the middle of a major facility construction project. The structural steel is already in palce, and the heating conduits are being put into place when a senior manager informs you that he is worried the project will not meet the quality standards. What should you do in this situation? A. Assure sr. management that during hte Plan Quality Management process, it was determined that the project would meet the quality standards B. Analogously estimate future results C. Involve the quality team D. Check the results from the last quality management plan

C. Getting the quality team involved is the most proactive and productive choice

15 the key obvject of stakeholder management is: A. Communication B. Coordination C. Satisfation D. Relationships

C. Satisfaction is the key outcome of communication, coordination, and development of relationships and should be at the heart of stakeholder management.

33 The team is considering the perspective sellers who have submitted proposals. One team member supports a certain seller while another wants a separate seller. The PM should remind the team that the best thing to focus on in order to make a selection is the : A. Procurement documents B. Procurement audits C. Source selection criteria D. Procurement management plan

C. Source selection criteria is the primary tool for evaluating potential sellers

A PM has noticed that during meeting team members are having major difficulty communication. This has led to shouting matches and bad language being used. Wha should the PM do right away to resolve this? A. Communication management plan B. Stakeholder management plan C. Team charter D. Issue log

C. Team Charter. Team charter is created by the project team with help of PM to outline team communications. This includes acceptable and unacceptable behaviors.

During the execution phase, the PM must assign resources to build the team and handle request for a quick turnaround time. What should the PM do next in this case? A. Create library services B. Run workshops C. Provide training for the new team D. Run a webinar

C. The next step after selecting a team or bringing in a new team member is to train that team/new member.

32 You have just started work on a procurement when management decides to terminate the contract. What should you do? A. Go back to the Plan Procurement Management process B Go back to the Conduct Procurements process C. Complete the Control Procurements process D. Stop working, and consider the procurement finished

C. The procurement still needs to be closed out

28 Monitoring cost expended to date in order to detect variances from the plan occures during A. The creation of the cost change control system B. Recommending corrective actions C. Updating the cost baseline D. Project performance reviews

D

4 A heuristic is best described as a: A. control board B. scheduling method C. Planning tool D. generally accepted rule

D

20 A PM has assembled the project team. They had IDed 56 risks, determined what would trigger the risked, rated them on a risk rating matrix, tested assumption, and assessed the quality of the data being used. The team is moving on with the risk management process. What did they forget? A. Conduct a simulation B. Perofrm risk mitigation C. Detmerine overall risk ranking for project D. Involve other shareholders

D. Everything is fine but this process requires the input of other shareholders

35 In managing your first agile project, you are trying to decide how to best keep the sponsor and other key stakeholders updated about the team's progress. You want to use one or more of the agile tools that your team is already maintaining for their own use, rather than asking the team to create any additional status reports or projet documentation. Which agile tool(s) should you use for this purpose? A. The project roadmap and story maps B. The task board with WIP limits C. The velocity burndown matrix D. The cumulative flow diagram

D. There is no such thing as a velocity burndown and the other two metrics don't track progress over time

20 The requirement of many stakeholders were not approved for inclusion in your project, and you had time getting formal approval. The stakeholders argued and help up the project while they held interminable meetings about their requirements. They project was finally approved and began work six months ago. All of the following would be good preventive actions to implement except: A. Keep a file of what requirements were not included in the project B. Make sure the change control process is not used as a vehicle to add the requirements back into the project C. Maintain an issue log D. Hold meetings with the stakeholders to go over the work that will not be added to the project

D. These would be useless meetings. The other options are proactive and productive.

12 A rough order of magnitude (ROM) estimate is made during which project management process group? A. Planning B. Closing C. Executing D. Initiating

D. This estimate has a wide range and is done during project initiating.

36 A PM is creating a risk response plan. However, every time a risk response is suggested, another risk is identified that is caused by the response. What is the best thing for the PM to do? A. Get more people involved in the identify risks process since risks have been missed B. Make sure the project work is understood C. Spend more time making sure that risk responses are clearly identified D. Document new risks and continue the plan risk responses plan

D. This is about secondary risks and is an important part of completing the plan risk responses process

15 The quality efforts on the project have gone through some changes during the first four months of project work. Two processes in particular have undergone extensive change. The customer is happy with the work to date, but has heard that the competition is working on a similar product. The team has been asked to analyze and create options for the customer. Value analysis is performed to get: A. MOre value from the cost analysis B. Management to buy into the project C. The team to buy into the project D. A less costly way of doing the same work

D. Value analysis seeks to decrease cost while maintaing same scope

11 Why does the agile approach plan the work continuously throughout the plan? A. Agile methods break down the work into small chucks so the team can comlete one iteration at a time. B. An agile product owner can't know what they really need until they see a prototype in action C. Agile teams are asked to prioritize tasks that deliver value, rather than spending their time planing D. Agile projects are subject to uncertainty and high rates of change that make upfront planning inefficient

D. inherent uncertainty and the welcoming of change necessitates frequent planning and iterative work

Your project is behind schedule, with only 55% complete of an expected 70%. The total project budge is $210,000, and the actual cost is $162,000. What is the scheduled performance index and the cost performance index?

SPI = 0.79 CPI = 0.71. EV = Actual% * BAC = .55 * $210,000 = $115,500. PV = Plan% * BAC = .77 * 210,000 = $147,000. SPI = EV/PV = 115,000/147,000 = .79. CPI = EV/AC = 115,500/162,000 = .71

Your project is behind schedule, with only 80% complete of an expected 95%. The total project budget is $140,000 and the actual cost of (AC) is $95,000. What is the schedule performance index (SPI) and the cost performance index (CPI) of the project?

SPI = 0.84 CPI = 1.17 Reason: Earned Value (EV) = Actual percentage * BAC = 0.8 * $140,000 = $112,000 Planned Value (PV) = Plan percentage * BAC = 0.95 * $140,000 = $133,000 SPI = EV/PV = 112,000/133,000 = 0.84 CPI = EV/AC = 112,000/95,000 = 1.17