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Exam Quest Flashcards

1
Q 
1. Which of the following is NOT a type of project management office?
A. Directive
B. Value-driven
C. Supportive
D. Controlling
A
  1. Answer: B
    Although PMOs are usually value-driven, that’s not a valid type of PMO. The three types of PMOs are supportive, controlling, and directive. Supportive PMOs provide templates and guidelines for running projects, controlling PMOs audit projects to ensure adherence to processes and standards, and directive PMOs provide project managers to manage projects.
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2
Q 
2. Which of the following is NOT a distinguishing characteristic of a project?
A. Temporary
B. Strategic
C. Specific result
D. Progressively elaborated
A
  1. Answer: B
    A project doesn’t have to be strategic or critical. It only needs to be temporary, have a specific result, and be progressively elaborated.
    Note
    Look out for questions like this one on the exam. Common sense might tell you that a project should be important for a company to want to do it, but that’s not what the question is asking.
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3
Q
  1. An energy company is investing in a series of initiatives to look for alternative energy sources so that the company can be competitive in 10 years. The initiatives are tracked and managed together because this goal is vital to the success of the
    company. This is an example of:
    A. A portfolio
    B. A program
    C. A project
    D. A enterprise environmental factor
A
  1. Answer: A
    Since the initiatives are being managed together because of a strategic business goal, you can tell that this is a portfolio.
    Note
    Portfolios are organized around business goals, and programs are organized around a shared benefit in managing them together.
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4
Q 
4. Which of the following is NOT a responsibility of a project manager?
A. Managing stakeholder expectations
B. Managing project constraints
C. Gathering product requirements
D. Sponsoring the project
A
  1. Answer: D

The sponsor is the person who pays for the project. The project manager doesn’t usually play that role.

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5
Q 
5. Which of the following is NOT an interpersonal skill?
A. Motivation
B. Brainstorming
C. Team building
D. Coaching
A
  1. Answer: B
    Brainstorming is an activity that you do with other people, but it’s not an interpersonal skill that you need to hone to help manage all of the stakeholders on your project.
    Note
    In fact, you’ll learn more about its role in defining project requirements in a couple of chapters.
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6
Q
  1. Which of the following is NOT true about interpersonal and team skills?
    A. Coaching means helping your team to get more exercise.
    B. Motivation means helping team members get what they want out of the project.
    C. Influencing means sharing power with people to get something done.
    D. Conflict management means finding positive solutions to conflicts during the project.
A
  1. Answer: A
    Coaching is really about helping your team members to get better at what they do.
    Anything you do to challenge them to develop their skills is coaching.
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7
Q
  1. Which of the following is NOT true about portfolio management?
    A. The portfolio manager judges the success of the portfolio by combining data from all of its programs and projects.
    B. A portfolio can contain projects and programs.
    C. A portfolio is organized around a business goal.
    D. A portfolio is always a group of programs.
A
  1. Answer: D
    Since a portfolio can be a group of programs and projects, option D is the one that’s not true. It can be a group of programs, but it doesn’t have to be.
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8
Q 
8. You’re managing a project to remodel a kitchen. You use earned value calculations to figure out that you’re going to run $500 over budget if your project continues at the current rate. Which of the following core characteristics of a project manager are you
using to find the problem?
A. Knowledge
B. Performance
C. Personal
D. None of the above
A
  1. Answer: A
    Your knowledge of earned value management techniques is how you can predict that the project will be over budget. Knowing that could help you plan ahead to avoid further cost overruns. Minimally, it can help you to reset expectations with your stakeholders so they have a better idea of what’s coming.
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9
Q 
9. At the beginning of a project, a software team project manager is given a schedule with everyone’s vacations on it. She realizes that because the software will be delivered to the QA team exactly when they have overlapping vacations, there is a serious risk of quality problems, because there won’t be anyone to test the software before it goes into production. What BEST describes the constraint this places on the
project?
A. Quality constraint
B. Time constraint
C. Resource constraint
D. Risk constraint
A
  1. Answer: C
    This is a resource constraint, because the project manager’s resources—in this case, the people who will be testing the software—are not going to be available to her when she needs them. Yes, this will cause problems with the quality, introduce risks,
    and cause schedule problems. But they’re not schedule, time, or risk constraints, because there’s no outside limitation placed on the project quality, schedule, or risks.
    The only outside limitation is the resource availability. If they were available, there wouldn’t be a problem!
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10
Q
  1. A project manager is having trouble with his project because one of his team members is not performing, which is causing him to miss an important date he
    promised to a stakeholder. He discovers that the team member knew about the project problem, but didn’t tell him because the team members are all afraid of his
    bad temper. Which BEST describes how the project manager can avoid this situation in the future?
    A. Increasing his knowledge of the PMBOK® Guide
    B. Measuring personal performance
    C. Improving his personal skills
    D. Managing stakeholder expectations
A
  1. Answer: C
    The way that the project manager interacts with the people on his team interfered with his work getting done. This is a good example of how a lack of personal skills can lead directly to major project problems down the line, and it’s why this particular project manager needs to work on his personal skills.
    Note
    The project manager’s temper led to a disappointed stakeholder, but that doesn’t mean that the stakeholder’s expectations were out of line. This was an avoidable project problem, and better personal skills would have fixed it.
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11
Q 
1. Which of the following is NOT a Project Constraint?
A. Quality
B. Scale
C. Time
D. Cost
A
  1. Answer: B

Scale is not a project constraint. The constraints are scope, time, cost, quality, resource, and risk.

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12
Q 
2. A project manager is running a data center installation project. He finds that his stakeholder is angry that he’s run over his budget because the staff turned out to be more expensive than planned. The stakeholder’s unhappy that when the project is over, the servers won’t have as much drive space as he needs. Which of the following constraints was not affected by this problem?
A. Quality
B. Resource
C. Time
D. Cost
A
  1. Answer: C
    There is no mention of the project being late or missing its deadlines in the example.
    The project was over budget, which affects the project’s cost. The project won’t meet the stakeholder’s requirements, which is a quality problem. And the staff was more expensive than planned, which is another cost problem.
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13
Q
  1. Which of the following is NOT an example of operational work?
    A. Building a purchase order system for accounts payable
    B. Submitting weekly purchase orders through a purchase order system
    C. Deploying weekly antivirus software updates
    D. Yearly staff performance evaluations
A
  1. Answer: A

Building a purchase order system for accounts payable is a project. It’s a temporary effort that has a unique result.

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14
Q
  1. You’re managing a project to build a new accounting system. One of the accountants in another department really likes the current system and is refusing to be trained on the new one. What is the BEST way to handle this situation?
    A. Refuse to work with him because he’s being difficult
    B. Appeal to the accountant’s manager and ask to have him required to take training
    C. Get a special dispensation so that the accountant doesn’t have to go to the training
    D. Work with him to understand his concerns and do what you can to help alleviate them without compromising your project
A
  1. Answer: D
    When a stakeholder is negatively impacted by your project, you need to manage his expectations and help him to buy into your project.
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15
Q 
5. Which of the following is used for identifying people who are impacted by the project?
A. Resource list
B. Stakeholder register
C. Enterprise environmental factors
D. Project plan
A
  1. Answer: B

The stakeholder register is where you identify all of the people who are impacted by your project.

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16
Q 
6. Your manager asks you where to find a list of projects that should be managed together. What is the BEST place to find this information?
A. Project plan
B. Project charter
C. Portfolio charter
D. Program charter
A
  1. Answer: D
    A program is a group of projects that should be managed together because of inter-dependencies. A program charter fits the description in this question.
    Note
    Usually there’s some benefit to the company by managing them together.
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17
Q 
7. You want to know specifically which business goal a group of projects and programs is going to accomplish. Which is the BEST place to look for this information?
A. Project plan
B. Project charter
C. Portfolio charter
D. Program charter
A
  1. Answer: C
    A portfolio charter will give the business goal that a group of projects and programs will accomplish as part of a portfolio.
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18
Q 
8. A project coordinator is having trouble securing programmers for her project. Every time she asks her boss to give a resource to the project he says that they are too busy to help out with her project. Which type of organization is she working in?
A. Functional
B. Weak matrix
C. Strong matrix
D. Projectized
A
  1. Answer: A
    Since the project manager has to ask permission from the functional manager and can’t overrule him, she’s working in a functional organization.
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19
Q
  1. A project manager is having trouble getting customer feedback on her project. Even though she knows the product won’t be complete for several months, the company guidelines say she should release an early version and get feedback from end users.
    Which type of organization is she working for?
    A. Functional
    B. Virtual
    C. Hybrid
    D. Projectized
A
  1. Answer: C
    The project manager in this scenario is working for a hybrid organization. She used predictive methods to understand that her project won’t be completed for several months and is about to use adaptive methods to get early feedback on the unfinished
    product.
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20
Q
  1. The project manager for a construction project discovers that a new water line is being created in the neighborhood where he’s managing a project. Government regulations require that a series of forms for city environmental changes need to be
    filled out before his team can continue work on the project. This is an example of:
    A. A portfolio
    B. A program
    C. An enterprise environmental factor
    D. A project
A
  1. Answer: C
    Since the project manager is filling out the forms because of a government regulation, this is a good example of an enterprise environmental factor—specifically, an
    external enterprise environmental factor.
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21
Q 
1. You’re a project manager working on a software engineering project. Your manager is asking you to write down your performance goals for the year and measure them for your next performance evaluation. What leadership style is your manager using?
A. Charismatic
B. Interactional
C. Transactional
D. Performance
A
  1. Answer: C
    Transactional leaders set goals up front and then measure their team’s progress toward achieving them. Thinking about each activity that the team does as a transaction between the leader and the team is a good way to remember this leadership style.
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22
Q
  1. Which of the following is not a stakeholder?
    A. The project manager who is responsible for building the project
    B. A project team member who will work on the project
    C. A customer who will use the final product
    D. A competitor whose company will lose business because of the product
A
  1. Answer: D
    One of the hardest things that a project manager has to do on a project is figure out
    who all the stakeholders are. The project manager, the team, the sponsor (or client), the customers and people who will use the software, the senior managers at the company—they’re all stakeholders. Competitors aren’t stakeholders, because even though they’re affected by the project, they don’t actually have any direct influence
    over it.
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23
Q 
3. A project manager runs into a problem with her project’s contractors, and she isn’t sure if they’re abiding by the terms of the contract. Which knowledge area is the BEST source of processes to help her deal with this problem?
A. Cost Management
B. Risk Management
C. Procurement Management
D. Communications Management
A
  1. Answer: C
    The Procurement Management knowledge area deals with contracts, contractors, buyers, and sellers. If you’ve got a question about a type of contract or how to deal
    with contract problems, you’re being asked about a Procurement Management
    process.
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24
Q 
4. You’re a project manager for a construction project. You’ve just finished creating a list of all of the people who will be directly affected by the project. What process group are you in?
A. Initiating
B. Planning
C. Executing
D. Monitoring and Controlling
A
  1. Answer: A
    People who will be directly affected by the project are stakeholders, and when you’re
    creating a list of them you’re performing the Identify Stakeholders process. That’s one
    of the two processes in the Initiating process group.
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25
Q
  1. You’re a project manager working in a weak matrix organization. Which of the following is NOT true?
    A. Your team members report to functional managers.
    B. You are not directly in charge of resources.
    C. Functional managers make decisions that can affect your projects.
    D. You have sole responsibility for the success or failure of the project.
A
  1. Answer: D
    In a weak matrix, project managers have very limited authority. They have to share a lot of responsibility with functional managers, and those functional managers have a lot of leeway to make decisions about how the team members are managed. In an organization like that, the project manager isn’t given a lot of responsibility.
    Note
    That’s why you’re likely to find a project expediter in a weak matrix.
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26
Q 
6. Which of the following is NOT a project?
A. Repairing a car
B. Building a highway overpass
C. Running an IT support department
D. Filming a motion picture
A
  1. Answer: C
    The work of an IT support department doesn’t have an end date—it’s not temporary.
    That’s why it’s not a project. Now, if that support team had to work over the weekend to move the data center to a new location, then that would be a project!
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27
Q 
7. A project manager is running a software project that is supposed to be delivered in phases. She was planning on dividing the resources into two separate teams to do the work for two phases at the same time, but one of her senior developers suggested that she use an agile methodology instead, and she agrees. Which of the following BEST describes the relationship between her project’s phases?
A. Sequential relationship
B. Iterative relationship
C. Constrained relationship
D. Overlapping relationship
A
  1. Answer: B
    Agile development is a really good example of an iterative approach to project phases. In an agile project, the team will typically break down the project into phases, where they work on the current phase while planning out the next one.
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28
Q
  1. Which of the following is NOT true about overlapping phases?
    A. Each phase is typically done by a separate team.
    B. There’s an increased risk of delays when a later phase can’t start until an earlier one ends.
    C. There’s an increased risk to the project due to potential for rework.
    D. Every phase must go through all five process groups.
A
  1. Answer: B
    If there’s an increased risk of a project because one phase can’t start until another one ends, that means your project phases aren’t overlapping. When you’ve got overlapping phases, that means that you typically have multiple teams that start their phases independently of each other.
    Also, take another look at answer C, because it’s an important point about overlapping phases. When your phases have an overlapping relationship, there’s an
    increased risk of rework. This typically happens when one team delivers the results of their project or phase, but made assumptions about what another team is doing as part of their phase. When that other team delivers their work, it turns out that the results that both teams produced aren’t quite compatible with each other, and now both teams have to go back and rework their designs. This happens a lot when your phases overlap, which is why we say overlapping phases have an increased risk of rework.
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29
Q 
9. You’re the project manager for an industrial design project. Your team  members report to you, and you’re responsible for creating the budget, building the schedule, and assigning the tasks. When the project is complete, you release the team so they can work on other projects for the company. What kind of organization do you work in?
A. Functional
B. Weak matrix
C. Strong matrix
D. Projectized
A
  1. Answer: D
    In a projectized organization, the project manager has the power to assign tasks, manage the budget, and release the team.
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30
Q 
10. Which process group contains the Develop Project Charter process and the Identify Stakeholders process?
A. Initiating
B. Executing
C. Monitoring and Controlling
D. Closing
A
  1. Answer: A
    The first things that are created on a project are the charter (which you create in the Develop Project Charter process) and the stakeholder register (which you create in the Identify Stakeholders process). You do those things when you’re initiating the project.
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31
Q 
An element of the project scope statement is:
    A. Acceptance criteria.
    B. A stakeholder list.
    C. A summary budget,
    D. High-level risks.
A

A

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32
Q 
Which document describes the necessary information to determine if a project is worth the required investment?
    A. Cost baseline
    B. Service level agreement
    C. Memorandum of understanding
    D. Business case
A

D

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33
Q 
Which input to the Plan Risk Management process provides information on high-level risks?
    A. Project charter
    B. Enterprise environmental factors
    C. Stakeholder register
    D. Organizational process assets
A

A

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34
Q 
Which item is an example of personnel assessment?
    A. Resource calendar
    B. Tight matrix
    C. Team-building activity
    D. Focus group
A 
D-Personnel Assessment Tool
Allows you to focus on areas of strengths and weakness of the team members Tools used are:
Attitudinal surveys
Specific assessments
structured interviews
ability tests
focus groups
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35
Q 
Which input to the Manage Stakeholder Engagement process provides guidance on how stakeholders can best be involved in a project?
    A. Feedback analysis
    B. Stakeholder analysis
    C. Communication management plan
    D. Stakeholder management plan
A

D

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36
Q 
Which input to the Identify Stakeholders process provides information about internal or external parties related to the project?
    A. Procurement documents
    B. Communications plan
    C. Project charter
    D. Stakeholder register
A
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37
Q 
The Identify Stakeholders process is found in which Process Group?
    A. Initiating
    B. Monitoring and Controlling
    C. Planning
    D. Executing
A
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38
Q 
An input to Develop Project Charter is a/an:
    A. Business case.
    B. Activity list.
    C. Project management plan.
    D. Cost forecast.
A

A

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39
Q 
Which Knowledge Area involves identifying the people, groups, or organizations that may be impacted by or impact a project?
    A. Project Risk Management
    B. Project Human Resource Management
    C. Project Scope Management
    D. Project Stakeholder Management
A

D NORMALEMENT

40
Q 
Which input to Collect Requirements is used to identify stakeholders who can provide information on requirements?
    A. Stakeholder register
    B. Scope management plan
    C. Stakeholder management plan
    D. Project charter
A
41
Q 
In which Knowledge Area is the project charter developed?
    A. Project Cost Management
    B. Project Scope Management
    C. Project Time Management
    D. Project Integration Management
A

D

42
Q 
The organization's perceived balance between risk taking and risk avoidance is reflected in the risk:
    A. Responses
    B. Appetite
    C. Tolerance
    D. Attitude
A

NEED TO CHECK

43
Q 
Which process involves developing an approximation of the monetary resources needed to complete project activities?
    A. Estimate Costs
    B. Control Costs
    C. Determine Budget
    D. Plan Cost Management
A

A

44
Q 
Which tool or technique is used in the Develop Project Management Plan process?
    A. Pareto diagram
    B. Performance reporting
    C. SWOT analysis
    D. Expert judgment
A

D - Expert judgment
Tools or techniques used in the Develop Project Management Plan Process:
Expert judgment
Data gathering: Brainstorming, checklist, focus groups, interviews
Interpersonal and team skills: conflict management, facilitation, meeting management
Meetings

45
Q 
The degree of uncertainty an entity is willing to take on in anticipation of a reward is known as its risk:
    A. management
    B. response
    C. tolerance
    D. appetite
A

D
According to the PMBOK Guide, 6th edition, “Risk appetite is the degree of uncertainty an organization or individual is willing to accept in anticipation of a reward.”

46
Q 
An output of the Manage Stakeholder Engagement process is:
    A. change requests
    B. enterprise environmental factors
    C. the stakeholder management plan
    D. the change log
A
47
Q

Which process numerically analyzes the effect of identified risks on overall project objectives?
A. Plan Risk Management
B. Plan Risk Responses
C. Perform Quantitative Risk Analysis
D. Perform Qualitative Risk Analysis

A

Perform Quantitative Risk Analysis . !!!
is the process of numerically analyzing the combined effect of identified individual project risks and other sources of uncertainty on overall project objectives. The key benefit of this process is that it quantifies overall project risk exposure, and it can also provide additional quantitative risk information to support risk response planning.

48
Q 
Which Collect Requirements output links the product requirements to the deliverables that satisfy them?
    A. Requirements documentation
    B. Requirements traceability matrix
    C. Project management plan updates
    D. Project documents updates
A

B - !!!!
Outputs are
1 Requirements documentation
2 Requirements traceability matrix PMBOK6 PG 138

49
Q 
A temporary endeavor that creates a unique product or service is called a:
    A. Project
    B. Plan
    C. Program
    D. Portfolio
A

A

50
Q

The process of prioritizing risks for further analysis or action is known as:
A. Plan Risk Management.
B. Plan Risk Responses.
C. Perform Qualitative Risk Analysis.
D. Perform Quantitative Risk Analysis.

A

C. Perform Qualitative Risk Analysis.
Perform Qualitative Risk Analysis is the process of prioritizing risks for further analysis or action by assessing and combining their probability of occurrence and impact. The key benefit of this process is that it enables project managers to reduce the level of uncertainty and to focus on high-priority risks. https://www.oreilly.com/library/view/a-guide-to/9781935589679/sub11.3.xhtml

51
Q 
Stakeholder satisfaction should be managed as a key project:
    A. Benefit
    B. Initiative
    C. Objective
    D. Process
A

C

52
Q 
Power, urgency, and legitimacy are attributes of which stakeholder classification model?
    A. Salience
    B. Influence/impact
    C. Power/interest
    D. Power/influence
A

A

53
Q 
Identify Risks is part of which Process Group?
    A. Planning
    B. Executing
    C. Closing
    D. Initiating
A

A

54
Q 
The business needs, assumptions, and constraints and the understanding of the customers needs and high-level requirements are documented in the:
    A. Project management plan.
    B. Project charter.
    C. Work breakdown structure.
    D. Stakeholder register.
A

B

55
Q 
You are now formalizing acceptance of the completed project deliverables. Your goal is to bring objectivity to the acceptance process and increase the probability of final product acceptance. Which process are you in?
A. Define Scope.
B. Validate Scope.
C. Manage Quality.
D. Control Quality.
A

X A. Define Scope is the process of developing a detailed description of the project and product. The key ben-efit of this process is that it describes the product, service, or result boundaries and acceptance criteria
X C. Manage Quality is the process of translating the quality management plan into executable quality activities that incorporate the organization’s quality policies into the project.
X D. Control Quality is the process of monitoring and recording the results of executing the quality management activities to assess performance and ensure the project outputs are complete, correct, and meet customer ex-pectations.
X B. The Validate Scope process differs from the Control Quality process in that the former is primarily concerned with acceptance of the deliverables, while the latter is primarily concerned with correctness of the deliverables and meeting the quality requirements specified for the deliverables. Control Quality is generally performed be-fore Validate Scope, although the two processes may be performed in parallel. Therefore, right answer is B. [PMBOK 6th edition, Page 163] [Project Scope Management]

56
Q 
A stakeholder expresses a need not known to the project manager. The project manager most likely missed a step in which stakeholder management process?
    A. Plan Stakeholder Management
    B. Identify Stakeholders
    C. Manage Stakeholder Engagement
    D. Control Stakeholder Engagement
A

Identify Stakeholder is The process of identifying project stakeholders regularly and analyzing and documenting relevant information regarding their interests, involvement, inter-dependencies, influence, and potential impact on project success.
Plan Stakeholder Management is the process of developing approaches to involve project stakeholders based on their needs, expectation, interests, and potential impact on the project.
I go with A.

57
Q 
Skills necessary for project management such as motivating to provide encouragement; listening actively; persuading a team to perform an action; and summarizing, recapping, and identifying next steps are known as:
    A. organizational skills
    B. technical skills
    C. communication skills
    D. hard skills
A

C - Communication Skills

58
Q 
When a project is undertaken to reduce defects in a product or service, the objective of the project is to create a/an:
    A. improvement
    B. program
    C. result
    D. portfolio
A

A

59
Q

The zero duration of milestones in project planning occurs because milestones:
A. Are unpredictable and challenge the Plan Schedule Management process.
B. Occur at random times in the project plans.
C. Represent a moment in time such as a significant project point or event.
D. Represent both significant and insignificant points in the project and are difficult to anticipate.

A

C. Milestones have zero duration because they represent a significant point or event. PMBOK6 PG 186

60
Q

The component of the human resource management plan that includes ways in which team members can obtain certifications that support their ability to benefit the project is known as:

A. recognition and rewards
B. compliance
C. staff acquisition
D. training needs
A

D

61
Q

Stakeholders can be identified in later stages of the project because the Identify Stakeholders process should be:

A. Continuous
B. Discrete
C. Regulated
D. Arbitrary
A

A

62
Q

In project management, a temporary project can be:

A. Completed without planning
B. A routine business process
C. Long in duration
D. Ongoing to produce goods
A

C

63
Q

Which document in the project management plan can be updated in the Plan Procurement Management process?

A. Budget estimates
B. Risk matrix
C. Requirements documentation
D. Procurement documents
A 
C. Requirements documentation
 PMBOK6 PG 466 :
• Lessons learned register
• Milestone list
• Requirements documentation
• Requirements traceability matrix
• Risk register
• Stakeholder register
64
Q

Which type of probability distribution is used to represent uncertain events such as the outcome of a test or a possible scenario in a decision tree?

A. Uniform
B. Continuous
C. Discrete
D. Linear
A

Discrete distribution can be used to represent uncertain events such as the outcome of a test or possible scenario in decision tree. Uniform distribution can be used if there is no obvious value that is more likely than any other between specified high and low bounds, such as the early concept stage of design. Answer: Discrete

65
Q 
Which stakeholder approves a project's result?
    A. Customer
    B. Sponsor
    C. Seller
    D. Functional manager
A

A

66
Q 
Which process involves determining, documenting, and managing stakeholders' needs and requirements to meet project objectives?
    A. Collect Requirements
    B. Plan Scope Management
    C. Define Scope
    D. Define Activities
A

A : Collect Requirements is the process of determining, documenting, and managing stakeholder needs and requirements to meet objectives. PMBOK 6th Editon page 138

67
Q 
Plan Communications Management develops an approach and plan for project communications based on stakeholders' needs and requirements and:
    A. Available organizational assets
    B. Project staff assignments
    C. Interpersonal skills
    D. Enterprise environmental factors
A

A. Plan Communications Management is the process of developing an appropriate approach and plan for project communications activities based on the information needs of each stakeholder or group, available organizational assets, and the needs of the project. PMBOK6 PG 366

68
Q 
What is the risk rating if the probability of occurrence is 0.30 and the impact if it does occur is moderate (0.20)?
    A. 0.03
    B. 0.06
    C. 0.10
    D. 0.50
A

B. Probability and impact matrix. impact * probability. PMBOK6 PG 407

69
Q 
A complete set of concepts, terms, and activities that make up an area of specialization is known as:
    A. a Knowledge Area
    B. a Process Group
    C. program management
    D. portfolio management
A

A.

70
Q 
The risk response strategy in which the project team acts to reduce the probability of occurrence or impact of a risk is known as:
    A. exploit
    B. avoid
    C. mitigate
    D. share
A

C. Mitigate. In risk mitigation, action is taken to reduce the probability of occurrence and/or impact of a threat. PMBOK6 PG 443

71
Q 
Which process is conducted from project inception through completion and is ultimately the responsibility of the project manager?
    A. Control Quality
    B. Monitor and Control Project Work
    C. Control Scope
    D. Perform Integrated Change Control
A

D. The Perform Integrated Change Control process is conducted from project start through completion and is the ultimate responsibility of the project manager. PMBOK 6th Editon page 115

72
Q

Project management processes ensure the:

A. alignment with organizational strategy
B. efficient means to achieve the project objectives
C. performance of the project team
D. effective flow of the project throughout its life cycle
A

B or D need to check PMBOK

73
Q

Which project risk listed in the table below is most likely to occur?
project risks | Probability | Impact
Risk 1 | L | M
Risk 2 | H | H
Risk 3 | L | L
Risk 4 | M | L

A. 1
B. 2
C. 3
D. 4
A

B

74
Q

Which is an enterprise environmental factor?
A. Marketplace conditions
B. Policies and procedures
C. Project files from previous projects
D. Lessons learned from previous projects

A

A. Marketplace conditions PMBOK 6th Editon page 39

75
Q 
Project Stakeholder Management focuses on:
    A. project staff assignments
    B. project team acquisition
    C. managing conflicting interests
    D. communication methods
A

C. stakeholder engagement is a focus on continuous communication with all stakeholders, including team members, to understand their needs and expectations, address issues as they occur, manage conflicting interests, and foster appropriate stakeholder engagement in project decisions and activities. PMBOK 6th Editon page 505

76
Q 
A risk that arises as a direct result of implementing a risk response is called a:
    A. contingent risk
    B. residual risk
    C. potential risk
    D. secondary risk
A

D. Secondary Risk. A risk that arises as a direct result of implementing a risk response. PMBOK6 PG 439

77
Q

The purpose of developing a project scope management plan is to:
A. Manage the timely completion of the project.
B. Ensure that the project includes all of the work required.
C. Make sure the project will satisfy the needs for which it was begun.
D. Reduce the risk of negative events in the project.

A

B. project includes all the work required, and only the work required, to complete the project successfully. PMBOK 6th Editon page 141

78
Q 
A tool and technique used in the Develop Project Charter process is:
    A. change control tools
    B. expert judgment
    C. meetings
    D. analytical techniques
A

B

but also C is correct ….!!!

79
Q 
A projects purpose or justification, measurable project objectives and related success criteria, a summary milestone schedule, and a summary budget are all components of which document?
    A. Work breakdown structure
    B. Requirements document
    C. Project charter
    D. Project management plan
A

C

80
Q 
Project managers who lead by example and follow through on the commitments they make demonstrate the key interpersonal skill of:
    A. influencing
    B. leadership
    C. motivation
    D. coaching
A 
B. leadership attribute : 4. Enthusiasm, to inspire your team members :
    Trust the team
    Delegate real responsibilities
    Belonging and loyalty to the project
    Know yourself ( personal style)
    Globalize your approach
    Lead by example  !!!!
81
Q 
The process of defining how the project scope will be validated and controlled is known as:
    A. Define Scope.
    B. Develop Project Management Plan.
    C. Plan Scope Management.
    D. Plan Quality Management.
A

C.

82
Q 
Technical capability, past performance, and intellectual property rights are examples of:
    A. performance measurement criteria
    B. source selection criteria
    C. product acceptance criteria
    D. phase exit criteria
A

B.

83
Q 
The methodology that combines scope, schedule, and resource measurements to assess project performance and progress is known as:
    A. Earned value management.
    B. Forecasting.
    C. Critical chain methodology.
    D. Critical path methodology.
A

?

84
Q

Which process is usually a rapid and cost-effective means of establishing priorities for Plan Risk Responses?
A. Identify Risks
B. Plan Risk Management
C. Perform Qualitative Risk Analysis
D. Perform Quantitative Risk Analysis

A

?

85
Q 
Which element does a project charter contain?
    A. Management reserves
    B. Work breakdown structure
    C. Stakeholder list
    D. Stakeholder register
A

C. PMBOK page 81: DEVELOP PROJECT CHARTER: Outputs :- Key Stakeholder List

86
Q 
Every project creates a unique product, service, or result that may be:
    A. tangible
    B. targeted
    C. organized
    D. variable
A

?

87
Q 
The degree, amount, or volume of risk that an organization or individual will withstand is called risk:
    A. appetite
    B. tolerance
    C. threshold
    D. management
A

B.

88
Q 
An issue log is an input to which Project Human Resource Management process?
    A. Manage Project Team
    B. Acquire Project Team
    C. Plan Human Resource Management
    D. Develop Project Team
A

A.

89
Q 
The component of the risk management plan that documents how risk activities will be recorded is called:
    A. tracking
    B. scoping
    C. timing
    D. defining
A

A. !!!!

90
Q 
Which Control Stakeholder Engagement tool or technique allows the project manager to consolidate and facilitate distribution of reports?
    A. Information management systems
    B. Work performance reports
    C. Stakeholder analysis
    D. Data gathering and representation
A

A. !!!

91
Q 
High-level project risks are included in which document?
    A. Business case
    B. Risk breakdown structure
    C. Project charter
    D. Risk register
A

C.

92
Q

The scope management plan and scope baseline are contained in:
A. organizational process assets
B. a requirements traceability matrix
C. the project charter
D. the project management plan

A

D.

93
Q 
Projects that share common outcomes, collective capability, knowledge, or skills are often grouped into:
    A. portfolio
    B. program
    C. selection
    D. sub portfolio
A

B.

94
Q 
The stakeholder register is an output of:
    A. Identify Stakeholders.
    B. Plan Stakeholder Management.
    C. Control Stakeholder Engagement.
    D. Manage Stakeholder Engagement.
A

A. !!!

95
Q 
An output of the Develop Project Team process is:
    A. change requests
    B. team performance assessments
    C. project staff assignments
    D. project documents updates
A

B. !!!

All answers are correct, but Team Performance Assessments is the first output listed. PMBOK 6 p. 343

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