PMP Questions

What is a budget estimate range?

An estimate of the budget is in the range of -10 to +25 percent.

Approved corrective actions are an input to which of the following processes? A. validate scope B. Direct and manage project work C. Develop project charter D. Develop schedule

B. Direct and manage project work

Project setup costs are an example of: A. Variable costs B. Fixed costs C. Overhead costs D. Opportunity costs

B. Fixed costs

Which of the following BEST describes a project management plan? A. A printout from project management software B. Risk, human resource, process improvement, and other management plans C. A bar chart D. The project scope

B. Risk, human resource, process improvement, and other management plans

You are asked to prepare a budget for completing a project that was started last year and then shelved for six months. All the following would be included in the project budget except: A. Fixed costs B. Sunk costs C. Direct costs D. Variable costs

B. Sunk costs

A design engineer is helping to ensure that the dependencies within her area of expertise are properly defined on the project. The design of several deliverables must be complete before manufacturing can begin. This is an example of what type of dependency? A. Discretionary dependency B. External dependency C. Mandatory dependency D. Scope dependency

C. Mandatory dependency

In a projectized organization, the project team: A. Reports to many bosses B. Has no loyalty to the project. C. Will not always have a "home". D. Reports to the functional manager.

C. Will not always have a "home".

Detailed process for implementing changes:

1. Prevent the root cause of changes 2. Identify the need for change 3. Evaluate the impact of the change within knowledge area 4. Create a change request 5. Perform integrated change control: a. Assess change b. Identify options c. The change is approved, rejected, or deferred d. Update the status of the change in the change log e. Adjust the project management plan, project documents, and baselines as necessary 6. Manage stakeholders' expectations by communicating the change to stakeholders affected by the change 7. Manage the project to the revised project management plan and project documents

What is quality functional deployment (QFD)?

A technique used to elicit and prioritize customer requirements. Generally used in manufacturing industry.

What is a discretionary dependency (Preferred, preferential, or soft logic)?

A way that the organization has chosen to have work performed. There are other ways it could be done, but this is the preferred approach. Whereas you cannot easily change the other types of dependencies, you can change a discretionary dependency if necessary. Discretionary dependencies are important when analyzing how to compress the schedule to decrease the project duration (fast track the project).

What are the processes for communications management (3)?

1. Plan Communications Management (Planning) 2. Manage Communications (Executing) 3. Monitor Communications (M and C)

What are the processes for cost management (4)?

1. Plan Cost Management (Planning) 2. Estimate Costs (Planning) 3. Determine Budget (Planning) 4. Control Costs (M and C)

What are the processes for quality management (3)?

1. Plan Quality Management (Planning) 2. Manage Quality (Executing) 3. Control Quality (M and C)

What are the processes in resource management (6)?

1. Plan Resource Management (Planning) 2. Estimate Activity Resources (Planning) 3. Acquire Resources (Executing) 4. Develop Team (Executing) 5. Manage Team (Executing) 6. Control Resources (M and C)

What are the processes in schedule management (6)?

1. Plan Schedule Management (Planning) 2. Define Activities (Planning) 3. Sequence Activities (Planning) 4. Estimate Activity Durations (Planning) 5. Develop Schedule (Planning) 6. Control Schedule (M and C)

What are the processes in scope management (6)?

1. Plan Scope Management (Planning) 2. Collect Requirements (Planning) 3. Define Scope (Planning) 4. Create WBS (Planning) 5. Validate Scope (M and C) 6. Control Scope (M and C)

What are the processes for procurement management (3)?

1. Plan procurement management (Planning) 2. Conduct procurement management (Executing) 3. Control procurement management (M and C)

What are the processes for risk management (7)?

1. Plan risk management (Planning) 2. Identify risks (Planning) 3. Perform Qualitative Risk Analysis (Planning) 4. Perform Quantitative Risk Analysis (Planning) 5. Plan Risk Responses (Planning) 6. Implement risk responses (Executing) 7. Monitor risks (M and C)

Five C's of communication

(1) complete (2) clear (3) concise (4) cohesive (5) courteous or according to Rita: Correct grammar and spelling Concise and well-crafted Clear and purposeful Coherent and logical Controlled flow of words and ideas

What is resource smoothing?

...a modified form of resource leveling where resources are leveled only within the limits of the float of their activities, so the completion dates of activities are not delayed

What are the processes for Integration Management (7)?

1. Develop Project Charter (Initiating) 2. Develop Project Management Plan (Planning) 3. Direct and Manage Project Work (Executing) 4. Manage Project Knowledge (Executing) 5. Monitor and Control Project Work (M and C) 6. Perform Integrated Change Control (M and C) 7. Close Project or Phase (Closing)

Simple Process for implementing changes:

1. Evaluate the impact 2. Identify options 3. Get the change request approved internally 4. Get customer buy-in

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

A. Get an indication of the risk involved in the project.

Integration is done by the: A. Project manager B. Team C. Sponsor D. Stakeholders

A. Project manager

Present value formula

PV=FV/(1+r)^n

Project A has an internal rate of return (IRR) of 21%. Project B has an IRR of 7%. Project C has an IRR of 31%. Project D has an IRR of 19%. Which of these would be the best project? A. Project A B. Project B C. Project C D. Project D

Project C

Inputs for the Identify Stakeholders process:

Project Charter Business Documents (Business Case and benefits management plan) Project Management Plan (Communications Management Plan, Stakeholder Engagement Plan) Project Documents (Change log, issue log, requirements documentation) Agreements EEF OPA

What is in a project charter?

Project title and description Project Manager and Authority level Business Case Key Stakeholder List Stakeholder Requirements as Known High-Level Product Description/Key Deliverables High level-assumptions High level-constraints Measurable Project Objectives Project Approval Requirements Overall Project Risks Project Exit Criteria

Outputs for Identify Stakeholders process:

Stakeholder register Change request Project Management Plan updates Requirements Management Plan Communications Management Plan (Risk Management and Stakeholder Engagement plan) Project Documents Updates (Assumption log, issue log, risk register)

What is a kill point?

The kill point is the stage gate or phase review. At the review, the progress of the project is evaluated and a decision is made whether to continue or cancel the project.

Under what circumstances would you use a bar chart?

To track progress, to report to the team

A successful project manager is required to use knowledge, skills, and abilities in a number of different areas of expertise. Planning ability is very important, as is the ability to execute, manage and control the project according to the project management plan. Which area of expertise is most important for a project manager? A. Communication B. Team Building C. Technical expertise D. Project control

A. Communication

The engineering department has uncovered a problem with the cost accounting system and has asked the systems department to analyze what is wrong and fix the problem. You are a project manager working with the cost accounting program on another project. Management has issued a change request to the change control board to add the new work to your project. Your existing project has a cost performance index (CPI) of 1.2 and a schedule performance index (SPI) of 1.3, so you have some room to add work without delaying your existing project or going over budget. However, you cannot see how the new work fits within the project charter for your existing project. After some analysis, you determine that the new work and existing work do not overlap and can be done concurrently. The also require different skill sets. Which of the following is the best thing to do? A. Develop a project charter B. Reestimate the project schedule with input from the engineering department C. Validate the scope of the new work with the help of stakeholders D. Identify specific changes to the existing work

A. Develop a project charter

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 within 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 information you have, calculate a parametric estimate. D. Provide an analogous estimate based on past history.

A. Develop an estimate in the form of a range of possible results.

All the following occur during the planning process group except: A. Develop project charter B. Create WBS C. Estimate costs D. Sequence activities

A. Develop project charter

Which type of cost is team training? A. Direct B. NPV C. Indirect D. Fixed

A. Direct

Which of the following is an example of a parametric estimate? A. Dollars per module B. Learning bend C. Bottom-up D. CPM

A. Dollars per module

You are having difficulty estimating the cost of a project. Which of the following best describes the most probable cause of your difficulty? A. Inadequate scope definition B. Unavailability of desired resources C. Lack of historical records from previous projects. D. Lack of company processes

A. Inadequate scope definition

The person who should be in control of the project during project planning is the: A. Project manager. B. Team member. C. Functional manager. D. Sponsor.

A. Project manager.

Testing the entire population would: A. Take too long B. Provide more information than wanted C. Be mutually exclusive D. Show many defects

A. Take too long

What does a resource histogram show that responsibility assignment matrix does not? A. Time B. Activities C. Interrelationships D. The person in charge of each activity

A. Time

You are preparing procurement documents for the building of a community center. There will be government standards, guidelines, and possibly regulations involved. You need to structure the procurement documentation in order to get proposals from qualified prospective sellers interested in doing business on a particular project. All the following statements concerning procurement documents are incorrect except: A. Well-designed procurement documents can simplify comparison of responses B. Procurement documents must be rigorous with little flexibility to allow consideration of seller suggestions. C. In general, procurement documents should not include selection criteria. D. Well-designed procurement documents do not include procurement statement of work.

A. Well-designed procurement documents can simplify comparison of responses

You just found out that a major subcontractor for your project consistently provides deliverables late. The subcontractor approaches you and asks you to continue accepting late deliverables in exchange for a decrease in project costs. This offer is an example of: A. Confronting B. Compromise C. Smoothing D. Forcing

B. Compromise

Formal written correspondence with the customer is required when: A. Defects are detected B. The customer requests additional work not covered under contract. C. The project has a schedule slippage that includes changes to the critical path. D. The project has cost overruns.

B. The customer requests additional work not covered under contract.

Which of the following sequences represents straight line depreciation? A. $160,$140,$120 B. $100,$120,$160 C. $100,$100,$100 D. $100,$120,$140

C. $100,$100,$100

Double declining balance is a form of: A. Decelerated depreciation B. Straight-line depreciation C. Accelerated depreciation D. Life cycle costing

C. Accelerated depreciation

A project has just started the second phase, in which work packages are being created. A new team member has completed his work packages for this phase and has asked the project manager to validate the scope of his work packages. The team member is anxious to have the customer see his work packages. The project manager manager, although confident in this new team member, wants the team member to gain confidence after the customer sees his work packages. When should the Validate Scope process be done? A. At the end of the project B. At the beginning of the project C. At the end of each phase of the project D. During the planning processes

C. At the end of each phase of the project

Which process group focuses on completing the requirements of the project? A. Initiating B. Planning C. Executing D. Closing

C. Executing

Rearranging resources so that a constant number of resources is used each month is called: A. Crashing. B. Floating. C. Leveling. D. Fast tracking.

C. Leveling.

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

C. Monitoring and controlling

If a project manager is concerned with gathering, integrating, and disseminating the outputs of all project management processes, she should concentrate on improving the: A. Work breakdown structure B. Communications management plan C. Project Management Information System (PMIS) D. Scope management plan

C. Project Management Information System (PMIS)

The project team has created a plan for how they will implement the quality policy, addressing responsibilities, procedures, and other details. If this plan changes during the project, which of the following plans will also change? A. Quality assurance plan B. Quality management plan C. Project management plan D. Quality control plan

C. Project management plan

A project manager analyzed the quality of risk data and asked various stakeholders to determine the probability and impact of a number of risks. He is about to move to the next process of risk management. Based on this information, what has the project manager forgotten to do? A. Evaluate trends in risk analysis B. Identify triggers C. Provide a standardized risk rating matrix D. Create a fallback plan

C. Provide a standardized risk rating matrix

The project has been chartered to address concerns of low levels of customer satisfaction with the help desk of a large online retailer. You and your team are considering options including upgrading computer systems and software programs, adding additional help desk staff, and improving help desk training. You realize the impact of such changes will be difficult to measure, and you are finding it challenging to evaluate the exact cost impact of risks and responses the team has identified. You should evaluate on a(n): A. Quantitative basis B. Numerical basis C. Qualitative basis D. Econometric basis

C. Qualitative basis

Quality is: A. Meeting and exceeding the customer's expectations B. Adding extras to make the customer happy C. The degree to which the project meets requirements D. Conformance to management's objectives

C. The degree to which the project meets requirements

Your management team has decided that all orders will be treated as projects and that the project managers will be used to update orders daily, to resolve issues, and to ensure the customer formally accepts the product within 30 days of completion. Revenue from the individual orders can vary from $100 to $150000. The project manager will not be required to perform planning or provide documentation other than daily status . How would you define this situation? A. Because each individual order is a "temporary endeavor," each order is a project B. This is a program management since there are multiple projects involved C. This is a recurring process D. Orders incurring revenue over $100000 would be considered projects and would involve project management

C. This is a recurring process

You are a project manager for a major information systems project. Someone from the quality department comes to see you about beginning a quality audit of your project. The team, already under pressure to complete the project as soon as possible, objects to the audit. You should explain to the team that the purpose of a quality audit is: A. To check whether measurements of project deliverables are within specification limits B. To check if the customer is following the quality process C. To identify inefficient and ineffective policies D. To check the accuracy costs submitted by the team

C. To identify inefficient and ineffective policies

What part of the budget will the project manager have control over?

Cost baseline

Based on the following, if you needed to shorter the duration of the project which activity would you try to shorten? (see other side for table) A. Activity B B. Activity D C. Activity H D. Activity C

D. Activity C

The replacement of the inventory management and portion control system for an international restaurant chain has been prioritized as a key strategic objective for the organization. Stakeholders are very concerned about many aspects of the project. They have shared these concerns and ideas in workshops, focus groups, emails and surveys. Identified risks are: A. An input to the Estimate Costs process B. An output of the Estimate Costs process C. Not related to the Estimate Costs process D. Both an input and an output of the Estimate Costs Process

D. Both an input and an output of the Estimate Costs Process

A project manager is creating a risk response plan. However, every time a risk response is suggested, another risk is identified that is caused by the response. Which of the following is the best thing for the project manager to do? A. Get more people involved in the Identify Risks process, since risks have been missed. B. Make sure the project work is better understood. C. Spend more time making sure the risk responses are clearly defined. D. Document the new risks and continue the Plan Risk Responses Process

D. Document the new risks and continue the Plan Risk Responses Process

You are asked to select tools and techniques to supplement existing quality control activities. 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

A heuristic is best described as a: A. Control tool B. Scheduling method C. Planning tool D. Generally accepted tool

D. Generally accepted rule

A project manager 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. Reserves

Two people are arguing about what needs to be done to complete a work package. In addition to the words being spoken, if the project manager wants to know what is going on, she should pay most attention to: A. What is being said and when B. What is being said, who is saying it, and the time of day C. Physical mannerisms and when during the schedule this discussion is taking place D. The pitch and tone of their voices, along with their gestures

D. The pitch and tone of their voices, along with their gestures

You have recently joined an organization that is just beginning to follow formal project management practices. In a meeting, your manager describes your next assignment, a project to select and implement a new telephone system for the customer service department. When you request a signed charter authorizing you to begin work, the manager suggests you "just draft something." Which of the following is true about the development of a project charter? A. The sponsor creates the project charter, and the project manager approves it. B. The project team creates the project charter, and the PMO approves it. C. The executive manager creates the project charter, and the functional manager approves it. D. The project manager creates the project charter, and the sponsor approves it.

D. The project manager creates the project charter, and the sponsor approves it.

Input to Manage Stakeholder Engagement

Project management Plan (comms, risk, stakeholder, change) Project Documents (Change log, issue log, lessons learned register, stakeholder register) EEFs OPA

Cost Baseline

output of determine budget cost baseline = project estimates + contingency reserves

What makes up the scope baseline?

project scope statement wbs wbs dictionary

outputs of plan stakeholder management

stakeholder management plan, project docs updates

Your team has come up with 434 risks and 16 major causes of those risks. The project is the last in a series of projects that the team has worked on together. The sponsor is very supportive, and a lot of time was invested in making sure the project work was complete and signed off by all key stakeholder During project planning, the team cannot come up with an effective way to mitigate or insure against a risk. It is not work that can be outsourced, nor can it be deleted. What would be the best solution? A . Accept the risk. B. Continue to investigate ways to mitigate the risk. C. Look for ways to avoid the risk. D. Look for ways to transfer the risk.

A . Accept the risk.

A highway renewal project you are managing appears to have some missing scope. Your understanding of the scope was that the highway was to be resurfaced. Now, one of the construction foremen has come 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 project. You have 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 . Imprecise language

As a project manager, you have had to develop skills to help plan and manage projects successfully. Which skills would best help you encourage project teams to reach levels of high cooperation and achievement, promote a positive relationship with sellers on a project, and involve stakeholders appropriately through all aspects of a project? A. Active listening, negotiating, and political awareness B. Networking, communication models, and SWOT C. Sensitivity analysis, active listening, and leadership D. Communication methods, team building, and claims administration

A. Active listening, negotiating, and political awareness

While performing quality planning for the design and manufacture of a new medical device, the team has identified the need to keep variances to a minimum because the end product must be of the highest quality possible. They are researching the practices of comparable projects for ideas on how to achieve this requirement. The team is using which of the following techniques? A. Benchmarking B. Pareto analysis C. Design for X D. Cost-benefit analysis

A. Benchmarking

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

A. Bottom-up

In a meeting to gain approval of the quality management plan, a stakeholder points out what he believes to be an error in the plan. He notes that the plan includes using some of the same techniques in more than one of the quality processes. Which of the following quality management techniques can be used in two of the three quality management processes? A. Cause-and-effect diagrams B. Interviews C. Checksheets D. Logical data model

A. Cause-and-effect diagrams

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

A. Continue to make project payments.

Validate Scope is closely related to: A. Control Quality B. Sequence Activities C. Manage Quality D. Schedule Management

A. Control Quality

Your organization has recently been informed that several of the regulations related to how your products are manufactured will change in six months. In planning for work to change certain design and production processes, you determine you will need to work with several external organizations to do the work. Which type of contract do you not want to use if you do not have enough help to audit invoices? A. Cost plus fixed fee (CPFF) B. Time & material (T&M) C. Fixed-price (FP) D. Fixed price incentive fee (FPIF)

A. Cost plus fixed fee (CPFF)

The software development project has progressed according to plan. The team is very enthusiastic about the product they have created. Now they are looking ahead to finding new projects to work on. You caution them that the current project cannot be considered complete until after the closing process group. Closure includes all the following except: A. Determine performance measures B. Turning over the product of the project C. Documenting the degree to which each project phase was properly closed after its completion D. Updating the company's organizational process assets

A. Determine performance measures

With which type of contract is the seller most concerned about project scope? A. Fixed-price B. Cost plus fixed fee C. Time and material D. Purchase order

A. Fixed-price

Company procedures require the creation of a lessons learned document. Which of the following is the best use of lessons learned? A. Historical records for future projects B. Planning record for the current project C. Informing the team about what the project manager has done D. Informing the team about the project management plan

A. Historical records for future projects

Project performance appraisals are different from team performance assessments in that project performance appraisals focus on: A. How an individual team member is performing on the project B. An evaluation of the project team's effectiveness C. A team-building effort D. Reducing the staff turnover rate

A. How an individual team member is performing on the project

An experienced project manager is working with a team chartered to build a bridge near the Arctic Circle. In addition to the usual concerns of safety and longevity, the team must also take into account the extreme weather conditions and their potential impact on the bridge. The sponsor meets with the project manager regarding her progress on this work. The sponsor is pleased to learn that project manager is planning to conduct a design of experiments as part of quality planning. Design of experiments: A. Identifies which variables will have the most influence on a quality outcome B. Helps to identify the root cause of quality problems C. Determines what a quality outcome is D. Determines methods to be used for research and development

A. Identifies which variables will have the most influence on a quality outcome

A project manager gets a call from a team member notifying him that there is a variance between the speed of a system on the project and the desired or planned speed. The project manager is surprised because that performance measurement was not identified in planning. If the project manager then evaluates whether the variance warrants a response,he is in which part of the project management process? A. Monitoring and Controlling B. Executing C. Initiating D. Closing

A. Monitoring and Controlling

During which project management process group are budget forecasts created? A. Monitoring and Controlling B. Planning C. Initiating D. Executing

A. Monitoring and Controlling

A framework for keeping an organization focused on its overall strategy is: A. Organizational Project Management B. The PMBOK Guide C. Project Governance D. Portfolio management

A. Organizational project management

In an effort to identify stakeholders who may be affected by your project, you're looking over the organizational structure of your client's company. As you identify stakeholders on the organizational chart, you request meetings with each stakeholder. You'll document the information you learn about each stakeholder in the stakeholder register. This register can then be used as an input to which of the following processes? A. Plan Risk Management and Collect Requirements B. Perform Integrated Change Control and Plan Communications Management C. Plan Quality Management and Manage Quality D. Identify Risks and Develop Project Charter

A. Plan Risk Management and Collect Requirements

An output of the Close Project or Phase process is the creation of: A. Project archives B. A project charter C. A project management plan D. A risk management plan

A. Project archives

During project executing, a team member comes to the project manager because he is not sure what work he needs to accomplish on the project. Which of the following documents contains detailed descriptions of work packages? A. WBS dictionary B. Activity list C. Project scope statement D. Scope management plan

A. WBS dictionary

Linear programming is an example of what type of project selection criteria? A. constrained optimization B. comparative approach C. Benefit measurement D. Impact analysis

A. constrained optimization

A project manager is using weighted average duration estimates to perform schedule network analysis. Which type of mathematical analysis is being used? A. Critical path method. B. Beta distribution C. Monte Carlo D. Resource leveling

B. Beta distribution

A particular stakeholder has a reputation for requesting many changes on projects. You'll be working with this stakeholder, as you've just been assigned as project manager of a project with which he'll also be involved. The newly approved project will create a website that has a couple of features the steakeholder's clients will use. However, the clients in this business until will use the site only occasionally. What is the best approach a project manager can take at the beginning of the project to manage this situation? A. Say o to the stakeholder a few times to dissuade him from submitting more changes. B. Get the stakeholder involved in the project as early as possible. C. Talk to the stakeholder's manager to find ways to direct the stakeholder's activities to another project. D. Ask that the stakeholder be changed to one who will better represent those using the core functionality of the new website.

B. Get the stakeholder involved in the project as early as possible.

Standard deviation is a measure of: A. How far the estimate is from the highest estimate B. How far the measurement is from the mean C. How correct the sample is D. How much time remains in this project

B. How far the measurement is from the mean

Most of the project risks will be identified during which risk management processes? 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. Identify Risks and Monitor Risks

During executing, the project manager determines that a change is needed to material purchased for the project. The project manager calls a meeting of the team to plan how to make the change. This is an example of: A. Management by objectives B. Lack of a change management plan C. Good team relations D. Lack of a clear work breakdown structure

B. Lack of a change management plan

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 specifications for how duration estimates should be stated. B. Specifications 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 specifications for how estimates should be stated. D. Specifications for how estimates should be stated, the level of risk needed for estimates, and rules for measuring cost performance.

B. Specifications for how estimates should be stated, rules for measuring cost performance, and the level of accuracy needed for estimates.

You have taken over a project during planning and have discovered that six individuals have signed the project charter. Which of the following should most concern you? A. Who will be a member of the change control board B. Spending more time on configuration management C. Getting a single project sponsor D. Determining the reporting structure

B. Spending more time on configuration management

Which of the following BEST describes what a project charter may be used for when the work is being completed? A. To assess the effectiveness of the change control system B. To help determine if a scope change should be approved C. To make sure all the documentation on the project is completed D. To make sure all the team members are rewarded

B. To help determine if a scope change should be approved

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

C. Create a preliminary schedule and get the team's approval.

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

C. Creation of equality metrics

You are managing a six-month project and have held biweekly meetings with your project stakeholders. After five·and-a-half months of work, the project is on schedule and budget, but the stakeholders are not satisfied with the deliverables. This situation will delay the project completion by one month. The most important process that could have prevented this situation is: A. Monitor Risks R. Control Schedule C. Define Scope D. Control Scope

C. Define Scope

Extensive use of ___________ is most likely to aid in solving complex problems. A. Formal verbal B. Informal written C. Formal written D. Nonverbal

C. Formal written

Negotiations between two parties are becoming complex, so Party A makes some notes that both parties sign. However, when the work is being done, Party B claims they are not required to provide an item they both agreed to during negotiations, because it was not included in the subsequent contract. In this case, Party B is: A. Incorrect, because both parties must comply with what they agreed on B. Correct, because there was an offer C. Generally correct, because both parties are only required to perform what is in the contract D. Generally incorrect, because all agreements must be upheld.

C. Generally correct, because both parties are only required to perform what is in the contract

The need for __________ is one of the major driving forces for communication in a project. A. Integrity B. Differentiation C. Integration D. Optimization

C. Integration

The project life cycle differs from the project management process in that the project management process: A. Can spawn many projects. B. Is different for each industry. C. Is the same for every project D. Does not incorporate a methodology.

C. Is the same for every project

A seller is awarded a contract to build a pipeline. The contract terms and conditions require a work plan to be issued for the buyer's approval prior to commencing work, but the seller fails to provide one. Which of the following is the best thing for the buyer's project manager to do? A. File a letter of intent B. Develop the work plan and issue it to the seller to move things along C. Issue a default letter D. Issue a stop work order to the seller until a work plan is prepared

C. Issue a default letter

A project manager is trying to convince management to use more formal project management procedures and has decided to start improving the company's project management by obtaining project charter for each of his projects. Which of the following best describes how a project charter would help the project manager? A. It describes the details of what needs to be done B. It lists the names of all team members C. It gives the project manager authority D. It describes the history of similar or related projects

C. It gives the project manager authority

You were in the middle of a two-year project to deploy new technology to field offices across the country. A hurricane caused power outages just when the upgrade was near completion. When the power was restored, all of the project reports and historical data were lost with no way of retrieving them. What should have been done to prevent this problem? A. Purchase insurance. B. Plan for a reserve fund. C. Monitor the weather and have a contingency plan. D. Schedule the installation outside of the hurricane season.

C. Monitor the weather and have a contingency plan.

The key objective of stakeholder management is: A. Communication B. Coordination C. Satisfaction D. Relationships

C. Satisfaction

The project manager and the team are excited about the new project. This is project manager's first assignment as project manager, and the team feels they will be able to complete work that has never been tried before. There are 29 people contributing to the product description, and the team consists of nine experienced experts in their fields. Part way through planing, three highly skilled technical team members are disagreeing about the scope of two of the deliverables. One is pointing to the draft WBS and saying that two additional work packages should be added. Another is saying that a particular work package should not even be done. The third team member agrees with both of them. How should the project manager best deal with the conflict? A. She should listen to the differences of opinion, determine the best choice, and implement that choice B. She should postpone further discussions, meet with each individual, and determine the best approach. C. She should listen to the differences of opinion, encourage logical discussions, and facilitate an agreement. D. She should help the team focus on points on which they agree and build unity by using relaxation techniques and common-focus team building.

C. She should listen to the differences of opinion, encourage logical discussions, and facilitate an agreement.

The project manager is trying to recall a stakeholder's preferred communication method. Where can she find that information? A. RACI chart B. Stakeholder engagement assessment matrix C. Stakeholder engagement plan D. Resource management plan

C. Stakeholder engagement plan

outputs of manage stakeholder engagement

Change Requests Project Management Plan updates (Communication Management Plan, stakeholder engagement plan) Project Document Updates (Change log, issue log, lessons learned register, stakeholder register)

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

D. -50

You are managing a project in just in time environment. This will require more attention because the amount of inventory in such an environment is generally: A. 45 percent B. 10 percent C. 12 percent D. 0 percent

D. 0 percent

A manufacturing project has a schedule performance index (SPI) of 0.89 and a cost performance index (CPI) of 0.91. Generally, what is the most likely explanation for why this occurred? A. The scope was changed B. A supplier went out of business, and a new one needed to be found C. Additional equipment needed to be purchased. D. A critical path activity took longer and needed more labor hours to complete.

D. A critical path activity took longer and needed more labor hours to complete.

You are leading a project to introduce a new healthcare appointment scheduling application. As you are creating plans detailing how the team will respond to possible events that may impact the project, you and the team determine the amount of cost contingency reserve needed. The cost contingency reserve should be: A. Hidden to prevent management from disallowing the reserve B. Added to each activity to provide the customer with a shorter critical path C. Maintained by management to cover cost overruns D. Added to the cost of the project to account for risks

D. Added to the cost of the project to account for risks

All technical work is completed on the project. Which of the following remains to be done? A. Validate scope B. Plan Risk Responses C. Create a staffing management plan D. Complete lessons learned

D. Complete lessons learned

A new product development project has four levels in the work breakdown structure and has been sequenced using the precedence diagramming method. The activity duration estimates have been received. What should be done next? A. Create an activity list B. Begin the work breakdown structure. C. Finalize the schedule. D. Compress the schedule.

D. Compress the schedule.

Many work packages have been successfully completed on the project, and the sponsor has made some recommendations for improvements. The project is on schedule to meet an aggressive deadline when the successor activity to a critical path activity suffers a major setback. The activity has 14 days of float and is being completed by four people. There are two other team members with the skill set to assist the troubled activity, if needed. The project manager finds out that three other team members are attempting to be removed from the project because they do not feel the project can be successful. When the project manager investigates, she discover that those team members have issues that have not been addressed. Which of the following is the best thing to do to improve the project? A. Have the team members immediately assist the troubled activity. B. Investigate why the project schedule is aggressive. C. See who can replace the three team members. D. Create an issue log.

D. Create an issue log.

The project team meeting is not going well. Many attendees are talking at the same time, there are people who are not participating, and many topics are being discussed at random. Which of the following rules for effective meetings is not being adhered to? A. Demonstrate courtesy and consideration of each other, and control who is allowed to speak B. Schedule meetings in advance C. Have a purpose for the meeting, with the right people in attendance D. Create and publish an agenda and a set of rules for controlling the meeting

D. Create and publish an agenda and a set of rules for controlling the meeting

One common way to compute estimate to completion (EAC) is to take the budget at completion (BAC) and: A. Divide by SPI. B. Multiply by SPI. C. Multiply by CPI. D. Divide by CPI.

D. Divide by CPI.

Which project management process group generally takes the most project time and resources? A. Planning B. Design C. Integration D. Executing

D. Executing

The project charter is created in which project management process group? A. Executing B. Planning C. Closing D. Initiating

D. Initiating

Your well-planned project is likely to encounter a number of change requests and approved changes during its 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 acceptance 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. Preventing unnecessary changes

Monitoring cost expended to date in order to detect variances from the plan occurs during: A. The creation of the cost change management plan. B. Recommending corrective actions . C. Updating the cost baseline. D. Product performance reviews.

D. Product performance reviews.

Your sponsor and stakeholders have made it clear they wish to be kept informed on the project status. There are many aspects of the project on which you will report, and you want to choose the most appropriate tool to use in each case. Which of the following are generally illustrated better by bar charts than network diagrams? A. Logical relationships B. Critical paths C. Resource trade-offs D. Progress or status

D. Progress or status

Which of the following is not an input to the initiating process group? A. Company Processes B. Company culture C. Historical WBSs D. Project Scope Statement

D. Project Scope Statement

A project manager is taking over a project from another project manager during project planning. If the new project manager wants to see what the previous project manager planned for managing changes to the schedule, it would be best to look at the: A. Communications management plan B. Update management plan C. Staffing management plan D. Schedule management plan

D. Schedule management plan

All the following are parts of the Direct and Manage Project Work process except: A. Identifying changes B. Using a Work Breakdown Structure C. Implementing corrective actions D. Setting up a project control system

D. Setting up a project control system

Communications are often enhanced when the sender ________ the receiver. A. Speaks up to B. Uses gestures when speaking to C. Speaks slowly to D. Shows concern for the perspective of

D. Shows concern for the perspective of

The work breakdown structure can best be thought of as an effective aid for ____________ stakeholder communications. A. Team B. Project manager C. Customer D. Stakeholder

D. Stakeholder

A project is in the middle of the executing effort when a stakeholder suggests a change that would result in the third major overhaul of the project. At the same time, the project manager discovers that a large work package was not completed because a team member's manager moved her to another project that had a higher priority. Of the following, who is the best person for the project manager to address these issues with? A. The team B. Senior management C. The customer D. The sponsor

D. The sponsor

Three basic elements of procurement strategy

1. How goods or services will be delivered to the buyer 2. What type of contract will be used 3. How the procurement will be carried out throughout each phase

What are the processes in stakeholder management (4)?

1. Identify Stakeholders (Initiating) 2. Plan Stakeholder Engagement (Planning) 3. Manage Stakeholder Engagement (Executing) 4. Monitor Stakeholder Engagement (M and C)

Understanding the culture, policies, and procedures of the organization in which the project is being performed is most challenging in: A. Global organization B. Manufacturing organization C. Small organizations D. Agile organizations

A. Global Organizations

Which of the following is an advantage of centralized contracting? A. Increased expertise B. Easier access C. The project manager doesn't have to be involved D. More loyalty to the project

A. Increased expertise

There are several executing activities 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 a quality audit B. Create risk quantification reports C. Perform regression analysis D. Perform Monte Carlo analysis

A. Perform a quality audit

In analyzing problems that have occurred during testing, the team discovered that cause-and-effect diagramming is helpful in identifying the best place to focus their efforts. Their coordination of the interrelationships of the deliverables has improved, and the team has discovered efficiencies that have been shared with other projects and the organization for process improvement. This has made a difference in how well the project is aligning to the performance measurement baseline. Stakeholders are anticipating that control efforts an d reporting on future projects will be easier. Earned value measurement is the basis for: A. Performance reporting B. Planning control C. Ishikawa diagrams D. Integrating the project components into a whole

A. Performance reporting

You are a project manager on a $5,000,000 software development project. While working with your project team to develop a network diagram, you notice a series of activities that can be worked in parallel but must finish in a specific sequence. What type of activity sequencing method is required for these activities? A. Precedence diagramming method B. Arrow diagramming method C. Critical path method D. Operational diagramming method

A. Precedence diagramming method

A project manager for a mall construction company has a project that was budgeted for $130000 over a six-week period. According to the schedule, the project should have cost $60,000 to date. However, it has cost $90,000 to date. The project is also behind schedule, because the original estimates were not accurate. Who has the primary responsibility to solve this problem? A. Project manager B. Senior management C. Project sponsor D. Manager of the project management office

A. Project manager

When a product or service completely meets a customer's requirements: A. Quality is achieved. B. The cost of quality is high. C. The cost of quality is low. D. The customer pays the minimum price

A. Quality is achieved.

A project manager and team from a firm that designs railroad equipment are tasked to design a machine to load stone onto railroad cars. The design allows for 2 percent spillage, amounting to over two tons of spilled rock per day. In which of the following does the project manager document this for the project? A. Quality management plan B. Quality policy C. Control charts D. Quality audit documentation

A. Quality management plan

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

A. Residual risks, fallback plans, and contingency reserves.

You have just been assigned .is project manager for a large telecommunications project. This one-year project is about halfway done. The project team consists of 5 sellers and 20 of your company's employees. You want to understand who is responsible for doing what on the project. Where would you find this information? A. Responsibility assignment matrix B. Resource histogram C. Bar chart D. Project organizational chart

A. Responsibility assignment matrix

Communications is key to the success of a project. As the project manager, you had three stakeholders with whom you needed to communicate. Therefore, you had six channels of communication. A new stakeholder has been added with whom you also need to communicate. How many communication channels do you have now? A. 7 B. 10 C. 12 D. 16

B. 10

The sponsor is worried about the seller deriving extra profit on the cost plus fixed fee (CPFF) contract. Each month he requires the project manager to submit CPI calculations and an analysis of the cost to complete. The project manager explains to the sponsor that extra profits should not be a worry on this project because: A. The team is making sure the seller does not cut scope. B. All costs invoiced are being audited. C. There can only be a maximum 10 percent increase if there is an unexpected cost overrun. D. The fee is only received by the seller when the project is completed.

B. All costs invoiced are being audited.

The project is nearly complete. The project has a schedule variance of 300 and a cost variance of -900. All but one of the quality control inspections have been completed, and all have met the quality requirements. All the items in the issue log have been resolved. Many of the resources have been released. The sponsor is about to call a meeting to obtain product validation when the customer notifies the project manager that they want to make a major change to the scope. The project manager should: A. Meet the project team to determine if this change can be made. B. Ask the customer for a description of the change. C. Explain that the change cannot be made at this point in the process. D. Inform management.

B. Ask the customer for a description of the change.

Which of the following processes includes asking team members about the time estimates for their activities and reaching agreement on the calendar date for each activity? A. Sequence Activities B. Develop Schedule C. Develop Project Charter D. Define scope

B. Develop Schedule

The most common causes of conflict on a project are schedules, project priorities, and: A. Personalities B. Resources C. Cost D. Management

B. Resources

The management theory that states that people can direct their own efforts is: A. Herzberg's theory. B. Theory Y. C. Theory X. D. Maslow's hierarchy.

B. Theory Y.

Which of the following statement best describes how stakeholders are involved on a project? A. They help to determine the project schedule, deliverables, and requirements. B. They help to determine the project constraints and product deliverables. C. They help to determine the resource needs and resource constraints on the project. D. They approve the project charter, help provide assumptions, and create the management plans.

B. They help to determine the project constraints and product deliverables.

The team is helping the project manager estimate activities on their project. They are experienced and skilled, and many members have been with the company for some time. There are several activities they need to estimate that have not been previously done by the company. What is the best method of estimating these activities? A. Analogous estimating B. Three-point estimating C. Monte Carlo analysis D. Parametric estimating

B. Three-point estimating

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

C. Integration

You are in the middle of a major facility construction project. The structural steel is already in place, 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 senior management that during the 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. Involve the quality team

During every project team meeting, the project manager asks each team member to describe the work he or she is doing, and the project manager assigns new activities to team members. The length of these meetings has increased because there are many different activities to assign. This could be happening for all the following reasons except: A. Lack of a WBS. B. Lack of a responsibility assignment matrix. C. Lack of resource leveling. D. Lack of team involvement in project planning.

C. Lack of resource leveling.

Operational work is different from project work in that operational work is: A. Unique B. Temporary C. Ongoing and repetitive D. A part of every project activity

C. Ongoing and repetitive

During which risk management is a determination made to transfer risk? A. Identify risks B. Implement risk responses C. Plan risk responses D. Monitor risks

C. Plan risk responses

The project cost performance index (CPI) is 1 .02, the benefit-cost ratio is 1.7, and the latest round of performance reviews identified few required adjustments. The project team was co-located in a new building when the project started. Everyone commented on how excited they were to have all new facilities. The sponsor is providing adequate support for the project, and few unidentified risks have occurred. In an attempt to improve performance, the project manager spends part of the project budget on new chairs for the team members and adds the term "senior" to each team member's job title. Which of the following is the most correct thing that can be said of this project or the project manager? A. The project manager has misunderstood Herzberg's theory. B. The project is slowly spending more money than it should. The project manager should begin to watch cost more carefully. C. The performance review should be handled better to find more adjustments. D, The project manager should use good judgment to determine which variances are important.

A. The project manager has misunderstood Herzberg's theory.

The project manager, the procurement manager, and the project sponsor are discussing the project costs and whether it is better to have their own company do some of the project work or hire another company to do all the work. Generally, it would be better for the organization to do the work internally if: A. There is a lot of proprietary data. B. You have the expertise, but you do not have the available manpower. C. You do not need control over the work. D. Your company resources are limited.

A. There is a lot of proprietary data.

On an agile software development project, the project manager asks business stakeholders to create user stories, which will be used in the development and testing of the new application. The main purpose of a user story is: A. To document features or functions required by stakeholders B. To create a record of issues encountered on the project C. To perform what-if analysis D. To communicate progress

A. To document features or functions required by stakeholders

You are considering using a fixed-price (FP) contract, because you have well-defined requirements for your construction project. With your requirements and your understanding of the seller's competition, you are confident you will be able to establish a complete statement of work. 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 with the other party at the end of the project

A. Unknown

The cost performance index (CPI) of a project is 0.6, and the schedule performance index (SPI) is 0.71. The project has 625 work packages and is being completed over a four-year period. The team members are inexperienced, and the project received little support for proper planning. 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. Reorganize the responsibility assignment matrix.

A. Update risk identification and analysis

The development phase of a new software product is near completion. A number of quality issues have increased the cost of building the product, but the project manager and team feels these costs will be inconsequential once project gets to market. The next phases are testing and implementation. The project is two weeks ahead of schedule. Which of the following processes should the project manager be most concerned with before moving into the next phase? A. Validate scope B. Control Quality C. Manage communications D. Control costs

A. Validate scope

You have just joined the project management office after five years of working on projects. One of the things you want to introduce to your company is the value of creating and utilizing work breakdown structures. Some of the project managers are angry that you are asking them to do "extra work." Which of the following is the best thing you could tell the project managers to convince them to use work breakdown structures? A. Work breakdown structures will prevent work from slipping through the cracks B. Work breakdown structures are of greater value on larger projects. C. Work breakdown structures are best when the project involves contracts D. Work breakdown structures are the only way to identify risks.

A. Work breakdown structures will prevent work from slipping through the cracks

You are managing a project to develop an organization's new website. The site will be highly complex and interactive, and neither your project team nor the client has much experience with this type of website development. The timeline is extremely aggressive. Any delay will be costly for both your firm and the client. You and the project sponsor have achieved agreement and sign-off on both the project charter and the project management plan. Client personnel have been kept fully informed of the project's progress through status reports and regular meetings. The project is on schedule and within budget, and a final perfunctory review has been scheduled. Suddenly you hear that the entire effort may be cancelled because the product being developed is totally unacceptable. What is the most likely cause of this situation? A. A key stakeholder was not adequately engaged in the project B. The project charter and project management plan were not thoroughly explained to or adequately reviewed by the client. C. Communications arrangements were inadequate and did not provide the required information to interested parties. D. The project sponsor failed to provide adequate support for the project

A. A key stakeholder was not adequately engaged in the project

Early in the life of your project, you are having a discussion with the sponsor about what estimating techniques should be used. You want a form of expert judgment, but the sponsor argues for analogous estimating. It would be best to: A. Agree to analogous estimating, as it is a form of expert judgment. B. Suggest life cycle costing as a compromise. C. Determine why the sponsor wants such an accurate estimate. D. Try to convince the sponsor to allow expert judgment because it is typically more accurate.

A. Agree to analogous estimating, as it is a form of expert judgment.

A team member is visiting the manufacturing plant of one of the suppliers. Which of the following is the most important thing to be done in any telephone calls the project manager might make to the team member? A. Ask the team member to repeat back what the project manager says. B. Review the list of contact information for all stakeholders C. Ask the team member to look for change requests D. Review the upcoming meeting schedule

A. Ask the team member to repeat back what the project manager says.

The product of your project is a human resource application that will help the company with hiring and onboarding new employees. The team will be working on requirements affecting the needs of some of the stakeholders throughout the project. The requirements of other stakeholders will only come into pay during a small part of toward the end of the project. When do stakeholders have the most influence on a project? A. At the beginning of the project B. In the middle of the project C. At the end of the project D. Throughout the project

A. At the beginning of the project

A new project manager is being mentored by a more experienced certified project management professional (PMP). The new project manager is having difficulty finding enough time to manage the project because the product and project scope are being progressively elaborated. The PMP- certified project manager mentions that the basic tools for project management, such as a work breakdown structure, can be used during project executing to assist the project manager. For which of the following can a work breakdown structure be used? A. Communicating with the customer B. Showing calendar dates for each work package C. Identifying the functional managers for each team member D. Describing the business need for the project

A. Communicating with the customer

A project manager has very little project experience, but (s)he has been assigned as the project manger of a new project. Because (s)he will be working in a matrix organization to complete her/his project, (s)he can expect communications to be : A. Complex B. Open and accurate C. Simple D. Hard to automate

A. Complex

The sponsor and the project manager are discussing what type of contract the project manager plans to use on the project. The sponsor points out that the performing organization spent a lot of money hiring a design team to come up with the design. The project manager is concerned that the risk for the buyer be as small as possible. An advantage of a fixed price contract for the buyer is: A. Cost risk is lower. B. Cost risk is higher. C. There is little risk. D. Risk is shared by all parties.

A. Cost risk is lower.

During project executing, the team member who is not experienced in the programming work required for the project informs you that he has accepted a new position at another company, and has given his two weeks' notice. This is a major problem that was not included in the risk register. What should you do first? A. Create a workaround. B. Reevaluate the Identify Risks process. C. Look for any unexpected effects of the problem . D. Tell management.

A. Create a workaround.

A project manager is informed midway through project planning that she was given inaccurate date regarding new regulations affecting the required end date of her project. She may need to make a few adjustments, but she thinks she can still manage the project to complete it before the regulations take effect. She confirms this by analyzing the sequence of activities with the least amount of scheduling flexibility. What technique is she using? A. Critical path method B. Flowchart C. Precedence diagramming D. Work breakdown structure

A. Critical path method

Which of the following risk events is most likely to interfere with attaining a project's schedule objective? A. Delays in obtaining required approvals B. Substantial increases in the cost of purchased materials C. Contract disputes that generate claims for increased payments D. Slippage of the planned post-implementation review meeting

A. Delays in obtaining required approvals

Which of the following BEST reflects the phrase "influencing the factors that affect change? A. Determining the sources of changes and fixing the root cause B. Calculating the impact of changes to date on the project C. Adding more activities to the work breakdown structure to accommodate risks D. Telling people that changes are allowed after planning is complete

A. Determining the sources of changes and fixing the root cause

The project manager is working 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 project manager's 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. Develop Project Management Plan and Plan Quality Management

Since a template for team meetings does not appear to be available, you are creating one. You think it could also be used for future projects. You want to generalize the agenda template to include topics all project managers would use. Which of the following must be included as an agenda item at all team meetings? A. Discussion of project risks B. Status current activities C. Identification of new activities D. Review of project problems

A. Discussion of project risks

To gain a clear indication of how the project is progressing, the buyer expects periodic reporting that includes analysis of the work that has been accomplished according to plan, the dollars that have been spent and how they reflect the planned expenses, the accepted deliverables, and evaluation of the risk events that have occurred. Which of the following represents the estimated value of the work actually accomplished? A. Earned value (EV) B. Planned value (PV) C. Actual cost (AC) D. Cost variance (CV)

A. Earned value (EV)

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 reestimate B. Meet with the sponsor to find out what work can be done sooner. C. Cut quality D. Decrease scope.

A. Eliminate risks in estimates and reestimate

A project manager is experiencing a great deal of frustration because a lot of rework has been required. It seems as though the team has significant differences of opinion related interpretation of the requirements. The project manager is trying to determine what changes need to be made to meet the quality requirements and reduce future rework. He seeks the advice of his manager, who asks if he has created a histogram. Histograms help the project manager: A. Focus on the most critical issues to improve quality B. Focus on stimulating thinking C. Analyze the cause of a quality problem. D. Determine if a process is out of control

A. Focus on the most critical issues to improve quality

The project is just starting out and consists of people from 14 different departments. The project charter was signed by one person and contains over 30 major project requirements. The sponsor has informed the project manager that the SPI must be kept between 0.95 and 1.1. A few minutes of investigation resulted in the identification of 34 stakeholders, and the schedule objectives on the project are constrained. The project manager has just been hired. Which of the following types of power will best help the project manager gain the cooperation of others? A. Formal B. Referent C. Penalty D. Expert

A. Formal

A project manager is trying to complete a software development project, but cannot get enough attention for the project. Resources are focused on completing process-related work, and the project manager has little authority to assign resources. What form of organizations must the project manager be working in? A. Functional B. Matrix C. Expediter D. Coordinator

A. Functional

A project manager wants to more extensively involve the stakeholders on the project. The project team is colocated, so face-to-face communication with these stakeholders is usually possible, although not all external stakeholders are available to meet in person. Which of the following would be the best way for the project manager to involve the stakeholders more extensively? A. Have the stakeholders periodically review the list of project requirements B. Invite the stakeholders to attend project status meetings C. Send status reports to the stakeholders D. Update the stakeholders on the status of all project changes

A. Have the stakeholders periodically review the list of project requirements

A manager notices that a project manager is holding a meeting with some of the team and some stakeholders to discuss the quality of the project. The project schedule has been compressed, and the CPI is 1.1. The team has worked hard on the project and has been rewarded according to the reward system the project manager put in place. Overall, there is a strong sense of team. The manager suggests that the project manager does not have enough time to hold meetings about quality when the schedule is so compressed. Which of the following best describes why the manager is wrong? A. Improved quality leads to increased productivity, increased cost effectiveness, and decreased cost risk. B. Improved quality leads to increased productivity, decreased cost effectiveness, and increased cost risk. C. Improved quality leads to increased productivity, increased cost effectiveness, and increased cost risk. D. Improved quality leads to increased productivity, decreased cost effectiveness, and decreased cost risk.

A. Improved quality leads to increased productivity, increased cost effectiveness, and decreased cost risk.

The high-level project schedule constraints have just been determined. What project management process group are you in? A. Initiating B. Planning C. Executing D. Monitoring and controlling

A. Initiating

You have been tentatively assigned to a project that has not yet received final approval. Several stakeholders who will likely be involved or impacted by the project have already been identified. Stakeholders can be identified during which project management process groups? A. Initiating, planning, executing, and monitoring and controlling B. Initiating and planning C. Planning and monitoring and controlling D. Monitoring and controlling and closing

A. Initiating, planning, executing, and monitoring and controlling

Which of the following is a characteristic of project management processes? A. Iterative B. Unique C. Unnecessary D. Standardized

A. Iterative

A project has a tight budget when you begin negotiating with a seller for a piece of equipment. The seller has told you the equipment price is fixed. your manager has told you to negotiate the cost with the seller. Your assessment is that the piece of equipment has been offered at inflated pricing. What is your best course of action? A. Make a good faith effort to find a way to decrease the cost. B. Postpone negotiations until you can convince your manager to change his mind C. Hold the negotiations, but only negotiate other aspects of the project. D. Cancel the negotiations.

A. Make a good faith effort to find a way to decrease the cost.

You are working to plan procurements for a project that will develop a prototype cruise ship. The prototype will be tested, perfected, and then used to create a small fleet. In addition to creating a procurement management plan, you must put together bid documents describing the project needs and the criteria that will be used to select a seller. Which of the following will occur during the project's Plan Procurement Management Process? A. Make-or-buy decisions B. Answering sellers' questions about the bid documents C. Advertising D. Proposal evaluations

A. Make-or-buy decisions

Procurement closure is different from the Close Project or Phase process int hat procurement closure: A. Occurs before Close Project or Phase B. Is the only one to involve the customer C. Includes the return of property D. May be done more than once for each contract

A. Occurs before Close Project or Phase

A team member from research and development tells you that her work is too creative to provide you with a fixed single estimate for the activity. You both decide to use the average labor hours (from past, similar projects) to develop a prototype. This is an example of which of the following? A. Parametric estimating B. Three-point estimating C. Analogous estimating D. Monte Carlo analysis

A. Parametric estimating

In which project management process group is the detailed project budget created ? A. Planning B. Executing C. Before the project management process D. Initiating

A. Planning

In which project management process group is the detailed project budget created ? A. Planning B. Initiating C. Executing D. Before the project management process

A. Planning

23. Which of the following is an output of the Collect Requirements process? A. Requirements traceability matrix B. Project scope statement C. Work breakdown structure D. Change requests

A. Requirements traceability matrix

The installation project has a CPI of 1.03 and an SPI of 1.0. There are I4 team members, and each team member had input into the final project management plan. The customer has accepted the three deliverables completed so far without complaint, and the responsibility assignment matrix has not changed since the project began. The project is being completed in a matrix environment, and there are no contracts needed for the project. Although the sponsor is happy with the status of the project, one of the team members is always complaining about how much time his project work is taking. Which of the following is the best thing for the project manager to do? A. Review the reward system for the project. B. Try to improve schedule performance of the project. C. Meet with the customer to try to extend the schedule. D. Gain formal acceptance in writing fro m the customer.

A. Review the reward system for the project.

Although the customer agreed to the original project schedule, they are now asking for an earlier project finish. They are being pressured by their own customers. The project manager's sponsor thinks finishing early is not only a viable option but also a good idea for your organization because it will enable you to start another project sooner. In attempting to complete the project faster, the project manager looks at the cost associated with crashing each activity. The best approach to crashing would also include looking at the: A. Risk impact of crashing each activity B. Customer's opinion of which activities to crash C. Sponsor's opinion of which activities to crash and in what order D. Project life cycle phase in which the activity is due to occur

A. Risk impact of crashing each activity

All of the following are parts of the scope baseline except the: A. Scope management plan B. Project scope statement C. Work breakdown structure D. WBS dictionary

A. Scope management plan

The $800,000 contract specifies that the seller will bill the buyer at $10,000 per month. However, the seller is able to complete the project work faster than planned. Therefore, they bill the buyer for $15,000 for the work performed int he past month. The buyer should: A. Send a breach of contract notice. B. Pay the invoice, as they will save on future payments C. Meet with the seller to discuss the overcharge D. Adjust the contract to allow for variations in monthly billings.

A. Send a breach of contract notice.

You are planning a project to develop a website for a large medical center. The site will be used by patients, medical professionals, support staff, and insurance company representatives. Which tools will best help you determine the current attitudes of stakeholders toward the project and the level of engagement you will need from each of these groups? A. Stakeholder register and stakeholder engagement assessment matrix B. Trend analysis and requirements traceability matrix C. Data analysis and resource management plan D. Assumption and constraint analysis

A. Stakeholder register and stakeholder engagement assessment matrix

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 negative float

A. The critical path helps prove how long the project will take.

There is confusion among some of the stakeholders about how the cost forecasts will be calculated on the project. They also have concerns about whether enough money has been set aside to cover the cost of risk responses. You are planning to share information in the upcoming team meeting and in reports to stakeholders to clear up the confusion. You are referencing the stakeholder and communications management plans to determine how best to communicate with the stakeholders. You will explain the difference between the cost baseline and the cost budget can be best described as: A. The management reserves B. The contingency reserves C. The project cost estimate D. The cost account

A. The management reserves

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

A. The project expediter cannot make decisions

One of your team members informs you that he does not know which of the many projects he is working on is the most important. Who should determine the priorities between projects in a company? A. The project management office (PMO) B. The project management team C. The project manager D. The team

A. The project management office (PMO)

Who has the most power in a project-oriented organization? A. The project manager B. The functional manager C. The team D. They all share power

A. The project manager

Who has the most power in a projectized organization? A. The project manager B. The Team C. The functional manager D. They all share power

A. The project manager

Which of the following aspects of leadership is MOST important for a project manager? A. Communication. B. Technical expertise. C. Team building. D. Project control.

Communication.

Project constraints

Customer Satisfaction Risk Quality Scope Resources Schedule Cost

Having just been hired to manage a project to improve the efficiency of data processing in the accounting department, the project manager is most concerned about managing risk on the project. The timeline is short, and the sponsor's expectations are high. Which of the following would best help the project manager in her initial assessment of risks on the project? A. A sensitivity analysis B. Her project scope statement from the project planning process C. A review of enterprise environmental factors D. A conversation with a project manager who worked on a similar project

D. A conversation with a project manager who worked on a similar project

You are assigned as the project manager in the middle of the project. The project is within the baselines, but the customer is not happy with the performance of the project. What is the first thing you should do? A. Discuss it with the project team B. Recalculate baselines C. Renegotiate the contract D. Meet with the customer

D. Meet with the customer

You are iterating the project management plan and will be meeting with the sponsors to get approval. There have been some problems on recent projects because the projects were started quickly and it was assumed that there would be few challenges. You know that the sponsors will want assurances that this project will not have similar issues. You have evaluated the approach and have planned the project, including how you will manage risk, in order to deliver a better outcome. You have a few minor risks on the watch list . What, if anything, should be done with those risks? A. Document them for historical use on other projects. B. Document them and revisit them during project monitoring and controlling. C. Document them and set them aside because they are already covered in your contingency plans. D. Document them and give them to the customer.

B. Document them and revisit them during project monitoring and controlling.

You are a project manager leading a cross-functional project team in a weak matrix environment. None of your project team members report to you functionally, and you do not have the ability to directly reward their performance. The project is difficult, involving tight schedule constraints and challenging quality standards. Which of the following types of project management power will likely be the most effective in this situation? A. Referent B. Expert C. Penalty D. Formal

B. Expert

You are in the middle of executing a major modification to an existing product when you learn that the resources promised at the beginning of the project are not available. The BEST thing to do is to : A. Show how the resources were originally promised to your product. B. Explain the impact if the promised resources are not made available. C. Crash the project. D. Re plan the project without the resources.

B. Explain the impact if the promised resources are not made available.

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

B. Formal written communication

Things have been going well on the project. The work authorization system has allowed people to know when to start work, and the issue log has helped keep track of stakeholders' concerns. The sponsor has expressed his appreciation for the team members' efforts by hosting a milestone party. The project manager gets a call from a team member saying the results from the completion of her activity's predecessor are two days late. Which of the following reasons would best describe why this occurred? A. The project manager was focusing on the sponsor's needs. B. Functional management was not included in the communications management plan. C. The successor activities should have been monitored, not the predecessors. D. The right people were not invited to the milestone party

B. Functional management was not included in the communications management plan.

Which of the following is the most appropriate thing to do during the initiating process group? A. Create a detailed description of the project deliverables. B. Get familiar with the company culture and structure as they relate to the project. C. Identify the root cause of the problems. D. Ensure all project management processes are complete

B. Get familiar with the company culture and structure as they relate to the project.

The replacement of an important legacy system in the organization will be challenging because there are offices in seven countries, and the business operations cannot be interrupted. Your objective is to have the system updated before new regulations go into effect in one of the participating countries. There are many opinions on how the system should be changed. Some stakeholders are expecting that the new system will encompass more capabilities than the current system. Both internal team members and consultants will be involved in making the hardware and software changes. The sponsor is hoping to keep costs down by using organizational team members to perform the testing and installation activities. You are defining the roles and responsibilities of the stakeholders on the project. The sponsor's role on a project is best described as: A. Helping to plan activities B. Helping to prevent unnecessary changes to project objectives C. Identifying unnecessary project constraints D. Helping to develop the project management plan

B. Helping to prevent unnecessary changes to project objectives

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

B. Identify quality standards

To help them determine the schedule baseline the team has drafted a network diagram. The project manager adds the time estimates for each activity to establish the critical path for the project. They the project has three critical paths. Which of the following best describes how this discovery will affect the project? A. It makes it easier to manage B. It increases the project risk C. It requires more people. D. It makes it more expensive.

B. It increases the project risk

What is an organic or simple organization?

An organization where everyone shares multiple roles and responsibilities and everyone reports directly to the owner.

If a risk has a 20 percent chance of happening in a given month, and the project is expected to last five months, what is the probability that this risk event will occur during the fourth month of the project? A. Less than 1 percent B. 20 percent C. 60 percent D. 80 percent

B. 20 percent

What is a program? A. An initiative set up by management B. A means to gain benefits and control of related projects C. A group of unrelated projects managed in a coordinated way D. A government regulation

B. A means to gain benefits and control of related projects

You are managing a project to update an existing payroll application. You have identified and analyzed your stakeholders and taken measures to ensure positive stakeholder engagement and to ensure that requirements will meet project objectives. The stakeholder register has been an important part of much of this effort. What is a stakeholder register? A. A process of systematically gathering and analyzing quantitative and qualitative information to determine whose interests must be taken into account throughout the project B. A project document containing assessment and classification information regarding identified stakeholders C. An approach to increase the support and minimize negative impacts of stakeholders D. A table that links requirements to project objectives

B. A project document containing assessment and classification information regarding identified stakeholders

As part of closing a cost-reimbursable contract on a project, what must the buyer remember to do? A. Decrease the risk rating of the project B. Audit seller's cost submittals C. Evaluate the fee she is paying D. Make sure the seller is not adding resources

B. Audit seller's cost submittals

The WBS and WBS dictionary are completed, and the project team has begun working on identifying risks. The sponsor contacts the project manager, requesting that the responsibility assignment matrix be issued. The project has a budget of $100,000 and is taking place in three countries using 14 human resources. There is little risk expected for the project, and the project manager has managed many projects similar to this one. What is the next thing to do? A. Understand the experience of the 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. Create an activity list.

A company is making an effort to improve its project performance and create historical records of past projects. What is the BEST way to accomplish this? A. Create project management plans B. Create lessons learned. C. Create network diagrams D. Create status reports

B. Create lessons learned.

You are managing two projects and have been assigned to a third project that has just been approved. You begin the new project, and are able to manage it well along with the others with the others you are managing. During initiating, you are focused on accomplishing a number of activities. Which of the following are you not concerned with at this time? A. Identifying and documenting business needs. B. Creating a project scope statement C. Dividing a large project into phases D. Accumulating and evaluating historical information

B. Creating a project scope statement

The product of the project has been completed and delivered to the customers by the team. They are informed by the customer that several of the deliverables are not acceptable, as they do not meet the requirements specified early in the project. The project manager and team review the requires documentation, and are in agreement that the product deliverables meet the customer's requirements and they understand them. The project manager, who is new to the organization, seeks the advice of the project management office in determining what went wrong. After some discussion, the PMO realizes that the Validate Scope process was not performed appropriately by the project manager. Which of the following is a key output of the Validate Scope process? A. A more complete scope management plan B. Customer acceptance of project deliverables C. Requirement analysis D. Confirmation of the project scope statement

B. Customer acceptance of project deliverables

The project manager can help to influence the processes that affect change on projects by crating and using the most appropriate planning strategies and tools. Assuming the project manager has created and is executing the best possible project management plan, the project sponsor should help the project manager to protect the project against unnecessary changes. Which of the following best reflects the phrase, "influence the factors that affect change?" A. Telling people that changes are not allowed after planning is complete B. Determining sources of changes and fixing the root causes. C. Adding more activities to the work breakdown structure to accommodate risks D. Calculating the impact of changes to date on the project

B. Determining sources of changes and fixing the root causes.

You are working collaboratively with the team to plan a project. You have obtained estimates from team members on the activities for which they each will be responsible. You are currently reaching agreement on the calendar dates for each activity. Which of the following processes are you working on? A. Sequence Activities B. Develop Schedule C. Define Scope D. Develop Project Charter

B. Develop Schedule

You are a project manager on a US $5,000,000 software development project. While working with your project team to develop a network diagram, your data architects suggest that quality could be improved if the data model is approved by senior management before moving onto other design elements. They support this suggestion with an article from a leading software development journal. Which of the following best describes this type of input? A.. Mandatory external dependency B. Discretionary external dependency C. External regulatory dependency D. Heuristic

B. Discretionary external dependency

You believe that the project you have undertaken is relatively straightforward, with less risk than most other projects you have worked on. Therefore, you do not spend a long time on risk identification. While preparing your risk responses, you identify secondary risks that could result in serious consequences later in the project. What should you do? A. Add reserves to the project accommodate the new risks and notify management. B. Document the risk items, and calculate the expected monetary value based on the probability and impact of the occurrences. C. Determine the risk events and the associated costs, then add the cost to the project budget as a reserve. D. Add a 10 percent contingency to the project budget, and notify the customer.

B. Document the risk items, and calculate the expected monetary value based on the probability and impact of the occurrences.

The product your project team is working on is a replacement of a device the company launched a couple of years ago. That device did not meet market projections for sales, even though it was revolutionary in its capabilities. The reason it did not meet projections was that the life cycle costing was not fully considered and analyzed during the device development. When the original device was offered to the market, it had initial success until a trade publication analyzed the life cycle costs and determined they were unreasonably high. Sales lagged due to the negative reports. Internal tests showed that the trade publication was correct. This time the team is taking life cycle costs into consideration as they develop the product. The main focus of life cycle costing is to: A. Estimate installation costs. B. Estimate the costs of operations and maintenance. C. Consider installation costs when planning the project costs. D. Consider operations and maintenance costs in making project decisions.

D. Consider operations and maintenance costs in making project decisions.

Your program manager has advised that you need to protect the organization from financial risk. In planning a new project, you realize there is limited scope definition related to the work needed to fulfill the contract. What is the best type of contract to choose? A. Fixed-price (FP) B. Cost plus percentage of cost (CPPC) C. Time and material (T&M) D. Cost plus fixed fee (CPFF)

D. Cost plus fixed fee (CPFF)

A control chart helps the project manager: A. Focus on the most critical issues to improve quality B. Focus on stimulating thinking C. Analyze the cause of a quality problem D. Determine if a process is functioning within established metrics

D. Determine if a process is functioning within established metrics

A project manager is in the middle of executing a large construction project when he discovers the time needed to complete the project is longer than the time available. What is the best thing to do? A. Cut product scope B. Meet with management, and tell them the required date cannot be met. C. Work overtime. D. Determine options for schedule compression, and present management with the recommended option.

D. Determine options for schedule compression, and present management with the recommended option.

The float of an activity is determined by: A. Performing a Monte Carlo analysis. B. Determining the waiting time between activities. C. Determining lag. D. Determining the length of time the activity can be delayed without delaying the critical path.

D. Determining the length of time the activity can be delayed without delaying the critical path.

The highest point of Maslow's hierarchy of needs is: A. Physiological satisfaction B. Attainment of survival C. Need for association D. Esteem

D. Esteem

The project manager has just received a change request from the customer that does not affect the project schedule and is easy to complete. What should the project manager do first? A. Make the change happen as soon as possible B. Contact the project sponsor for permission C. Go to the change control board. D. Evaluate the impacts on other project constraints.

D. Evaluate the impacts on other project constraints.

What theory proposes that employees' efforts will lead to effective performance and the employees will be rewarded for accomplishments? A. McGregor's B. Maslow's hierarchy C. Conditional reinforcement D. Expectancy

D. Expectancy

All the following are forms of power derived from project manager's position except: A. Formal B. Reward C. Penalty D. Expert

D. Expert

The project manager is expecting a deliverable to submitted by email from a team member today. At the end of the day, the project manager contacts the team member to notify him that it has not been received. The team member apologizes and explains that he was not able to email the deliverable, and it was sent through the mail instead. The team member goes on to remind the project manager that he had informed the project manager during a phone conversation that this would occur. "Was that the conversation we had when I told you I could not hear you well due to poor cell phone coverage?" asks the project manager. "Yes," replies the team member. What could have been done to avoid this problem? A. Verbal communication B. Adding to the issue log after the phone call C. Better attention to determining communication requirements D. Feedback during the communication

D. Feedback during the communication

You are the project manager for a new product development project that has four levels in the work breakdown structure. The network diagram and duration estimates have been created, and a schedule has been developed and compressed. Which schedule management activity should you do next? A. Control the schedule. B. Determine dependencies. C. Analogously estimate the schedule. D. Gain approval.

D. Gain approval.

The requirements of many stakeholders were not approved for inclusion in your project. Therefore, you had a difficult time gaining formal approval of the project management plan. The stakeholders argued and held up the project while they held meeting after meeting about their requirements. The project was finally approved and work began six months ago. All of the following would be good preventative actions to implement except: A. Keep a file of what requirements where 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. Hold meetings with the stakeholders to go over the work that will not be added to the project.

The program was planned years ago, before there was a massive introduction of new technology. While planning the next project in this program, the project manager has expanded the scope management plan because as a project becomes more complex, the level of uncertainty in the scope: A. Remains the same B. Decreases C. Decreases then increases D. Increases

D. Increases

A team member has been late to several recent team meetings, and the last two deliverables he submitted were not acceptable. The project manager decides he can no longer wait for things to improve and must address the issue with the team member. What is the best form of communication for addressing this problem? A. Formal written communication B. Formal verbal communication C. Informal written communication D. Informal verbal communication

D. Informal verbal communication

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

D. Initiating

Which process groups must be included in every project? A. Planning, executing, closing B. Initiating, planning, and executing C. Planning, executing, and monitoring and controlling D. Initiating, planning, executing, monitoring and controlling, and closing

D. Initiating, planning, executing, monitoring and controlling, and closing

Which of the following would generally lead to the least amount of quality improvement? A. Total quality management B. Quality planning C. Implementing an ISO 9000 standard D. Inspection

D. Inspection

Your team has worked diligently to identify a large number of risks on a pharmaceutical development project. At this time, the risk register includes risks related to government regulations, risks involved in production and testing, and risks related to introducing a new product to the already flooded market, as well as many other areas of potential risk. Before proceeding with the project, these risks must be assessed, and risk response plans must be developed for the highest ranking, risks. All the following are factors in the assessment of project risk except: A. Risk events B. Risk probability C. Amount at stake D. Insurance Premiums

D. Insurance Premiums

A project manager has assembled the project team. They have identified 56 risks on the project, determined what would trigger the risks, rated them on a risk rating matrix, tested their assumptions and assessed the quality of the data used. The team is continuing to move through the risk management process. What has the project manager forgotten to do? A. Conduct a simulation B. Perform risk mitigation C. Determine the overall risk ranking for the project D. Involve other stakeholders

D. Involve other stakeholders

As part of a project manager's due diligence, he reviews the schedule, focusing on each activity as its start time approaches. He also monitors activities as they progress. He is currently looking at an activity that has an early start (ES) of day 3, a late start (LS) of day 13, an early finish (EF) of day 9, and a late finish (LF) of day 19. In all likelihood, this activity: A. Is on the critical path B. Has a lag C. Is progressing well D. Is not on the critical path

D. Is not on the critical path

Which of the following explains why quality should be planned in and not inspected in? A. It reduces quality and is less expensive B. It improves quality and is more expensive C. It reduces quality and is more expensive D. It improves quality and is less expensive

D. It improves quality and is less expensive

All the following are characteristics of a project except: A. It is temporary B. It has a definite beginning and end. C. It has interrelated activities. D. It repeats itself every month.

D. It repeats itself every month

All the following are parts of an effective change management plan except: A. Procedures B. Standards for reports C. Meeting D. Lessons learned

D. Lessons learned

A project manager is trying to settle a dispute between two two team members. One says the systems should be integrated before testing, and the other maintains each system should be tested before integration. 'The project involves over 30 people, and 12 systems need to be integrated. The sponsor is demanding that integration happen on time. Which is the best statement the project manager can make to resolve the conflict? A. Do it my way . B. Let's calm down and get the job done. C. Let's deal with this again next week after we all calm down. D. Let's do limited testing before integration and finish testing after integration.

D. Let's do limited testing before integration and finish testing after integration.

Senior management is complaining that they are not able to easily determine the status of ongoing projects in the organization. Which of the following types of reports would help provide summary information to senior management? A. Detailed cost estimates B. Project management plans C. Bar chart D. Milestone reports

D. Milestone reports

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

D. Monitor Risks

You are trying to make sure all records from the procurement are documented and indexed. Which of the following do you not have to worry about? A. Proposal B. Procurement statement of work C. Terms and conditions D. Negotiation process

D. Negotiation process

You are the project manager of a relatively small project to build out improvements to a small shop in a pedestrian mall. The project is using a time and material contract, and you know you must be involved in negotiations. Which of the following is an advantage of a time and material contract? A. A time and material contract is less work for the buyer to manage. B. The seller has a strong incentive to control costs. C. The total price is known D. Negotiations are less extensive

D. Negotiations are less extensive

You are a project manager for the construction of a major new manufacturing plant that is unlike any that has been done before. The project cost is estimated at $30,000,000, and the project will make use of three sellers. Once begun, the project cannot be cancelled, as there will be a large expenditure on plant and equipment. When managing a project, it is most important to carefully: A. Review all cost proposals from the sellers B. Examine the budget reserves. C. Complete the project charter D. Perform and identification of risks

D. Perform and identification of risks

All the following occur during the Close Project or Phase process except: A. Creating lessons learned B. Formal acceptance C. Performance reporting D. Performing cost-benefit analysis

D. Performing cost-benefit analysis

The project is expected to take four years. The project team members will not all be coming on at the start of the project, but rather will join and leave the team as needed. Historically, projects similar to this one have been volatile, and the work intense. Therefore, conflict between team members is almost inevitable. Which of the following conflict resolution techniques will generate the most lasting solution? A. Forcing B. Smoothing C. Compromise D. Problem-solving

D. Problem-solving

A project has several teams. Team C has repeatedly missed deadlines in the past. This has caused team D to have to crash the critical path several times. As the team leader for team D, you should meet with: A. leader of team C. B. the project manager C. Project manager and management. D. Project manager and the leader of team C.

D. Project manager and the leader of team C.

You are embarking on a new technology upgrade project that is considered key to future growth of the business. Because of the critical nature of the project, you recognize the importance of performing thorough risk management, and you want to make sure you have considered all relevant project information before beginning. All the following are always inputs to the risk management process except: A. Historical information B. Lessons learned C. Work breakdown structure D. Project status reports

D. Project status reports

A large project is underway when one of the team members reviews the project status report. He sees that the project is currently running late. As he looks at the report further, he notices that the delay will cause one of his activities to be scheduled during a time he will be out of the country and cannot work on the activity. This is of great concern because he is very committed to the project being successful and he does not want to be the cause of the project being further delayed. What is the best thing for him to do? A. Contact the project manager immediately to provide the project manager with his schedule. B. Include the information in his next report. C. Request that the issue be added to the project issue log. D. Recommend preventive action.

D. Recommend preventive action.

The project has been going well, except for the number of changes being made. The project is being installed into seven different departments within the company and will greatly improve departmental performance when operational. The team has selected the appropriate processes selected for use on this project. The project manager is a technical expert as well as having been trained in communications and managing people. Which of the following is the most likely cause of the project problems? A. The project manager was not trained in understanding the company environment. B. The project should have more management oversight since it will result in such great benefits to the company. C. The project should have used more of the project management processes. D. Some stakeholders were not identified.

D. Some stakeholders were not identified.

The project sponsor has just signed the project charter What is the next thing to do? A. Begin to complete work packages. B. Validate scope C. Start integrated change control. D. Start to create management plans

D. Start to create management plans

A seller is working on a cost-reimbursable (CR) contract when the buyer decides he would like to expand the scope of services and change to a fixed-price (FP) contract. All the following are the seller's options except: A. Completing the original work on a cost-reimbursable basis and then negotiating a fixed price for the 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 contract

D. Starting over with a new contract

You're thinking through what approach will make it easiest for the team to take responsibility for providing work performance data for all aspects of the project. As part of this approach, you believe it will be helpful to make sure the team understands how and why the data will be analyzed. You explain to the team that the cost management plan contains a description of: A. the project costs B. How resources are allocated C. The budgets and how they were calculated D. The WBS level at which earned value will be created

D. The WBS level at which earned value will be created

Which of the following is included in a project charter? A. A risk management strategy B. Work package estimates C. Detailed resource estimates D. The business case for the project

D. The business case for the project

A large, one-year telecommunications project is about halfway done when you take the place of the previous project manager. The project involves three different sellers and a project team of 30 people. You would like to see the project's communications requirements and what technology is being used to aid in project communications. Where will you find this information? A. The project management plan B. The information distribution plan C. The bar chart D. The communications management plan

D. The communications management plan

A new project manager is about to begin creating the procurement statement of work. One stakeholder wants to add many items to the procurement statement of work. Another stakeholder only wants to describe the functional requirements. The project is important for the project manager's company, but a seller will do the work. How would you advise the project manager? A. The procurement statement of work should be general to allow the seller to make his own decisions. B. The procurement statement of work should be general to allow clarification later. C. The procurement statement of work should be detailed to allow clarification later. D. The procurement statement of work should be as detailed as necessary for the type of project.

D. The procurement statement of work should be as detailed as necessary for the type of project.

A new project manager is beginning work on her first project. She is planning to use her training to implement many risk identification methods. She realizes that some identified risks will be managed throughout the project, while others will not be considered important enough to deal with. She is aware that risk management is ongoing through out the project, as new risks may be identified, risk ratings may change, and the project itself may change. She realizes that all 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 i s changed. D. The project charter is changed.

D. The project charter is changed.

A cost performance index (CPI) of 0.89 means: A. At this time we expect the total project to cost 89% more than planned. B. When the project is completed, we will have spent 89% more than planned. C. The project is progressing at 89% of the rate planned D. The project is getting 89 cents out of every dollar invested

D. The project is getting 89 cents out of every dollar invested

The customer has accepted the completed project scope. However, the lessons learned required by the project management office have not been completed. What is the status of the project? A. The project is complete because it has reached its due date. B. The project is incomplete because it needs to be re-planned C. The project is complete because the customer has accepted the deliverables D. The project is incomplete until all project and product deliverables are complete and accepted.

D. The project is incomplete until all project and product deliverables are complete and accepted.

A primary goal of your project is to decrease the amount of time it takes for service technicians to help customers resolve issues via an online chat function. The current process includes correctly verifying client authentication information, assessing the problem, and then solving it. The team thinks a technical fix is needed to improve the chat functionality to support the goal of decreasing the time required to solve customer problems. The customer service representatives think the process is at fault. A few team members have also expressed concern that the customer service representatives are interfering with their work by trying to take on a larger role than is appropriate for the project. The tension among stakeholders is escalating, and leadership is concerned. There has been discussion about who should assign roles for the project. The role of each stakeholder is determined by: A. The stakeholder and the sponsor B. The project manager and the sponsor C. The team and the project manager D. The project manager and stakeholder

D. The project manager and stakeholder

A project management plan should be realistic in order to be used to manage the project. Which of the following is the best method to achieve a realistic project management plan? A. The sponsor creates the project management plan based on input from the project manager. B. The functional manager creates the project management plan based on input from the project manager. C. The project manager creates the project management plan based on input from senior management. D. The project manager creates the project management plan based on input from the team.

D. The project manager creates the project management plan based on input from the team.

During the completion of project work, the sponsor asks the project manager to report on how the project is going. In order to prepare the report, the project manager asks each of the team members what percent complete their work is. There is one team member who has been hard to manage from the beginning. In response to being asked what percent complete he is, the team member asks, "Percent complete of what?" Tired of such comments, the project manager reports to the team member's manager that the team member is not cooperating. Which of the following is most likely the real problem? A. The project manager did not get buy-in from the manager for the resources on the project. B. The project manager did not create an adequate reward system for team members to improve their cooperation C. The pro1ect manager should have had a meeting with the team member's boss the first time the team member caused trouble. D. The project manager did not assign work packages.

D. The project manager did not assign work packages.

A complex aerospace project is nearing completion. Because the work was highly technical and new to the organization, the product of the project was released two months later than planned. Despite the late delivery, management is appreciative of the effort expended and believes that this product will generate additional opportunities for the organization. Management also thinks that experience of this team will provide great value for teams working on similar projects in the future. The sponsor requests that lessons learned be thoroughly documented. Lessons learned are best completed by: A. The project manager B. The team C. The sponsor D. The stakeholders

D. The stakeholders

A project manager is quantifying risk for her project. Several of her experts are off-site, but wish to be included. How can this be done? A. Perform Monte Carlo analysis using the internet as a tool. B. Apply the critical path method. C. Determine options for recommended corrective action. D. Use facilitation techniques

D. Use facilitation techniques

A project manager at a large consulting firm is asked to report on the actual project results versus planned results. The project is going well, and the marketing department wants to see if the current results can be used in a future marketing campaign. This project manager should prepare a: A. Trend report B. Forecasting report C. Status report D. Variance report

D. Variance report

A project manager has just been assigned a team comprised of team members from many countries including Brazil, Japan, the United States, and Britain. What is her best tool for success? A. The responsibility assignment matrix (RAM) B. The teleconference C. Team communication with the WBS D. Well-developed interpersonal skills

D. Well-developed interpersonal skills

A project team is discussing the benefits and drawbacks of working on projects within their organization now that it has become project oriented. They can agree on many advantages for the team and for the organization, but also agree there are some drawbacks relative to the strong matrix structure the organization used to have. In a project-oriented organization, the project team: A. Reports to many managers B. Has no loyalty to the project C. Reports to the functional manager D. Will not always have a home

D. Will not always have a home

What is an Ishikawa Diagram?

This is a cause and effect (aka fishbone) diagram.

A project is chartered to determine new ways to extend the product life of one of the company's medium-producing products. The project manager comes from the engineering department, and the team comes from the product management and marketing departments. The project scope statement and project planning are completed when a stakeholder notifies the team that there is a better way to complete one of the work packages. The stakeholder supplies a technical review letter from his department proving that the new way to complete the work package will actually be faster than the old way. The project manager has had similar experiences with this department on other projects, and was expecting this to happen on this project. What is the first thing the project manager should do? A. Contact the department and complain again about their missing the deadline for submission of scope. B. Look for how this change will impact the cost to complete the work package and the quality of the product of the work package. C. See if there is a way to change from a matrix organization to a functional organization so as to eliminate all the interference from other departments. D. Ask the department if they have any other changes

B. Look for how this change will impact the cost to complete the work package and the quality of the product of the work package.

Work on a project is ongoing when a project manager overhears two works arguing over what a set of instructions means. The project manager investigates and discovers that the instructions for the construction of the concrete footings currently being poured were poorly translated between the different languages in use on the project. Which of the following is the best thing for the project manager to do first? A. Get the instructions translated by a more experienced party. B. Look for quality impacts of the poor translation of the instructions for the footings. C. Bring the issue to the attention of the team, and ask them to look for other translation problems. D. Inform the sponsor of the problem in the next project report

B. Look for quality impacts of the poor translation of the instructions for the footings.

You are managing a project on which considerable negotiations will be involved. You are confident that these negotiations will go well and that all agreements will finalized into formal, written contracts. When you are engaged in negotiations, nonverbal communication skills are of: A. Little importance B. Major importance C. Importance only when cost and schedule objectives are involved D. Importance to ensure you win the negotiation

B. Major importance

1he project is calculated to be completed four days after the desired completion date. You do not have access to additional resources. The project is low risk, the benefit-cost ratio is expected to be 1 .6, and the dependencies are preferential. Under these circumstances, what is the best thing to do? A. Cut resources from an activity. B. Make more activities concurrent. C. Move resources from the preferential dependencies to the external dependencies. D. Remove an activity from the project.

B. Make more activities concurrent.

During project executing, a large number of changes are made to the project. Several of the change requests have come from the customer, significantly changing the functionality of the originally requested product. Six project team members have been reassigned by management to a higher-priority project, and they have been replaced. As project work has progressed, many of the identified risks have occurred and have been successfully mitigated. However, three contingency plans have been adjusted and will be implemented if identified risks recur during the remainder of the project. The project manager should: A. Wait until all changes are known, and then print out a new schedule. B. Make sure the project charter is still valid. C. Change the schedule baseline. D. Talk to management before any changes are made.

B. Make sure the project charter is still valid.

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. Manage when and in what sequence work is done.

To what does the following definition refer? "A type of analysis focused on finding the point at which the benefits or revenue to be received from improving quality equals the incremental cost to achieve that quality." A. Quality control analysis B. Marginal analysis C. Standard quality analysis D. Conformance analysis

B. Marginal analysis

During the Identify Risks process, a project manager and stakeholders used various methods to identify risks and created a long list of those risks. The project manager then made sure that all the risks were understood and that triggers had been identified. Later, in the Plan Risk Responses process, he took all the risks identified by the stakeholders and determined ways to mitigate them. What has he done wrong? A. The project manager should have waited until the Perform Qualitative Risk Analysis process to get the stakeholders involved. B. More people should be involved in the Plan Risk Responses process. C. The project manager should have created workarounds. D. Triggers should not be identified until the Identify Risks process.

B. More people should be involved in the Plan Risk Responses process.

A project manager is new to the company but has l 0 years of project management experience. She is given a medium-sized project and is asked to plan so it is finished as quickly as possible because the company 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 use to determine this? A. Work breakdown structure B. Network diagram C. Bar chart D. Project charter

B. Network diagram

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

B. Obtain historical records and guidance from the project management office (PMO).

A project has had some problem, but now seems under control. In the last few months, almost all the reserve has been used, and most of the negative impacts of events that had been predicted have occurred. There are only four activities left, and two of them are on the critical path. Management now informs the project manager that it would be in the performing organization's best interest to finish the project two weeks earlier than scheduled in order to receive an additional profit. In response, the project manager sends out a request for proposal for so m e work that the team was going to do, hoping to find another company that might be able to do the work faster. The project manager can best be said to be attempting to work with: A. Reserves B. Opportunities C. Scope validation D. Threats

B. Opportunities

A project manager 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 Procurement Management C. Administer Procurement D. Make-or-Buy Analysis

B. Plan Procurement Management

During which part of the project management process is the project scope statement created? A. Initiating B. Planning C. Executing D. Monitoring and Controlling

B. Planning

When it comes to changes, the project manager's attention is BEST focused on: A. Informing the sponsor of changes. B. Preventing unnecessary changes. C. Making changes D. Tracking and recording changes.

B. Preventing unnecessary changes.

A project team is creating a project management plan when management asks them to identify project risks and provide some form of qualitative output as soon as possible. What should the project team provide? A. Risk triggers B. Prioritized list of risks C. Contingency reserves D. Probability of achieving the time and cost objectives

B. Prioritized list of risks

You have just been assigned as project manager for a large manufacturing project. This one-year project is about halfway done. It involves five different sellers and 20 members of your company on the project team. You want to quickly review where the project now stands. Which of the following reports would be the most helpful in finding such information? A. Work status B. Progress C. Forecast D. Communications

B. Progress

You have been appointed as the manager of a new, large, and complex project. Because this project is business-critical and highly visible, senior management has told you to analyze the project risks and prepare response strategies for them as soon as possible. The organization has risk management procedures that are seldom used or followed, and has had a history of handling risks badly. The project's first milestone is in two weeks. In preparing the risk response plan, input from which of the following is generally least important? A. Project team members B. Project sponsor C. Individuals responsible for risk management policies and templates D. Key stakeholders

B. Project sponsor

Buyers and sellers have many common goals, but some goals of the buyer will not benefit the seller. Likewise, the seller will sometimes have goals that conflict with those of the buyer. These could negatively affect the project if contracts are not negotiated appropriately. The primary objective of contract negotiations is to: A. Get the most from the other side. B. Protect the relationship C. Get the highest monetary return. D. Define objectives and stick to them

B. Protect the relationship

The project manager's many responsibilities include being of service to the team, integrating new team members as the project progresses, and ensuring that the project meets its objectives within scope, time, budget, and other constraints. Which of the following best describes the project manager's role as an integrator? A. Help team members become familiar with the project B. Put all the pieces of a project into a cohesive whole C. Put all the pieces of a project into a program. D. Get all team members together into a cohesive whole.

B. Put all the pieces of a project into a cohesive whole

A system development project is nearing project closing when a previously unidentified risk is discovered. This could potentially affect the project's overall ability to deliver. What should be done next? A. Alert the project sponsor of potential impacts to cost, scope, or schedule. B. Qualify the risk C. Mitigate this risk by developing a risk response plan D. Develop a workaround

B. Qualify the risk

Cost has been determined to be the highest priority constraint on a project to design and produce a new tool that will be used in restaurant kitchens. The project team has included random sampling of these tools in their quality plan. Although cost is a key factor, the product must also meet high quality standards. All the following are examples of the cost of nonconformance except: A. Rework B. Quality training C. Scrap D. Warranty costs

B. Quality training

A market demand, a business need, and a legal requirement are examples of: A. Reasons to hire a project manager B. Reasons projects are initiated C. Reasons people or businesses become stakeholders D. Reasons to sponsor a project

B. Reasons projects are initiated

Which of the following is the primary 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 project manager that a risk has occurred, and note the consequences D. Quantitatively analyze risks as assigned by the project manager.

B. Respond to risk triggers and implement the planned risk responses

The project has 13 team members and affects over 15 departments in the organization. Because the project is 20 percent complete to date and the team has had successful performance reports from five of the affected departments, the project manager holds a party to celebrate. The project manager invites key stakeholders from all of the departments to the party, in order to give those providing good reviews an informal opportunity to communicate good things to those departments that have not yet been affected by the project. At the party, the project manager walks around to try to discover any relevant information that would help the project be more successful. He happens to hear a manager of one of the departments talking about setting up more regular meetings on the project. The best thing for the project manager to do would be to first: A. Record the effectiveness of the party in the project lessons learned. B. Review the effectiveness of the project's communication's management plan. C. Hold a meeting of all the stakeholders to discuss their concerns. D. Make sure the manager has a copy of the communications management plan so he is reminded that such concerns should be sent to the project manager.

B. Review the effectiveness of the project's communication's management plan.

During a project team meeting, a team member suggests an enhancement to the scope that is beyond the scope of the project charter. The project manager points out that the team needs to concentrate on completing all the work and only the work required. This is an example of: A. Change management B. Scope management C. Quality analysis D. Scope decomposition

B. Scope management

You have been involved in creating the project charter, but could not get it approved. Your manager and his supervisor have asked that the project begin immediately. Which of the following is the best thing to do? A. Set up an integrated change control process. B. Show your manager the impact of proceeding without approval C. Focus on completing projects that have signed project charters D. Start work on only the critical path activities

B. Show your manager the impact of proceeding without approval

A new project manager has asked you for advice on creating a work breakdown structure. After you explain the process to her, she asks you what software she should use to create the WBS and what she should do with it when it is completed. You might respond that the picture is not the most valuable result of creating a WBS. The most valuable result of a WBS is: A. A bar chart B. Team buy-in C. Activities D. A list of risks

B. Team buy-in

The project was tasked to develop a new software to be used by three sales channels of an auto parts company. The project was consistently on time and within budget, and the stakeholders approved prototypes of the software. However, when the completed software was installed and beta tested, a problem was discovered. Although the software performed as expect on in-store and call center-assisted purchases, it was found to be incompatible with other software necessary to complete online transactions. Therefore, the customer refused to accept the final deliverable, and the team was left to find a new software package that would accommodate all the customer's needs. Which of the following did the team not do? A. Collect requirements from the right stakeholders B. Test interim deliverables C. Control stakeholder engagement D. Accurately define product scope

B. Test interim deliverables

A project team member is talking to another team member and complaining that many people are asking him to do things. If he works in a functional organization, who has the power to give direction to the team member? A. The project manager B. The functional manager C. The team D. The PMO

B. The functional manager

During project planning in a matrix organization, the project manager determines that additional human resources are needed. From whom would she request these resources? A. The PMO manager B. The functional manager C. The team D. The project sponsor

B. The functional manager

As project manager you are unable to allocate as much time as you would like to interact with your stakeholders. Which of the following stakeholders will you make it a priority to get to know? A. The stakeholder who is an expert on the product of the project, but is not interested in implementing it in his department B. The manager of the department that will use the product of the project, who is known to be resistant to change C. The project sponsor, with whom you have successfully worked on many projects. D. The department employee who is unfamiliar with the product of the project, but open to the positive impacts he believes the product will have on his work environment

B. The manager of the department that will use the product of the project, who is known to be resistant to change

You have been working with the subject matter experts to estimate the activity durations and costs on the project. All the following are outputs of the Estimate Costs process except: A. An understanding of the cost risk in the work that has been estimated. B. The prevention of inappropriate changes from being included in the cost baseline. C. An indication of the range of possible costs for the project. D. Documentation of any assumptions made during the Estimate Costs process.

B. The prevention of inappropriate changes from being included in the cost baseline.

You have just completed the initiating processes of a small project and are moving into project planning when a project stakeholder asks you for the project's budget and cost baseline. What should you tell her? A. The project budget can be found in the project charter, which has just been completed. B. The project budget and baseline will not be finalized and accepted until the planning processes are completed. C. The project management plan will not contain the project's budget and baseline; this is a small project. D. It is impossible to complete an estimate before the project management plan is created.

B. The project budget and baseline will not be finalized and accepted until the planning processes are completed.

The customer has accepted the completed project scope. However, the lessons learned required by the project management office have not been completed. What is the status of the project? A. The project is incomplete because it needs to be replanned. B. The project is incomplete until all project and product deliverables are complete and accepted. C. The project is complete because the customer has accepted the deliverables. D. The project is complete because it has reached its due date.

B. The project is incomplete until all project and product deliverables are complete and accepted.

Who is ultimately responsible for quality management on the project? A. The project engineer B. The project manager C. The quality manager D. The team member

B. The project manager

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 identifying and analyzing stakeholders, 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

At the end of the project, the project manager reports that the project has added four unexpected areas of functionality and three areas of performance. The customer has expressed satisfaction with the project. What does this mean in terms of success of the project? A. The project was an unqualified success B. The project was unsuccessful because it was gold plated C. The project was unsuccessful because the customer being happy means they would have paid more or the work. D. The project was successful because the team had a chance to learn new areas of functionality and the customer was satisfied.

B. The project was unsuccessful because it was gold plated

Your project has just been fast tracked, and you are looking to quickly bring in a subcontractor complete networking. There is no time to issue a request for proposal (RFP), so you choose to use a company you have used many times before for software development. A primary concern in this situation is: A. Collusion between subcontractors B. The subcontractor's qualifications C. The subcontractor's evaluation criteria D. Holding a bidder conference

B. The subcontractor's qualifications

During project planning, you estimate the time needed for each activity and then total the estimate. to create the project estimate. You commit to completing the project by this date. What is wrong with this scenario? A. The team did not create the estimate, and estimating takes too long using that method. B. The team did not create the estimate, and a network diagram was not used. C. The estimate ls too long and should be created by management. D. The project estimate should be the same as the customer's required completion date.

B. The team did not create the estimate, and a network diagram was not used.

A project team is working on manufacturing a new product, but they are having difficulty creating a project charter. What is the best description of the real problem? A. They have not identified the project objectives B. They are working on a process and not a project C. The end date has not been set D. They have not identified the product of the project.

B. They are working on a process and not a project

If a project has 60 percent chance of a $100,000 profit and a 40 percent chance of a $100,000 loss the expected monetary value (EMV) for the project is: A. $100,000 profit B. $60,000 loss C. $20,000 profit D. $40,000 loss

C. $20,000 profit

The difference between a project, program, and portfolio is: A. A project is a temporary endeavor with a beginning and end, a program may include other nonproject work, and a portfolio is all the projects in a given department or division. B. A project is a lengthy endeavor with a beginning and end, a program combines two or more unrelated projects, and a portfolio combines two or more programs. C. A project is a temporary endeavor with a beginning and end, a program is a group of related projects, and a portfolio is a group of projects and programs related to a specific strategic organizational objective. D. A project is a contracted endeavor with a beginning and an end, a portfolio is a group of projects with more open ended completion dates, and a program combines two or more portfolios.

C. A project is a temporary endeavor with a beginning and end, a program is a group of related projects, and a portfolio is a group of projects and programs related to a specific strategic organizational objective.

The organization is committed to rolling out a new cell phone at an industry trade show in six months. The sponsor has made it clear that this product, to be created by your project team, must meet a long list of requirements, adhere to high quality standards, and, most importantly, be ready in time for the trade show. The sponsor has promised to commit as many resources as necessary for you to complete the project within these constraints. Your project management plan results in a project schedule that is too long. If the project network diagram cannot change but you have extra personnel resources, what is the best thing to do? A. Fast track the project. B. Level the resources. C. Crash the project D. Perform Monte Carlo analysis

C. Crash the project

For each activity on your project, you have worked with designers, engineers, technical experts, and consultants to come up with details on the resources needed to complete the activity. For some of the activities the lists are quite long, as you need raw and finished materials, equipment, and people. You have a limited amount of warehousing available, so you have to coordinate the deliveries and work so that the materials and equipment are delivered as close to the start of an activity as possible. You and the project management team have identified the amount of time and money needed for each of the activities, which you have then aggregated and analyzed with their help. These efforts will eventually result in the creation of a cost baseline for the project. A senior manager is trying to better understand the work of project management and has asked which process produces the cost baseline. What is the correct response? A . Estimate Activity Resources B. Estimate Costs C. Determine Budget D. Control Costs

C. Determine Budget

The project manager is working with cost estimates in order to establish a baseline for measuring project performance. What process is this? A. Cost management B. Estimate costs C. Determine budget D. Control costs

C. Determine budget

The project team has just completed the initial project schedule and budget. The next thing to do is: A. Identify risks. B. Begin iterations. C. Determine communications requirements. D. Create a bar (Gantt) chart.

C. Determine communications requirements.

Closure includes all of the following EXCEPT: A. Turning over the product of the project. B. Documenting the degree to which each project phase was properly closed after its completion. C. Determining performance measures. D. Updating the company's organizational process assets

C. Determining performance measures.

A project manager is analyzing the project to find ways to decrease costs. It would be best if the project manager looks at: A. Variable costs and fixed costs B. Fixed costs and indirect costs C. Direct costs and variable costs D. Indirect costs and direct costs

C. Direct costs and variable costs

Effective project integration usually requires an emphasis on: A. The careers of the team members. B. Timely updates to the project management plan C. Effective communication at key interface points D. Product control

C. Effective communication at key interface points

A team member has missed the last two team meetings. Several of his assigned deliverables were completed late, and not all were of acceptable quality. He requests a meeting with the project manager, where he explain that he has been dealing with a number of personal issues, which he realizes have affected his work. Although this has been concerning for the project manager, as he has had to smooth the irritation of other team members and even taken on some of the team member's responsibilities, the project manager shows concern to the team member. He works with the team member to reschedule his work to allow him long weekends to deal with his personal situation. This is an example of: A. Expectancy theory B. Theory Y management C. Emotional intelligence D. Problem-solving

C. Emotional intelligence

During a team meeting, a team member asks about the measurements that will be used on the project to assess performance. The team member feels that some of the measures related to activities assigned him are not valid measurements. The project is most likely considered in what part of the project management process? A. Closing B. Monitoring and controlling C. Executing D. Initiating

C. Executing

A stakeholder's belief about or mental picture of the future is a(n): A. Requirement B. Heuristic C. Expectation D. Constraint

C. Expectation

If a risk event has a 90 percent chance of occurring, and the consequences will be $10,000, what does $9,000 represent? A. Risk value B. Present value C. Expected monetary value D. Contingency budget

C. Expected monetary value

You are in the middle of leading a major modification project for an existing manufactured product when you learn that the resources promised at the beginning of the project are not available. According to your plans, these resources will be needed soon, and their unavailability will affect your timeline and possibly other aspects of the project. What is the best thing to do? A. Show how the resources were originally promised to your project B. Replan the project without the resources C. Explain the impact if the promised resources are not made available. D. Crash the project.

C. Explain the impact if the promised resources are not made available.

A control chart shows seven data points in a row on one side of the mean. What should the project manager do? A. Perform a design of experiments B. Adjust the chart to reflect the new mean C. Find an assignable cause D. Nothing. This is a rule of seven and can be ignored.

C. Find an assignable cause

Which of the following best describes product analysis? A. Working with the customer to determine the product description B. Mathematically analyzing the quality desired for the project. C. Gaining a better understanding of the product in the project in order to create the project scope statement D. Determining whether the quality standards on the project can be met.

C. Gaining a better understanding of the product in the project in order to create the project scope statement

You know that some groups within your organization are going to provide input to requirements that may impact your ability to develop a realistic schedule. Managing stakeholder expectations is always important, but achieving stakeholder satisfaction will be more critical with some groups than with others. All the following are parts of the team's stakeholder management effort except: A. Determining stakeholders' needs B. Identifying stakeholders C. Giving stakeholders added value D. Managing stakeholders' expectations

C. Giving stakeholders added value

A project has a number of deliverables that are complex and have to be assembled. As the project manager, you know the work breakdown structure will help stakeholders to see interim deliverables that will be integrated into the final project deliverables. To help manage the individual elements, you have used a work breakdown numbering system. This numbering system allows the project team to: A. Systematically estimate costs of work breakdown structure elements. B. Provide project justification C. Identify the level at which individual elements are found. D. Use it in project management software.

C. Identify the level at which individual elements are found.

Your company has an emergency and needs contracted work done as soon as possible. Under these circumstances, which of the following would be the most helpful to add to the contract? A. A clear procurement statement of work B. Requirements as to which subcontractors can be used C. Incentives D. A force majeure clause

C. Incentives

You provide a project cost estimate for the project to the project sponsor. He is unhappy with the estimate, because he thinks the price should be lower. He asks you to cut 15 percent off the project estimate. What should you do? A. Start the project and constantly look for cost savings. B. Tell all the team members to cut 15 percent from their estimates. C. Inform the sponsor of the activities to be cut. D. Add additional resources with low hourly rates.

C. Inform the sponsor of the activities to be cut.

The best time to assign a project manager to a project is during: A. Integration B. Project Selection C. Initiation D. Planning

C. Initiation

The project has been challenging to manage. Everyone has been on edge due to pressure to complete the project on time. Unfortunately, the tension has grown to the point where team meetings have become shouting matches, with little work accomplished during the meetings. One team member asks to be excused from future team meetings, as all the shouting upsets him. Meanwhile, the sponsor has expressed interest in attending future team meetings to hear how the project is going and to better understand the issues involved in completing the project. In addition, the customer has started discussions about adding scope to the project. In this situation, it would be best for the project manager to: A. Ask the sponsor if the information needed could be sent in a report rather than have her attend the meetings. B. Inform the team member who asked to be excused from the meetings of the value of communication in such meetings. C. Involve the team in creating ground rules for the meetings. D. Hold a team-building exercise that involves all the team members.

C. Involve the team in creating ground rules for the meetings.

Which of the following best describes the Validate Scope process? A. It provides assurances that the deliverable meets the specifications, is an input to the project management plan, and is an output of control quality. B. It ensures the deliverable is completed on time, ensures customer acceptance, and shows the deliverable meets specifications. C. It ensures customer acceptance, shows the deliverables meet specifications, and provides a chance for differences of opinion to come to light. D. It is an output of Control Quality, occurs before Define Scope, and ensures customer acceptance.

C. It ensures customer acceptance, shows the deliverables meet specifications, and provides a chance for differences of opinion to come to light.

A new project manager is walking you through the schedule she has created for h<'r project. She asks you about the duration of a particular milestone, so she knows how to properly schedule it. What will you tell her about a milestone's duration? A. It is shorter than the duration of the longest activity. B. It is shorter than the activity it represents. C. It has no duration. D. It 1s the same length as the activity it represents.

C. It has no duration.

Once signed, a contract is legally binding unless: A. One party is unable to perform. B. One party is unable to finance its part of the work. C. It is in violation of applicable law. D. It is declared null and void by either party's legal counsel.

C. It is in violation of applicable law.

After much hard work, the procurement statement of work for the project is completed. However, even after gaining agreement that the procurement statement of work is complete, the project manager is unsure of whether it actually addresses all the buyer's needs. The project manager is about to attend the bidder conference. He asks you for advice on what to do during the session. Which of the following is the best advice you can give him? A. You do not need to attend this session; the procurement manager will hold it B. Make sure you negotiate project scope C. Make sure you give all the sellers the opportunity to ask questions. D. Let the project sponsor handle the meeting so you can be the good guy in the negotiation session.

C. Make sure you give all the sellers the opportunity to ask questions.

Your team worked hard throughout project planning, thoroughly defining and estimating each activity required to complete the work. The resulting network diagram supported the end date that was approved by the team, management, and the stakeholders. As work has progressed, most milestones have been met. On two occasions, workarounds were needed to deal with the occurrence of unidentified risk events. With continued attention to detail, you have been successful in keeping the project on schedule and within budget. Now, an opportunity is identified that can only be realized if the project is completed two days ahead of schedule. Which of the following is the best thing to do when asked to complete a project two days earlier than planned? A. Tell senior management that the project's critical path does not allow the project lo be finished earlier. B. Tell your manager C. Meet with the team to look at options for crashing or fast tracking the critical path. D. Work hard and see what the project status is next month.

C. Meet with the team to look at options for crashing or fast tracking the critical path.

A project manager gets a cal from a team member notifying him that there is a variance between the speed of a system on the project and the desired or planned speed. The project manager is surprised because that performance measurement was not identified in planning. If the project manager then evaluates whether the variance warrants a response, he is in which part of the project management process? A. Initiating B. Executing C. Monitoring and controlling D. Closing

C. Monitoring and controlling

A team member notifies the project manager that the activities comprising a work package are no longer appropriate. It would be best for the project manager to be in what part of the project management process? A. Corrective action B. Integrated change control C. Monitoring and controlling D. Project closing

C. Monitoring and controlling

Senior management has been extremely impressed by a new team member on the software development project. The team member has enthusiastically and efficiently completed his assigned activities. He has also demonstrated courtesy, respect, and consideration to everyone around him. For these reasons, management is planning to promote the team member to a business analyst position that is currently open on the project. The halo effect refers to the tendency to: A. Promote from within. B. Hire the best . C. Move people into project management because they are good in their technical fields. D. Move people into project management because they have had project management training.

C. Move people into project management because they are good in their technical fields.

Consideration of ongoing operations and maintenance is crucially important to products of projects. Ongoing operations and maintenance should: A. Be included as activities to be performed during project closure. B. Be a separate phase in the project life cycle because a large portion of life cycle costs is devoted to maintenance and operations. C. Not be viewed as part of a project D. Be viewed as a separate project

C. Not be viewed as part of a project

The cost performance index (CPI) on the project is 1.13, and the benefit-cost ratio is 1.2. The project scope was created by the team and stakeholders. Requirements have been changing throughout the project. No matter what the project manager has tried to accomplish in managing the project, which of the following is he most likely to face in the future? A. Having to cut costs on the project and increase benefits B. Making sure the customer h.1s approved the project scope C. Not being able to measure completion of the product of the project D. Having to add resources to the project

C. Not being able to measure completion of the product of the project

Assuming the ends of a range of estimates are +/- 3 sigma from the mean, which of the following range estimates involves the least risk? A. 30 days, plus or minus 5 days B. 22 to 30 days C. Optimistic=26days, most likely=30 days, pessimistic=33 days D. Mean of 28 days

C. Optimistic=26days, most likely=30 days, pessimistic=33 days

A watch list is an output of which risk management process? A. Plan Risk Responses B. Perform Quantitative Risk Analysis C. Perform Qualitative Risk Analysis D. Implement risk responses

C. Perform Qualitative Risk Analysis

The team is working on a project to develop or procure a customized software package that will be used by delivery drivers for a new chain of pizza restaurants. There are multiple stakeholders on this project. Because of other ongoing projects to design, build, and equip brick-and-mortar restaurant locations you are informed that there is no rush to complete this software development work. If project time and cost are not as important as the number of resources used each month, which of the following the best thing to do? A. Perform a Monte Carlo analysis. B. Fast track the project C. Perform resource optimization. D. Analyze the life cycle costs.

C. Perform resource optimization.

A project manager has received some help from the team, and she needs help from them again so that she can create a detailed project budget. Which project management process group is she in? A. Initiating B. Before the project management process C. Planning D. Executing

C. Planning

The team is working on the development of a new product that is designed to appeal to individuals of all ages throughout the world. Because of the diversity of the stakeholder base, the team has decided to group stakeholders by category, in order to plan effective stakeholder engagement strategies. Which of the following tools will be most beneficial in this effort? A. Resource breakdown structure, prioritization, multicriteria decision analysis B. Salience model, traceability matrix, prioritization C. Power/interest grid, stakeholder cube, salience model D. Benefits management plan, focus group, power/interest grid

C. Power/interest grid, stakeholder cube, salience model

The new software installation project is in progress. The project manager is working with the quality department to improve stakeholders' confidence that the project will satisfy the quality standards. Which of the following must they have before they start this process? A. Quality problems B. Quality improvement C. Quality control measurements D. Rework

C. Quality control measurements

You have identified a diverse group of stakeholders, and you will need to report information in a variety of ways to meet their different communications needs. When will you use a milestone chart instead of a bar chart? A. Project planning B. Reporting to team members C. Reporting to management D. Risk analysis

C. Reporting to management

In determining the physical resource requirements of the project, the team has identified the need for a highly specialized piece of testing equipment that will be used for approximately six months. The organization only owns one of these units, and it has been committed to other projects during the time this team will need it. Purchasing another similar unit is assumed to be cost-prohibitive. Which of the following is the least effective action for the project manager to take? A. Negotiate with the project manager that has reserved the equipment during the time it is needed by this team. B. Consult with the procurement department about the possibility of leasing a similar unit C. Request that the sponsor intervene on behalf of the project. D. Adjust the schedule so that the work requiring the equipment can be done when the equipment is available.

C. Request that the sponsor intervene on behalf of the project.

During the first half of the project, five team members left for other projects without being replaced, two team members went on vacation without informing you, and the other team members expressed uncertainty about the work they were to complete. In this situation, it is best if you update which of the following for the second half of the project? A. Communications management plan B. Resource histogram C. Resource management plan D. Responsibility assignment matrix

C. Resource management plan

Changes to some project deliverables have been documented in the project management plan. These changes, along with other project information, have been distributed according to the communications management plan. One stakeholder expresses surprise to the project manager upon hearing of all documented change to a project deliverable. All stakeholders received the communication providing notification of the change. What should the project manager do? A. Determine why the stakeholder did not receive the information, and let him know when it was published. B. Ask the functional manager why the stakeholder did not understand his responsibility C. Review the communications management plan, and make revisions necessary. D. Address the situation in the next steering committee meeting, so others do not miss published changes.

C. Review the communications management plan, and make revisions necessary.

You are the project manager at a software development company, leading a project to develop an innovative application for a client. The project has followed a strict software engineering process. The requirements have been specified in detail, resulting in extensive functional and technical specification documents. Your project team member delivers an interim project deliverable to the buyer. However, the buyer refuses the deliverable, stating it does not meet the requirement on page 300 of the technical specifications. You review the document and find that you agree. What is the best thing to do? A. Explain that the contract is wrong and should be changed. B. Issue a change order. C. Review the requirements, and meet with the responsible team member to review the WBS dictionary. D. Call a meeting of the team to review the requirement on page 300.

C. Review the requirements, and meet with the responsible team member to review the WBS dictionary.

A project manager's primary responsibility 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 best describes the major constraints on a project? A. Scope, number of resources, and cost B. Scope, cost, and schedule C. Scope, schedule, cost, quality, risk, resources, and customer satisfaction. D. Schedule, cost, and number of changes

C. Scope, schedule, cost, quality, risk, resources, and customer satisfaction.

The project team is considering the prospective sellers who have submitted proposals. One team member supports a certain seller while another team member wants the project to be awarded to a different seller. The project manager 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

A project manager on a multinational website implementation project is at a party and talks to friends who will be heavy users of this new website when the project is complete and the site is rolled out. They describe some annoying aspects of the current website. The project manager takes this feedback to the sponsor, and encourages design and scope changes. Which of the following best describes what the project manager has done? A. Scope validation B. Integrated change control C. Stakeholder analysis D. Scope planning

C. Stakeholder analysis

Which of the following best describes the relationship between standard deviation and risk? A. There is no relationship. B. Standard deviation tells you if the estimate is accurate. C. Standard deviation tells you how uncertain the estimate is. D. Standard deviation tells you if the estimate includes a pad.

C. Standard deviation tells you how uncertain the estimate is.

A project is being completed by a virtual team with team members from six countries. From their various locations, the team members are arguing about which office will take the lead on the project, disagreeing over meeting schedules, and questioning the abilities of individuals whom they have not worked with before. In which stage of the Tuckman ladder is this team functioning? A. Forming B. Reforming C. Storming D. Resourcing

C. Storming

A project manager for the seller is told by her management that the project team should do whatever possible to be awarded incentive money. The primary objective of incentive clauses in a contract is to: A. Reduce costs for the buyer. B. Help the seller control costs. C. Synchronize objectives D. Reduce risk for the seller by shifting risk to the buyer.

C. Synchronize objectives

Knowledge management is a key responsibility of the project manager. This responsibility includes managing two kinds of knowledge on a project: tacit and explicit. Which of the following definitions are correct? A. Tacit knowledge is fact-based and can be easily communicated through words and symbols B. Tacit knowledge may need explanation or context to provide value to recipients of this information. C. Tacit knowledge includes emotions, experience, and abilities. D. Lessons learned are an example of tacit knowledge

C. Tacit knowledge includes emotions, experience, and abilities.

During a meeting with some of the project stakeholders, the project manager is asked to add work to the project scope. The project manager had access to correspondence about the project before the project charter was signed and remembers that the project sponsor specifically denied funding for the scope mentioned by these stakeholders. The best thing for the project manager to do is to: A. Let the sponsor know of the stakeholders' request. B. Evaluate the impact of adding the scope. C. Tell the stakeholders the scope cannot be added. D. Add the work if there is time available in the project schedule

C. Tell the stakeholders the scope cannot be added.

Which of the following is correct in regard to the Control Scope process? A. Effective scope definition can lead to a more complete project scope statement. B. The Control Scope process must be done before scope planning. C. The Control Scope process must be integrated with other control processes. D. Controlling the schedule is the most effective way of controlling scope.

C. The Control Scope process must be integrated with other control processes.

A project manager may use ____________ to make sure the team members clearly know what is included in each of their work packages. A. The project scope statement B. The product scope C. The WBS dictionary D. The schedule

C. The WBS dictionary

You have narrowed down the prospective sellers, and conducted a bidder conference. You are prepared to enter into a contract with the desired seller, and are checking that everything is in order for final contract negotiations and contract finalization. You have only a couple of points to clarify with the seller. All the following must be present to have a contract except: A. A procurement statement of work B. Acceptance C. The address of the seller D. Buyers' signatures

C. The address of the seller

The finance department requires that you keep them updated on the costs being spent on the capital project you are leading. You were required to submit a funding plan, and monthly forecasts are necessary so that any changes to the funding plan can be requested in advance and evaluated. Exceeding the budget limit is unacceptable as it will impact the stock value. You have successfully implemented processes and practices to anticipate funding changes, and you evaluate them to minimize problems and increase the efficient use of funds. You have employed a variety of reporting and analysis techniques to meet the finance department requirements. One of them is EAC, which is a periodic evaluation of: A. The cost of work completed B. The value of work performed C. The anticipated total cost at project completion D. What it will cost to finish the project

C. The anticipated total cost at project completion

You have a project with the following activities: Activity A takes 40 hours and can start after the project starts. Activity B takes 25 hours and should happen after the project starts. Activity C must happen after activity A and takes 35 hours. Activity D must happen after activities B and C and takes 30 hours. Activity E must take place after activity C and takes 10 hours . Activity F takes place after Activity E and takes 22 hours. Activity F and D are the last activities of the project. Which of the following is true if activity B actually takes 37 hours? A. The critical path is 67 hour . B. The critical path changes to Start, B, D, End. C. The critical path is Start, A, C, E, F, End. D. The critical path increases by 12 hour.

C. The critical path is Start, A, C, E, F, End.

One of your team members informs you that he does not know which of the many projects he is working on is important. Who should determine the project priorities between projects in a company? A. The project manager B. The project management team C. The project management office (PMO) D. The project team

C. The project management office (PMO)

Which of the following is TRUE about the development of a project charter? A. The executive manager creates the project charter, and the functional manager approves it. B. The sponsor creates the project charter, and the project manager approves it. C. The project manager creates the project charter, and the sponsor approves it. D. The project team creates the project charter, and the PMO approves it.

C. The project manager creates the project charter, and the sponsor approves it.

You are the project manager working on a complex structural engineering project. Not an engineer yourself, you will require the assistance of several subject matter experts during the procurement process. In addition to the subject matter experts, the organization has a procurement department that will provide resources for the procurement process on this project. Which of the following best describes the project manager's role in the procurement process? A. The project manager has only minor involvement B. The project manager should be the negotiator C. The project manager should provide an understanding of the risks of the project. D. The project manager should tell the contract manager how the contracting process should be handled

C. The project manager should provide an understanding of the risks of the project.

A project is plagued by changes to the project charter. Who has the primary responsibility to decide if these changes are necessary? A. The project manager B. The project team C. The sponsor D. The stakeholders

C. The sponsor

Cost risk means: A. There are risks that will cost the project money. B. The project is too risky from a cost aspect. C. There is a risk that project costs could go higher than planned. D. There is a risk that the cost of the project will be lower than planned.

C. There is a risk that project costs could go higher than planned.

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 realistically estimated

C. Until it can be done by one person

You've recently been assigned to manager a marketing project to brand a sustainable development program. Even though you are just starting your efforts, the sponsors are concerned about the likelihood of reaching planned milestones during the project. They are wondering how you will go about estimating. Analogous 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 historical costs.

C. Uses top-down estimating techniques

Lag means: A. The amount of time an activity can be delayed without delaying the project finish date. B. The amount of time an activity can be delayed without delaying the early start date of its successor. C. Waiting time. D. The product of a forward and backward pass.

C. Waiting time.

As the project manager, you are preparing your quality management plan. You are looking for a tool that can demonstrate the relationship between events and their resulting effects. You want to use this tool to depict the events that cause a negative effect on quality. Which of the following is the best choice for accomplishing your objective? A. Scatter diagram B. Pareto diagram C. Why-why diagram D. Control chart

C. Why-why diagram

Two stakeholders are disagreeing via a series of emails as to whether a deliverable meets the acceptance criteria. One of the stakeholders wanted different criteria, but the cost-benefit analysis done in planning did not support delivering that level of performance. The stakeholders agreed that the higher level of performance was not required and was not cost effective. A team member has just informed you that a problem with her work has occurred. The deliverable she is working on must be shipped today or there will be a project breach. One of the stakeholders having the email disagreement comes to you to complain about the other. You say, "I cannot deal with this issue right now.'' Which of the following techniques are you using? A. Problem-solving B. Forcing C. Withdrawal D. Compromising

C. Withdrawal

The team's attitude toward the project is very positive. They are excited about the research and development work they are doing. The value of the work completed today is $60 million. The potential consumers from the product testing and focus groups have stated "the product will be amazing" and "they would absolutely buy it." The phase gate review board has received the reports and is asking for market project.ions and launch plans. They are wondering when the product can start returning value to the organization. The project is budgeted to cost $77 million. The value of the work planned to be done to this point is $78.9 million. What does the schedule performance index (SPI) for this project tell you? A. You are over budget. B. You are ahead of schedule. C. You are progressing at 76 percent of the rate originally planned. D. You are progressing at 24 percent of the rate originally planned.

C. You are progressing at 76 percent of the rate originally planned.

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. A less costly way of doing the same work

A project manager is appointed to head a highly technical project in an area with which this person has limited familiarity. The project manager delegates the processes of Develop Schedule, Estimate Costs, Define Activities, and Estimate Activity Resources to various project team members, and basically serves as an occasional referee and coordinator of activities. The results of this approach are likely to be: A. A team functioning throughout the project at a very high level, demonstrating creativity and commitment B. A team that initially experiences some amounts of confusion, but that after a period of time becomes a cohesive and effective unit C. A team that is not highly productive, but that stays together because of the work environment created by the project manager D. A team that is characterized by poor performance, low morale, high levels of conflict, and high turnover

D. A team that is characterized by poor performance, low morale, high levels of conflict, and high turnover

The previous project manager for your project managed it without much project organization. There is a lack of management control and no clearly defined project deliverable. Which of the following would be the BEST choice for getting your project better organized? A. Develop specific work plans for each work package. B. Develop lessons learned for each phase. C. Develop a description of the product of the project. D. Adopt a life cycle approach to the project.

D. Adopt a life cycle approach to the project.

During project executing, a team member is coordinating with a supplier, and identifies a risk that is not in the risk register. It appears that the pieces of heavy equipment you have ordered from a supplier are larger than anticipated, and they may not all fit in to the warehouse the team has leased to store them until they are needed. What should you do? A. Get further information on how the team member identified the risk because you already performed a detailed analysis and did not identify this risk. B. Disregard the risk because risks were identified during project planning. C. Inform the customer about the risk . D. Analyze the risk.

D. Analyze the risk.

Which of the following is the best thing for a project manager 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. Answer sellers' questions about the procurement documents

A project manager overhears a conversation between two stakeholders who are discussing how unhappy they are with the impacts of the project on their own departments. Stakeholder A asks if the project is on time, and stakeholder B replies that the SPI is 1.05. Stakeholder A asks if the project manager for the project knows of stakeholder B's concerns. Stakeholder B responds that he is not sure. What is the best thing for the project manager to do? A. Make sure the stakeholders are aware that the project manager overheard. Then ask them to direct any questions to the project manager in writing. B. Make a presentation to all the stakeholders regarding the status of the project. C. Send both stakeholders a copy of the issue log, and ask for additional comments. D. Arrange a meeting with both stakeholders to allow them to voice any concerns they may have.

D. Arrange a meeting with both stakeholders to allow them to voice any concerns they may have.

The customer responsible for overseeing your project asks you to provide a written cost estimate that is 30 percent higher than your estimate of the project's cost. He explains that budgeting process requires managers to estimate pessimistically to ensure enough money is allocated for projects. What is the best way to handle this? A. Add the 30 percent as a lump sum contingency fund to handle project risks. B. Add the 30 percent to your cost estimate by spreading it evenly across all project activities. C. Create one cost baseline for budget allocation and a second one for the actual project management plan. D. Ask for information on risks that would cause your estimate to be too low.

D. Ask for information on risks that would cause your estimate to be too low.

You are the project manager for an existing year-long project that must be completed. Your company just won a major new project. It will begin in three months and is valued at $2,000,000. The new project has a greater starting value and is therefore likely to have a higher priority than your project. It may affect your resources. You are concerned about how you will manage your project so that both projects can be implemented successfully. What is the first thing you should do when you hear of the new project? A. Ask management how the new project will use resources. B. Resource level your project C. Crash your project D. Ask management how the new project will affect your project

D. Ask management how the new project will affect your project

Your company just won a major new project. It will begin in three months and is valued at US $2,000,000. You are the project manager for an existing project.What is the FIRST thing you should do once you hear of the new project? A. Ask management how the new project will use resources. B. Resource level your project. C. Crash your project. D. Ask management how the new project will affect your project.

D. Ask management how the new project will affect your project.

The project was going well when all of a sudden there were changes to the project coming from multiple stakeholders. After all the changes were determined, the project manager spent time with all the stakeholders to find out why there were changes and to discover any more. The project work has quieted down when a team member casually mentions to the project manager that he added functionality to a product of the project. "Do not worry," he says, "I did not impact time, cost, or quality!" What should a project manager do first? A. Ask the team member how the need for the functionality was determined. B. Hold a meeting to review the team member's completed work. C. Look for other added functionality. D. Ask the team member how he knows there is no time, cost, or quality impact.

D. Ask the team member how he knows there is no time, cost, or quality impact.

The project management team is busy breaking down deliverables, and the procurement department has started looking for possible sellers to help produce the deliverables. There are departmental concerns that the project could go over budget because the scope will be iterated and the planning and development will be done in increments. At a recent company gathering, the sponsor asked questions of the project manager and the project management staff team about how changes in scope will affect the estimates. The sponsor wanted to know how the project estimate could be relied upon, given that they were planning to iterate the scope. The project manager reassured them that the team has the right tool with which to provide accurate estimates, and will utilize the tool throughout the project. Which of the following is not needed in order to come up with a project estimate ? A. A WBS B. A network diagram C. Risks D. Change requests

D. Change requests

The project team is assessing the responses of prospective sellers who have submitted proposals. One team member argues for a certain seller while another team member wants the project to be awarded to a different seller. What part of the procurement process is the team in? A. Plan procurement management B. Control procurements C. Negotiate contracts D. Conduct procurements

D. Conduct procurements

The degree to which a particular stakeholder may be able to positively or negatively affect a project is their: A. Level of engagement B. Level of interest C. Level of commitment D. Level of influence

D. Level of influence

All of the following must be performed during project initiating EXCEPT: A. Create a project scope statement. B. Accumulate and evaluate historical information. C. Identifying and document business needs. D. Divide a large project into phases.

A. Create a project scope statement.

During a team meeting, the team adds a specific area of extra work to the project because they have determined it would benefit the customer. What is wrong in this situation? A. The team is not following the project management plan B. These efforts shouldn't be done in meetings C. Nothing. This is how to meet and exceed customer expectations D. Nothing. The project manager is in control of the situation

A. The team is not following the project management plan

Risk thresholds are determined to help: A. The team rank the project risks B. The project manager estimate project C. The team schedule the project D. Management know how other managers will act on the project

A. The team rank the project risks

Steps for creating a budget

Activity Estimates -> Work package estimates -> Control account estimates -> Project estimates -> Contingency reserves -> Cost baseline -> Management Reserves -> Cost Budget

The project manager is allocating overall cost estimates to individual activities to establish a baseline for measuring project performance. What process is this? A. Control Costs B. Determine Budget C. Estimate Costs D. Cost Management

B. Determine Budget

The organization is about to begin a series of similar projects. The projects will be managed consecutively. Each project involves developing an online cooking video focused on food appropriate to the month in which they will be released. For example, the summer videos will include picnic food and cool treats, and the December video will feature holiday foods for Hannukah, Christmas, and Kwanzaa. The project sponsor is adamant that the management plan for each project includes an emphasis on making the best possible use of the lessons learned register. He believes that the other projects have not been successful because they failed to take advantage of lessons learned from previously completed projects. The lessons learned register should be updated: A. At the end of each project phase B. Throughout the project C. Weekly D. At the end of the project

B. Throughout the project

At various points during execution, the project manager reviews the project charter. Which of the following best describes what a project charter may be used for when the work is being completed? A. To make sure all the team members are rewarded. B. To help determine if a scope change should be approved C. To assess the effectiveness of the change control system D. To make sure that all the documentation on the project is completed.

B. To help determine if a scope change should be approved

You have identified several risks on your project for which purchasing insurance is a possibility. The insurance company your firm use has quoted reasonable rates, and your analysis shows that purchasing insurance makes sense as a contingency plan in these cases. Your organization has a low threshold for risk but wants to keep costs in line as the profit margin on the product of this project is low. The strategy of purchasing insurance is best considered an example of risk: A. Escalation B. Transference C. Acceptance D. Avoidance

B. Transference

You are working on a project that requires the use of a stakeholder engagement assessment matrix. This tool can be used to identify: A. Additional stakeholders B. Variances from anticipated stakeholder involvement C. Key relationships between stakeholders D. Skill levels of stakeholders

B. Variances from anticipated stakeholder involvement

A detailed project schedule can be created only after creating the: A. Project budget B. Work Breakdown Structure C. Project Management Plan D. Detailed risk Assessment

B. Work Breakdown structure

During project executing, a project team member informs the project manager that a work package has not met the quality metric, and that she believes it is not possible to meet it. The project manager meets with all concerned parties to analyze the situation. Which part of the quality management process is the project manager involved in? A. Manage quality B. Perform Integrated Change Control C. Control Quality D. Plan Quality Management

C. Control Quality

What is a strong matrix organization?

In strong matrix organizations, the project manager has the authority and a full-time role. ... This structure has the characteristics of a projectized organization. The functional manager has a minimal role in a strong matrix organization.

What are joint application design (JAD) sessions?

JAD sessions involve eliciting requirements and input to enhance the processes of developing the software.

Inputs to plan stakeholder engagement

Project Charter Project Management Plan (Resource, comm, risk) Project documents (assumption log, change log, issue log, project schedule, risk register, stakeholder register) Agreements EEFs OPA

Inputs to monitor stakeholder engagement

Project Management Plan (resource, comm, stakeholder engagement) Project documents (issue log, lessons learned register, project communications, risk register, stakeholder register) Work Performance Data EEFs OPA

What to do with negative float?

Schedule compression, if that does not work, change request for a change to adjust the baseline. Schedule compression means adjusting the network diagram so critical path activities that were originally planned to be completed in a series are replanned to be done in parallel.

What is Rough order of magnitude (ROM) estimate?

Usually made during project initiating. A typical ROM estimate is -25 to +75 percent, but this range can vary depending on how much is known about the project when creating the estimates.

What is a definitive estimate range?

Some project managers use +/- 10 percent, while others use -5 to +10 percent.

What is purpose of configuration management plan?

To have a plan for making sure everyone knows what version of the scope, schedule, and other components of the project management plan is the latest version. It defines the naming conventions, the version control system, and the document storage and retrieval system, and details how you will manage the changes to the documentation, including which organizational tools you will use in this effort.

Under what circumstances would you use a milestone chart?

To report to senior management

Under what circumstances would you use a network diagram?

To show interdependencies between activities

Outputs to Stakeholder Engagement Plan

Work performance information Change requests Project Management plan updates (resource, comm, stakeholder engagement) Project document updates (issue log, lessons learned register, risk register, stakeholder register)

You were just assigned to take over a project from another project manager who is leaving the company. The previous project manager tells you that the project is on schedule, but only because he has constantly pushed the team to perform. What is the FIRST thing you should do as the new project manager? a. Check risk status b. Check cost performance c. Determine a management strategy d. Tell the team your objective

c. Determine a management strategy

A particular project in the domain of civil construction requires that every on-site worker be insured. Which of the following inputs BEST conveys this requirement to the Cost Estimation process so that the insurance cost is estimated and subsequently budgeted? a. Enterprise Environmental Factor b. Organizational Process Assets c. Project Scope Statement d. Project Management Plan

c. Project Scope Statement (Project scope statement contains constraints)

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 project manager 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. Consult with the sponsor about options.

You're managing a project to develop a new mobile application for the inventory-tracking-and-control system of a restaurant franchise organization. Schedule is the highest-priority constraint for the leadership team, but the franchise owners are most concerned about cost and the quality of the application. If there are bugs and errors in the system, they will pay higher costs on waste or lost sales. But investing a lot of effort into delivering great functionality could he expensive. It was decided that an adaptive approach to the project life cycle would likely be the best way to balance the competing priorities and deliver a working, cost-effective application. The franchise decision team has been meeting with the development team. The groups feel good about the project's progress, but they are hearing concerns from other stakeholders about what the impact will be to the bottom line and whether the system will be ready for launch. These concerns were anticipated in planning, and will be managed with cost performance measurement. Cost performance measurement is best done through which of the following? A. Asking for a percent complete from each team member and reporting that in the monthly progress report B. Calculating earned value, and using indexes and other calculations to report past performance and forecast future performance C. Using the 50/50 rule, and making sure the life cycle cost is less than the project cost D. Focusing on the amount expended last month and what will be expended the following month

B. Calculating earned value, and using indexes and other calculations to report past performance and forecast future performance

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

B. Close project or phase.

One of the stakeholders on the project contacts the project manager to discuss some additional scope they would like to add to the project. The project manager asks for details in writing and then works through the Control Scope process. What should the project manager do next when the evaluation of the requested scope is complete? A. Ask the stakeholder if any more changes are expected. B. Complete integrated change control. C. Make sure the impact of the change is understood by the stakeholder. D. Find out the root cause of why the scope was not identified during project planning.

B. Complete integrated change control.

Which of the following is the most appropriate thing to do in project closing? A. Work with the customer to determine acceptance criteria. B. Confirm all the requirements in the project have been met. C. Collect historical information form previous projects D. Gain formal approval of the management plans

B. Confirm all the requirements in the project have been met.

A project manager must publish a project schedule. Activities, start/end times, and resources are identified. What should the project manager do next? A. Distribute the project schedule according to the communications management plan. B. Confirm the availability of the resources. C. Refine the project management plan to reflect more accurate costing information. D. Publish a bar chart illustrating the timeline.

B. Confirm the availability of the resources.

A project manager had a complex problem to solve and facilitated a team decision about what needed to be done. A few months later, the problem resurfaced. What did the project manager most likely not do? A. Perform proper risk analysis B. Confirm the decision solved the problem C. Have the project sponsor validate the decision D. Use an Ishikawa diagram.

B. Confirm the decision solved the problem

Which of the following best describes the difference between the Control Scope process and the Perform Integrated Change Control process? A. Control Scope focuses on making changes to the product scope, and Perform Integrated Change Control focuses on making changes to integration. B. Control Scope focuses on controlling the scope of the project, and Perform Integrated Change Control focuses on determining the impact of a change of scope on time, cost, quality, risk, resources, and customer satisfaction. C. Control Scope focuses on controlling the scope of the project, and Perform Integrated Change Control focuses on making changes to integration. D. Control Scope focuses on making changes to the product scope, and Perform Integrated Change Control focuses on determining the impact of a change to scope, time, cost, quality, risk, resources, and customer satisfaction

B. Control Scope focuses on controlling the scope of the project, and Perform Integrated Change Control focuses on determining the impact of a change of scope on time, cost, quality, risk, resources, and customer satisfaction.

To obtain support for the project throughout the performing organization, it's best if the project manager: A. Ensures there is a communication management plan B. Correlates the need for the project to the organization's strategic plan C. Connects the project to the personal objectives of the sponsor. D. Confirms that the management plan includes the management of the team members

B. Correlates the need for the project to the organization's strategic plan

All the following are tools and techniques of Control Quality except: A. Inspection B. Cost of quality C. Histogram D. Cause-and-effect diagram

B. Cost of quality

The primary customer of a project has requested an application change during user testing. As project manager, how should you address this issue? A. Develop a risk mitigation plan B. Create a formal change request C. Inform the project sponsor of changes to scope, cost and schedule D. Ensure the scope change complies with all relevant contractual provisions.

B. Create a formal change request

A project manager does not have much time to spend on planning before the mandatory start date arrives. He therefore wants to move through planning as effectively possible. What advice would you offer? A. Make sure you have a signed project charter and then start the WBS. B. Create an activity list before creating a network diagram. C. Document all the known risks before you document the high-level assumptions. D. Finalize the quality management plan before you determine quality metrics.

B. Create an activity list before creating a network diagram.

All the following statements about change control are incorrect except: A. A fixed-price contract will minimize the need for change control B. Changes seldom provide real benefits to the project. C. Contracts should include procedures to accommodate changes D. More detailed specifications eliminate the causes of changes.

C. Contracts should include procedures to accommodate changes

In the middle of the project, the project manager is informed by her scheduler that the project control limits are secure. That same morning, she receives a note from a team member about a problem he is having. The note says, "This activity is driving me crazy, and the manager of the accounting department won't help me until the activity's float is in jeopardy." In addition, the project manager has emails from a minor stakeholder and 14 emails from team members. While she is reading the emails, a team member walks into the project manager's office to tell her a corrective action was implemented by a team member from the project management office, but was not documented. What should the project manager do next? A. Report the documentation violation to the project management office, evaluate the security of the control limits, and review the emailing rules in the communications management plan. B. Clarify the reasoning behind documentation being a problem, get the accounting department to assist the team member, and respond to the minor stakeholder. C. Add the implemented corrective action to the chance log, discuss the value of documentation at the next team meeting, and smooth the team member's issue with the accounting department D. Find out who caused the problem with the accounting department, respond to the minor stakeholder before responding to the other emails, and review the process in communications management plan for reporting concerns with the team member having the documentation problem.

C. Add the implemented corrective action to the chance log, discuss the value of documentation at the next team meeting, and smooth the team member's issue with the accounting department

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

C. Add work packages to the project work breakdown structure

A project has faced major difficulties in the quality of its deliverables. Management now states that quality is the most important project constraint. If another problem with quality were to occur, what would be the best thing for the project manager to do? A. Fix the problem as soon as possible. B. Allow the schedule to slip by cutting cost. C. Allow cost to increase by fixing the root cause of the problem. D. Allow risk to increase by cutting cost.

C. Allow cost to increase by fixing the root cause of the problem

A team member is not performing well on the project because they are inexperienced in system development work. There is no one else available who is better qualified to do the work. What is the best solution for the project manager? A. Consult with the functional manager to determine project completion incentives for the team member B. Obtain a new resource more skilled in development work. C. Arrange for the team member to get training. D. Allocate some of the project schedule reserve.

C. Arrange for the team member to get training.

A1though the stakeholders thought there was enough money in the budget, halfway through the project the cost performance index (CPI ) is 0.7. To determine the root cause, several stakeholders audit the project and discover the project cost budget was estimated analogously. Although the activity estimates add up to the project estimate, the stakeholders think something was missing in how the estimate was completed. Which of the following describes what was missing? A Estimated costs should be used to measure CPI. B. SPI should be used, not CPI. C. Bottom-up estimating should have been used. D. Past history was not taken into account .

C. Bottom-up estimating should have been used.

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

C. Close Project or Phase.

With a clear procurement statement of work, a seller completes work as specified, but the buyer is not pleased with the results. The contract is considered to be: A. Null and void B. Incomplete C. Complete D. Waived

C. Complete

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. Complete the Control Procurements process.

A project manager has little project experience, but she has been assigned as the project manager of a new project. Because she will be working in a matrix organization to complete her project, she can expect communications to be: A. Simple B. Open and accurate C. Complex D. Hard to automate

C. Complex

The first phase of your project has come to an end. What is the most important thing to ensure is done before beginning the next phase? A. Verify that the resources are available for the next phase. B. Check the project's progress compared to its baselines. C. Confirm that the phase has reached its objectives, and have its deliverables formally accepted. D. Recommend corrective action to bring the project results in line with project expectations.

C. Confirm that the phase has reached its objectives, and have its deliverables formally accepted.

The new project manager has a team including several individuals for whom English is not their first language. He frequently uses technical jargon from his former company, which is unfamiliar to these team members, when discussing work activities with his team members. The most likely result of communication blockers is that: A. The project is delayed B. The trust level is enhanced C. Conflict occurs. D. Senior management is displeased.

C. Conflict occurs.

The project manager notices that the project activities being competed by one department are all taking slightly longer than planned. To date, none of the activities in the work packages have been on the critical path. The project manager is bothered by the problem, since four of the next five critical path activities are being completed by the department. After making three calls, the project manager is finally able to talk with the department manager to determine what is going on. The conversation is slow because both speak different native languages and they are trying to converse in French, a shared language. To make communication easier, the project manager frequently asks the department manager to repeat back what has bee said. The department manager communicates that his staff is following a company policy that requires two levels of testing. During conversation, the department manager also make a comment that leads the project manager to believe the policy may include excessive work. This is the fourth time the project manager has heard such a comment. What is the best thing to do? A. Create a better communications management plan that requires one universal language on the project and have translators readily available on a moment's notice. B. Contact someone else in the department who speaks the project manager's native language better to confirm the department manager's opinion. C. Find out if the upcoming activities should be reestimated. D. Work on increasing the effectiveness of the performing organization by recommending continuous improvement of the policy in question

D. Work on increasing the effectiveness of the performing organization by recommending continuous improvement of the policy in question