TN Mock 1

10/8/2015
ProjectManagementAcademy
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MYACCOUNT
PMPVERSION5
CLUBPDU
FinalScore=77%
ProcessGroupBreakdown
Initiating=83%
Planning=78%
Executing=75%
Monitoring=74%
Closing=82%
KnowledgeAreaBreakdown
IntegrationManagement=58%
ScopeManagement=67%
TimeManagement=87%
CostManagement=87%
QualityManagement=92%
HumanResourcesManagement=84%
CommunicationsManagement=75%
RiskManagement=79%
ProcurementManagement=67%
Framework=100%
StakeholderManagement=70%
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ShowIncorrectQuestions
ShowCorrectQuestions
Question:1(
CorrectYouanswered:C)
WhoisresponsibleforapprovingtheProjectManagementPlan?
A.
B.
C.
D.
Projectmanagerandstakeholders
Projectmanagerandsponsor
Projectmanager,sponsorandkeystakeholders
Sponsoronly
PlanningIntegrationManagement
TheProjectManagementPlanisthemasterplanfromwhichtheprojectwillbeexecuted.Itistheresponsibilityofallparties
(projectmanager,sponsor,andkeystakeholders)toapprovetheProjectManagementPlan.
Question:2(
CorrectYouanswered:B)
Youareanalyzingqualityresultslookingforarelationshipbetweendefectsandtheircauses.Whichofthefollowingisthe
appropriatetoolyoushoulduse?
A. Tornadodiagram
B. Ishikawadiagram
C. Controlchart
http://projectmanagementacademy.net/portal/user/testing.php
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D. Histogram
MonitoringQualityManagement
Thequestionisdescribingcauseandeffectanalysis,forwhichyouwoulduseanIshikawadiagram(alsoknownasafishbone
diagramorcauseandeffectdiagram).
Question:3(
CorrectYouanswered:A)
WhatisthepurposeofaRACImatrix?
A.
B.
C.
D.
Displaystherelationshipbetweenworkpackagesandteammembers
Definescommunicationchannels
Authorizesworktobegin
Speedsuptheprojectschedule
PlanningHumanResourcesManagement
RACIstandsforResponsible,Accountable,Consulted,andInformed.ItisatypeofResponsibilityAssignmentMatrix(RAM).
ThepurposeofaRACImatrixistoshowtherelationshipbetweenworkpackages(oractivities)andteammembers.
Question:4(
Yourchangecontrolboard(CCB)hasjustapprovedachangerequest.Whatisthenextthingyoushoulddo?
A.
B.
C.
D.
Analyzetheimpactofthechange
Informstakeholdersofthechangeapproval
Updatetheprojectplantoreflectthechange
Managetheprojectbasedontheapprovedchange
InitiatingIntegrationManagement
Thefirstthingyoushoulddoafterachangerequestisapprovedisupdatetheprojectdocuments.Oncethedocumentsare
updated,thenyoucaninformthestakeholders.Afterthatyoucangobacktoworkandmanagetheprojectbasedonthe
approvedchange.ChoiceAisclearlywrong,becauseyoualwaysanalyzetheimpactofachangepriortosubmittingachange
request(thatislikelythefirstquestionyouwillbeaskedbytheCCBwhat'stheimpacttoyourproject?).
Question:5(
Yourcompanyhaswonacontracttooverseetheexpansionofamajorhighwayinyourarea.Theprojecthadbeendiscussedfor
severalyears,andduetoconstantchangesinthepoliticalclimate,thecontroversialprojectwashardtogetofftheground.The
projecthasdrawncriticismfromnearbyresidentiallandowners,environmentalgroups,andtaxpayerswhodeemittooexpensive.
Moreover,someenvironmentalstudiessuggestthatthesubsurfaceinsomeareasmaybeinadequatetosustaintheroad,which
mayresultinexpensivedetoursbeingbuiltaroundthosespots.YouareworkingonyourRiskManagementPlan.Whatisthebest
waytoproceed?
A.
B.
C.
D.
Setasidereservestocoverthecostsoftheserisksandothersthathavebeenidentified
Conductafeasibilitystudytodeterminewhethertheprojectshouldgoforwardunderthesecircumstances
DocumenteachcategoryofriskintheRiskManagementPlantohelpensureallrisksareproperlyidentified
AsktheSponsortoassignanindependentprojectteamtoassessandhandleprojectrisk
PlanningRiskManagement
TheRiskManagementPlanshouldcontainriskcategories,whichwillhelpyousystematicallyidentifyrisksasyoumove
throughriskplanning.Ariskbreakdownstructuremaybeusedtoshowriskcategories,andthiswouldbepartoftheRisk
ManagementPlan.Remember,sinceyouareworkingontheRiskManagementPlan,youhavenotyetdocumentedspecific
risks,assuggestedinchoiceA.
Question:6(
Whichofthefollowingdoesnotcontainanyinformationabouttheprojectrequirementsorthecharacteristicsoftheproduct?
A.
B.
C.
D.
Requirementsdocumentation
Projectcharter
Requirementsmanagementplan
Projectstatementofwork
InitiatingScopeManagement
Rememberthatamanagementplanisahowtodocument.Therequirementsmanagementplandescribeshowyouwillgoabout
collecting/handlingrequirements,butitdoesnotcontainactualrequirements.Theprojectstatementofworkcontains
informationaboutthecharacteristicsoftheproduct,theprojectcharterincludeshighlevelrequirements,andtherequirements
documentationcontainsthedetailedrequirements.
Question:7(
Whichofthefollowingisnotaresultofperformingstakeholderanalysis?
A.
B.
C.
D.
Understandingwhomightimpactormightbeimpactedbytheproject
Determiningastrategyforhowtobestmanagevariousstakeholders
Understandingwhowillberesponsibleforcompletingthework
Understandingstakeholderattitudes
InitiatingStakeholderManagement
Rememberstakeholderanalysisisdoneatthebeginningofaprojectatthatpointwedon'tknowwhatworkisrequiredyet,so
howcouldweassignresponsibility?ChoiceAisthemainreasonfordoingthisprocessandisdocumentedinthestakeholder
register.ChoiceBandDareincludedinthestakeholdermanagementstrategy,whichistheotheroutputofthisprocess.
Question:8(
CorrectYouanswered:D)
Akeystakeholdercomestoyouwithwhatyoubelievetobeamajorchangetotheproject.Youonlyhaveoneweekofbufferin
yourplanandyourprojectabsolutelycannotbelate.Whatshouldyoudo?
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A.
B.
C.
D.
Informthestakeholderthatduetothetightscheduleyoucannotmakethechange
Issueachangerequestimmediatelyandletthechangecontrolboarddecide
Beginworkingonthechange,becausethisisakeystakeholderandyoushouldkeepherhappy
Analyzetheimpactofthechange
PlanningQualityManagement
Thefirstthingyoushoulddointhiscaseisanalyzetheimpactofthechange.Youmustalwaysanalyzetheimpactbeforeyou
issueachangerequest.ChoiceAisincorrect,becauseyoudon'tyetknowtheimpactitmightturnoutthechangecanbe
doneinlessthanoneweek.
Question:9(
Astimepassesinaproject,whichofthefollowingdoesnothappen?
A.
B.
C.
D.
Costofchangeincreases
Riskincreases
Stakeholderinfluencedecreases
Cumulativeprojectspendingincreases
MonitoringFramework
Astimepassesinaprojectthecostofchangeincreases,riskdecreases,andstakeholderinfluencedecreases.Costof
changeincreasesbecauseastimepassesifyoumakeachangeitwilllikelyrequirerework.Riskdecreasesbecauseastime
passesyoucompletemoreworkandthusyouruncertaintygoesdown.Stakeholderinfluencedecreases,becauseyougather
informationfromstakeholdersatthebeginningoftheprojectandasyougoforwardyouareexecutingaccordingtotheplan
ratherthanaccordingtothewhimsofthestakeholders.
Question:10(
Youaretheprojectmanagerforahighwayconstructionproject.Yoursponsorhasaskedforanupdatedprojectforecast.The
projecthasspent$100,000ofthetotalbudgetof$400,000andhasaCPIof.85.Thevariancesyouhaveexperiencedthusfarare
expectedtocontinue.Howmuchmoremoneywillyouspendonyourproject?
A.
B.
C.
D.
$470,588
$370,588
$240,000
$340,000
MonitoringCostManagement
Thisquestionisaskingyoutocalculateestimatetocomplete(ETC).TheformulaforETCisEACAC.Soyoumustfirst
calculateEACbyusingtheformulaBAC/CPI.$400,000/.85=$470,588.NowyoucancalculateETCasEACAC=
$470,588$100,000=$370,588.
Question:11(
WhichofthefollowingbestdescribesthepurposeoftheWBS?
A.
B.
C.
D.
Itorganizestheprojectteamandshowsreportingstructures
Itassignsworktoindividualteammembers
Itmakestheprojecteasiertoestimateandmanage
Itdescribesindetailtheproject'sdeliverables
PlanningScopeManagement
ThecorrectanswerischoiceC.TheWBSisahierarchicaldecompositionoftheworktobecompletedonaprojectandthe
mainpurposeistomaketimeandcostseasiertoestimate.ChoiceAdescribesthepurposeofaprojectorganizationchart.
ChoiceBdescribesaWorkAuthorizationSystem.ChoiceDdescribestheProjectScopeStatement.
Question:12(
Whichofthefollowingbestdefineshighquality?
A.
B.
C.
D.
Aproductthatdoesn'thaveanydocumenteddefects
Aproductthatlastsfor25years
Aproductthatpassesallqualitytests
Aproductthatsatisfiesthequalityrequirements
ThecorrectanswerisD.Thedefinitionofhighqualityisaproductthatmeetstheagreeduponqualityrequirementsand
standards.ChoicesA,BandCareincorrectbecausetheycanallbetrueandatthesamequalitycanbelow.Justbecausea
productpassedthetestsandnodefectswerefounddoesnotmeanitishighqualityperhapsthetestsweredesignedpoorly
andasaresultnodefectswerefound.ChoiceBmaysoundgood,butwhatiftheproductwassupposedtolastlongerthan25
years?
Question:13(
IncorrectYouanswered:B)
WhichofthefollowingwouldnotbeincludedintheCommunicationManagementPlan?
A.
B.
C.
D.
Reportingstructureswithintheorganization
Escalationpathforresolvingissues
Stakeholdercommunicationrequirements
Reasonsforinformationdistribution
PlanningCommunicationsManagement
ChoiceAisthecorrectanswerbecauseitisnotpartoftheCommunicationManagementPlan.Reportingstructuresaredefined
intheHumanResourcePlan.ChoicesB,C,andDcouldallbefoundintheCommunicationManagementPlan.
Question:14(
IncorrectYouanswered:D)
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Whichofthefollowingbestdescribesthepurposeofintegratedchangecontrolonaproject?
A.
B.
C.
D.
Topreventchangesfromoccurring
Tohelptheprojectmanagermaketoughdecisions
Toprovideaframeworktoapprove,reject,andmanagechanges
Toeliminatescopecreep
MonitoringIntegrationManagement
ThecorrectanswerischoiceC.ThemainpurposeofthePerformIntegratedChangeControlprocessistoprovideaframework
toapprove,reject,andmanagechangesonaproject.ChoicesAandDmightbedesirable,buttheyarenotthemainpurposeof
PerformIntegratedChangeControl.ChoiceBisalsoincorrect.ProjectManagersoftenhavetomaketoughdecisions,but
unfortunatelyintegratedchangecontrolisnotdesignedforthat.
Question:15(
Inwhichofthefollowingprocesseswoulditbemosthelpfulforyouasaprojectmanagertoemployinformationgathering
techniques?
A.
B.
C.
D.
DevelopProjectCharterandEstimateCost
DefineScopeandDefineActivities
CollectRequirementsandIdentifyRisk
CreateWBSandControlScope
Collectingrequirementsandidentifyingriskbothrelyheavilyoninformationgatheringtechniques.Inbothprocesses,itis
importanttoextractasmuchinformationaspossible(toensurethatallnecessaryrequirementsarecaptured,andtoensureall
potentialrisksareidentified).
Question:16(
Youareperformingqualitycontrolonaproject.Whichofthefollowingwouldyounotuseinthisprocess?
A.
B.
C.
D.
Qualityaudits
Inspection
Causeandeffectdiagram
Paretodiagram
ExecutingQualityManagement
QualityauditsarenotpartoftheControlQualityprocess.YouuseQualityAuditsduringthePerformQualityAssurance
process.
Question:17(
IncorrectYouanswered:C)
Youareaprojectmanageroverseeingtheconstructionofanewshoppingmall.Yourteamhadcompiledandreviewedzoningand
buildingregulationstohelpensurethatyourprojectwouldnotbeinterruptedbyanyregulatorybodies,however,theinformation
reviewedwasoutofdate.Asitturnsout,youhaveunknowinglyexceededthenewmaximumheightrestrictionsforstructuresin
thatarea.Youmustnowseekavariancefromthelocalgovernmentauthorities,andifitisrefused,yourprojectcouldbeshut
down.Whichofthefollowingcouldhavehelpedavoidthissituation?
A.
B.
C.
D.
Settingasidehigherriskreserves
Performingbetterriskdataqualityassessment
Doingamorethoroughjobofcollectingrequirements
Doingamorethoroughjobofidentifyingnegativestakeholders
Riskdataqualityassessmenthelpsensurethattheunderlyinginformationusedtoevaluateriskisvalid,andinthiscasethe
informationused(theoutdatedregulations)werenolongervalid.Withoutsolidinformation,riskplanningisuseless.Hadthe
reliabilityoftheregulationsbeenexaminedmorethoroughly,thiswouldnothavehappened.
Question:18(
Twoofyourteammembersarearguingoveratechnicalissueonyourproject.Yousuggestthattheyputtheirdifferencesasideand
offertotakethembothtolunch.Whichconflictresolutiontechniquedidyouuse?
A.
B.
C.
D.
Withdrawal
Compromise
Collaborating
Smoothing
ExecutingHumanResourcesManagement
Thisisanexampleofsmoothing,whichoccurswhenyoutrytoglossovertheissueorchangethesubject.Asagoodproject
managerthisisnotyourbestoption,becausetheproblemstillexistsandwilllikelycomeupagain.Thebetteroptionwould
havebeentocollaborate,whichwouldinvolvesittingdown,discussingoptions,andtryingtosolvetheproblem.Withdrawalis
whereonepartyshutsdownorwalksawayfromtheconversation.Compromiseiswherebothpartiesgivesomethingupand
meetinthemiddle.
Question:19(
Youareworkingasaprojectmanagerforanadvertisingproject.Yourinputsincludedeliverables,workperformancedata,
checklists,andapprovedchangerequests.WhatPMBOKprocessareyouworkingon?
A.
B.
C.
D.
ControlQuality
PerformIntegratedChangeControl
PerformQualityAssurance
CloseProjectorPhase
BasedonthelistofinputsprovidedtheonlypossibleanswerischoiceA,ControlQuality.Thechecklistsshouldhavetipped
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youoffthatitinvolvedquality.PlusweneedthedeliverablesandapprovedchangerequestsduringControlQualitysothatwe
canperformtestsonthemtomakesuretheywerecompletedcorrectly.
Question:20(
Youjustdeliveredaproducttoyourcustomerwhenyoureceiveanemailinformingyouthattheendresultisunacceptable.The
customersaysthatacrucialcomponentismissing,butyouknowthatcomponentwasnotintheoriginalplan.Also,theproduct
passedallqualitytests.Howshouldyourespond?
A. Repairtheproducttoincludethemissingcomponentatnochargetothecustomer,becausethecustomerisalwaysright.
B. Performtheworkandbillthecustomerfortheaddedcost.
C. Meetwiththecustomertodocumentthemissingcomponent,andthenissueachangerequesttocompletethe
requiredwork.
D. Informthecustomerthatsincetheproductpassedallqualitytestsandpassedscopeverification,itiscomplete.
ExecutingIntegrationManagement
ThecorrectanswerinthissituationischoiceC.Beforeyoudoanythingthatinvolvesadeviationfromtheoriginalplan,you
shoulddocumentthechangeandissueachangerequest.Onlyafterthechangerequesthasbeenapprovedshouldyoubegin
workingonit.Becauseofthis,choicesAandBareclearlyincorrect.ChoiceDisalsoincorrect.Justbecauseaproduct
passedthequalityandscopeverificationprocessesdoesnotmeantheproductwillmeetthecustomer'sapproval.Something
clearlywasmissedhereandthusyoushouldworktotryandresolveit.
Question:21(
IncorrectYouanswered:A)
Youaremanagingaprojectandateammembercomesacrossamajorrisk.Basedontheteammember'sassessmenttheriskhas
afairlyhighprobabilityofoccurringandcarriesabigimpact.Whatshouldyoudofirst?
A.
B.
C.
D.
Callateammeetingtodiscusstherisk.
Transfertheriskbyhiringanexternalvendortodothework.
Reprimandtheteammemberforevenbringinguptherisk.
Documenttheriskintheriskregister.
Thefirstthingyoushouldalwaysdowhenyouidentifyanewriskisaddittotheriskregister.Youmayverywellwanttocalla
meetingquickly,butthefirstthingyoushoulddoisdocumentthattheriskexistsbyputtingitintheriskregister.Youwouldnot
transfertherisk,assuggestedinchoiceB,untilyouhaddocumenteditanddonesomeanalysis.ObviouslychoiceCisnot
correctyoualwayswantanopenpolicyforidentifyingrisks.
Question:22(
Youareworkingonaprojectforanonprofitorganizationandareputtingtogethertheschedule.Youhavemanaged3similar
projectsinthepast,anddecidetobaseyourtimeestimatesontheactualdurationsfromthemostrecentproject.Whatscheduling
toolandtechniqueareyouusing?
A.
B.
C.
D.
Analogousestimating
Decomposition
ThreePointEstimating
Rollingwaveplanning
PlanningTimeManagement
Thequestiondescribesanalogousestimating,whichisusedduringtheEstimateActivityDurationsprocesstohelpcreate
durationestimates.Hereyouwillessentiallypluginthenumberfromthepastsimilarproject(makingadjustmentsforknown
differencesasneeded).Thisisaquickandeasymethod,butityieldstheleastaccurateestimate.
Question:23(
Whichofthefollowingbestdescribestheprimarypurposeoftheprojectcharter?
A.
B.
C.
D.
Itdefinestheprojectscope
Itauthorizesworktobeginontheproject
Itcompletelydescribestheworktobedoneontheproject
Itdescribesthebusinesscaseandreasonfordoingtheproject
Themainpurposeoftheprojectcharteristograntformalauthorityforworktobeginonaproject.Thechartermayinclude
someaspectsoftheotheranswerchoices,butchoiceBisthebestanswer.
Question:24(
Youaretheprojectmanagerforanaccountingproject.Youhaverequested2seniorlevelauditorstoassistyouonyourproject,but
theaccountingdirectorassigns2veryjuniorteammembersthatlackthenecessaryskillstocompletethework.Howshouldyou
respond?
A.
B.
C.
D.
Gototheaccountingdirector'smanagerandaskfortheseniorresourcesyouneed.
Dothebestyoucanwiththejuniorteammembers.
Askyourmanagertotalkwiththeaccountingdirector.
Callameetingwiththeaccountingdirector,sothatyoucanexplainmoreclearlytheneedforseniorresourceson
yourproject.
Theappropriatecourseofactionisalwaystotrytoresolvetheissuedirectlywiththepersonyouhavetheproblemwith,thus
choiceDisthecorrectanswer.Youshouldnevergotooutsideparties,assuggestedinchoicesAandC,untilyouhavefirst
triedtoresolvetheissueyourself.ChoiceBisclearlywrong,becauseyouknowthejuniorresourcesarenotuptothetask.
Question:25(
Youareworkingonafixedpricecontractandhavespent$120,000sofaroutofabudgetof$120,000.Youestimatethereisstill
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another$20,000ofworktocompletetheproject.Becauseyouareundercontract,yourcompanywillhavetopayallremaining
coststocompletetheproject,withoutanyfurthercontributionfromthebuyer.Whichofthefollowingbestdescribesthissituation?
A.
B.
C.
D.
Theprojectisoverbudget
Theprojecthasreachedthepointoftotalassumption
Theprojectislosingmoney
Theprojectisnotasuccess
ExecutingProcurementManagement
ThebestanswerchoiceisB.Thisisthebookdefinitionofpointoftotalassumption.Alloftheotheranswerchoicesmightbe
true,butthequestionasksfortheBESTchoiceandthePMBOKansweriswhatyoushouldchoose.NotethatAnswerAis
includedwithinAnswerB,makingBmoreinclusiveandthereforethe"best"answer.
Question:26(
Youaresubmittingastatusreporttoyourexternalcustomer.Whichformofcommunicationshouldyouuse?
A.
B.
C.
D.
Formalverbal
Formalwritten
Informalverbal
Informalwritten
MonitoringCommunicationsManagement
AllprojectreportsandanyprocurementrelatedcommunicationsshouldbeFormalWritten.
Question:27(
Youaretheprojectmanageroverseeingtheconstructionofanewaircraftcarrier.Theconstructioninvolvesfittingvarious
componentstogetherattheshipyard,anditmustbedoneinaparticularorder.Unfortunately,certaincomponentshavebeen
assembledattheshipyard,butyourprojectteamcannotinstallthembecauseothernecessarytaskshavenotyetbeencompleted,
andbecauseyoucurrentlylacktheresourcesneededtoinstallthem.Thecomponentscannotbekeptattheshipyard,andthus,
youwillincursubstantialcostsformovingandstoringthemuntiltheycanbeinstalled.Youwanttoensurethatthisdoesn'toccur
againonthisproject,soyoushouldcarefullyreviewwhichofthefollowing?
A.
B.
C.
D.
RequirementsDocumentation
ResourceDocumentation
ProjectScheduleNetworkDiagram
ProcurementManagementPlan
Theproblemhereisoneofsequencingactivities.Thecomponentsshouldnothavebeenassembledsosoon,astheycannot
beinstallednorcantheybestoredwheretheyare.TheProjectScheduleNetworkDiagramanoutputofSequenceActivities
shouldberevisitedtoverifythatfutureactivitiesareproperlysequencedsothisproblemdoesnotreoccur.
Question:28(
Youaremanagingadatacenterinfrastructureproject.Youhavespent$250,000outofatotalbudgetof$600,000.Youhave
completed30%oftheworkthusfar,butaccordingtothescheduleyoushouldhavecompleted40%ofthework.Allworkitems
carrythesamevalue.Whichofthefollowingbestdescribesthesituation?
A.
B.
C.
D.
Yourprojectisoverbudgetandbehindschedule
Yourprojectisoverbudgetandaheadofschedule
Yourprojectisunderbudgetandbehindschedule
Yourprojectisunderbudgetandaheadofschedule
ThisisanEVMquestion.TheamountspentistheActualCost(AC).Theworkcompleted(30%)isthesameasEarnedValue
(EV).Theworkyouweresupposedtocomplete(40%)isthePlannedValue(PV).Toanswerthisquestionyousimplyneedto
pluginthenumbersandcalculateCVandSV.CV=EVACor$180,000$250,000=($70,000),whichmeansyourprojectis
overbudget.SV=EVPVor$180,000$240,000=($60,000),whichmeansyourprojectisalsobehindschedule.
Question:29(
Youaremanagingacomplexprojecttooverhaulawatertreatmentplant.Youaretryingtoreportkeyinformationtothe
stakeholders,butarehavingtroublecompilingalloftherelevantdata.Youhavemultiplebudgetreportsinvariousformats,someof
whichareoutofdate,andtheyarehousedinvariouslocations.Theworkperformancedataissimilarlyscatteredamongstvarious
documents,andisdifficulttointerpret.Whichofthefollowingwouldbestassistyouincommunicatingthekeyinformationtothe
stakeholders?
A.
B.
C.
D.
InformationManagementSystems
CommunicationsTechnology
CommunicationsManagementPlan
IssueLog
MonitoringStakeholderManagement
InformationManagementSystems,whichareatoolandtechniqueofManageCommunications,areusedtorecord,storeand
distributeinformationabouttheproject.Inthiscase,theywouldhelpyouorganizetheinformationsothatitcanbereadily
providedtostakeholders.
Question:30(
Youaremanagingaprojectandoneofyourvendorssubmitsadeliverablethatyoufeelisincomplete.Hedisagreesandinsiststhat
hisworkisdoneandrefusestodoanyfurtherworkonit.Howshouldyouhandlethissituation?
A. Accepttheworkascompleted
B. Haveamediatorhelpresolvetheissue
C. Filealawsuittoforcethevendortocompletetheworkorpayyoudamages
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D. Followtheclaimsadministrationproceduresforresolvingsuchconflicts
ClosingProcurementManagement
Thisisaconflictrelatedtoacontract.Theappropriatecourseofactionistousetheclaimsadministrationproceduressetforth
inthecontract,whichdefinehowtohandlethesetypesofconflicts.
Question:31(
Yourteamisreviewingtheentireprocurementprocesstolookforsuccessesandfailures.Whatareyoudoing?
A.
B.
C.
D.
Documentinglessonslearned
Conductingaprocurementaudit
ProcurementPerformanceReview
Decomposition
Theprocessofreviewingtheentireprocurementprocesstolookforsuccessesandfailuresisthebookdefinitionfor
ProcurementAudits.
Question:32(
Youareputtingtogetheraplantohandleprocurementsonyourproject.Yourorganizationtypicallypreferstodoasmuchworkas
possibleinhouse,inpartbecauseprocurementsonsomepastprojectsranwelloverbudgetandthestakeholdersareespecially
costconscious.Yourschedulewillnotallowyoutoperformallofthenecessaryworkinhouse,however.Generallyspeaking,which
ofthefollowingcontracttypesshouldyouuse?
A.
B.
C.
D.
FirmFixedPrice(FFP)
FixedPricewithEconomicPriceAdjustment(FPEPA)
Costplusfixedfee(CPFF)
TimeandMaterial(T&M)
ThesellerhasthemostriskunderaFirmFixedprice(FFP)contract.Inthistypeofcontractthesellerisrequiredtodoallof
theworkforasetprice.Regardlessofwhathappenswithmaterialscosts,delays,etc.,thesellermustcompletetheworkfor
thefixedpriceinthecontract.Thisisappropriateherebecausethestakeholderswillnotwanttoacceptthecostrisk
associatedwithothertypesofcontracts,andthisgivesthemsecurityinknowingexactlywhattheywillspend.
Question:33(
Youaremanagingaprojecttodevelopanewmobilephone.Eventhoughit'snotintherequirements,youdecidetoaddafeature
allowingthephonetobeusedinanycountrywithoutchangingtheSIMcard.Whichofthefollowingbestdescribeswhathas
occurred?
A.
B.
C.
D.
Scopecreep
Goldplating
Prototypes
Alternativesidentification
Addingundocumentedfeaturestoaproductiscalledgoldplating.Scopecreepiswherestakeholdersorcustomers
continuouslyaddrequirementstotheproject.Prototypesareatechniqueusedincollectrequirements.Alternatives
identificationistheprocessofidentifyingdifferentwaystocompletetheworkonaproject.
Question:34(
Youareintheprocessofinstallinganewheatingandairsysteminyourofficebuildingwhenyourealizethatbecauseoftheway
theexhaustfanissituated,windsofover30MPHwillcausetheACunittonotventorworkproperly.Youdecidetonotchange
anythingandcontinueasplanned.Whatstrategydidyouchoose?
A.
B.
C.
D.
Exploit
Accept
Transfer
Mitigate
Sinceyouhavechosentonotdoanythingdifferent,youhavedecidedtoaccepttherisk.
Question:35(
Youhaveseveralverylowimpactandprobabilityrisksonyourproject.Whichtermbestdescribesthese?
A.
B.
C.
D.
Reserves
Residualrisks
Threats
Watchlistitems
Risksthathaveaverylowimpactandverylowprobabilityofoccurringareputonawatchlist.Basicallyyoujustkeepaneye
onthem.
Question:36(
AllofthefollowingarecharacteristicsoftheProjectManagementPlanexceptwhichone?
A. Servesasformalauthorizationforaprojecttocommence
B. Collectionofsubsidiaryplans
C. Mustbeapprovedbythesponsorandstakeholders
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D. Progressiveelaboration
AnswerAreferstotheCharter.Theprojectmanagementplanincludesallsubsidiaryplans,mustbeapprovedbythesponsor
andstakeholders,andisprogressivelyelaborated.
Question:37(
WhichofthefollowingbestdescribestheScopeValidationprocess?
A.
B.
C.
D.
ItensurestheWBSiscompletelydefined.
Itinvolvesformalizingacceptanceofthecompletedprojectdeliverables.
Itisusedtodeterminethecorrectnessofthedeliverables.
Itisakeypartoftherequirementsanalysisprocess.
MonitoringScopeManagement
ScopeValidationtypicallyoccursneartheendoftheproject,andinvolvesformalizingacceptanceofthecompletedproject
deliverables.Inotherwords,itensurestheprojectdeliverablesmeetthedocumentedprojectrequirements.Verifyingthe
correctnessofthedeliverablesisafunctionoftheControlQualityprocess.
Question:38(
Parametricestimatingisbestdescribedaswhichofthefollowing?
A.
B.
C.
D.
Aweightedaveragemethodofestimatingcostsordurations
Usingapreviousprojecttocalculatethecostorduration,makingadjustmentsforknowndifferences
Usingastatisticalrelationshiptoapastproject(suchascostperunit)tocalculatethecostorduration
Breakinganactivitydownintosmallercomponentsthatareeasiertoestimate,thenaggregatingthecostsordurations
PlanningCostManagement
Parametricestimatingiswhenyouuseastatisticalrelationship(suchascostperunit)tocalculatethecostorduration.Choice
Adescribesthreepointestimates(PERT),choiceBdescribesAnalogousestimating,andchoiceDdescribesbottomup
estimating.
Question:39(
Youaremanagingaprojectthatwillproducethenextnewsupercomputer.Aseachnewunitisproducedyourteamistaking
measurementsandrecordingtheminacontrolchart.Whichofthefollowingresultsshouldyoubeleastconcernedwith?
A.
B.
C.
D.
Adatapointthatisjustabovetheuppercontrollimit
Sevenconsecutivedatapointsabovethemean,butwithinthecontrollimits
Adatapointthatisjustbelowthelowercontrollimit
Severaldatapointsfallingwellaboveandbelowthemean,butwithinthecontrollimits
ChoiceDisdescribingarandompatternofmeasurementsthatfalloneithersideofthemean.Thisisnotacauseforconcern
totheprojectmanager.ChoiceB,where7pointsfallconsecutivelyononesideofthemean,shouldbeofconcernsincethis
meansyourprocessisoutofcontrol.ChoicesAandCarebothproblemsaswell,sincebothrepresentdatapointsthatfall
outsidethecontrollimits(meaningtheprocessisoutofcontrol).
Question:40(
Youaremanagingtheconstructionofanewunderwaterpipeline,andyoumusthirepipefitterstoperformlargepiecesofwork.You
havereceivedresponsesfromvariouscompaniestoyourprocurementdocuments,whichyouareanalyzing.Youareinterestedin
onecompanyinparticular,becauseitofferedapricewhichwaslowerthanmost.Youareunfamiliarwiththiscompany,soyou
obtainfromitalistofreferencesandfollowupwiththem.Theyallhaveexcellentthingstosayaboutthiscompany,andsoyou
awarditthecontract.Whichofthefollowingbestdescribesyourcontactwiththereferences?
A.
B.
C.
D.
SourceSelectionCriteria
IndependentEstimates
ProposalEvaluationTechnique
ProcurementNegotiations
ObtainingreferencesandfollowinguponthemwouldbeanexampleofaProposalEvaluationTechniqueithelpsyouevaluate
theproposalandselecttheseller.ItisatoolandtechniqueofConductProcurements.AnswerAisincorrectbecausethis
wouldrefertothecriteriathatyouhavedesignatedasbeingimportant.AnoutputofPlanProcurementManagement,Source
SelectionCriteriaisaninputto,butnotatoolandtechniqueof,ConductProcurements.
Question:41(
AllofthefollowingareincludedintheStaffingManagementPlanexceptwhichone?
A.
B.
C.
D.
Staffacquisitionandrelease
Complianceandsafety
Rolesandresponsibilities
Rewardsandrecognition
RolesandresponsibilitiesarenotpartoftheStaffingManagementPlan.RemembertheHumanResourcePlanincludes3major
things:theprojectorganizationchart,rolesandresponsibilities,andtheStaffingManagementPlan.TheStaffingManagement
Planaddressesstaffacquisition,staffrelease,compliance,safety,rewards&recognitionandtrainingneeds.
Question:42(
Whenshouldyouidentifythestakeholders?
A. Atthestartoftheproject
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B. Atthestartoftheplanningprocessgroup
C. Atthestartoftheprojectandthestartofeachphase
D. Aftergatheringtherequirements
RememberyoushouldperformthePMBOKprocessesforeachphase.TechnicallychoiceAisalsocorrect,butchoiceCisa
betteranswerbecauseitincludeschoiceA.Remembertochoosethemoreinclusiveanswerwhenfacedwiththistypeof
situation.
Question:43(
Youaremanagingahighwayconstructionprojectandyouaretryingtodetermineiftheprojectisaheadoforbehindschedule.
Whichofthefollowingwouldbemosthelpful?
A.
B.
C.
D.
Theschedulebaseline
Criticalpathmethod
Workperformanceinformation
Reserveanalysis
MonitoringTimeManagement
Workperformanceinformation,whichincludeskeyscheduleperformanceindicatorssuchasSVandSPI,wouldbemost
helpfulbecauseitprovidesperformanceinformationrelativetoestablishedbaselines.
Question:44(
Youaremanagingadatabasedesignprojectandjustrealizedthatthereisamajorflawinyourdesign.Yourteamdeterminesthat
fixingthedesignflawwillresultintwoadditionalweeksofwork,alongwitha10%increaseincosts,buthasnosignificantimpacts
onotherprojectconstraints.Notfixingtheflaw,however,wouldresultinamajorsecurityvulnerabilitythatisunacceptabletothe
customer.Whatshouldyoudonext?
A.
B.
C.
D.
Fixtheflawimmediately
Informthecustomerofthedesignflaw
Createachangerequest
Determinetheimpactofthechange
Inthisquestionyouhavealreadyidentifiedthechangeanddocumentedtheimpact.Thus,thenextstepistocreateachange
request.Youshouldnotbeginfixingtheproblem,assuggestedinchoiceA,untilyougetapproval.ChoiceBisalso
inappropriate,becauseitisnotthenextstep.Youshouldgetthechangeapprovedfirst,andtheninformthecustomerofthe
newplan.Thestepsinthechangeprocessare1)identifythechange,2)determinetheimpact,3)createthechangerequest,4)
performintegratedchangecontrol(asktheCCBforapproval),5)updatetheprojectdocuments,6)managestakeholder
expectations,and7)managetheprojectperthenewplan.
Question:45(
Governmentregulationsthatwilllimityouroptionsasaprojectteamarebestdescribedas?
A.
B.
C.
D.
Bureaucracies
Constraints
Workarounds
Assumptions
PlanningFramework
Unioncontractsandgovernmentregulationsthatareimposedonyourprojectareexamplesofconstraints.Constraintsare
anythingthatlimitsyouroptionsonaproject.
Question:46(
Yourprojecthasthefollowingschedulenetworkpaths:ADFH,BDFH,CEFH,andCEGH.Taskshavethefollowing
durations:A=10,B=8,C=6,D=4,E=12,F=6,G=3,H=4.Whatisdurationofthecriticalpath?
A.
B.
C.
D.
22
24
25
28
Thecriticalpathisthechainofactivitieswiththelongestcombinedduration.InthiscaseitispathCEFH,withadurationof
28days.
Question:47(
Inwhichofthefollowingteambuildingstagesdoestheteambegintoworktogetherandbuildgoodworkingrelationships?
A.
B.
C.
D.
Storming
Performing
Forming
Norming
Tuckman's5stagesofteamdevelopmentareForming,Storming,Norming,Performing,andAdjourning.Formingiswherethe
teamisinitiallybroughttogetherStormingiswheretheteamhasdisagreementsNormingiswheretheteambeginstowork
togetherPerformingiswheretheteamreachesoptimalperformanceandAdjourningiswheretheteamdisbands.
Question:48(
Youaremanagingaprojectwhichiswrappingup.Oneofyourteammembers,Michael,comestoyoutovoicesomefrustrations
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abouthisroleintheproject.Hefeelsthathisrolewasneverclearlyestablished,andthathewasneverprovidedwithanyconcrete
goals,expectationsorfeedback.Ifthisistrue,youmayhavedoneapoorjobwithwhichofthefollowing?
A.
B.
C.
D.
TeamPerformanceAssessments
ProjectPerformanceAppraisals
TeamBuildingActivities
CommunicationMethods
ProjectPerformanceAppraisalsareusedtoprovideindividualfeedback,constructivecritique,clarificationofrolesand
expectations,etc.TeamPerformanceAssessments,ontheotherhand,evaluatehowtheteamperformsasawhole.Project
PerformanceAppraisalsareatoolandtechniqueofManageProjectTeamwhileTeamPerformanceAssessmentsarean
outputofDevelopProjectTeam.
Question:49(
Youaremanagingalargesoftwareprojectforabankandareabout50%donewiththeworkwhenanewstakeholderisidentified.It
turnsoutthestakeholderwillbehighlyimpactedbythenewsoftwareproject.Youhaveatightdeadlineandtherequirementsare
alreadyfirmlyset.Whatshouldyoudo?
A.
B.
C.
D.
Ignorethestakeholder
Meetwiththestakeholdertoinformherofyourproject
Meetwiththestakeholdertogatherherrequirements
Findsomeonetoblamefornotidentifyingthestakeholderearlier
Thecorrectcourseofactionwouldbetomeetwiththestakeholderanddocumentherrequirements.Youmightgetluckyand
alreadyhaveallofherrequirementstakenintoconsideration.Iftimepermitsandthechangeisapproved,youmaystillbeable
toincorporateherrequirements.Attheveryleast,youhaveengagedthestakeholderandattemptedtosatisfyherneeds.
Simplyinformingthestakeholderofyourprojectandnotgatheringherrequirements,assuggestedinchoiceB,wouldnotbe
appropriateeither.
Question:50(
Whichofthefollowingisnotpartoftheprojectclosureprocess?
A.
B.
C.
D.
Phaseexitcriteria
Verifyrequirementsweremet
Transferthedeliverablestooperations
Gatherlessonslearned
ClosingIntegrationManagement
ChoicesA,C,andDarealltrueoftheclosingprocess.Youdonotverifyrequirementsweremetduringprojectclosure.
VerificationthattherequirementsweremetwouldbepartoftheValidateScopeprocess,whichisdoneinMonitoringand
Controlling.Theoutputofthatprocess,AcceptedDeliverables,wouldthenbecomeaninputtotheclosingprocess.
Question:51(
Whatisincludedinthescopebaseline?
A.
B.
C.
D.
Projectscopestatement,WBS,andWBSdictionary
Scopemanagementplan,andprojectscopestatement
Scopemanagementplan,projectscopestatement,WBS,andWBSdictionary
WBSandWBSdictionary
Thescopebaselineincludestheprojectscopestatement,WBS,andWBSdictionary.
Question:52(
Whichoftheserepresentstherangeofaroughorderofmagnitude(ROM)estimateifthebasepointis$100,000?
A.
B.
C.
D.
$90,000to$110,000
$75,000to$125,000
$75,000to$175,000
$10,000to$190,000
AccordingtothePMBOK5thedition,page201,aroughorderofmagnitude(ROM)isarangeof25%to+75%.
Question:53(
Formalapprovalhasbeenprovidedforyourproject,andyouareaskingaroundtoseewhoelsemightbeimpactedbyyourproject.
Whatprocessgroupareyouin?
A.
B.
C.
D.
Initiating
Planning
Executing
MonitoringandControlling
ThequestionisdescribingtheIdentifyStakeholdersprocess,whichispartoftheInitiatingprocessgroup.
Question:54(
Amajorproblemwithyourorganizationalstructureisthatwhentheprojectisfinished,theteamoftenhasnootherworktodoand
mustbeletgo.Whattypeoforganizationstructuredoesthisreferto?
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A.
B.
C.
D.
BalancedMatrix
Projectized
Functional
WeakMatrix
ExecutingFramework
InaProjectizedorganizationalstructuretheprojectteamreportstoonlyonebossandistaskedwithworkingsolelyontheone
project.Onemajorproblemwiththistypeofstructureiswhattodowiththeteammemberswhentheprojectiscompleted.One
waythisishandledistoterminatetheemploymentofallteammembers.
Question:55(
Animportantaspectofsuccesscriteriaisthatitshouldbequantifiable.Whichofthefollowingisanexampleofquantifiable
successcriteria?
A.
B.
C.
D.
Theproducthashighquality
Atenpercentreductioninproductioncosts
Thecustomerishappywiththeresults
Anincreaseinstakeholdersatisfaction
InitiatingFramework
Quantifiablemeansmeasurable,andthusistypicallynumeric.Theonlyanswerchoicethatcanbeaccuratelymeasuredis
choiceB,becauseithasanumberinit.Alloftheotheranswerchoicesaresubjective.
Question:56(
ParetoDiagramshelptheprojectmanagerto:
A.
B.
C.
D.
Fosteramorecreativeteam
Focustheirattentionontheprimarycausesofqualityissues
Seepatternsindefectratesovertime
Performresourcelevelingontheproject
ParetoDiagramsareacombinedbarchart(orderedbyfrequency)andlinechart(showingcumulativedefects).ParetoDiagrams
helptheprojectmanagerseewhichvariablesarecausingthemostdefects.Youmayalsoheartheterm80/20rule,whichis
oftenreflectedinParetoDiagrams,andholdsthat80%ofthedefectsaretypicallycausedbyonly20%ofthevariables.Choice
Aisirrelevanttothequestion.ChoiceCisreferringtoruncharts.ForchoiceDyouwoulduseasimplebarchart(aka
histogram).
Question:57(
Youaresixmonthsintoaprojectexpectedtotakeoneyear.Yourstakeholdersareaskingforcertainperformancemeasurements
tobeprovided,suchasCPIandSPI.Youmustsetasideaweekofyourtimetogathertheinformationneededtoproducethese
measures,whichhascausedyoutopostponeotherimportantmeetingsandworkyouneededtoaccomplishduringthistime.How
mightyouhaveavoidedthis?
A.
B.
C.
D.
Spendingmoretimeplanningtheschedule
Providingperformancemeasurementsweekly,startingwhentheactualworkbegins
Gatheringandorganizingtheworkperformanceinformationasitbecomesavailable
Crashingtheprojectwithadditionalresourcestohelpcompilethisinformation
Thefactsstatethatyoulacktheinformationnecessarytoprovidethefiguresrequested.Youshouldhavebeengatheringand
analyzingthisinformationasitbecameavailable.Hadyoudoneso,thisshouldbeafairlyeasyrequesttoaccommodate,and
shouldnotmateriallyaffectyourownschedule.NotethattheCommunicationsManagementPlanhelpsoutlinehowproject
informationwillbeorganizedandstored,aswellascommunicated.
Question:58(
YouaremanagingaprojecttocreateanativitysceneforagradeschoolChristmasplay.Youaretoldthatoneoftherequirements
isthatyoumustdeliverthenativityscenebyDecember15thedatetheChristmasplaywilltakeplace.Wherewouldyou
documenttheDecember15deadline?
A.
B.
C.
D.
Intherequirementsdocumentation,becauseitisarequirement
IntheWBS,becauseitisadeliverable
Intheconstraintslog,becauseitisaconstraint
Intheriskregister,becauseitisarisk
Deadlinesarealwaysconsideredconstraints.Aconstraintisanylimitationputontheprojectteam.Afeatureofthenativity
scenewouldbearequirement.Deliverablesaretypicallythingsthatyouwouldactuallyhandovertothecustomer,suchaspart
ofthenativityscene.Ariskwouldbethepossibilityofnotcompletingtheprojectontime,whichwasnotmentionedinthis
question.
Question:59(
McClelland'sTheoryofNeedsstatesthatpeoplefitintocategoriesandaremotivatedbythreetypesofneeds.Managersshould
determinewhichofthe3categoriesanemployeefitsintoandmanagethemaccordingly.Whichofthefollowingisnotoneof
McClelland's3needs?
A.
B.
C.
D.
Money
Power
Affiliation
Achievement
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McClelland'sTheoryofNeedsstatesthatpeopleareeithermotivatedbypower,affiliation,orachievement.Managersshould
determinewhichcategoryanemployeefallsintoandmanagethemaccordingly.
Question:60(
Youareworkingasaprojectmanagerandarecurrentlylookingatachartthatshowsyouthetypeandnumberofresourcesthat
youneedoveraperiodoftime.Yourgoalistosmoothoutyourresourcessoyoucanavoidthepeaksandvalleys.Whattypeof
chartareyoulookingat?
A.
B.
C.
D.
Runchart
Resourcehistogram
Resourcecalendar
Staffingmanagementplan
Thequestionisdescribingresourceleveling,whichistheprocessofsmoothingoutresourceutilizationovertime.Youwould
usearesourcehistogram(barchart)todoresourceleveling.
Question:61(
Youareworkingonalargeconstructionprojectasaprojectmanagerandhavejustfoundanopportunitytosavealotofmoneyon
yourproject.Whichofthefollowingisanexampleofexploitingtheopportunity?
A.
B.
C.
D.
Partneringwithanothercompanytotakeadvantageoftheopportunity
Bychangingyourprojectapproachtoensurethatyouachievethefullbenefitsoftheopportunity
Hiringworkersinanothercountrytoworklonghoursinpoorconditionsforverylowpay
Bytakingoutaninsurancepolicytoreduceyourprojectcosts
Exploitingmeansyouactivelygoaftertheopportunity.ChoiceAisdescribingsharing.ChoiceCisusingthetermexploitinits
typical,daytodaymeaning,whichisnotgenerallyhowyoushouldanswerterminologydrivenquestionsonthePMPexam.
ChoiceDisdescribingtransferring,whichisanegativeriskstrategyandshouldnotbeusedforopportunities.
Question:62(
Whotheorizedthatqualitywasamanagementissue85%ofthetimeandbythetimethingsgotdowntothelineemployeeitwas
toolate?
A.
B.
C.
D.
Kaizen
Deming
Pareto
Crosby
W.EdwardsDemingtheorizedthatqualitywasamanagementissue85%ofthetimeandbythetimethingsgotdowntothe
lineemployeeitwastoolate.HeisalsothefatherofTotalQualityManagement(TQM).KaizenistheJapanesewordfor
continuousimprovement.Paretoisatypeofchart.PhilipCrosbybelievedinconformancebydesignandzerodefects.
Question:63(
Whenworkingasaprojectmanagertherearemanythingsaroundyouthatcanimpacttheproject'sabilitytobesuccessful,
includingthecorporateculture,infrastructure,marketplaceconditions,thenumberandtypeofresourcesavailable,workplace
attitudes,etc.Thesearereferredtoas?
A.
B.
C.
D.
Organizationalprocessassets
Enterpriseenvironmentalfactors
Lessonlearned
Constraints
InitiatingFramework
ThequestionlistsjustafewofthemanyenterpriseenvironmentalfactorslistedinthePMBOK.
Question:64(
Youareaprojectmanagerproducingseveralidenticalcomponentsforanaerospaceproject.Youaresupposedtobeproducing2
unitspermonthworth$250,000perunit.After3monthsyouhaveonlyproducedanaverageof1.2unitspermonth.Youusea
formulatodeterminewhatthedifferenceisbetweenwhatyouplannedtodoandwhatyouactuallygotdone.Whatistheformula
youused?
A.
B.
C.
D.
SPI
CV
SV
VAC
Thequestionsistalkingaboutcalculatingaschedulevariance(SV),whichisthedifferencebetweenwhatyouproduced(your
EarnedValue)andwhatyouweresupposedtocomplete(PlannedValue).
Question:65(
Jeffisaseniorengineeronyourproject.Duringaprogressreviewmeetingyoucomeacrossapotentiallydisastrousrisktoyour
project.Jefftellstheteamthathehasafixtoavoidtheriskandensureeverythinggoessmoothly.EveryonetrustsJeff'sadvice,
becausehehasalotofexperiencehandlingthesetypesoftechnicalrisks.WhatkindofpowerdoesJeffhave?
A. Formal
B. Expert
C. Legitimate
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D. Referent
Thereare5typesofpower:formal/legitimate,expert,reward,referent,andpunishment/penalty.Jeffderiveshispowerfromhis
vastamountofexperience,thusheisusingExpertpower.Formal/Legitimatepowerisderivedfromyourpositionortitle.
Referentpowerisderivedfromyourcharismaorhowwellotherslikeyou.
Question:66(
Whichofthefollowingtypesofconflictresolutionisconsideredawinlose?
A.
B.
C.
D.
Smoothing
Punishment
Forcing
Collaborating
Forcingisawinlose,becauseonepartyforcestheirviewontoanotherparty.Thepartydoingtheforcinggetsexactlywhat
theywant,buttheotherpartygetsnoneofwhattheywant.Thisisabadwaytohandleconflicts.Smoothingisaloselose,
becausetheissueissimplyavoidedandwilllikelycomebackuplater.Punishmentisnotaconflictresolutiontechnique,butis
merelyaformofpower.Collaboratingiswhereyouproblemsolvetheissuetofindasolutionthatworksbestforthepartiesand
theprojectasawhole(thisisthebestwaytohandleconflict).
Question:67(
Youaremeetingwiththequalityassurance(QA)managertodiscusstheresultsofthequalityauditofyourproject.TheQA
managerinformsyouthatyourteamhasbeenfollowingqualityproceduresthatarenotparticularlyhelpful,andasaresultmightbe
increasingthelikelihoodfordefects.TheQAmanagerrecommendsrevisionstothequalityprocedures.Youfeelthattheteamis
followingthequalitypoliciesthatwereoriginallysetforth,andtheyaredoingagoodjob.Howshouldyouhandlethissituation?
A. Youshouldmakeanoteinyourlessonslearneddocument
B. Gotothefunctionalmanagersofyourteammembersandaskthemtoensuretheteammembersfollowthenew
proceduressuggested
C. Youshouldanalyzethesuggestedprocedures,thensubmitachangerequest
D. Donothingbecauseyourteamisalreadydoingagoodjob
Thecorrectcourseofactionwhenyouidentifyapossiblechangeistoanalyzetheimpactofthechangeandthenpresenta
changerequesttothechangecontrolboard.ChoiceBmightverywellbetheendresultofthis,butit'simportanttotakeyour
changerequesttothechangecontrolboardforapproval.ChoiceDisobviouslynotagoodwaytohandlethis(eventhoughit
mightbeyourfirstinstinct).
Question:68(
Yourprojectteamdoesnotunderstandthefundamentalsofprojectmanagement.Youfeelthishasthepotentialtoharmyour
project.YoudecidetoputtogetherahalfdaytrainingsessiontoteachPMBOKbasics.Whichofthefollowinghaveyouachieved
byhavingthistraining?
A.
B.
C.
D.
Developyourprojectteam
AvoidRisk
AcquireProjectTeam
AnalyzeRisk
Thisisanexampleofdevelopingyourprojectteambecauseyouareenhancingtheteam'soverallcompetenciesandskills.
NotethatBisincorrectbecauseavoidingariskmeanstakingitoffthetablecompletely,butprojectfailurescouldstilloccur
notwithstandingthetraining.
Question:69(
Yourprojectwassuddenlyterminatedafteramajordesignflawwasfoundinoneofthecomponentthatyoudeliveredtothe
customer.Whatshouldyoudonext?
A.
B.
C.
D.
Stopwork,documentthelessonslearned,andthenreleasetheteam
Offerthecustomerboxseatticketstoaprofessionalsportingeventandtrytogethimtoreinstateyourcontract
Keeptheteamworkingontheprojecttofixtheproblemsandtrytogettheprojectreinstated
Stopworkandreleasetheteamimmediately
Ifyourprojectgetsterminatedearlyyoushouldimmediatelystopworkanddocumentthelessonslearned.Afterthelessons
learnedaredocumentedyoucanreleasetheteam.ChoiceBissuggestingabribe,whichisnotappropriate.ChoiceCisnot
correcteitheryoushouldnotworkontheprojectifitiscanceled.Youneedyourteamtodocumentthelessonslearnedso
choiceDisincorrect.
Question:70(
Youarelookingatdatapointsonacontrolchartinrealtimeandnotice7consecutivepointsabovethemean,butwithinthecontrol
limits.Whatisthiscalledandwhatdoesitmean?
A.
B.
C.
D.
Thisiscalledassignablecauseanditmeansyouhaveidentifiedadefect
Thisiscalledcommoncauseanditmeansthevariationispredictable
Thisiscalledqualityassuranceanditmeansyouaredoingyourjob
ThisiscalledtheRuleof7anditindicatesaprocessisoutofcontrol
Ifyouidentify7consecutivedatapointsonacontrolchartthatareabovethemeanandwithinthecontrollimits,thenthat
indicatesyourprocessisoutofcontrol.Thesameistrueof7consecutivedatapointsbelowthemeanandwithinthecontrol
limits.ThisiscalledtheRuleofSeven.
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Question:71(
Youhavetwokeystakeholdersonyourprojectthatarealwaysarguing.Ifonemakesasuggestion,theotherdisagreesevenifit's
agoodidea.Whichgroupdecisionmakingtechniqueshouldyouuse?
A.
B.
C.
D.
Delphitechnique
Focusgroups
Brainstorming
Teambuildingexercises
PlanningStakeholderManagement
ThebestwaytohandlethissituationwouldbetoutilizetheDelphiTechnique,whichiswhereyouseparatethetwopartiesand
gathertheirrequirementsindividually.Thisisalsoknownasblindrequirementsgathering,becauseneitherpartyknowswhat
theotherissayingandthuscannotdisagree.Thiscanalsobeusefulifyoufeelthatteammembersarenotwillingtoshare
theirhonestopinionsinanopenforum.
Question:72(
Youhavejustreceivedformalauthorizationtostartyourproject.Whatshouldyoudonext?
A.
B.
C.
D.
Startworkontheproject
Developtheprojectcharter
Collecttherequirements
Identifythestakeholders
Ifyoujustreceivedformalauthorization,thenthatmeansyoualreadyhaveaprojectcharterandithasbeenapproved.The
nextstepwouldbetoidentifythestakeholders.Collectingrequirementswouldcomelaterinplanningandyouwouldn'tstart
work(i.e.executing)untilyouhavefinishedplanning.
Question:73(
Youaremanagingagraphicdesignandprintproject.Thereisa30%chancethatthepaperyouareusingwillbetoothinandyou'll
havetoreprintthepresentation,whichwillcostyouanextra$5,000.Thereisalsoa20%chancethatthehighcapacityink
cartridgesyouareusingwilllastyoulongerthanyouexpect,whichwillsaveyou$1,000.WhatisyourExpectedMonetaryValue
(EMV)?
A.
B.
C.
D.
$4,000
$200
$1,300
$1,500
EMViscalculatedbytakingevent#1withalossof$5,000andmultiplyingitbythe30%probabilitytogetnegative$1,500.For
event#2,youmultiplythesavingsof$1,000timesthe20%probabilitytogetpositive$200.Addthetwoeventsandyouget
$1,300.
Question:74(
Youaremanagingaconstructionprojectandthereisachanceofastrikeatoneofyoursubcontractorswhichwoulddelayyour
project.Whichofthefollowingisnotacorrectstatementaboutriskresponsestrategies?
A. Youdecidenottousethatvendoranddotheworkyourself,whichwouldbeanexampleofavoidance.
B. Ifthestrikehappens,yourteamwillworkovertimeoncethedeliveryarrivestomakeupforthelosttime.Thisisan
exampleofmitigation.
C. Youdecidetouseanothervendor,whichwouldbeanexampleofsharing.
D. Youdecidetodonothing,whichwouldbeanexampleofacceptance.
MonitoringRiskManagement
Theriskinthisquestionisanegativerisk.Sharingonlytakesplacewithapositiverisk.ChoicesA,B,andDareallaccurate
statementsaboutriskresponsestrategies.
Question:75(
WhatisthemainpurposeoftheWBSdictionary?
A.
B.
C.
D.
ItcontainsadditionalinformationabouteachWBScomponent
ItprovidesaframeworkforhowtocreatetheWBS
Ittrackstimeandcostonaproject
Itcontainsadditionalinformationabouteachactivity
ThemainpurposeoftheWBSdictionaryistostoreadditionalinformationabouteachWBScomponent.Thiscanincludethings
likeworkpackagename,ID,responsibleorganization,schedulemilestones,qualityrequirements,costestimates,required
resources,codeofaccountsidentifier,etc.
Question:76(
Youaretheprojectmanageratahealthcareservicescompany.Twoofyourteammembersarehavingadisagreementthatthey
cannotresolve,anditisbeginningtoaffecttheentireprojectteam'sperformance.Whichtechniqueshouldyouusetohandlethe
conflict?
A.
B.
C.
D.
Collaborating
Avoiding
Smoothing
Forcing
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Asaprojectmanageryoushouldusecollaborationwheneverpossiblethiswillallowyoutoresolvetheargumentandwork
yourwaythroughtheissues.Avoidingjustputstheproblemoffuntillater.Smoothingiswhereyoumakeeveryonefeelgood,
butdodgetherealissue.
Question:77(
GraceisaprojectmanagerforCosmicSystems.WhenGraceisoutoftheofficeshedoesn'ttrustheremployeestogetworkdone
andwhensheisintheoffice,sheisalwayslookingovertheirshoulders.WhattypeofmanagerisGrace?
A.
B.
C.
D.
Psychotic
TheoryX
TheoryY
Expectancytheory
TheoryXmanagersbelievethatworkersarelazyanddon'tnaturallywanttoworkandthusmustbewatchedconstantly.Theory
Ymanagersbelievethatworkersnaturallyworkhardandthuscanbeleftalonetodotheirjobs.WhilechoiceAmaybetrue,it's
notaPMBOKdefinitionandwe'llleaveittothemedicalprofessionalstomakethatdiagnosis.
Question:78(
SusanhasjustbeenappointedastheprojectmanagerforasoftwareprojectandrealizesthatnoWBShasbeencreatedandthe
projectisenteringtheconstructionphase.Whatshouldshedo?
A.
B.
C.
D.
Sheshouldreportthistoseniormanagementandstartworkontheconstructionphase
SheshouldgetdetailsfromWBSDictionarytocreatetheWBS
TheWBSshouldbecreatedfirstandthenconstructionworkstarted
SheshouldrefusetomanagetheprojectwithoutaWBS
TheproblemhereisthattheWBShadnotbeenprepared.ThecorrectchoiceCstatesthatsheshouldfirstcreateaWBSand
thenstarttheconstructionphase.ChoiceAtalksaboutreportingthemattertoseniormanagementbutthatdoesnotsolvethe
problem.ChoiceBtalksaboutfindinginformationfromtheWBSDictionary,buttheWBSdictionaryisdependentontheWBS.
ChoiceDisalsowrongasittalksaboutrefusingtomanagetheproject,whichdoesnotsolvetheproblem.Moreover,therole
ofprojectmanagerisoneofaproactiveproblemsolver.
Question:79(
YouaremanagingaprojectwiththefollowingEVMmetrics:AC=$24,000,EV=$30,000andPV=$28,000.Whichofthefollowing
statementsistrue?
A.
B.
C.
D.
Theprojectisoverbudgetandaheadofschedule
Theprojectiswithinbudgetandbehindschedule
Theprojectisoverbudgetandbehindschedule
Theprojectiswithinbudgetandaheadofschedule
ForthisquestionyouneedtocalculateCPIandSPI,whichwilltellyouifyouareover/underbudgetandifyouarewithin/behind
schedulerespectively.CPI=EV/AC=$30,000/$24,000=1.25thusyourprojectiswithinbudget.SPI=EV/PV=$30,000
/$28,000=1.07thusyourprojectisaheadofschedule.
Question:80(
Youaretakingmeasurementsandplottingtheresultsonacontrolchart.Whatprocessareyouperforming?
A.
B.
C.
D.
Performqualityassurance
ControlQuality
Planquality
Monitorandcontrolprojectwork
RememberthatControlQualityiswhenyoudotheactualtestingandmeasurement.Qualityassuranceiswhenyouauditthe
processtomakesureyouarefollowingthecorrectqualitypoliciesandprocedures.Besuretofamiliarizeyourselfwiththe
typesofchartsandgraphsyouwoulduseinbothoftheseprocessessometimesthatisyouronlyclue.
Question:81(
Youareaprojectmanagerandarehavingadisagreementaboutanimportantdesignissuewithanothercolleague.Beforeyoucan
seriouslydiscusstheissueyourcolleaguesays:"Forgetaboutit.We'lljustdoityourway."Whatisthebestwaytodescribehow
thecolleaguehandledthissituation?
A.
B.
C.
D.
Shegaveup
Shedeferred
Shewithdrew
Sheretreated
InthisquestionwearelookingforthePMBOKterm,whichwouldbeWithdrawal.Withdrawaliswhensomeonejustgivesup
andshutsdownemotionally,orsometimestheyevenphysicallyleavetheroom.Thisisgenerallynotanappropriatewayto
respondtoconflict.Youshouldcollaboratewheneverpossible.
Question:82(
Defectsfoundlateintheprojectare_____?
A. Easytofix
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B. Expensivetofix
C. Catastrophictotheproject
D. Theprojectmanager'sfault
Astimepassesinaproject,defectsbecomemoreexpensivetorepair.Alsorememberthatstakeholderinfluenceandrisk
decreaseastimepasses.
Question:83(
Youaremanagingthemanufactureofanewlineofcars.Thecarsmustbetestedinmanyways,butoneespeciallyimportanttest
isthecrashworthinesstest.Thecarsyourteamputthroughthetestsperformedwellandmetallrequirements.Becauseyouhadto
crashsomanycars,however,yourprojectcameinwelloverbudget.Whichofthefollowingitemsdidyoulikelyfailtoconsider
fully?
A.
B.
C.
D.
ControlCharts
CostofQuality
ReserveAnalysis
QualityMetrics
CostofQualityconsidersthemoneyneededtoensurethequalityobjectivesaremet,anditisthereforeatoolandtechniqueof
PlanQuality.Here,theQualityManagementPlanwouldhavedesignatedthataparticularnumberofcarsbecrashtested
(statisticalsampling),however,theassociatedcostswerenotfullyincludedinthebudget.
Question:84(
Youareusingtheriskregisterandtryingtofindtheriskscoreforeachidentifiedrisk.Whichofthefollowingisnotatooland
techniqueofthisprocess?
A.
B.
C.
D.
Riskdataqualityassessment
ExpectedMonetaryValue(EMV)analysis
Riskcategorization
Probabilityandimpactmatrix
First,youmustknowwhatprocessthisquestionisreferringto,whichisQualitativeRiskAnalysis.ThekeywordRiskScore
shouldhavetippedyouoff.ChoiceB,ExpectedMonetaryValue(EMV)analysis,isnotpartofQualitativeRiskAnalysis.EMV
isdoneduringQuantitativeRiskAnalysis.TheotheranswerchoicesaretoolsandtechniquesofQualitativeRiskAnalysis
(alongwithriskprobabilityandimpactassessment,riskurgencyassessmentandexpertjudgment).
Question:85(
Youaremanagingalargesoftwareupgradeprojectandyourteamhasmovedbeyondplanningandisnowperformingthework.You
onlyhaveoneteammembercapableofperformingthenecessarysystemtesting,andsheisbeingtemporarilydivertedfromyour
projecttoanother.Youhavethereforeadjustedtheschedulesothatalltestingwillbedoneatonce,whenshereturns,ratherthan
atscheduledintervalsaspreviouslyplanned.Whattoolandtechniquehaveyouused?
A.
B.
C.
D.
ResourceLeveling
PreAssignment
WhatifScenario
Fasttracking
ExecutingTimeManagement
ResourceLevelingisusedwherearesourceisoverallocatedorwhereacriticalresourcewillonlybeavailableforacertain
timeperiod.Here,yourscheduleactivitiesneedtochangeinlightofthelimitedavailabilityofthisteammember.Notethat
ResourceLevelingmaycausetheoriginalscheduletobeextended.
Question:86(
Youaremanagingaprojectthatwillmoveyour200personofficeacrossthecountry.Youarecurrentlysittinginameetingwith
severalkeystakeholdersperformingdocumentationreviews,assumptionsanalysis,andinformationgatheringtechniques.Which
processareyouperforming?
A.
B.
C.
D.
Identifyrisk
Collectrequirements
Performqualityassurance
Monitorandcontrolprojectwork
The3toolslistedinthequestionarefromtheidentifyriskprocess.Duringthisprocessyouusuallysitdownwithstakeholders
andtrytofindrisks.ThetoolsandtechniquesfortheidentifyriskprocessareDocumentationReviews,InformationGathering
Techniques,ChecklistAnalysis,AssumptionsAnalysis,DiagrammingTechniques,SWOTAnalysisandExpertJudgment.
Question:87(
Youareworkingasaprojectmanageronaconstructionproject.Youdeterminethatthereisa40%riskofafloodduringacritical
periodintheproject.Ifthefloodoccursitwilldamage$40,000worthofequipment.Itwillalsocostanextra$10,000todrainthe
wateroutoftheconstructionsite.Youalsonotethatthereisa35%chancethathavingasmallamountofrainwillhelpthe
landscapingaroundtheconstructionsite,whichwillsaveyou$10,000inirrigationcosts.WhatistheEMV?
A.
B.
C.
D.
$16,500
$23,500
$40,000
$50,000
TocalculateExpectedMonetaryValue(EMV),wemultiplytheprobabilityofoccurrencetimestheimpactiftheeventdoes
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occur.WethenaggregatetheexpectedtotalsforeachscenariotogetanoverallEMV.Inthiscase,wetakethecumulative
impactofaflood(a$50,000lossintotal)andmultiplyitbythe40%probabilityofoccurrence($50,000x.4)togeta$20,000
expectedloss.Fortheotherscenariowetakethe$10,000gainandmultiplyitbythe35%probabilityofoccurrence(10,000x
.35)fora$3,500expectedgain.Thenweaddthe$20,000expectedlossandthe$3,500expectedgain($20,000+$3,500)for
anetexpectedlossof$16,500(OverallEMV=$16,500).
Question:88(
Youhavejustcompletedtheworkonyourproject.Allofthefollowingmustbecompletedbeforetheprojectisclosedoutexcept
whichone?
A.
B.
C.
D.
Getformalacceptanceofthedeliverablesfromthecustomer
Documentrevisedriskstrategiesforallremainingriskstotheproject
Verifythattheproductacceptancecriteriahasbeenmet
Verifythatthescopehasbeencompleted
ChoicesA,C,andDmustallbedonebeforecompletingandclosingoutaproject.Youdonotneedtodocumentrevisedrisks,
becausewhenaprojectiscompletetheriskhaspassed.Rememberriskisafutureevent,sowhentheprojectclosesoutthere
shouldbenofurtherrisktotheproject.Theremayberisktotheproductortofuturerelatedprojects,butthatwouldbe
somethingelseentirely.
Question:89(
Oneofyourvendorshasnotcompletedtheworkrequiredontheprojectandyouhaveexhaustedallotheroptionstoresolvethe
dispute.Whichofthefollowingisnotanappropriateoption?
A.
B.
C.
D.
Lawsuit
Arbitration
Mediation
Procurementaudit
Ifyouhaveexhaustedallotheroptionstoresolvethedispute,thenyourprocurementsspecialistsmayconsidermediation,
arbitration,orevenalawsuittoresolvethedispute.Aprocurementauditisjustastructuredreviewoftheentireprocurement
processasawhole,andwouldnotbehelpfultoresolveadispute.
Question:90(
Youaretryingtodeterminehowbesttorewardyourteamforajobwelldone.Wherewouldyoufindthisinformation?
A.
B.
C.
D.
Rewardandrecognitionplan
Staffingmanagementplan
Humanresourceplan
Costmanagementplan
RewardsandrecognitionareincludedintheStaffingManagementPlan.TechnicallytheStaffingManagementPlanispartof
theHumanResourcePlan,however,themorepreciseansweristheStaffingManagementPlan.OnthePMPexamalways
choosethemorepreciseanswerwhenaskedwherecertaininformationwouldbecontained.Thereisnosuchthingasa
RewardsandRecognitionPlan.
Question:91(
Youarereviewingacontrolchartforyourproject.Whichofthefollowingbestdescribesoutofcontrol?
A.
B.
C.
D.
Onedatapointabovethemean
Onedatapointabovetheuppercontrollimit
Onedatapointwithinthecontrollimits
Sevenormoredatapointsaboveorbelowthemeanbutwithinthecontrollimits
ChoiceBisthecorrectanswer.Adatapointthatfallsaboveorbelow(outside)thecontrollimitsonacontrolchartwouldbeout
ofcontrol.ChoiceDisnotoutofcontrol,becausetheRuleofSevenholdsthatthe7datapointsmustfallconsecutivelyonone
sideortheotherofthemean.
Question:92(
Youareworkingasaprojectmanageronaconstructionprojectandyouhaveidentifiedariskthatyouwillrunoutofplywood
becausethebuildinghasoddanglesandthatwillresultin20%morescrapthannormal.Youdecidetogotothesupplyhouseand
buy20%moreplywoodthanoriginallyplanned.Whichstrategyareyouusing?
A.
B.
C.
D.
Avoidance
Mitigation
Transference
Acceptance
Thisisanexampleofmitigation.Bypurchasingtheextramaterialsyouminimizebutdonottotallyavoidtheriskofrunning
out.Oftentimesmitigatewillsoundlikeabackupplan.Itisnottransferencebecauseyouarenottransferringtherisktoathird
party.Itisnotavoidance,becauseyouarenotchangingtheplan(insteadyouarejustaddingabackupplan).Usually
avoidancewillinvolveimplementinganalternateplan,suchasusingadifferentmaterialwherethescrapcanbereused.
Question:93(
WhatwouldaresourcehistogramshowthataRACImatrixwouldnot?
A. Thepersoninchargeofeachactivity
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B. Time
C. Activity
D. Interrelationships
TheRACImatrixshowstherelationshipbetweenresourcesandworkpackages.Aresourcehistogramshowsresource
utilizationovertime.
Question:94(
Regardingchange,theprojectmanager'sattentionisbestspentdoingwhichofthefollowing?
A.
B.
C.
D.
Informingthesponsorandstakeholdersofchanges
Trackingandrecordingchanges
Buildingrelationshipswiththechangecontrolboardmembers
Preventingunnecessarychanges
Asaprojectmanageryoushouldtrytobeproactiveandpreventchangesasmuchaspossible,thuschoiceDisthecorrect
answer.
Question:95(
Whichofthefollowingdoesnotrequireformalwrittencommunication?
A.
B.
C.
D.
Updatingtheprojectplan
Makingchangestoacontract
Schedulingameeting
Tryingtosolveacomplexproblem
ExecutingCommunicationsManagement
Allanswerchoicesrequireformalwrittencommunicationexceptschedulingameeting.Rememberupdatestoprojectplansand
almostanythingtodowithcontractswillrequireformalwrittencommunication.
Question:96(
Youareintheprocessofwrappingyourprojectup.Whichofthefollowingshouldyouconsulttodeterminewhenandhowtorelease
theteam?
A.
B.
C.
D.
HumanResourcePlan
StaffingManagementPlan
RACImatrix
Activitylist
Thestaffingmanagementplancontainsinformationaboutstaffacquisitionandrelease.TheRACImatrixandactivitylists
wouldnottellyouhowtoreleasetheteammembers.Thestaffingmanagementplanispartofthehumanresourceplan,butthe
morepreciseansweristhestaffingmanagementplan.
Question:97(
Youaremanagingaprojectforapharmaceuticalcompanytodevelopanewfluvaccinethatcouldsavemillionsoflives.Whichof
thefollowingwouldyouuseifyouwantedtoanalyzeactualversusplannedresults?
A.
B.
C.
D.
Statusreport
Variancereport
Trendreport
Forecastreport
ExecutingScopeManagement
Variancereportsareusedtocompareplannedversusactualresults.Statusreportstypicallylookatstatusforthecurrent
period.Trendreportsshowperformanceplottedovertime.Forecaststrytopredictthefutureprojectperformance.
Question:98(
Youaremanagingaprojecttobuildabridgeacrossthebay.Thepreviousprojecthadcostoverrunsbecausetheprojectteam
underestimatedthewindsandharshweatherconditionsonthebay.Fromwhichofthefollowingshouldyouderivethishistorical
information?
A.
B.
C.
D.
Recordsmanagementsystem
Projectmanagementsoftware
Enterpriseenvironmentalfactors
InitiatingCostManagement
Thelessonslearneddocumentationfromthepriorprojectispartoftheorganizationalprocessassets.Thetermrecords
managementsystemonlyappliestoprocurements,atleastwithPMBOKterminology.Projectmanagementsoftwareisatool
usedincostandtimemanagement.Enterpriseenvironmentalfactorsaretheenvironmentalfactorssurroundingyourworkplace
thatareusuallyintangible,andthewindyconditionsareanexample.Theinformationdocumentingthis,however,ispartofyour
OPA.
Question:99(
Whatformofcommunicationshouldacustomerusetodocumentacceptanceoftheprojectdeliverables?
A. Informalverbal
B. Formalwritten
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C. Formalverbal
D. Informalwritten
Formalacceptanceshouldalwaysbeformalwritten.
Question:100(
Whichofthefollowingisnotusedtocreatethedocumentthatwillbeusedtogainformalauthorizationtostarttheproject?
A.
B.
C.
D.
Businesscase
Projectstatementofwork
Contract
Scopestatement
Thequestionisaskingfortheinputsofthedevelopprojectcharterprocess.Theseincludethebusinesscase,project
statementofwork,contract,enterpriseenvironmentalfactors,andorganizationalprocessassets.Thescopestatementis
createdlaterduringtheplanningprocess.
Question:101(
Youaremanagingaprojectforthedevelopmentofanewmedicaldeviceandhavecompletedallofyourplanning.Astheworkis
commencing,anewregulationisissuedbytheFDA,effectiveimmediately,whichrequiressomeadditionalstepstobeperformed
inthedevelopmentofthisdevice.Whatisthebestwaytoproceed?
A. Stoptheworktowhichthenewregulationpertains,issueachangerequest,andproceedwiththeotherworkthat
isunaffectedbythechange
B. Stopallworkandissueachangerequestbasedonthenewrequirements
C. Stopallworkandgobacktotheplanningprocessestoimplementtheneededchanges
D. Continuecompletingtheworkasplanned,andnotifythesponsorofthenewregulation
Here,youneedtocomplywiththeregulation,sotheworkwhichisaffectedbythenewregulationneedstostoptemporarily.
Youwillneedtoissueachangerequestandfollowchangecontrolprocedurestoimplementthenewchange.Youwouldnot
necessarilyneedtostopallwork,however,asthiscouldbedevastatingtoyourprojectschedule,budget,resourceavailability,
etc.
Question:102(
Whatisthenameofthepersonresponsiblefortheriskresponseplan?
A.
B.
C.
D.
Riskmanager
Riskcontroller
Riskregistrar
Riskowner
Thepersonresponsiblefortheriskresponseplanistheriskowner.
Question:103(
Youaremanagingaprojecttoinstallanewrobotatacarmanufacturer.Youareverycomfortablewiththeinstallation,butthe
electricalisnotyourteam'sareaofexpertise.Youdecideitistoobigofaliabilitytodotheelectricalworkyourselfandhirea
subcontractortoitforyou.Thisisanexampleofwhat?
A.
B.
C.
D.
Delegation
Transference
Avoidance
Mitigation
Thisisanexampleoftherisktransferresponsestrategy.Whenyoutakeariskandtransferittoathirdparty,thisiscalled
transferringyourrisk.
Question:104(
Inameetingwiththeprojectstakeholdersyouarepresentingaperformancereportwhichwasproducedusingthefollowingdata:
EAC=350,BAC=300,ETC=200andAC=150.Variancestodateareexpectedtocontinue.Youareaskedbytheproject
sponsorifit'spossibleforyoutocompletetheprojectwithinyouroriginalcostperformancebaseline,andifso,atwhatefficiency
ratewouldyouneedtoperform.Whatisthebestanswertothisquestion?
A. BecausetheBACislessthantheEAC,youwillcompletetheprojectunderbudget
B. BecausetheEACismorethantheBAC,youwillcompletetheprojectoverbudget
C. Youcanstillcompletetheprojectwithinbudget,ifyourCostPerformanceIndexisatorabove1.14therestofthe
way
D. Youdonothaveenoughdatatoanswerthisquestion
ToCompletePerformanceIndex(TCPI)istheoptimalcostperformancethatmustbeachievedtomeettheoriginalbudgetor
BACof300.TCPI=(BACEV)/(BACAC).WearenotgiventhevalueofEV,however,wecansolveforit.Sinceweknowthat
variancestodatearetypical,weusetheEAC=BAC/CPIformulatosolveforCPI.Ourequationlookslikethis:EAC=BAC/
X.TosolveforX,wesimplydivideBAC(300)byEAC(350)togetaCPIof.86.NowthatwehavesolvedforCPI,wecan
calculateEVsinceweknowtheformulaforCPIisEV/AC.Thus,CPI=X/AC.Fillinginthenumbers,weget.86=X/150.So
wemultiply150X.86togetEVof129.NowwecanfinallyperformtheTCPIcalculation,whichis(300129)/300150)=
171/150,whichyieldsaTCPIof1.14
Question:105(
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Question:105(
Youareplanninganewprojecttoremodelthemanufacturingfloorofyourcompany.TheR&Ddepartmenthasjustreleasedanew
productformanufacturingandisscheduledtobeginshippingtothedistributionchannelin90days.Becauseofthetightschedule
youareconcernedthatyoumaymissdeliveringsomerequirementswhichwillspecificallyhelpthemanufacturingprocessforthe
newproduct.Whatisthebestwaytoreducethechancesofthishappening?
A. CreateaRequirementsTraceabilityMatrixtoensurethatallapprovedbusinessvaluerequirementsaredeliveredat
theendoftheproject
B. CreateaproductorientedWBSanduseproductanalysistoensurethatallofthehighleveldescriptionsofthenewproduct
aretranslatedintotangibledeliverables
C. DevelopaclearlydefinedIntegratedChangeControlprocessthatwillefficientlyhandleanychangesifmissing
requirementsarediscoveredlateron
D. UsemajordeliverablesasthefirstlevelofdecompositioninyourWBSandthenensuretheassociatedworkpackagesare
clearlydefined.
ARequirementsTraceabilityMatrixisthebestwaytoreducethechancesofthishappeningsinceit'sspecificallydesignedto
linkrequirementstotheiroriginandtracethemthroughtheprojectlifecycle,ensuringtheirdelivery.Sincetheremodelofthe
manufacturingfloorisaresultandnotaproduct,productanalysiswouldn'ttypicallybeused.WhileIntegratedChangeControl
wouldhelptohandlechangesfoundlater,yourobjectiveistoreducethechanceofthembeingmissedinthefirstplace.A
deliverablesorientedWBSwouldnotbethebestwaytotrackrequirements.
Question:106(
Whichofthefollowingwouldbehelpfulindeterminingthetotaldurationofyourproject?
A.
B.
C.
D.
ScheduleManagementPlan
WBS
ProjectScheduleNetworkDiagram
ScopeStatement
Theprojectschedulenetworkdiagramdisplaystherelationshipsamongactivities(dependencies),andwouldthereforebethe
mosthelpfulindeterminingthetotaldurationoftheproject.Theschedulemanagementplanwouldtellyouhowtogoabout
scheduleplanning,butitwouldnotcontaininformationaboutprojectduration.TheWBSandscopestatementwouldcontain
informationaboutprojectscope,butlacksufficientdetailaboutindividualactivitiestodeterminetheprojectduration.
Question:107(
Youaretheprojectmanagerforaretailclothingcompanyandareresponsibleforsettingupnewstores.Oneofyourteam
members,Bob,hasbeenactinguplately.Heoftentimesisinabadmoodandhasbeencreatingalotofconflict.Youheararumor
thatheishavingsomepersonalissueswithhisspouse,butthatisnoexcuseforhisbehavior.Howshouldyouapproachthis
situation?
A.
B.
C.
D.
Callaninterventionsotheentireteamcantellhimhowhisbehaviorhasimpactedtheteam
Sendhimanemailinforminghimthathisbehaviorisinappropriate
Scheduleaoneononemeetingtodiscusstheissueinprivate
SetupameetingwithBobandhiswifetotrytohelpthemresolvetheirdifferences
Thefirstthingyoushouldalwaysdowhenthereisabehaviororperformanceproblemwithoneofyourteammembersisto
discussitoneononeinprivate.Whileinterventionsmightbegreatfordrugandalcoholproblems,theyarenotappropriatein
theworkplace.Emailistooimpersonalandyoualwayswanttodiscussperformanceissuesfacetoface.MeetingwithBoband
hiswifeisobviouslyinappropriate.
Question:108(
Youaretheprojectmanagerofamarketingintelligenceprojectandyouare75%ofthewaythroughtheproject.Atthispointinthe
projectyoureallycannotchangemuchasit'salmostcomplete.Anewchiefmarketingofficer(CMO)hasbeenhiredatyour
companyandhewillobviouslybeaffectedbyyourproject.Whatshouldyoudo?
A.
B.
C.
D.
CompletetheprojectandshowtheCMOtheresultswhenyouarefinished
MeetwiththeCMOtodiscusshisrequirements
AddtheCMOtotheweeklystatusreportdistributionlist
StopallworkontheprojectuntilyougetapprovalfromthenewCMOtocontinue
ExecutingStakeholderManagement
TheappropriateresponseistomeetwiththeCMOtodiscusshisrequirements.YoushouldnotignorethenewCMO,akey
stakeholderonyourproject,assuggestedinchoiceA.Also,simplyaddinghimtotheweeklystatusreportdistributionlistin
insufficientyouneedtounderstandhisrequirements,evenifmostorallofthemcannotbemetatthislatestage.ChoiceDis
improperyoushouldcontinueworkingonyourprojectandtrytoscheduleameetingwiththenewCMOassoonaspossible.
Question:109(
Yourprojectiscurrentlyintheinitiatingprocessgroup.Whichofthefollowingisnotsomethingyoushoulddoatthispointintime?
A.
B.
C.
D.
Documentthereasonfordoingtheproject
Definehowworkwillbeexecutedtoaccomplishtheprojectobjectives
Identifyprojectsuccesscriteria
Documenthighlevelrisks
AllchoicesaredoneduringtheinitiatingprocessgroupwhendevelopingtheProjectCharter,exceptforchoiceB.Youwould
notdochoiceBuntilPlanningwhenyouaredevelopingtheProjectManagementPlan.
Question:110(
Youaremanagingaprojectthatwillmoveyourcompany'sdatatoanewstateoftheartdatacenter.Thebiggestriskyourteam
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hasidentifiedistheriskoflosingimportantcustomerrecordsdataduringthemove.Fortunately,mostofthedataisalsostoredon
paperforms.Howeverthecosttoinputtherecordswouldbeveryhigh.Toaddressthisriskyoucreateabackupoftheentire
customerdatabaseasoflastweek,andpurchaseaninsurancepolicytopayforthecosttoinputdataforthepast7days.Which
typesofriskresponsestrategyareyouusing?
A.
B.
C.
D.
Mitigateandtransfer
Mitigateandenhance
Mitigateandshare
Mitigateandavoid
Creatingabackupofthedataisanexampleofmitigation.Mitigationinthiscontextisaplanyou'llimplementifthingsgo
wrong,tomakesuretheimpactisminimized.Theinsurancepolicyisanexampleoftransfer.Theriskofthecosttoinputthat
dataisbeingtransferredtoathirdparty.
Question:111(
Youaremanagingaresearchprojectandhavejustreceivedachangefromthecustomerthatwillbecheapandeasytoimplement.
Whatisthefirstthingyoushoulddo?
A.
B.
C.
D.
Askyourmanagerforapproval
Gotothechangecontrolboard
Evaluatetheimpactstotheotherprojectconstraints
Implementthechangeimmediately
Thefirstthingyoushoulddoisevaluatetheimpacttoalloftheprojectconstraints.It'sverypossiblethatthechangecould
impactqualitynegativelyorhaveanimpacttooneoftheotherprojectconstraints,suchasresources,risk,etc.Onceyou
identifythefullimpacttotheproject,youcanissueachangerequesttogetapprovalfromthechangecontrolboard.Youwould
neverimplementthechangeimmediatelyaschoiceDsuggests.
Question:112(
Whichofthefollowingstatementsistrueregardingriskmanagement?
A. Risksarecertaineventsthatmaybethreatsoropportunitiestotheobjectivesoftheproject.
B. Risksmightbeopportunitiestotheprojectobjectivesbutonlyrisksthatarethreatstotheprojectobjectivesneedtobe
considered
C. Risksthatareperceivedmoreasrewardstotheorganizationthannegativeconsequencesshouldbeaccepted
D. Projectrisksareuncertainevents
Risksarealwaysuncertaineventsandneedtobeconsideredwhethertheyarepositiveornegative.Evenrisksthatinvolve
perceivedrewardsshouldbeanalyzed.
Question:113(
Twoofyourteammembers,JaneandCarlos,arearguingaboutadesignissue.JanetellsCarlosthatifhedoesn'tdothingsher
way,shewon'thelphimwithanyofhisprojecttasksanymore.Thisisanexampleof?
A.
B.
C.
D.
Compromise
Forcing
Smoothing
Withdrawal
Thisisanexampleofforcing.JaneisforcingCarlostodothingsherway.
Question:114(
Youaretheprojectmanagerofanindustrialmanufacturingproject.Duringprojectexecution,ateammembercomestoyou
becauseheisunsurewhatworkheneedstocompleteontheproject.Whichofthefollowingdocumentscontainsadetailed
descriptionoftheproject'sdeliverablesandtheworkrequiredtocreatethosedeliverables?
A.
B.
C.
D.
ProjectScopeStatement
WBS
ActivityList
Requirementsdocumentation
TheProjectScopeStatementisadetaileddescriptionoftheproject'sdeliverablesandtheworkrequiredtocreatethose
deliverables.
Question:115(
Whichofthefollowingisaretrievablearchiveofcontractdocumentsandcorrespondencethatcanbeusedbyfutureproject
managers?
A.
B.
C.
D.
Lessonslearned
Recordsmanagementsystem
Documentrepository
MonitoringProcurementManagement
RecordsManagementSystemsarewhereyoustoreinformationaboutcontracts(procurements).Thiscanbeusedbyfuture
projectmanagerstomaketheirjobeasier.
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Question:116(
Youknowthatasmallportionofyourprojectworkwillhavetobeperformedbycontractworkersfromanexternalorganization,
however,youcannotcurrentlycreateaprecisestatementofworkforthisprocurement.Whichtypeofcontractwouldbebestsuited
forthissituation?
A.
B.
C.
D.
CostPlusIncentiveFee(CPIF)
FixedPrice(FP)
CostPlusPercentageofCosts(CPPC)
TimeandMaterials(T&M)
PlanningProcurementManagement
Timeandmaterialscontractsarebestusedincaseswhereprecisestatementsofworkcannotbereadilyprescribed.Theyare
mostcommonlyusedforstaffaugmentation,asindicatedinthefactsofthisquestion.Youshouldconsiderusinga"notto
exceedclause"tohelppreventrunawaycostswhenusingthiscontracttype.
Question:117(
Youaremanagingamanufacturingprojectandwanttoimprovequality.Whichofthefollowingcategorieswouldinspectionsand
destructivetestinglossfallunder?
A.
B.
C.
D.
Preventioncosts
Appraisalcosts
Internalfailurecosts
Externalfailurecosts
Appraisalcostsarecostsincurredtotesttheproduct.Preventioncostsarecostsincurredtobuildqualityintotheproduct,
suchaspropertrainingandequipment.Internalfailurecostsarecostsincurredpriortohandingtheproductovertothe
customer,suchasscrapandrework.Externalfailurecostsarecostsincurredoncetheproductisinthecustomer'shands,
suchaswarrantywork,legalliabilitiesandlostbusiness.
Question:118(
Stakeholdersarebestdescribedas?
A.
B.
C.
D.
Peoplewhoaskyoutodomorework
Peoplewhoareactivelyinvolvedinoraffectedbytheproject
Peoplewhoapprovetheproject
Peopletowhomyoureportaboutprojectperformance
Thedefinitionofastakeholderisanyonewhoisactivelyinvolvedin,oranyonewhoispositivelyornegativelyaffectedby,the
project.Notallstakeholdersaskyoutodoworkontheproject,andnotallstakeholdersnecessarilyapprovetheprojectthat
wouldbedeterminedinyourProjectManagementPlan.Finally,notallstakeholderswillreceivereportsregardingproject
performance(theCommunicationsManagementPlanwouldoutlinewhoreceiveswhatinformation,howfrequently,etc.)
Question:119(
Youareintheprocessofexecutingyourprojectandneedtoknowwhenitwillbecompleted.Youhavethefollowingactivity
durationsonyourproject:A=8,B=14,C=6,D=6,E=12,F=6.YoualsoknowthatDisdependentonAandB.TaskFisa
successorofDandE.TaskCisapredecessoroftaskE.Basedonthisinformationwhatisthecriticalpathandwhatisthefloatof
taskA?
A.
B.
C.
D.
CriticalpathisBDFandthefloatoftaskAis6
CriticalpathisADFandthefloatoftaskAis0
CriticalpathisCEFandthefloatoftaskAis0
CriticalpathisBDFandthefloatoftaskAis2
Forthisquestionyouneedtodrawouttheschedulenetworkdiagrambasedontheinformationprovided.Youwouldhavethe
followingpaths:AtoD,BtoD,CtoE,DtoFandEtoF.Youwouldthenneedtousethedurationsprovidedtodoaforward
andbackwardspathanalysis.TheendresultisthatthecriticalpathisBDFandthefloatoftaskAis6.
Question:120(
Youareintheprocessofexecutingyourprojectandneedtoknowwhenitwillbecompleted.Youhavethefollowingactivity
durationsonyourproject:A=6,B=15,C=11,D=8,E=14,F=5,G=4.YoualsoknowthatDisdependentonAandB.TaskFisa
successorofD,E,andG.TaskCisapredecessoroftaskEandG.Whichofthefollowingisthecriticalpath?
A.
B.
C.
D.
ADF
BDF
CEF
CGF
Forthisquestionyoucoulddrawouttheschedulenetworkdiagrambasedontheinformationprovided.However,sincetheonly
thingweneedtocalculateisthecriticalpath,wecantakeashortcutandjustaddupthepossibledurationsandchoosethe
longestdurationpath,whichisCEFor30days.
Question:121(
Youarecalledtoabidderconferencetobidonpartofatelecommunicationsproject.Yourjobasprojectmanagerwillbetomanage
thehardwareinstallationpieceoftheproject.Attheconferenceyouseeaformercolleaguethatisbiddingonthewiringpartofthe
job.Youknowthattheintegrationbetweenthewiringandthehardwarecanbeabittrickyandallfirmscompetingforthesetwo
piecesofworkwillhavetopadtheirbidsduetotheincreasedrisk.Youdecidetoworkwithyourformercolleagueandsubmitone
combinedbidthatislowerthananyoneelse'stoensureyougetthework.Thisisanexampleofwhattypeofriskresponse
strategy?
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A.
B.
C.
D.
Mitigating
Transferring
Sharing
Exploiting
Thisisanexampleofsharing.Thenewjobyouarebiddingonisanopportunity.Youdecidetosharetheopportunitywithyour
formercolleague'scompanytoensureyougetthework.Bothcompanieswillbenefitfromgettingthejob.
Question:122(
WhichofthefollowingprocessesdoesnotresultinupdatestotheRiskRegister?
A.
B.
C.
D.
IdentifyRisk
PerformQualitativeRiskAnalysis
PlanRiskResponses
MonitorandControlRisks
IdentifyRiskistheprocessbywhichtheRiskRegisteriscreated.Thesubsequentriskrelatedprocessesallhaveriskregister
updatesasoutputs.
Question:123(
WhichofMaslow'shierarchyofneedsinvolvestheneedforfriends,familyandaffiliation?Also,whatistheleveljustbelowthat?
A.
B.
C.
D.
Social,Safety
Social,Esteem
Esteem,Social
Esteem,Selfactualization
TherungonMaslow'spyramidthatismarkedbyanindividual'sneedforfriends,family,andaffiliationistheSociallevel.The
leveljustbelowthatisSafety.The5levelsinorderfrombottomtotoparephysiological,safety,social,esteemandself
actualization.
Question:124(
Whoisthemostappropriatepersontoapprovetheprojectcharter?
A.
B.
C.
D.
Customer
Sponsor
Stakeholders
Projectmanager
ThesponsoristypicallyresponsibleforapprovingtheProjectCharter,thoughthePMBOKGuidestatesonlythatitshouldbe
authoredbythesponsoringentity.
Question:125(
Youaremanagingaprojecttoconstructanewfootballstadium.Youknowthatyouwillneedtohireoutmuchoftheworktoother
companiesbecauseitissuchalargejob,andalsobecauseothercompaniescanperformcertainaspectsoftheworkmore
efficientlythanyourowncompanycan.Youwanttoreachouttoasmanycontractorsaspossiblesothatyoucangetthebestwork
doneatthebestprice.Whichofthefollowingwouldbeleasthelpfultoyouinaccomplishingthis?
A.
B.
C.
D.
BiddersConference
Advertising
Analyticaltechniques
ProcurementPerformanceReviews
AnswersACaretoolsandtechniquesofConductProcurementswhichwouldallhelpyoureachouttopotentialcontractorsand
findtherightoneforyourjob.ProcurementPerformanceReviewsdon'tcomeintoplayatthisstage,however.Theyareused
duringControlProcurementsafteryouhaveacontractinplacetoensurethesellerisperformingasexpected.
Question:126(
Whichofthefollowingisnotincludedinconfigurationmanagement?
A.
B.
C.
D.
Automaticchangerequestapprovals
Controllingchangestoprojectdeliverables
Amethodforcommunicatingchangestostakeholders
Identificationofthefunctionalandphysicalattributesoftheprojectdeliverables
ChoicesB,C,andDareallpartofconfigurationmanagement,asfurtheroutlinedonpages9697ofthePMBOK.Change
requestsarenotandshouldnotbeautomaticallyapproved.
Question:127(
Youhavethefollowingactivitycostestimates:Optimistic=$1,000,Pessimistic=$2,400,MostLikely=$1,400.Whatisthe
estimatedactivitycostusingabetadistribution(PERT)?
A. $1,400
B. $1,500
C. $1,600
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D. $2,400
Thisquestionisaskingyoutousethebetadistribution(akaPERT)formulafor3pointestimates,whichis:(O+4ML+P)/6=
($1,000+4x$1,400+$2,400)/6=$1,500.
Question:128(
Youarereviewingthestatusofidentifiedriskswhilemanagingaprojectthatrequiresdemolitionandotherhighriskactivities.You
wanttoensureyouunderstandthespecificdivisionsofrisksbetweenyourorganizationandexternalorganizationsyouhave
engagedtoperformthosehighriskaspectsoftheprojectwork.Towhichofthefollowingitemsshouldyourefer?
A.
B.
C.
D.
ProcurementsManagementPlan
RiskManagementPlan
ProbabilityandImpactMatrix
Agreements
Inthiscaseyouhaveusedprocurementstobringonotherorganizationstohandlethehighriskaspectsoftheprojectwork(an
exampleofthe"transferring"techniqueforhandlingthreats).Inordertounderstandexactlywhatriskstheoutsideorganization
hasassumed,andtoidentifyanyriskstheymaynothaveassumed,youshouldlookattheagreementsinplacewitheach
organization.Ifthereareriskswhichtheoutsideorganizationshavenotassumed,youneedtomakesureyouhaveaproper
planinplacetoaddressthem.WhiletheRiskManagementPlanwouldspeakbroadlyaboutwhattypesofrisksshouldbe
transferred,itwouldnotnecessarilyhelpyoudeterminethedetailedinformationyouareseekinghere.
Question:129(
Youaremeasuringqualityonyourproject.Whichofthefollowingconfidencelevelsequals3and6sigma,respectively?
A.
B.
C.
D.
99.999%and99.73%
95%and99.999%
99.73%and99.999%
68%and95%
Sigma(alsoknownasstandarddeviation)representsvariationfromthemean.Sigmapercentagesareasfollows:1sigma=
68%,2sigma=95%,3sigma=99.73%,6sigma=99.999%.
Question:130(
YouaretheprojectmanagerofaprojectthatisunderaCPIFcontract.Youarereviewingthefollowingdata:BAC=37,500,EAC=
35,000,AC=25,000,EV=27,500,andPV=27,500.Whichofthefollowingstatementsistrueatthistime?
A. Theprojectshouldcomeinunderbudgetandyouwouldthereforebereimbursedforallcosts,plusreceivea
percentageofthecostsavingsasperthecontract.
B. Theprojectshouldcomeinoverbudgetandyouwillthereforenotbereimbursedforallcosts.
C. Theprojectshouldcomeinonbudgetandthereforeyouwillonlybereimbursedforcosts,withnoadditionalcommissionor
penalty.
D. Theprojectshouldcomeinonbudgetandyouwouldthereforebereimbursedforallcosts,andreceiveafixedsumasa
reward
ThecontractisaCostPlusIncentiveFeeandtheEstimateatCompletionis$2,500lessthantheBudgetatCompletion.The
projectshouldthereforefinishunderbudget,soAisthecorrectanswerbecauseitallowsforthesavingstobeshared(whichis
whattheCPIFcontractprovidesfor).
Question:131(
Youhaverecentlyscheduledseveralmeetingswithyourprojectteamtoreviewitemsintheissuelogandresolvethemby
developingcorrectiveactions.Whatisthebestdescriptionofthisprocess?
A.
B.
C.
D.
ThisispartoftheManageStakeholderEngagementprocesstoensurethatstakeholderneedsarebeingmet
ThisispartoftheDirectandManageProjectWorkprocesstoensurethatstakeholderneedsarebeingmet
ThisispartoftheManageProjectTeamprocesstoensurethatprojectgoalsaremet
ThisispartofthePerformQualityAssuranceprocesstoensurethatanyissuesthathavearisenduringControlQualityare
beingmanaged
MeetingwithyourprojectteamtodiscusstheissuelogwouldbepartoftheManageProjectTeamprocess(whichiswhyIssue
Logsareatoolforthatprocess).Ifitwasrelatedtostakeholderstheywouldbeinvitedtothemeeting.PerformQuality
Assurancedoesnotuseanissuelog.
Question:132(
Youhave12otherpeopleonyourproject.Howmanylinesofcommunicationarethere?
A.
B.
C.
D.
12
13
66
78
Theformulaforlinesofcommunicationisn(n1)/2.Thereare12otherpeople,plusdon'tforgettoaddyourselfbecausethe
questionheremakesclearthatyoumustdoso.Therefore,13(131)/2=78.
Question:133(
Youaremanagingaprojectthatisunderbudgetandbehindschedule.Youhaveplentyofslackinnoncriticalpathactivitiesand
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youfeelit'stooriskytomakechangestodependencies.Whichofthefollowingisyourbestoptiontogettheprojectbackon
schedule?
A.
B.
C.
D.
Crashing
Fasttracking
Resourceleveling
Criticalchainmethod
Yourbestoptiongiventhecircumstancesistocrashtheproject.Withcrashing,youwilladdresourcestocriticalpath
activities,thusexchangingpotentiallyhighercostsforfasterdelivery.Youshouldknowthatfasttrackingisnotanoptionhere
becauseyouaretoldit'stooriskytochangedependenciesandthat'sexactlywhatfasttrackingdoes(workingonactivitiesin
parallel).Resourcelevelingattemptstosmoothoutresources,primarilytopreventpeoplefrombeingoverworked,andoftenwill
resultinlongerscheduleduration.
Question:134(
AllofthefollowingaretrueregardingRiskAuditsexceptforwhichone?
A. ThefrequencywithwhichtheyareconductedshouldbespecifiedintheRiskManagementPlan.
B. Theymaybeconductedduringroutineprojectreviewmeetingsorviaspecialriskauditmeetings.
C. Theformatoftheauditanditsobjectivesshouldbeopenandflexible,suchthattheycanbeadaptedastheaudit
isinprogress.
D. Theyexamineanddocumenttheeffectivenessofriskresponsesindealingwithidentifiedrisksandtheirrootcauses.
Theformatoftheauditanditsobjectivesshouldbeclearlydefinedbeforetheauditisconducted.
Question:135(
YouhavejustbeeninformedthatyouhavebeenselectedasthenewprojectmanagerfortheXYZWidgetproject,whichisona
verytightschedule.Yourecallthatpreviousprojectsforthiscustomerdidnotgoassmoothlyasplannedwithrespecttoboththe
budgetandschedulesothereisalotofpressuretomeetexpectationsonthisnewproject.Whichofthefollowingshouldyoudo
first?
A. Scheduleakickoffmeetingtobeginbrainstormingwithyourprojectteamtoreviewthescheduleandtounderstandany
issuesorconcernsthatmayimmediatelyarise
B. AskforacopyoftheProjectChartersoyoucanreviewwhothemajorstakeholdersare,whatthehighlevel
budget,schedule,andrequirementsareandverifyyourauthorityastheprojectmanager
C. Immediatelybeginidentifyingrequirementsinordertogetajumpontheschedulesinceyourprimaryconcernisensuring
thattheexpectationsoftheprojectandthecustomerarefullymetthistime
D. ReviewtheProjectScopeStatementtoensureyoufullyunderstandalloftherequirementsandcriteriaforsuccessand
thenscheduleameetingtobeginidentifyingstakeholders
AprojectisnotofficiallyauthorizeduntiltheProjectCharterhasbeencreated,sonootheractivitiesshouldbestarteduntilit
hasbeencreated.SinceyouhavealreadybeenidentifiedastheprojectmanagertheProjectCharterhasalreadybeencreated.
TheScopeStatementwouldnotbecreateduntilafteryouhavedefinedalloftherequirements.
Question:136(
AllofthefollowingaretoolsandtechniquesofAcquireProjectTeamexceptforwhichone?
A.
B.
C.
D.
Networking
PreAssignment
VirtualTeams
Negotiation
NetworkingisatoolandtechniqueofDevelopHumanResourcePlan,whichcomesbeforeAcquireProjectTeam.
Question:137(
Thereareseveralversionsoftheprojectscopestatementfloatingaround.Unfortunately,thereisnoversiononthedocumentssoit
iscreatingalotofconfusionastowhichdocumentismostuptodate.Wherewouldyougotofindoutwhichdocumentisthe
correctversion?
A.
B.
C.
D.
Versioncontrollog
Changecontrolboard
Projectmanagementplan
Configurationmanagementsystem
Theconfigurationmanagementsystemtrackschangestokeydocumentsintheproject.Anytimeachangeismadeto
importantprojectdocuments,anentryismadeintheconfigurationmanagementsystem.Thereisnosuchthingasaversion
controllog.
Question:138(
Youaremanagingaprojectthatrequirestheuseofmanyoutsidecontractors.Youareverifyingthatthesecontractorsare
performingtheworkasagreed,ensuringtheyarepaidasagreed,managingnecessarychangestothecontractsasneeded,and
resolvingdisagreementswiththecontractorsastheyarise.Allofthefollowingareoutputsofthisprocessexceptforwhichone?
A.
B.
C.
D.
ChangeRequestLogUpdates
OrganizationalProcessAssetUpdates
ChangeRequests
ClosedProcurements
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ClosedProcurementsareanoutputoftheCloseProcurementsProcess,butthequestiondescribestheControlProcurements
process.TheremaininganswerchoicesarealloutputsofControlProcurements(Aisanexampleofaprojectdocument
update).
Question:139(
Whenmightitbeappropriatetorebaselineaproject?
A.
B.
C.
D.
Never,sincebaselinesareusedtomeasureprogressagainsttheplan
Afterreceivingapprovedbudgetupdates
Afteracorrectiveaction
Afterreceivingupdatestothecostmanagementplan
Youshouldrebaselineaprojectafterreceivingapprovedbudgetupdates,sincetheywouldaffecttheCostBaseline.TheCost
ManagementPlandescribeshowcostswillbemanaged,regardlessofthebaseline.Correctiveactionsshouldbetracked
againstthebaseline.
Question:140(
Whichofthefollowingbestdescribesascatterdiagram?
A.
B.
C.
D.
Displaystherelationshipbetweenindependentanddependentvariables
Showstherisksfacingtheprojectandthesensitivitytoeach
Showstherelationshipbetweencausesanddefects
Hasanupperlimitandalowerlimitandshowsprocessdeviations
Scatterdiagramsgraphicallyshowtherelationshipbetween2variables.ChoiceBisdescribingatornadodiagram.ChoiceCis
describingaFishboneorIshikawadiagram.ChoiceDisdescribingacontrolchart.
Question:141(
Youaremanagingaprojecttodevelopanewmedicaldevice.Asyoucompleteeachdeliverableyouinspectitwiththecustomerto
ensurethatitmeetstherequirements.Whatareyoudoing?
A.
B.
C.
D.
Controlquality
Validatequality
Validatescope
Closeprojectorphase
ThepurposeoftheValidateScopeprocessistoinspecteachdeliverableandgainformalacceptancefromthecustomer.
ControlQualityisconcernedwithensuringthecorrectnessofthedeliverable.CloseProjectorPhaseisconcernedwithclosing
outtheprojectasawhole.Thereisnosuchthingasvalidatequality.
Question:142(
Whichofthefollowingcommunicationmethodsisemailconsideredtobe?
A.
B.
C.
D.
Push
Pull
Interactive
Electronic
Emailisapushcommunication.
Question:143(
Youhaveadisagreementwithastakeholderoverthetechnicalapproachtoyourproject.Whereshouldyoudocumentthis?
A.
B.
C.
D.
Statusreport
Riskregister
Issueslog
Itshouldnotbedocumented
MonitoringStakeholderManagement
Issuesareanypointormatterindispute.Adisagreementoverthetechnicalapproachusedonyourprojectwouldbeanissue,
thusitshouldbedocumentedintheIssuesLog.
Question:144(
Youareworkingonaprojectinaweakmatrixorganization.Whohastheauthorityinthistypeofstructure?
A.
B.
C.
D.
Sponsor
Functionalmanager
Projectmanager
Customer
PlanningFramework
Inaweakmatrixorganization,thefunctionalmanagerhastheauthority.
Question:145(
WhatisthenameforthelowestleveloftheWBS?
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A.
B.
C.
D.
Activity
Deliverable
Workpackage
Node
TheworkpackageisthenameforthelowestlevelintheWBS.
Question:146(
Inastrongmatrixorganizationtheroleoftheprojectmanagerisbestdescribedas?
A.
B.
C.
D.
Expediter
Fulltime
Coordinator
Parttime
PlanningFramework
Inabalancedmatrix,strongmatrix,andprojectizedorganizationalstructure,theroleoftheprojectmanagerisfulltime.
AccordingtothePMBOK,inafunctionalorganization,theroleoftheprojectmanagerisparttimeandismorelikeaproject
coordinatororprojectexpediter.
Question:147(
Whomanagestheintegrationtasksonaproject?
A.
B.
C.
D.
Projectmanager
Projectteam
Sponsor
Stakeholder
Integrationisoneoftheprimaryresponsibilitiesoftheprojectmanager.
Question:148(
ParetoDiagramsareusedtodisplaywhichofthefollowing?
A.
B.
C.
D.
Thenumberofdefectsstemmingfromvariouscauses
Thenumberofdatapointsfallingoutsidethecontrollimits
Therelationshipbetweentwovariables
Thenumberofstandarddeviationsawayfromthemeanof20%ofthedefects
ParetoDiagramsarehistogramsshowingthenumberofdefectsbeingcausedbyvariousfactors,andthereforeillustratethe
80/20rulewhichstatesthat,generallyspeaking,80%ofthedefectsstemfrom20%ofthecauses.
Question:149(
YouaretestingqualityonyourprojectandyouwanttoseeifyourresultsviolatetheRuleof7.Whichofthefollowingwouldbe
appropriateforthis?
A.
B.
C.
D.
Ishikawadiagram
ControlChart
Paretodiagram
Tornadodiagram
Controlchartshaveupperandlowercontrollimits,alongwithameanvalueinthemiddle,todeterminewhetheraprocessisout
ofcontrol.If7consecutivedatapointsfallononesideortheotherofthemeanvalue,thentheRuleof7isimplicatedandthe
processisconsideredoutofcontrol.
Question:150(
WhichofthefollowingistrueabouttheprojectSOW?
A.
B.
C.
D.
Iftheprojectisbeingdoneforanexternalcustomer,itisusuallywrittenbythecustomer
Iftheprojectisinternal,itiswrittenbytheprojectmanagerafterreceivingtheProjectScopeStatement
ItiswrittenbythesellerastheresponsetoaRFP
ItiswrittenbythebuyerinresponsetoaRFQ
AStatementofWork(SOW)isanarrativedescriptionoftheproductsorservicestobedelivered.Forexternalprojects,itis
usuallywrittenbythecustomer.Forinternalprojects,itiswrittenbytheprojectsponsor.WhileanRFQcouldincludeanSOW,
itwouldbeprovidedalongwithitandnotasaresponse.
Question:151(
Youaretheprojectmanagerofalargeglobalprojectthathasteammembersspreadoutacrossseveralcountriesinmultipletime
zones.SeveraloftheteammembersinIndiahavebeencomplainingaboutthelimitedhealthbenefitsprovidedbyyourcompany
andthattheyarenotabletopayforthecaretheyneedgiventheirlowersalariesascomparedtoprojectteammembersinthe
UnitedStates.Latelytheyhavebeensomewhatslowtorespondtoyouremailrequestsforstatusupdatesandhaveevenmissed
afewmeetings.Themostlikelyexplanationforthisis?
A. McGregor'sTheoryX
B. Herzberg'sMotivationHygieneTheory
C. McGregor'sTheoryY
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D. McClelland'sTheoryofNeeds
Herzbergtheorizedthatpayandbenefitsactasdemotivators,andiftheyareinadequate,employeescannotbemotivated.
McGregor'sTheoryXandTheoryYtheorizethatemployeesinherentlydislikeworkandareselfmotivated,respectively.
McClelland'sTheoryofNeedssayspeoplearemotivatedbyeither1)achievement,2)affiliation,or3)power.
Question:152(
YouaremanaginganITprojectforalawfirm.Youareusingacomputerprogramtoanalyzeyourrisks.Theprogramdoesrandom
iterationstocomputeprobabilitydistributions.Whattoolareyouusing?
A.
B.
C.
D.
EVManalysis
MonteCarloanalysis
Sensitivityanalysis
Probabilityandimpactmatrix
MonteCarloanalysisisacomputerbasedprogramthatdoesthousandsofrandomiterationstocomputeprobability
distributionsforriskonaproject.
Question:153(
Youaremanagingaprojecttoinstall6newrobotsinamanufacturingfacility.Yourprimaryvendorhasjustcompleteditsworkand
youalsojustreceivedaninvoiceforitslastdeliverable.Whichofthefollowingwouldbethemosthelpfultoyou?
A.
B.
C.
D.
Claimsadministration
Recordsmanagementsystems
Paymentsystems
Inspectionandaudits
Thequestionistellingyouthatyourvendorjustsentyouabill,thusyouneedtopaythevendor.Therefore,themosthelpful
procurementtoolwouldbePaymentSystems.
Question:154(
Youaremanagingtheimplementationofanewaccountingsoftwareatyourcompany.Twoofyourstakeholdershavea
disagreementastowhentodothekickoffmeeting.Onewantstodoitbeforeplanningbeginsandtheotherwantstodoitatthe
endofplanning.Onestakeholderisseniortotheother,however,andsosheinsiststhatitwillbedoneatthebeginning,andcloses
theissue.Thisisbestdescribedaswhichofthefollowing?
A.
B.
C.
D.
Loselose
Winlose
Winwin
Negotiation
Here,themoreseniorstakeholderusedforcingtogetwhatshewanted.Forcingisawinlosesituationbecauseonepersongets
everythingheorshewants,andtheotherpersongetsnoneofwhatheorshewants.
Question:155(
Youidentifyarisktoyourprojectandcomeupwithariskresponsestrategytomitigatetherisk.However,afterimplementingthe
responsestrategythereisstillsomeriskthatremains.Whatisthiscalled?
A.
B.
C.
D.
Leftover
Contingent
Secondary
Residual
Riskthatremainsafteryouimplementyourriskresponsestrategyiscalledresidualrisk.Youdon'tnecessarilyneedtohavea
responsestrategyforresidualrisk,becauseyourinitialriskresponsestrategyshouldencompassyourbestpossibleapproach.
Question:156(
Youareintheprocessofmanagingprocurementrelationships,monitoringcontractperformance,andmakingchanges/corrections
toyourcontracts.Whatprocessareyouperforming?
A.
B.
C.
D.
Planprocurements
Closeprocurements
Controlprocurements
Conductprocurements
Duringcontrolprocurementsyoumanageprocurementrelationships,monitorcontractperformance,andmake
changes/correctionstoyourcontracts.Yourgoalistoensurethatyourvendorsmeettheircontractualobligations.
Question:157(
Allofthefollowingoccurduringtheclosingprocessgroup,exceptwhichone?
A.
B.
C.
D.
ReleaseTeam
Validationofscope
Createlessonslearned
Procurementaudits
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Rememberthatthevalidatescopeprocesstakesplaceduringmonitoringandcontrolling.Alloftheotheranswerchoicesare
doneduringclosing.
Question:158(
Youaremanagingacomplexprojecttodeployandintegrateanewtelecommunicationssystemforastategovernmentatvarious
locationsthroughoutthestate.Theprojecthasbeenongoingforoverayear,andyouareproceedingwell.YourSPIis1.1andyour
CPIis1.2.Thestate'sauditorshaverecentlyannouncedtheywillarriveatyourheadquartersnextweektoinspectallfinancial
recordsaspartofagovernmentaloversighteffort.Inadditiontotheactualdocuments,theywanttoknowabouttheprocedures
governingthecollection,storageandretrievaloftheinformation.Whichofthefollowingwillassistyouinansweringthese
questions?
A.
B.
C.
D.
ProjectFundingRequirements
HumanResourceManagementPlan
ProjectScopeStatement
CommunicationsManagementPlan
MonitoringCommunicationsManagement
TheCommunicationsManagementPlanaddressesnotonlythedisseminationofprojectinformation,butalsotheprocessesby
whichinformationisgathered,storedandretrieved.
Question:159(
Youarepreparingaweeklystatusreportandwanttoincludeaforecastforyourproject.Whichofthefollowingwouldbemost
helpful?
A.
B.
C.
D.
CPIandSPI
CVandSV
PVandAC
VACandEAC
Thisquestionisaskingyouwhichmetricswouldbemosthelpfulforforecasting.Theonly2metricslistedthatrelatetothe
futureareVAC(varianceatcompletion)andEAC(estimateatcompletion).Alloftheotheranswerchoiceshavemetricsthat
calculatecurrentorpastvaluesontheproject.
Question:160(
Youaremanagingaprojectthatisonaverytightscheduleandbudget.Youareaskedtopassalongkeyinformationinasimple
reportthatwilldescribehowwellyourprojectisperformingrelativetothebaselinesset.Whichofthefollowingwouldbethemost
helpfultoincludeinyourreport?
A.
B.
C.
D.
Issueslog
Lessonslearned
SPIandCPI
Totalcostsincurredandtimespentontheprojectworktodate
WhileitmightseemhelpfultopassalongtheinformationfromanswerchoiceD,itdoesnotpaintaclearpictureoftheproject's
progressrelativetothebaselines.Disanexampleofworkperformancedata,whichisimportantforaprojectmanagertotrack
butdoesnotreferbacktotheplannedbaselines.SPIandCPI,whichareexamplesofworkperformanceinformation,showour
progressrelativetothebaselinesandthusareabetterwaytocommunicateprojectprogress.
Question:161(
YouareataconferenceandthespeakerisgoingthroughShewhartandDeming'sPlanDoCheckActcycle.Whatisthiscycle
designedtoachieve?
A.
B.
C.
D.
Costreductions
Continuousimprovement
Projectteamtraining
ScopeValidation
ShewhartandDeming'sPlanDoCheckActcycleisdesignedtobringaboutconstantimprovementtoquality(orKaizen,in
Japanese).
Question:162(
Everythinghasbeengoingsmoothlyonyourprojectuntilthismorning.Afirebrokeoutatthejobsiteasaresultofalightningstrike
fromaveryunusualthunderstormandhasdestroyedquiteabitoftheworkcompletedtodate.YoureviewyourRiskManagement
Plananddonotfindanymentionofthistypeofoccurrence.Thisisanexampleof:
A.
B.
C.
D.
Poorriskplanningwhichfailedtoidentifythisasarisk
Anunidentifiedriskwhichwillbecoveredbyamanagementreserve
Ariskwhichshouldhavebeenidentifiedduringqualitativeanalysis
Anunidentifiedriskwhichwillbecoveredbyacontingencyreserve
Managementreservesareforrespondingtounidentifiedrisks.Itisimpossibletoidentifyallrisks,thereforesomewillremain
unidentified.Contingencyreservesareforrespondingtoidentifiedrisks.
Question:163(
CostofQualityisdefinedas?
A. Moneyspentduringtheprojecttoavoidfailuresanddividedintotwocategories:PreventionandAppraisal
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B. Allcostsoverthelifeoftheprojectassociatedwithqualityanddividedintotwocategories:Conformanceand
Nonconformance
C. Moneyspentduringandaftertheprojecttoavoidfailuresanddividedintotwocategories:InternalandExternal
D. AqualitativemeasurementthatcalculatestheexpectedmonetaryvalueofqualitycontrolmeasuresusingtheformulaCOQ
=impactxprobabilityxcashflow
MoneyspenttoavoidfailuresistheCostofConformance,whilemoneyspentaddressingfailuresistheCostofNon
Conformance.ExpectedmonetaryvalueisusedduringRiskAnalysis.
Question:164(
ProjectScopeValidationinvolvesallofthefollowingexcept?
A.
B.
C.
D.
Formalizedacceptanceofcompletedprojectdeliverables
Reviewingdeliverableswiththecustomerorprojectsponsor
Verifyingthecorrectnessofprojectdeliverables
Verifyingthecompletionofprojectdeliverables
VerifyingthecorrectnessofdeliverablesispartoftheControlQualityprocess,whereasthetotalcompletionofthedeliverables
isdeterminedviaValidateScope.
Question:165(
Youwererecentlypromotedtoaprojectmanagerpositioninyourcompany.Yourteammembersfollowyourleadsimplybecause
youarethePM.Whatkindofpoweristhis?
A.
B.
C.
D.
Expert
Legitimate
Referent
Reward
Thisislegitimatepower,whichisthepowerderivedfromyourtitleorpositioninthecompany.
Question:166(
Whichofthefollowingisnotdoneduringthecontractclosureprocess?
A.
B.
C.
D.
DocumentingLessonslearned
Ensuringinvoiceshavebeenpaid
Reviewoftheseller'sprogresscomparedtothecontract
Ensuringallcontractualobligationshavebeenmet
ChoicesA,BandDalloccurduringthecontractclosureprocess.ChoiceCreferstoProcurementPerformanceReviews,which
occurduringtheControlProcurementsprocess.
Question:167(
Whichofthefollowingisadeliverableorientedhierarchicaldecompositionoftheworktobecompletedonaproject?
A.
B.
C.
D.
SOW
WBS
Scopestatement
Networkdiagram
ThedefinitionoftheWBSisadeliverableorientedhierarchicaldecompositionoftheworktobecompletedonaproject.
Question:168(
Youhaveacontractwithaconstructionvendorthathasaforcemajeureclauseinit.Underwhichofthefollowingcircumstances
wouldtheclausenottakeeffect?
A.
B.
C.
D.
Acategory5hurricanemakinglandfall
Massriotingbreaksout
Actofterrorism
Pooreconomicconditions
InitiatingProcurementManagement
Forcemajeureisacommonclauseincontractsthatessentiallyfreesbothpartiesfromliabilityorobligationwhenan
extraordinaryeventorcircumstancebeyondthecontroloftheparties,suchasawar,strike,riot,crime,oraneventdescribed
bythelegalterm'ActofGod'(suchasflooding,earthquake,orvolcaniceruption),preventsoneorbothpartiesfromfulfilling
theirobligationsunderthecontract.
Question:169(
Youaremanagingaprojectatawatertreatmentplant.Yourteamishavingconflictsaboutthingslikewhotakesmeetingminutes,
whattimetoarriveatwork,inappropriateworklanguage,andmeetingetiquette.Whichofthefollowingwouldhelpresolvethese
issues?
A.
B.
C.
D.
Projectizedorganizationstructure
Rewardsandrecognition
Groundrules
Sensitivitytraining
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Groundruleshelptheteamunderstandwhatbehaviorisacceptableandwhatisnot.Groundrulescouldhelptoresolve,or
betterstillpreventtheissueslistedinthequestion.
Question:170(
WhichofthefollowingisnotanoutputofDirectandManageProjectWork?
A.
B.
C.
D.
Deliverables
Workperformancedata
Changerequests
Workperformancereports
ChoicesA,BandCareoutputstotheDirectandManageProjectWorkprocess.Also,rememberthatworkperformance
reportscomeoutofmonitoringandcontrollingprocesses.
Question:171(
WhenshouldyouperformtheMonitorandControlProjectWorkprocesses?
A.
B.
C.
D.
Aseachdeliverableiscompleted
Assoonasalldeliverablesarecompleted
Immediatelyafterdirectandmanageprojectexecution
Continuouslythroughouttheproject
Rememberthatyoudomonitoringandcontrollingthroughouttheentireproject.
Question:172(
Whatisthetermyouwouldusetodescribetheamountoftimeanactivitycanbedelayedwithoutdelayingthesuccessor
activities?
A.
B.
C.
D.
Criticalchainmethod
Freefloat
Totalfloat
Lag
Freefloatistheamountoftimeanactivitycanbedelayedwithoutdelayingthesuccessoractivities.Totalfloatistheamount
oftimeanactivitycanbedelayedwithoutdelayingtheentireproject.
Question:173(
Yourprojectisbehindschedule.Whichtypesofdependencieswouldyoulookattofasttrackyourproject?
A.
B.
C.
D.
Hard
External
Mandatory
Softlogic
Fasttrackinginvolvestakingactivitiesthatweresequentialanddoingtheminparallel.Theonlyactivitiesyoucanrearrange
arethosethathavesomeflexibility.Thesearecalledpreferredlogicorsoftlogicdependencies.
Question:174(
Youaremanagingasoftwaredevelopmentprojectthatisbehindschedule.Whichofthefollowingstatementsaboutschedulingis
nottrue?
A. Fasttrackingallowsyoutodotwoprojectphasesinparalleltospeeduptheprojectdelivery.
B. Crashinganoncriticalpathactivitywillhelptospeeduptheprojectdelivery.
C. Precedencediagrammingmethod(PDM)allowsyoutohavefourtypesoflogicalrelationships,andismoreflexiblethan
arrowdiagrammingmethod(ADM).
D. Criticalchainmethodisthesameascriticalpath,butitaddsresourcelevelingandschedulebuffers.
Crashinganoncriticalpathactivitywilldonothingtospeeduptheprojectdelivery.Asaprojectmanageryoushouldfocus
yourattentiononcriticalpathactivities,becausespeedingthoseupwillshortentheschedule.Alloftheotheranswerchoices
areaccuratestatements.
Question:175(
Youareaprojectmanagerwhohasrecentlyhadateammemberleavebecauseofanillness.Whilesearchingforareplacement
youidentifyapersonwhohasbeenastakeholderoftheprojectandhasthecorrectskillsyouwerelookingfor.Youdecideshewill
betheperfectreplacementforthelostteammemberandhireher.Yourteamhasrecentlycometoanagreementastohowthe
teamwilloperateandlatelyhasbeenrequiringlessexternalsupervision.Whatisthenextstageofdevelopmentyourteamwill
enterafterthenewteammembercomesonboard?
A.
B.
C.
D.
SincetheyarerequiringlessexternalsupervisiontheyareabouttoenterthePerformingstage
TheadditionofanewteammemberwillcausetheteamtoentertheStormingstage
BecausethenewteammemberhasbeeninvolvedasastakeholderontheprojecttheteamwillrepeattheNormingstage.
TheadditionofthenewteammemberwillcausetheteamtoentertheFormingstage.
AccordingtoTuckman's5stagemodelofgroupdevelopment,anytimeanewmemberjoinstheteam,theprocessstartsanew
withtheFormingstage.
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Question:176(
Allofthefollowingprocessesaredesignedtoidentify,analyzeand/oraddressspecificrisks,exceptforwhichone?
A.
B.
C.
D.
DevelopRiskManagementPlan
IdentifyRisks
PerformQualitativeRiskAnalysis
PerformQuantitativeRiskAnalysis
ExecutingRiskManagement
TheRiskManagementPlanisnotdesignedtoaddressspecificrisks(thoughitmayincluderiskcategories).Rather,itsets
forththewaysinwhichtheprojectteamwillgoaboutmanagingrisk.
Question:177(
YouaretheprojectmanagerfortheGreenThumbLandscapingCompanyworkingonafirmfixedpricedcontractforacustomerwho
isalsoapersonalfriend.Theinstallationofthelawnhascompletedslightlyaheadofschedule.Thecustomernoticesthatyouhave
someleftovergrassthatwillhavetobediscardedaftertheprojectcompletes,andasksifyoucaninstallitinalocationthatisnot
partoftheoriginalproject.Whatisthemostappropriateresponsetothis?
A. Youagreetoinstallthegrasssinceitwouldbediscardedanyway,youareaheadofschedule,anditonlytakesaboutan
hourtocomplete.
B. Youpolitelydeclinetherequestsinceheisafriendanditcouldbeconstruedasaconflictofinterest.
C. Youagreetoinstallthegrassaftersubmittingachangerequestandreceivingapproval.
D. Youdevelopacharterforanewprojecttoinstallthegrassasrequested.
Thenatureoftherequestoryourrelationshipwiththecustomerisnotareasontocircumventthechangecontrolprocess.Any
changerequestshouldbeconsideredusingintegratedchangecontrol.
Question:178(
Youareintheprocessofclosingyourproject.Whatisthecorrectorderofevents?
A.
B.
C.
D.
Getformalacceptance,writelessonslearned,releasetheteam,closethecontract
Releasetheteam,getformalacceptance,writelessonslearned,closethecontract
Closethecontract,writelessonslearned,releasetheteam,getformalacceptance
Closethecontract,getformalacceptance,releasetheteam,writelessonslearned
Youalwaysneedtoretaintheteammembersatleastlongenoughtogetformalacceptanceanddocumentthelessonslearned.
ThustheonlyacceptableanswerischoiceA.
Question:179(
Developinganaccurateprojectscheduleisanimportantpartoftheplanningprocess.YouhaveusedtheCriticalPathMethodto
ensurethatyouidentifythecriticalpathwithinyourschedulenetwork.Whichofthefollowingstatementsistrue?
A. UnliketheCriticalChainMethod,theCriticalPathMethoddoesnottakeintoaccountresourceconstraintsand
schedulebuffersandthereforedoesnotprotectagainstscheduleslippage
B. TheCriticalPathMethodusesactivityonarrowandthereforeprovidesamoreaccuratescheduleestimatesinceitdoesn't
usedummyactivities
C. UnliketheCriticalChainMethod,theCriticalPathMethoddoestakeintoaccountresourceconstraintsandschedule
buffersandthereforedoesprotectagainstscheduleslippage
D. TheCriticalPathMethodusesactivityonnodeandthereforeprovidesamoreaccurateschedulesinceitdoesusedummy
activities
TheCriticalChainMethodappliesresourceconstraintsandschedulebufferstotheprojectscheduletomanageuncertaintyand
protectagainstslippage.Boththeactivityonarrowandtheactivityonnodemethodsproducethesamelevelofaccuracy
(thoughactivityonnodeallowsformoretypesofdependenciestobeused).
Question:180(
Youaretheprojectmanagerofaprojectwhosestakeholdersareriskaverseandcostsensitive.Duringthedecompositionofthe
WBSintoactivities,youidentifyaworkpackagethatwouldbenefitfromusingasubcontractortoperformit.Whichofthefollowing
statementsdescribesthemostlikelyreasonforthis?
A. Yourteamhastheexperiencetodothespecificworkbutitwouldbelessexpensivetouseasubcontractortoaccomplish
thework.
B. Yourteamisnotveryexperiencedwiththisspecifictypeofworkanditwouldbelessexpensivetousea
subcontractortoaccomplishthework.
C. Youidentifytheworkpackageashavingahighriskoffailurethereforeusingasubcontractorwouldtransfertherisk.
D. Youidentifytheworkpackageasbeingverycostlytocompletethereforeusingasubcontractorwouldbemoreeconomical.
PlanningProcurementManagement
Becausethestakeholdersarebothriskadverseandcostsensitive,Bwouldbethebestchoicesinceitreducesriskandcost.
Rememberyoumustchoosethebestanswer,andthatwillalwaysbetheonethatmostcloselyalignswithallthefacts
provided.
Question:181(
Youhaveidentifiedsomepotentialdefectsonyourprojectrelatedtoadesignissueanddecidetotakeactionstoreducethe
probabilityofnegativeconsequences.Whatareyoudoing?
A. Problemsolving
B. Workaround
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C. Preventiveactions
D. Correctiveactions
Preventiveactionsarebydefinitionactionstakentoreducetheprobabilityofnegativeconsequences.Thesearenotcorrective
actionsbecausenodefecthasoccurredyet.
Question:182(
Yourcurrentprojectinvolvesalargegroupofstakeholders,someofwhomaregeographicallydispersed.Youareworriedthatitmay
beverydifficulttoensurethattheyareproperlyinformedoftheprojectstatus.Whichofthefollowingwouldbethebestoverall
approachtothis?
A. Gatherinformationsuchasroles,departments,interests,etc.andidentifythepotentialimpactorsupporteachstakeholder
couldgenerate.
B. Planprojectcommunicationstoensureexpectationsareproperlymanagedbypromptlydistributinginformation
designedtokeepallstakeholdersproperlyinformed.
C. Distributeweeklystatusreportstoeachofthestakeholderstoensuretheydonotmissanyimportantupdatestothe
projectstatus.Additionally,scheduleaweeklyconferencecallwiththemtodiscusstheirconcernsandanyissuesthat
mayhavearisen.
D. Analyzestakeholderinterestsusingquantitativeandqualitativetechniquestoensurestakeholderrelationshipscanbe
leveragedtobuildcoalitionsandpartnerships.
PlancommunicationsincludesalloftheitemslistedinAnswerB,soit'sthebestoverallapproachinthissituation.
Question:183(
Onceyouhavecompleteddeliverablesduringexecution,youperformqualitycontroltocheckforcorrectness.Onceitisdetermined
thatthedeliverablesarecorrect,whatarethedeliverablesthencalled,andwhichprocesswilltheyproceedtonext?
A.
B.
C.
D.
Deliverables,CloseProject
Verifieddeliverables,ValidateScope
Accepteddeliverables,CloseProject
Validateddeliverables,QualityAssurance
WhilePMBOKsaysthatControlQualityandValidateScopecanoccurinparallel,theITTO'smakeitclearthatdeliverablesgo
fromexecutiontoQC,thentovalidatescope,andfinallytocloseprojectorphase.
Question:184(
Whichofthefollowingwouldbeconsideredadefect?
A.
B.
C.
D.
Aworkpackagethatdoesnotmeettherequirements,butislaterdeemedacceptablebythecustomer
Amistakemadebyateammember
Asystemcomponentthatwasdesignedtospecifications,buttheentiresystemdoesnotworkproperly
Anychangerequest
Rememberadefectisanydeliverablethatdoesnotmeetthedocumentedrequirements.ChoiceAclearlyistheonlychoice
thatmatchesthisdescription.Justbecauseacustomerlaterdecidesthatitisacceptabledoesnotnegatethefactthatitdid
notmeettherequirements,andthereforeisadefect.InchoiceC,evenifthedeliverabledoesn'tworkproperly,ifitmeetsthe
requirementsthenitisnotdefective.Changerequestsarenotnecessarilyderivedfromdefects.
Question:185(
Yourprojectinvolvescreatinganewtypeofcarseatforchildrenthatmeetsfederalsafetystandards.Duringthetestphasea
problemisdiscoveredwiththeamountofforcethatthecarseatcanwithstand,andtestingishalted.Itisdeterminedthatthecar
seatdoesnotmeettheminimumsafetystandards.Whichofthefollowingstatementsbestdescribesthissituation?
A. Thecostofperformingthetestiscalledanappraisalcost,andtheadditionalcostswhichmaybeincurredinclude
reworkorscrap.
B. Thisisanexampleofacostofnonconformance.
C. Thisisanexampleofanexternalfailurecost.
D. TheproblemwasdiscoveredduringPerformQualityAssuranceusingaControlChartwhenasafetystandardvariablewent
outofcontrol.
Costsassociatedwithtestingaproductarecalledappraisalcosts.Here,thecarseatdidnotmeettherequirements,sothecar
seatsmusteitherbefixed(rework)ordiscarded(scrap).BandCincorrectlydescribethetypeofcostsincurred,whileD
incorrectlystatesthattheproblemwasdetectedduringPerformQualityAssurance.
Question:186(
Aprojectmanagerisfacedwithtwoteammemberswhohaveaconflictingviewofhowtheworkontheprojectshouldbedone.The
projectmanagersitsdownwiththetwoteammembersandcalmlydiscussestheoptionsandbenefitstoeachmethod.Attheend
ofthemeetingtheycomeupwithasolutionthatbothagreeto.Thisisanexampleofwhat?
A.
B.
C.
D.
Compromise
Collaborating
Forcing
Withdrawal
Thisisanexampleofcollaborating,alsoknownasproblemsolving.Withcollaboratingyoudiscussalloptionsandworkthrough
theproblem.Withcompromiseyoujustmeetinthemiddlewithoutmuchrealdiscussion.
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Question:187(
Wherewouldyoudocumentprojectassumptions,constraintsandexclusions?
A.
B.
C.
D.
Requirementsdocument
Projectmanagementplan
Projectcharter
Projectscopestatement
Theprojectscopestatementincludestheproductscopedescription,productacceptancecriteria,projectdeliverables,project
exclusions,projectassumptions,andprojectconstraints.Theprojectcharterandrequirementsdocumentdoeshavesome
informationaboutassumptionsandconstraints(howeveritislimited),buttheonlyplaceyouwouldfindprojectexclusionsis
thescopestatement.
Question:188(
YouaretheprojectmanagerfortheRegionalRailroadproject.Theprojectistobuildarailroadlinkingtheeastsideofyourcitywith
thedowntownarea.Partoftheprojectwillbetoremodeltheexistingdowntowntrainstation.Youarepreparingareviewofthe
currentprojectperformanceandhavethefollowingmeasurements:PV=250,AC=350,EV=300.Whatdoyouknowaboutthis
project?
A.
B.
C.
D.
SVisapositivenumberwhichmeansyouhavecompletedmoreworkthanyouhadplannedtodate.
SVisapositivenumber,whichmeansyouareunderbudget.
SVisanegativenumberwhichmeanstheprojectisaheadofschedule.
ETCisapositivenumber,whichmeanstheprojectwillfinishoverbudget.
SVisapositivenumberandiscalculatedasEVPVwhichis300250=50.ApositiveSVmeansthattheprojectisahead
ofschedule,meaningyouhavecompletedmoreworktodatethanplanned.Itdoesnotmeanyouareunderbudget,however.
Question:189(
YouarethemanageroftheEasyPeezyLemonSqueezydrinkcompany.Youhavejustproducedacostbaseline.Whichprocess
haveyoujustfinished?
A. TheEstimateCostprocess,whichistheprocessofaggregatingtheestimatedcostsofindividualactivitiesorwork
packages
B. TheDetermineBudgetprocess,whichistheprocessofaggregatingtheestimatedcostsofindividualactivitiesor
workpackages
C. ThePlanCostManagementprocess,whichistheprocessofdevelopinganapproximationofthemonetaryresources
neededtocompletetheproject.
D. TheEstimateCostprocess,whichistheprocessofdevelopinganapproximationofthemonetaryresourcesneededto
completetheproject.
TheDetermineBudgetprocesscreatesthecostbaseline.TheEstimateCostprocessfocusesoncostsofactivitiesandwork
packageswhichareeventuallyrolledupduringtheDetermineBudgetprocess.ThePlanCostManagementprocessoutlines
howcostswillbeplanned,managedandexpended,etc.,butdoesnotactuallyestimatecoststhemselves.
Question:190(
AsthenewprojectmanagerfortheBetterBeachBicycleCompany,youandtheprojectteamarereviewingtheWBSwhichwas
createdbythepreviousprojectteam.Aftertheprojectwaspostponedindefinitely,thepreviousprojectmanagerandprojectteam
werereleased.YounoticethatthelowestlevelnodesoftheWBSdonotincludealistofactivities.Whichofthefollowingistrue?
A.
B.
C.
D.
YourealizethatthepreviousprojectteamdidnotfinishtheWBSsinceitshouldhaveincludedtherequiredactivities.
ThisisOKsincethelowestleveloftheWBSshouldbetheworkpackagelevel.
YourealizethatthepreviousprojectteamdidnotfinishtheWBSsinceitshouldhaveincludedtherequiredresources.
ThisisOKsincethepreviousteamwasusingrollingwaveplanningthereforethelowestleveloftheWBSisthework
packagelevel.
AWBSisahierarchicaldecompositiondowntotheworkpackagelevel.AWBSneverincludesresourcesoractivitieslists.
RollingwaveplanningstartswithacompletedWBSandisnotusedtocreateone.
Question:191(
Linesofauthority,teammemberresponsibilities,andloyaltiescanbeblurredinabalancedmatrixenvironment.Youshoulddoallof
thefollowingduringtheDevelopProjectTeamprocessexceptforwhichone?
A. Schedulearegularmeetingwiththefunctionalsupervisorsofeachteammembertoensuretheyremainauthorized
toworkontheprojectuntiltheirresponsibilitiesarecompleted
B. Meetwiththefunctionalsupervisorsofeachteammembertodiscussstrategiesforcoordinatingperformanceappraisals
andfeedback
C. Developatrainingplanandscheduletoensurethatteammembersreceivetheappropriatetrainingneededtoenhancetheir
competencies
D. Establishasetofgroundrulesregardingacceptablebehavior
AmeetingwithfunctionalsupervisorstoensureteammembersareauthorizedtoworkonaprojectisdoneduringtheAcquire
ProjectTeamprocess,andnotonarecurringbasis.
Question:192(
Youaresubdividingthedeliverablesoftheprojecttomaketheprojecteasiertomanageandestimate.Whatareyoudoing?
A. Developingtheprojectscope
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B. CreatingtheWBS
C. Definingactivities
D. Buildinganaffinitydiagram
ThepurposeofcreatingtheWBSistomaketheprojecteasiertomanageandestimate.TheWBSisadeliverablesoriented
breakdownoftheprojectwork.
Question:193(
Youhavenoticedthatafewofyourteammembershavepersonalanimosityagainsteachother,butinthepastithadnothindered
theirperformance.Ithasescalatednow,however,andisaffectingteamperformance.Whoisresponsibleforaddressingthis
probleminthefirstinstance?
A.
B.
C.
D.
Theteammembersinquestion
Thewholeteam
Theprojectmanager
Theprojectchampion
ThePMBOKstatesthatsuchproblemsshouldberesolvedbytheteammembersthemselvesinthefirstinstance.Ifthatfails,
thePMwillhavetobecomemoreactivelyinvolved.Theprojectchampionisnotnecessarilypartoftheteambutissomeone
whohelpsgarnerandsustainsupportfortheproject.
Question:194(
Whichofthefollowingarestrategiesforrespondingtopositiverisks?
A.
B.
C.
D.
Share,accept,mitigate,enhance
Mitigate,accept,share,exploit
Share,accept,enhance,exploit
Share,accept,transfer,enhance
Thefourtypesofstrategiesforrespondingtopositiverisksareshare,accept,enhance,andexploit.
Question:195(
Youaremanagingalargeconstructionprojectandneedtomakechangestothecontract.Oncethechangesarecomplete,you
needtogiveapresentationtomanagementtoexplainthechanges.Whattypesofcommunicationshouldyouuse?
A.
B.
C.
D.
Formalwritten,formalverbal
Informalwritten,formalverbal
Formalwritten,informalverbal
Formalverbal,formalverbal
ExecutingCommunicationsManagement
Whenevermakingchangestoacontractyoushoulduseformalwritten.Whenyoumakeapresentation,youuseformalverbal.
Question:196(
Youareintheplanningphaseofaprojecttobuildashoppingmallinasmallcommunityinanearbytown.Youhaveusedbottom
upestimatingtodeterminecostsforeachactivityandhavecreatedacostbaseline.Whichofthefollowingstatementsistrue?
A. Bottomupestimatingisthemostlaborintensiveandnotquiteasaccurateasparametricestimating.
B. YouhavecompletedtheEstimatingCostsprocessandwillusethecostbaselinetobegintheDetermineBudgetprocess
whichwillcreatethebudgetperformancebaselineusedtomeasurefutureprojectperformance.
C. Bottomupestimatingisthemostlaborintensiveandismoreaccuratethanparametricestimating.
D. YouhavecompletedtheDetermineBudgetprocessandwillusethecostbaselinetobegintheEstablishBudgetprocess
whichwillcreatethebudgetperformancebaselineusedtomeasurefutureprojectperformance.
Bottomupestimatingtakesthemosttimebutisthemostaccuratesinceitaggregatesthecostofeveryactivity.Thereisno
budgetperformancebaseline.
Question:197(
AllofthefollowingaretoolsandtechniquesofManageProjectTeamexceptforwhichone?
A.
B.
C.
D.
ObservationandConversation
Training
ProjectPerformanceAppraisals
InterpersonalSkills
TrainingisdoneduringtheDevelopProjectTeamprocess.
Question:198(
Controllingriskshouldbeacontinuouseffortthroughoutyourproject,andshouldalwaysreceivecloseattention.Whichofthe
followingisnottrueaboutcontrollingrisk?
A. Riskidentificationandmonitoringaretheresponsibilitiesoftheentireprojectteam.
B. Itinvolvesmakingsuresufficientcontingencyreservesareinplacegiventheriskswhichremain.
C. Riskmitigationisariskresponseplanningtechniqueassociatedwithopportunitiesthatseektoincreasethe
probabilityofoccurrenceorimpactofapositiverisk.
D. Residualrisksarerisksthatremainafterriskresponseshavebeenimplemented.
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Riskmitigationseekstolowertheprobabilityofanegativeriskoccurring,andsoftentheimpactifitdoesoccur.Itisonlyused
fornegativerisks(threats).
Question:199(
Yourmanagergivesyouinstructionsonhowtobestcompleteaworkpackage.Hethenasksyoutorepeatbackwhathejustsaid
toensureyouunderstoodhim.Yourrepeatinghisquestionbacktohimisanexampleofwhichofthefollowing?
A.
B.
C.
D.
Micromanagement
Activelistening
Scopeverification
PushCommunication
Activelisteningiswhenyouconfirmthatyoureceivedandunderstoodthemessage,byeitherrepeatingbackwhatwassaidor
askingclarifyingquestions.
Question:200(
Youareaprojectmanagerofaprojectclosetocompletingdeliveryofthefinalproductwhenanimportantstakeholdercontactsyou
aboutarequirementthatseemstobemissingfromtheprojectscope.Youscheduleameetingwiththemtodiscussthespecifics
oftherequirementandthepossibleoptionsforhandlingit.Duringthemeetingtheconversationbecomessomewhatheatedwhen
thestakeholderdemandstoknowwhentherequirementwillbecompleted.Whatisthebestwaytohandlethissituation?
A. UsetheconflictresolutiontechniqueofSmoothingtoexaminethealternativesandidentifyawinwinsolution
B. ExplainthatanydetailsonwhethertherequirementisapprovedormightbecompletedwouldbemadebytheCCB
andassistthemincompletingaChangeRequest
C. Recognizethestakeholderasaresistorandleavethemeetingroomtoavoidfurtherconflictwithastakeholder
D. Agreetopersonallyhandletheirrequesttoensurethatitiscompletedassoonaspossibletoavoidanyfurtherconflict
TheCCBmustreviewandapproveallChangeRequests.Explainingthisfactandthenassistingwiththecompletionofthe
ChangeRequestisthebestwaytohandlethis.ThetechniqueofSmoothingdoesnotinvolveexaminingalternativesandisnot
winwin.Withdrawingduringaconflictisneverthebestoption.Agreeingtopersonallyhandletherequestandtoensureit's
completedassoonaspossiblesetsanunrealisticexpectationthatitisalreadyapproved.
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