PMP Flashcards
(115 cards)
1
Q
Which of the following is an input to the Develop Project
Team process?
A. Resource Requirements
B. Resource Conflicts
C. Resource Calendars
D. Resource Breakdown Structure
A
C - Resource calendars are input of the Develop Project Team process.
[PMBOK 5th edition, Page 273] [Project
Human Resource Management]
2
Q
Successful conflict management results in:
A. Decreased productivity but positive working relationships.
B. Greater productivity and positive working relationships.
C. Greater productivity but negative working relationships.
D. Decreased productivity and negative working relationships.
A
B - Successful conflict management results in greater productivity and positive working relationships. [PMBOK 5th
edition, Page 283] [Project Human Resource Management]
3
Q
The transition from one phase to another within a project’s life cycle (e.g. design to manufacturing) is typically
marked by:
A. Kill point
B. Monte Carlo
C. Constraint
D. Decision tree
A
A - The transition from one phase to another within a project’s lifecycle generally involves, and is usually defined by,
some form of technical transfer or handoff. These are also called as kill points. [PMBOK 5th edition, Page 41] [Project
Framework]
4
Q
Ongoing operations and a project both have Initiating Processes, but only a project has __________.
A. Planning Processes
B. Closing Processes.
C. Controlling Processes
D. Executing Processes
A
B - A project is a finite effort; the Initiating Process Group starts the cycle, and the closing Process Group ends the
cycle. [PMBOK 5th edition, Page 3] [Project Framework]
5
Q
Which of the following is an enterprise environmental factor?
A. Configuration management knowledge base
B. Change control procedures
C. Historical information
D. Commercial databases
A
D - The commercial databases are considered enterprise environmental factors. Rest of the choices are organizational
process assets. [
PMBOK 5th edition, 29] [Project Framework]
6
Q
Estimating the type and quantities of material, people, equipment or supplies required to perform each
activity is:
A. Estimate Activity Workload
B. Estimate Activity Input
C. Activity Resource Requirements
D. Estimate Activity Resources
A
D - Estimate Activity Resources is the process of estimating the type and quantities of material, people, equipment or supplies required to perform each activity. [
PMBOK 5th edition, Page 160] [Project Framework]
7
Q
Which of the following is a classic organizational structure?
A. Functional
B. Projectized
C. Composite
D. Matrix
A
A - A functional organization is a classical organizational structure.
[PMBOK 5th edition, Page 22] [Project Framework]
8
Q
_______________means developing in steps and continuing by increments.
A. Progressive management
B. Iterative elaboration
C. Waterfall development
D. Progressive elaboration
A
D - Progressive elaboration is a characteristic of projects that allows a project management team to manage it to a
greater level as the project evolves.
[PMBOK 5th edition, Page 55] [Project Framework]
9
Q
Defining a new project or a new phase of an existing project relates to:
A. Initiating process
B. Planning process
C. Scope management process
D. Control process
A
A - The Initiating process group consists of the processes performed to define a new project or a new phase of an
existing project by obtaining authorization to start the project of phase.
[PMBOK 5th edition, Page 54] [Project
Framework]
10
Q
Which of the following is not a project competing constraint?
A. Budget
B. Procurement
C. Risk
D. Resource
A
B - Six competing project constraints are scope, quality, schedule, budget, resources and risk. Procurement is not aproject competing constraint.
[PMBOK 5th edition, Page 6] [Project Framework]
11
Q
Which of following is not an output of the Direct and Manage Project Work process?
Deliverables
Work performance data
Project management plan
Change requests
A
C - The Direct and Manage Project Work has several outputs, including deliverables, work performance data, change requests, project management plan updates, and project document updates. The project management plan is an input to the process
. [PMBOK 5th edition, Page 79] [Project Integration Management]
12
Q
What is the difference between the Monitor and Control Project Work and the Direct and Manage Project Work processes?
The Monitor and Control Project Work and the Direct and Manage Project Work processes are the same.
The Monitor and Control Project Work process monitors the project performance while the Direct and
Manage Project Work process is concerned with performing the activities to accomplish project requirements.
The Monitor and Control Project Work process is a sub-process of the Direct and Manage Project Work process.
There is no such thing as the Monitor and Control Project Work process.
A
B - The Monitor and Control Project Work process monitors the other project processes, including the Direct and Manage Project Work process, while the Direct and Manage Project Work process completes the project scope.
[PMBOK Page 79, 86] [Project Integration Management]
13
Q
The project management team has determined that there are some changes to the Scope of the project. According to the PMBOK, who would be responsible for reviewing, evaluating and approving documented changes to the project?
Change Control Board (CCB)
Change Configuration Board (CCB)
Scope Control Board (SCB)
Configuration Control Board (CCB)
A
A - The Change Control Board is a group of formally constituted stakeholders responsible for reviewing, evaluating, approving, delaying or rejecting changes to the project
. [PMBOK 5th edition, Page 96] [Project Integration Management]
14
Q
You are beginning a new project. When should you use the Perform Integrated Change Control process?
Throughout the entire project
Only when closing out the project
Only after the project is completely funded
Only after the project scope is clearly defined
A
A - Changes can occur in the project at any time, therefore the Perform Integrated Change Control process is valuable for managing and tracking those changes. [PMBOK 5th edition, Page 96] [Project Integration Management]
15
Q
Which of these tools and techniques are common to all six Project Integration Management processes?
Project management Information System
Analytical techniques
Facilitation techniques
Expert Judgment
A
D - All six processes of Project. Integration Management use Expert judgment as a tool and technique.
[PMBOK 5th edition, Page 65] [Project Integration Management]
16
Q
The Close Project or Phase process is not applicable for?\
Projects being cancelled
Projects being closed
Project phase being closed
Projects being reactivated
A
D - The Close Project or Phase process allows the project manager to close or finish a specific phase of the project.
[PMBOK Page 100] [Project Integration Management]
17
Q
Which of the following would not be considered as an Enterprise Environmental Factor during the Develop Project Charter process?
Scope Statement
Organizational infrastructure
Governmental standards
Marketplace conditions
A
A - The Scope statement is clearly not an enterprise environmental factor whereas the other three choices - Governmental standards, Organizational infrastructure, and Marketplace conditions are enterprise environmental factors. [PMBOK 5th edition, Page 29] [Project Integration Management]
18
Q
Which process is concerned with providing forecasts to update current cost information?
Monitor and Control Project Work
Project Management Information System
Close Project or Phase
Direct and Manage Project Work
A
A - The Monitor and Control Project Work process is responsible for keeping track of the project’s measures, including cost. [PMBOK 5th edition, Page 86] [Project Integration Management]
19
Q
The project manager of a project calls you in as a consultant to provide inputs on developing the Project Charter. According to the PMBOK, your contribution to the project could be best termed as:
Professional Consultant
Expert Judgment
Charter Consultant
Expert Consultancy
A
- Expert judgment is the judgment provided, based upon the expertise in an application area, knowledge area, discipline, industry etc. This is available from many sources including consultants. [PMBOK 5th edition, Page 71] [Project Integration Management]
20
Q
What is a recommended method for controlling change within a project?
Have only the project manager able to initiate change
Have each change approved or rejected through a formal change control process
Allow each project member ultimate control of changes within their realm of the project without a review process
Freeze scope and allow absolutely no changes
A
B - The change control procedure varies from project to project. However, every change request must be processed through a formal change control process. [PMBOK 5th edition, Page 96] [Project Integration Management]
21
Q
Which of the following is not a Group Creativity Technique used in the Collect Requirements process?
Nominal group technique
Pareto chart
Mind mapping
Affinity diagram
A
B - The Pareto chart is not a Group Creativity Technique. The others are valid techniques. Additional techniques are Brainstorming and the Delphi Technique. [PMBOK 5th edition, Page 115] [Project Scope Management]
22
Q
Linda is a project manager in charge of an online banking project. The project has completed phase 1 and is moving into the next phase of the project. Which of the following processes must be carried out first for the phase 2?
Define Scope
Identify Stakeholders
Develop Project Charter
Develop Project Management Plan
A
B - Linda needs to initiate the second phase of her project. There is no need to revisit the Develop Project Charter process. However, she needs to revisit the Identify Stakeholders process to determine any change in the stakeholders for the second phase of the project. Stakeholder identification is a continuous process.
[PMBOK 5th edition, Page 31] [Project Stakeholder Management]
23
Q
Which of the following processes is not a part of the Project Scope Management?
Create WBS
Control Quality
Control Scope
Collect Requirements
A
B - Control Quality is not a part of the Project Scope management process.
[PMBOK 5th edition, Page 105] [Project Scope Management]
24
Q
The WBS is finalized by establishing control accounts for the work packages and a unique identifier from a code of accounts. This provides a structure for hierarchical summation of:
Schedule and requirements information
Cost and requirements information
Cost and resource information
Cost, schedule and resource information
A
D - The WBS is finalized by establishing control accounts for the work packages and a unique identifier from a code of accounts. This provides a structure for hierarchical summation of costs, schedule and resource information.
[PMBOK 5th edition, Page 132] [Project Scope Management]
25
Uncontrolled project scope changes are often referred to as ________ .
Scope creep
Scope verification
Value Added Scope
Scope control
A - Scope creep is often viewed negatively, but can be managed using a change control process
. [PMBOK 5th edition, Page 137] [Project Scope Management]
26
While managing a project, you have included the product acceptance criteria in the Quality Management Plan. When reviewing your plan, a senior manager asks you look at this closely. You then realize that what you have done is incorrect. Where should you actually place the product acceptance criteria?
Project Charter
Change control process
Project Scope Statement
Scope Verification Plan
C - The project scope statement documents and addresses the characteristics and boundaries of the project and its associated products and services, as well as product acceptance criteria and scope control.
[PMBOK 5th edition, Page 123] [Project Scope Management]
27
The Project Scope Management is primarily concerned with:
Defining the scope of work that is included in the project.
Defining and controlling what is and what is not included in the project.
The scope of work that is required during the initiation phase.
Defining the specifications and functionality of the work product
B - Project Scope Management includes the processes required to ensure that the project includes all the work required and only the work required to complete the project successfully. It is primarily concerned with defining and controlling what is included and what is not included in the project
. [PMBOK 5th edition, Page 105] [Project Scope Management]
28
A project manager approaches you to understand the Work Breakdown Structure (WBS) in better detail. You tell her that:
The WBS is a detailed project plan and includes the effort, resources and dates on which the tasks for the project are completed.
The WBS is a task oriented decomposition of work that identifies each task and the resource required to accomplish the task.
The WBS is a deliverable oriented hierarchical decomposition of the work to be accomplished by the project team to accomplish project objectives.
The WBS is a Gantt chart which contains details about the project deliverables required to be done by the project team
C - The WBS is a deliverable oriented hierarchical decomposition of the work to be accomplished by the project team to accomplish project objectives.
[PMBOK 5th edition, Page 132] [Project Scope Management]
29
Why must the Validate Scope be completed in a project?
To obtain scope documents from recent similar projects for benchmarking
To determine if the scope is assigned the correct complexity level
To obtain formal acceptance of deliverables by the customer or sponsor
To ensure the project team is all aware of the scope
C - Validate Scope is the process of formalizing acceptance of the completed project deliverables by the customer or sponsor of the project.
[PMBOK 5th edition, Page 133] [Project Scope Management]
30
A project manager wants to use a group decision making technique to generate, classify and prioritize requirements. Which of these is not a valid group decision making technique?
Dictatorship
Singularity
Majority
Unanimity
B - Singularity is not a valid method to reach a group decision. The other choices are valid methods to reach a group decision.
[PMBOK 5th edition, Page 115] [Project Scope Management]
31
While planning the schedule for your project, you frequently refer to the project calendar. The project calendar is:
A calendar containing the days on which various meetings are scheduled within the project team.
A calendar of working days or shifts that establishes those dates on which schedule activities are worked.
A calendar containing the list of days on which the project team members will be on leave or take an "off".
A calendar that establishes the dates on which project deliverables are sent to the customer.
B - A project calendar is a calendar of working days or shifts that establishes those dates on which schedule activities are worked. It also establishes non-working days that determine dates on which schedule activities are idle, such as holidays, week-ends and non-shift hours. [PMBOK 5th edition, Page 184] [Project Time Management]
32
As a project manager, you are in the process of preparing the project schedule for the project. Which of the following accurately depicts the sequence of your activities before you begin preparing the project schedule?
Sequence Activities, Estimate Activity Resources, Estimate Activity Durations
Sequence Activities, Estimate Activity Durations, Estimate Activity Resources
Estimate Activity Durations, Sequence Activities, Estimate Activity Resources
Estimate Activity Resources, Estimate Activity Durations, Sequence Activities
A - The correct sequence of processes in the Time Management Knowledge Area is: Plan Schedule Management, Define Activities, Sequence Activities, Estimate Activity Resources, Estimate Activity Durations, Develop Schedule and Control Schedule. [PMBOK 5th edition, Page 141] [Project Time Management]
33
After one year of construction, an office building is scheduled to be completed on 30th January. The landscaping work needs to start 15 days prior to completion of the building. Which of the following relationships most likely represents the relationship of the start of landscaping work to the completion of the office building?
Finish-to-start with a 15 day lead
Start-to-finish with a 15 day lead
Finish-to-start with a 15 day lag
Start-to-finish with a 15 day lag
A - The landscaping work needs to start on completion of the office building, so it is a finish-to-start relationship. Since it needs to start 15 days before completion of the building, it requires a lead of 15 days. Hence the answer is finish-to-start with a 15 day lead. [PMBOK 5th edition, Page 156] [Project Time Management]
34
You are the project manager of a project. As part of the planning process, you utilize a planning technique to subdivide the project scope and deliverables into smaller, more manageable components. What is this technique called?
Unit task analysis
Decomposition
Rolling wave planning
Arrow Diagramming Method
B - Decomposition is the correct response. [PMBOK 5th edition, Page 151] [Project Time Management]
35
The accuracy of Activity Duration estimates can be improved by considering the amount of risk in the original estimate. The three types of estimates on which three-point estimates are based are:
Budgetary, ballpark, and Order of Magnitude.
Best case scenario, expected scenario and current scenario.
Most likely, likely and unlikely
Most likely, optimistic, and pessimistic
D - The accuracy of Activity Duration estimates can be improved by considering the amount of risk in the original estimate. The three types of estimates on which three-point estimates are based are: Most likely, Optimistic, and Pessimistic. An Activity Duration can be created using a value derived from these three estimated durations. [PMBOK 5th edition, Page 170] [Project Time Management]
36
You have decided to apply Resource Leveling to a project due to a critical required resource being available only at certain times. Which of the following will likely be true?
Resource Leveling can often cause the original critical path to change.
Resource Leveling will over allocate resources to schedule the project before the deadline.
Resource Leveling will require additional resources to complete the project.
Resource Leveling will never alter the original critical path
A - Resource Leveling can often cause the original critical path to change. [PMBOK 5th edition, Page 179] [Project Time Management]
37
Bar charts, with bars representing activities, show activity start dates as well as end dates and expected activity durations. For control and management communication, the broader, more comprehensive summary activity that is used between milestones is referred to as:
Activity bridge
Milestone chart
Hammock activity
Gantt chart
C - The correct response is the Hammock activity. The comprehensive summary activity that is displayed in bar chart reports for control and management communication is called Hammock activity. [PMBOK 5th edition, Page 182] [Project Time Management]
38
A technique that iterates the project schedule many times, to calculate a distribution of possible project completion dates is called:
Monte Carlo Analysis
Monteford analysis
Pareto Cost chart
Deming Analysi
A - Monte Carlo Analysis is a technique that computes, or iterates, the project cost, or the project schedule many times using input values selected at random from probability distributions of possible costs or durations, to calculate a distribution of possible total project costs or completion dates. [PMBOK 5th edition, Page 180, 340] [Project Time Management]
39
The critical path method (CPM) calculates the theoretical early start and finish dates; and late start and finish dates. The difference between the late and early start of a task is called:
Free float
Feeding buffer
Danger zone
Total float
D - The difference between the early and late finish of a task is called the total float for that task. Total float is the amount of time that a schedule activity can be delayed from its early start date without delaying the project finish date. [PMBOK 5th edition, Page 177] [Project Time Management]
40
You are managing a project that involves work on a film shoot. The editing activity can happen only after the film has been shot. The logical relationship between the editing and shooting of the film can best be described as:
Finish-to-Finish (FF)
Start-to-Start (SS)
Start-to-Finish (SF)
Finish-to-Start (FS)
D - This is a situation where the Editing activity can happen ONLY after the film shooting has been completed. Hence the logical relationship between the two tasks is Finish to Start (FS). [PMBOK 5th edition, Page 156] [Project Time Management]
41
The Cost Performance Baseline is a time-phased budget and is used as a basis to measure, monitor, and control overall cost performance of the project. It is usually displayed in the form of:
An S-curve
An inverted S curve.
Pie-chart
A Z curve
A - The correct response is 'S' curve. The Cost Performance Baseline is a time-phased budget and is used as a basis to measure, monitor, and control overall cost performance of the project. It is usually displayed in the form of: an S curve and is developed by summing estimated costs by period. [PMBOK 5th edition, Page 213] [Project Cost Management]
42
Contingency Reserves are estimated costs to be used at the discretion of the project manager to deal with:
Scope creep
Anticipated but not certain events.
Unanticipated events
Anticipated and certain events
B - Contingency Reserves are estimated costs to be used at the discretion of the project manager to deal with anticipated, but not certain events. These are also called as "Known unknowns". [PMBOK 5th edition, Page 206] [Project Cost Management]
43
A project is estimated to cost $ 50,000 with a timeline of 50 days. After 25 days, the project manager finds that 50% of the project is complete and Actual costs are $ 50,000. What is the Cost Performance Index (CPI) ?
The CPI is 1
The CPI is 1.5
The CPI is 2
The CPI is 0.5
D - The correct answer is 0.5. The Cost performance Index (CPI) is given by the formula CPI = EV/AC where EV is the Earned Value and AC is the Actual Cost. Earned Value = 50% of $ 50,000 = $ 25,000 since 50% of the project is complete. Hence CPI = 25,000 / 50,000 = 0.5. [PMBOK 5th edition, Page 219] [Project Cost Management]
44
Your project is mid-way through a delivery schedule. As the project manager, you want to determine how much work is still left. Which is the most accurate way to determine the remaining work to be carried out by the project team?
Rolling wave method
Earned Value Technique
A Manual forecast
Future analysis
C - Although the Earned value technique of determining the balance work in the project is quick and automatic, it is not as valuable or accurate as the manual forecasting of the remaining work by the project team. This however is more time-consuming. [PMBOK 5th edition, Page 220] [Project Cost Management]
45
An estimating technique that uses a statistical relationship between historical data and other variables (for example, square footage in construction, lines of code in software development) is known as:
Parametric Estimating
Analogous Estimating
Bottom-up Estimating
Historical Analysis
A - This technique is known as Parametric Estimating and can produce higher levels of accuracy depending on the sophistication, as well as the underlying resource quantity and cost data built into the model. [PMBOK 5th edition, Page 205] [Project Cost Management]
46
Lucy is currently preparing a high-level cost estimate for her project in the initiation phase. Given the limited detail available to her, what would you expect the range of her estimate to be and what would you call such an estimate?
- 25 to +25 %, Rough Order of Magnitude
- 5 to +10 %, Narrow
- 1 to +1 %, Definitive
- 25 to +75 %, Rough Order of Magnitude
D - During the initial stages of the project, the level of information available will be limited. Hence the Rough Order of Magnitude (ROM) estimate is usually prepared and has an accuracy range of -25% to +75%. [PMBOK 5th edition, Page 201] [Project Cost Management]
47
Funding requirements for a project are usually in incremental amounts that are not continuous, and these appear as a step function in the graph depicting Cash flow, Cost baseline and Funding. Any gap at the end of the project, between the funds allocated and the cost baseline represents:
Management reserves
Contingency reserves
Cost variance
Charting error
A - Management reserves are included in the project's total funds but they are not included in the project's cost performance baseline. [PMBOK 5th edition, Page 214] [Project Cost Management]
48
As a project manager, you periodically do project performance reviews to compare cost performance over time, schedule activities or work packages over-running and under-running budget, milestones due, and milestones met. Which of the following is not a valid analytical technique?
Trend Analysis
Earned Value Performance
Variance Analysis
Interpersonal skills
D - Interpersonal skills is not a valid choice. The other three choices, namely Variance Analysis, Trend Analysis and Earned Value Performance, are analytical techniques. [PMBOK 5th edition, Page 91, 92] [Project Integration Management]
49
A variance threshold for costs or other indicators to indicate the agreed amount of variation allowed is called:
Upper specification limit
Control thresholds
Upper control limits
Cost overrun
B - Control thresholds are variance thresholds for costs or other indicators such as person days and indicate the agreed amount of variation allowed. [PMBOK 5th edition, Page 148] [Project Time Management]
50
Which of these are not inputs to the Determine Budget process?
Cost baseline, requirements traceability matrix
Project schedule, agreements
Basis of estimates, activity cost estimates
Project schedule, resource calendars
A - The cost baseline and the requirements traceability matrix are not inputs to the Determine Budget process. The rest are valid inputs. [PMBOK 5th edition, Page 208] [Project Cost Management]
51
Gordon has recently taken over a project as the project manager. The project is already halfway through the execution. Reviewing the project management plan, Gordon found outs that the project's WBS is not aligned with the project management plan and the 100% rule was ignored. What does this mean?
The WBS doesn't contain all of the project and product work mentioned in the project management plan.
The project is not halfway through the execution.
The project management plan can never be 100% complete.
The project cannot be completed on time.
A - The WBS must contain all of the project and product work including the project management work. This is also called as 100% rule. [PMBOK 5th edition, Page 131] [Project Scope Management
52
What is a control chart?
A type of a RACI chart
A chart that shows the root cause of a problem
A type of a fishbone diagram
A chart that shows the stability of a process
D - A control chart shows the stability of a process over time. [PMBOK 5th edition, Page 238] [Project Quality Management]
53
A project manager is unsure of the difference between precision and accuracy and asks for your help in understanding the difference between the two terms. Which of these responses would be the best response to such a question?
Precision is consistency that the value of a repeated set of measurements are clustered and have little scatter whereas accuracy is correctness that the measured value is very close to the true value.
Accuracy is consistency that the value of a repeated set of measurements are clustered and have little scatter whereas precision is correctness that the measured value is very close to the true value.
Accuracy and Precision are equivalent and normally specified in the SOW by the customer who issues the SOW.
Accuracy is more important than precision. The project management team must decide the level of accuracy required.
A - Precision is consistency that the value of a repeated set of measurements are clustered, and have little scatter, whereas accuracy is correctness that the measured value is very close to the true value. Precise measurements are not necessarily accurate. A very accurate measurement is not necessarily precise. The project management team must determine how much accuracy or precision or both are required. [PMBOK 5th edition, Page 228] [Project Quality Management]
54
The technique of comparing actual or planned project practices to those of other projects to generate ideas for improvement and to provide a basis by which to measure performance is known as:
Workbench
Benchmarking
Quality control
Dependency
B - Benchmarking is the technique of comparing actual or planned project practices to those of other projects to generate ideas for improvement and to provide a basis by which to measure performance. [PMBOK 5th edition, Page 239] [Project Quality Management]
55
There is a serious defect in the finished product of a project that was completed a few months back and this results in a recall campaign to recall the defective products. What would be the best classification for these types of costs?
To complete performance index (TCP)
Cost variance
Cost of conformance
Cost of non-conformance
5.
D - The correct response is Cost of Non-Conformance. This includes all costs incurred due to internal and external failures. [PMBOK 5th edition, Page 235] [Project Quality Management]
56
7.
What is the process of random selection and inspection of a work product?
Control Charting
Flow Charting
Statistical Sampling
Benchmarking
C - Statistical sampling is the process of random selecting and inspection of a work product. [PMBOK 5th edition, Page 240] [Project Quality Management]
57
You are the project manager of a project and have come up with a bar graph of problems and their frequencies. This kind of a chart is called a:
Deming chart
Pareto chart
Ishikawa diagram
Control chart
B - This is an example of a Pareto chart or Pareto diagram. [PMBOK 5th edition, Page 237] [Project Quality Management]
58
Which of the following relates to Root Cause Analysis?
Process Analysis
Performance Measurements
Pareto Chart
Quality Control Measurements
A - The process analysis includes root cause analysis. [PMBOK 5th edition, Page 247] [Project Quality Management]
59
Which of the following tools is used during Trend Analysis?
Decision Tree Analysis
Scatter Diagram
Earned Value Analysis
Cause and Effect Diagram
C - Earned value analysis is used as a trend analysis technique for monitoring overall project performance. [PMBOK 5th edition, Page 352] [Project Risk Management]
60
An automotive designer uses a certain technique to determine which combination of suspension and tires will produce the most desirable ride characteristics at a reasonable cost. In order to do this, she works with a statistical framework and systematically changes all of the important parameters instead of changing the factors one at a time. This is known as:
Design of Experiments
Nominal Group Technique
Statistical Sampling
Force Field Analysis
A - The correct response is Design of Experiments and this plays a key role in optimization of products or processes. [PMBOK 5th edition, Page 240] [Project Quality Management]
61
Schedule Performance Index (SPI)
A) SPI = EV/PV
EV = Earned Value
PV = Planned Value
[PMBOK® Guide - Fourth Edition - Page 183]
## Footnote
B) \< 1 Project is behind schedule
= 1 Project is on schedule
\> 1 Project is ahead of schedule
[PMBOK® Guide - Fourth Edition - Page 183]
62
Cost Performance Index (CPI)
A) CPI = EV/AC
EV = Earned Value
AC = Actual Cost
[PMBOK® Guide - Fourth Edition - Page 183]
## Footnote
B) \< 1 Over budget
= 1 On budget
\> 1 Under budget
[PMBOK® Guide - Fourth Edition - Page 183]
63
Schedule Variance (SV)
A) SV = EV - PV
EV = Earned Value
PV = Planned Value
[PMBOK® Guide - Fourth Edition - Page 182]
## Footnote
B) Negative Behind schedule
Zero On schedule
Positive Ahead of schedule
[PMBOK® Guide - Fourth Edition - Page 182]
64
Which of the following tools is used during Trend Analysis?
Decision Tree Analysis
Scatter Diagram
Earned Value Analysis
Cause and Effect Diagram
C - Earned value analysis is used as a trend analysis technique for monitoring overall project performance. [PMBOK 5th edition, Page 352] [Project Risk Management]
65
Ken is managing a project where the morale of the team is very low. The team members have been on the project for more than a year and though the project is due to end in a few weeks' time, they do not know what is in store for them. What should Ken have planned better to avoid such a situation?
Ground rules
360-degree feedback
Job rotation within the project.
Staff release plan
D - The correct response is the staff release plan. While job rotation is a good way of ensuring high morale within the team, it is more of an ongoing effort and within the project team. The project manager needs to determine the method and timing of releasing team members (release criteria). Smooth transitions to upcoming projects helps improve the morale. [PMBOK 5th edition, Page 266] [Project Human Resource Management]
66
You are the project manager of a project whose team has interacted with a number of stakeholders. You feel that in order to have a very objective project performance appraisal, you would like to obtain feedback for the project team members from all the people they have worked with, including superiors, peers and subordinates. Project performance appraisals are carried out during which of the following processes?
Close Project or Phase
Acquire Project Team
Manage Project Team
Develop Project Team
C - Project performance appraisal are carried out during the Manage Project Team process. [PMBOK 5th edition, Page 282] [Project Human Resource Management]
67
Which of the following is not a tool and technique of the Plan Human Resource Management process?
Organizational theory
Networking
Organization charts
Rewards and recognition
D - Rewards and Recognition is a tool and technique used in the Develop Project Team process and not in the Plan Human Resource
68
Which of these is not an Enterprise environmental factor that can influence the Plan Human Resource Management process?
Organizational culture
Lessons learned on organizational structures
Marketplace conditions
Personnel administration policies
B - Lessons learned on organizational structures are used as inputs to the Plan Human Resource Management process. However, these are organizational process assets and not enterprise environmental factors. [PMBOK 5th edition, Page 260] [Project Human Resource Management]
69
Which of the following is not provided by the communications management plan?
Stakeholders communication requirements
Frequency of communication
Person responsible for communicating the information
Desired and current engagement levels of key stakeholders
D - The desired and current engagement levels of key stakeholders are documented in the stakeholder management plan. The rest of the choices are the
70
You are managing a project. An audit team wants to know where they can find information on training plans for the project team members and certification requirements. This would be found in the:
Resource Breakdown Structure
Staff Release Plan
Staffing Management Plan
Communications Management Plan
C - The correct response is the Staffing Management Plan. This lists the time periods that team members are expected to work on the project along with information such as training plans, certification requirements and compliance issues. [PMBOK 5th edition, Page 265, 266] [Project Human Resource Management]
71
You are managing a project and find that you need to apply resource leveling. Which of the following tools can help you identify resources that are over allocated?
Resource Assignment Matrix
Network diagram
Resource Histogram
Resource Breakdown Structure
C - The Resource Histogram is a tool for charting human resources and illustrates the number of hours that a person, department or entire project team will be needed each week or month over the course of the project. The chart can include a horizontal line that represents the maximum number of hours from a particular resource. This can be used for a resource leveling strategy. [PMBOK 5th edition, Page 265] [Project Human Resource Management]
72
Which of the following is not among the processes of Project Communications Management?
Control Communications
Identify Stakeholders
Plan Communications Management
Manage Communications
B - The Identify Stakeholders is a process from the Project Stakeholder Management knowledge area. [PMBOK 5th edition, Page 287, 391] [Project Communications Management]
73
Ground rules are established to set clear expectations regarding acceptable behavior by the project team members. Whose responsibility is it to enforce ground rules?
The project manager
All project team members share the responsibility for enforcing the rules once they are established
The HR team
The project manager and senior team members
B - All project team members share responsibility for enforcing the rules once they are established. [PMBOK 5th edition, Page 277] [Project Human Resource Management]
74
Conflict management is a tool and technique of which of the following processes?
Control Procurements
Identify Stakeholders
Close Project or Phase
Manage Project Team
D - Conflict Management is a tool and technique of the Manage Project Team process. The Control Procurements process has Claims Administration that somewhat relates to conflict management. [PMBOK 5th edition, Page 282] [Project Human Resource Management]
75
You are holding a kick off meeting for the build out of a new data center. This will be the largest, most costly and most complex project you have worked on in your career. You have counted up the number of stakeholders, vendors and project team members to be 52. In order to stress to the group how important and difficult communication will be on the project you want to tell them how many channels of communication exist on the project. What would you tell them?
2625 channels exist on the project
52 channels exist on the project
2704 channels exist on the project
1326 channels exist on the project
D - Communication Channel formula is: n(n-1)/2. N=Number of people involved on the project. 52(52-1)/2 52\*51=2652 2652/2=1326 [PMBOK 5th edition, Page 292] [Project Communications Management]
76
A communications management plan should include all of the following, EXCEPT:
Glossary of Common Terminology
Escalation List/Contacts
Person that will issue weekly reports
Risk Register
D - The Risk Register is part of Risk Management and is not included in the Communications Management Plan. [PMBOK 5th edition, Page 296] [Project Communications Management]
77
You are working on a project with a fixed fee contract, therefore communications should tend toward?
Formal Verbal Communication
Informal Written Communication
Formal Written Communication
Informal Verbal Communication
C - Anytime contracts are involved in a project, the project manager/team should use formal written communication methods. [PMBOK 5th edition, Page 287] [Project Communications Management]
78
A project initially starts out with 3 stakeholders but the number increases to 7 during the course of the project. How many channels does the project manager now need to manage?
18 channels
10 channels
21 channels
7 channels
C - The correct answer is 21. The number of channels = n(n-1)/2 where n is the number of stakeholders. Since there are 7 stakeholders now, the number of channels is 7 X 6 / 2 = 21. [PMBOK 5th edition, Page 292] [Project Communications Management]
79
You are the Project Manager and are responsible for the development of a mall. As with any construction project, there will be multiple iterations of blueprints and engineering drawings, so you have decided to create an online database that can be used to query the documents by name, type, date, etc. This is an example of what type of communication tool?
Project Management Information System
Lessons Learned
Project Records
Configuration Management System
A - The online database is an example of a Project Management Information System. [PMBOK 5th edition, Page 554] [Project Communications Management]
80
You are working on a project where all the team members are located in geographically different areas, therefore all the communication is done via e-mail and chat. It is sometimes hard to get the true meaning of these messages because you can't see facial expression or hear tone of voice, this is an example of?
Encoding
Medium
Decoding
Noise
D - Anything that interferes with the meaning of a message is considered noise. [PMBOK 5th edition, Page 293] [Project Communications Management]
81
You are reviewing a project with Tom, a new project manager. While discussing the communication requirements with Tom, you find that he has an impression that a project with 'n' number of stakeholders has 'n' communication channels. You are aware that this is wrong. What is the right answer?
No of channels = n(n+1)/2 where n = number of stakeholders
No of channels = (n+1)\*(n-1)/2 where n = number of stakeholders
No of channels = n(n-1)/2n where n = number of stakeholders
No of channels = n(n-1)/2 where n = number of stakeholders
D - The correct response is n(n-1)/2 where n = number of stakeholders. [PMBOK 5th edition, Page 292] [Project Communications Management]
82
Your project calls for communication with a very large audience. What communication method would be appropriate under such circumstances?
Pull communication
Interactive communication
Two-way communication
Push communication
A - The situation in the project would call for pull communication. This is suited for very large audiences and would allow them to access information content at their own discretion. [PMBOK 5th edition, Page 295] [Project Communications Management]
83
An external auditor is auditing the quality of your project's management processes. Which of the following processes this activity relates to?
Control Quality
Perform Quality Assurance
Validate Scope
Control Procurements
B - This is an example of a quality audit by an external auditor. This is a tool and technique of the Perform Quality Assurance process. [PMBOK 5th edition, Page 247] [Project Quality Management]
84
Successful project managers generally spend an inordinate of time, doing what?
Updating the Project Management Plan
Communicating
Working Scheduled Activities
Managing Risks
B - Most projects fail because of poor communication. Successful project managers spend a great deal of time communicating. [PMBOK 5th edition, Page 287] [Project Communications Management]
85
Which of these is a valid response to negative risks and not positive risks?
Exploit
Mitigate
Enhance
Share
B - Risk mitigation is a valid response to negative risks. [PMBOK 5th edition, Page 344, 345, 356] [Project Risk Management]
86
Which of these is accurate regarding risk management?
Organizations are not likely to perceive risk as a threat to project success
It has its origins in the uncertainty present in all projects
The attitudes of individuals and organizations must not be a factor affecting risk management
It is a passive activity in project management
B - Risk management does indeed have its origins in the uncertainty present in all projects. [PMBOK 5th edition, Page 310] [Project Risk Management]
87
As the project manager, of a project to construct a city park, you have yourself identified 39 risks on the project, determined what would trigger the risks, rated them on a risk rating matrix, tested the assumptions and assessed the quality of the data used. You now plan to move to the next step of the risk management process. What have you missed?
Overall risk ranking for the project
Involvement of other stakeholders
Risk Mitigation
Simulation
B - The project manager is using a good process, however he/she should have involved the other stakeholders to help identify risks. [PMBOK 5th edition, Page 321] [Project Risk Management]
88
Your project sponsor has asked you to present your project's high-level risk register to him in the next project update meeting. Which of the following processes must be started to have your high level risk register?
Plan Risk Management
Perform Qualitative Risk Analysis
Identify Risks
Control Risks
C - A high-level risk register contains the identified risks only. The risk register is created during the Identify Risks process. [PMBOK 5th edition, Page 327] [Project Risk Management]
89
Which of these is an input of the Control Risks process?
Risk audits
Change requests
Work performance information
Work Performance Reports
D - Work Performance Reports are the inputs to the Control Risks process. [PMBOK 5th edition, Page 349] [Project Risk Management]
90
Which of the following is true about risks?
The risk register documents all the identified risks in detail
Risk impact should be considered, but probability of occurrence is not important
Risks always have negative impact and not positive
Risk Response Plan is another name for Risk Manage
A - The risk register contains details of the identified risks. [PMBOK 5th edition, Page 327] [Project Risk Management]
91
During which stage of risk planning are risks prioritized based on their relative probability and impact?
Perform Qualitative risk analysis
Identify Risks
Perform Quantitative risk analysis
Plan Risk Responses
A - Perform Qualitative Risk Analysis assesses the impact and likelihood of identified risks. During this process the risks are prioritized based on their relative probability and impact. [PMBOK 5th edition, Page 329] [Project Risk Management
92
If a project has a 60% chance of a U.S. $100,000 profit and a 40% chance of a U.S. $100,000 loss, the expected monetary value of the project is?
$20,000 profit
$40,000 loss
$100,000 profit
$60,000 loss
A - EMV=Probability × Impact .6 × $100,000=$60,000 … .4 × ($100,000)=($40,000) … $60,000-$40,000=$20,000 profit.
[PMBOK 5th edition, Page 339] [Project Risk Management]
93
Which of these statements about Risk in a project is correct?
Risks are always negative in nature and are threats that need to be managed well
A risk is always induced external to the project.
Risk responses reflect an organization's perceived balance between risk taking and risk avoidance
Risks need not be planned for in all projects
C - Risk responses reflect an organization's perceived balance between risk taking and risk avoidance. The other choices are incorrect. Risks need not be induced only external to the project. For example, adopting a fast track schedule may be a conscious choice and result in some risks. This may however be in balance with the reward gained by taking the risk. Risks need not always be negative in nature. They may be positive as well. All projects need to plan for Risks. [PMBOK 5th edition, Page 310, 311] [Project Risk Management]
94
The Manage Communications process belongs to which of the following process groups?
Planning
Monitoring & Controlling
Closing
Executing
D - The Manage Communications process belongs to the Executing process group. [PMBOK 5th edition, Page 61] [Project Communications Management]
95
You are building a mansion that will have copper roofs. The duration of the project will be approximately three years, so you have built into the contract that as the price of copper increases the contract allows for price increases as a percentage of the cost copper. However, all other costs are fixed. This is an example of what type of contract?
Fixed Price with Economic Price Adjustment
Fixed Price Incentive Fee
Unit Price
Time and Materials
A - Since the price increases are tied only to the rising costs of the copper, this is a Fixed Price with Economic Price Adjustment (FP-EPA) contract. This is common with multiple year contracts.
[PMBOK 5th edition, Page 363] [Project Procurement Management]
96
Different types of contracts are appropriate for different types of purchases. Which of these is not one of the three broad categories of contracts?
Cost-reimbursable
Time and Material
Fixed-price or lump-sum
Fixed-assessment
D - Fixed-assessment is not a category of contracts. [PMBOK 5th edition, Page 362] [Project Procurement Management]
97
Developing a comprehensive sellers list
C - Bidder conferences are also called contractor conferences or vendor conferences. Their purpose is provide all vendors with an understanding of the project requirements and give all vendors equal time to get their questions answered. [PMBOK 5th edition , Page 375] [Project Procurement Management]
8.
The types of contracts that can be used in a project are documented in the:
Request for Proposal (RFP)
Procurement management plan
Procurement statement of work
Work breakdown structure (WBS)
B - The types of contracts that can be used in a project are documented in the Procurement Management Plan. [PMBOK 5th edition, Page 366] [Project Procurement Management]
98
What is the purpose of a bidder conference?
Awarding a contract to the most suitable vendor
Pre-qualifying the potential sellers
Ensuring all vendors have a clear understanding of the procurement
Developing a comprehensive sellers list
C - Bidder conferences are also called contractor conferences or vendor conferences. Their purpose is provide all vendors with an understanding of the project requirements and give all vendors equal time to get their questions answered.
[PMBOK 5th edition, Page 375] [Project Procurement Management]
99
Which of the following is accurate regarding agreements in the Project Procurement Management?
Agreements can never be terminated.
Terms and conditions never include the seller's proposal
Agreements are informal documents.
Agreements are legal documents between a buyer and a seller.
D - Agreements are legal and formal documents between buyers and sellers. [PMBOK 5th edition, Page 357] [Project Procurement Management]
100
Which process involves verification and acceptance of all project deliverables, and hence supports the Close Project or Phase process?
Perform Integrated Change Control
Validate Scope
Estimate Activity Durations
Control Costs
B - The Validate Scope process formalizes the acceptance of the completed project deliverables and hence supports the Close Project or Phase process. [PMBOK 5th edition, Page 133] [Project Scope Management]
101
Your company requires that before you purchase any routers or switches for the data center you are building, you need to solicit quotes from three separate suppliers prior to submitting the purchase request to the finance department. This policy belongs to?
Organizational Process Assets
Enterprise Environmental Factors
Procurement Management Knowledge Area
Make-or-Buy Decision
A - Any type of corporate policy or formal procurement procedure is an organizational process asset. [PMBOK 5th edition, Page 27] [Project Procurement Management]
102
You have received a proposal against a RFP that was sent to vendors. One of the vendors has indicated that they can do the project for $12,500. The cost for the project is $10,000 and their profit will be $2,500. Which type of the contracts is most suitable to be used in this situation?
Cost Plus Fixed Fee
Cost Plus Percentage of Cost
Fixed price
Cost Plus Incentive Fee
C - Apparently it looks like the vendor is asking for a cost plus fixed fee contract. However, the vendor is actually looking for a fixed price contract when they asked for a fixed $12,500. The cost and fee are just the components the vendor has estimated to come up with a final price. [PMBOK 5th edition, Page 362, 363] [Project Procurement Management]
103
Which of the following is not a tool or technique of the Control Procurements process?
Payment system
Configuration management system
Contract change control system
Records management system
B - The configuration management system is not a tool and technique of the Control Procurements process. The rest of the choices are valid tools and techniques of this process. [PMBOK 5th edition, Page 379] [Project Procurement Management]
104
Which of these is not an input to the Control Procurements process?
Agreements
Change requests
Work performance data
Work performance reports
B - Change requests are not the inputs of the Control Procurement process. The rest of the choices are valid inputs of this process. [PMBOK 5th edition, Page 379] [Project Procurement Management]
105
Anthony is currently managing a bridge construction project. The project is in the execution phase. During the planning phase of the project, Anthony developed a comprehensive stakeholder management plan for the project. However, the frequency of the plan review has not been defined. How often should the stakeholder management plan be reviewed by Anthony?
On a monthly basis.
The stakeholder management plan cannot be reviewed during the execution of the project.
On a weekly basis.
On a regular basis; frequency needs to be decided by Anthony.
D - As projects progress, projectstakeholders, their interests, needs, expectations and engagement levels may change. The stakeholder management plan should be regularly reviewed by the project manager. The frequency of the review should be decided by the project manager if that has not been imposed by the top management. [PMBOK 5th edition, Page 400] [Project Stakeholder Management]
106
Jim is managing a road network design project for a government agency. He is currently carrying out the Plan Stakeholder Management process for the project. Which of the following documents will provide the list of project stakeholders to Jim for this process?
Organizational process assets
Enterprise environmental factors
Stakeholder register
Project management plan
C - The stakeholder register, an output of the Identify Stakeholders process, documents all of the identified project stakeholders and related information. The stakeholder register (an input to the Plan Stakeholder Management process) will provide the necessary information to Jim. [PMBOK 5th edition, Page 400] [Project Stakeholder Management
107
Gordon is currently developing his project's stakeholder management strategy. All enterprise environmental factors should be considered during this process. Which of the following enterprise environmental factors should be paid special attention during this process?
Project templates
Lessons learned from past similar projects
Commercial databases
The organization's culture and structure
D - The lessons learned and the project templates are not enterprise environmental factors, these are organizational process assets. The commercial databases can provide very limited information to develop the stakeholder management plan. During the Plan Stakeholder Management process, the organization's culture and structure are of particular importance. [PMBOK 5th edition, Page 401] [Project Stakeholder Management]
108
Daniel is the project manager for a factory construction project. Daniel has recently joined this organization and is not fully aware of the organization's culture and structure. In order to manage his project stakeholders, Daniel has to understand his project stakeholders better. Which of the following can provide Daniel some historical information regarding stakeholder management on previous projects?
Project management plan
Enterprise environmental factors
Organizational process assets
Project charter
C - The project charter and the project management plan do not document lessons learned from previous similar projects. Lessons learned are stored in the organization's process assets library. [PMBOK 5th edition, Page 401] [Project Stakeholder Management]
109
The Project Stakeholder Management knowledge area is focused on engaging project stakeholders with the project. What is the objective of effectively keeping the project stakeholders engaged with the project?
To manage their expectations so that the project objectives are achieved.
Using consistent project management methodology across organizational projects.
To motivate the project team members.
To demotivate the negative stakeholders.
A - The core objective for stakeholder engagement management is to ensure that the project stakeholders are kept satisfied and their expectations are being met throughout the course of the project. Keeping the project team members motivated and using a consistent project management methodology are generic objectives of project management. [PMBOK 5th edition, Page 400] [Project Stakeholder Management]
110
Christine is managing a healthcare software development project. At a PMI conference, she met George who is the project manager at a competitor organization. George is a PMP and has successfully delivered many successful healthcare related software development projects. If George shares his stakeholder management experience with Christine, will that be considered Expert Judgment?
No! George is a project manager at a competitororganization.
Yes! All participants at a PMI conference are experts.
Yes! George is an expert in managing such projects
No! This would be an example of expert opinion and not expert judgment.
C - George is giving an expert opinion; this is analogous to expert judgment. A PMP certified project manager from a competitor would not normally give false information. This can be considered an expert judgment since George has successfully delivered many similar projects. [PMBOK 5th edition, Page 401] [Project Stakeholder Management]
111
Sandra is managing a new supersonic aircraft design project. This is a huge project and the success of this project is very critical for her organization. For such mission-critical projects, which of the following is the most desirable engagement level for all major project stakeholders?
Resistant stakeholders
Leading stakeholders
Neutral stakeholders
Supportive stakeholders
D - It would be an ideal situation for any project if all of the major stakeholders are supportive of the project. This will ensure smooth project progress and timely resolution of issues. In the real world this might not be achievable; nevertheless, it is the most desirable state for all major stakeholders. On the other hand, if all major stakeholders assume a leading role, this will lead to major and serious conflicts. [PMBOK 5th edition, Page 402] [Project Stakeholder Management]
112
Jennifer has recently been asked to manage an office refurbishment project. She finds out that the chief financial officer of the company is resisting the project. The chief financial officer is a key project stakeholder. What must Jennifer do first?
Seek expert judgment from the project initiator.
Seek support from the project sponsor to force project decisions.
Conduct a team meeting to discuss this issue.
Analyze options that might change or influence the chief financial officer's perception.
D - In this scenario, the chief financial officer is a resistant key stakeholder. The chief financial officer must be turned into a project supporter in order to ensure success. Any of the given choices can be the solution to this problem. However, Jennifer should first identify all the available options and analyze them before selecting the best option. [PMBOK 5th edition, Page 402] [Project Stakeholder Management]
113
Greg's project is in the initiating stage. The sponsor of the project has asked Greg to present a list of the identified project stakeholders in the next project update meeting. He has also asked Greg to present the project stakeholders current and desired engagement levels so that they can brainstorm on the stakeholder management strategy. Which of the following is a presentation tool that can help Greg summarize all of this information in a tabular format?
Communications management plan
Stakeholder register
Stakeholders engagement assessment matrix
Stakeholder management plan
C - Both the communications and stakeholder management plans are detailed textual documents. They are not presentation tools. On the other hand, both the stakeholder register and the stakeholders engagement assessment matrix contain the required information. However, the stakeholders engagement assessment is the best tool to be selected in this situation as it only presents the information required by the project sponsor in a tabular format. [PMBOK 5th edition, Page 402] [Project Stakeholder Management]
114
Diana is managing the development of a mobile phone application. Half of the project work has been completed. Diana is currently reviewing her stakeholder management plan. She finds out that some of the resisting stakeholders have now become supportive. How should Diana update her stakeholder management plan?
Do not update the stakeholder management plan at this stage as things are getting better.
Transfer these stakeholders to the project supporters group, and for these stakeholders, adopt the stakeholder management strategy defined for the project supporters.
For these stakeholders, continue with the defined resisting stakeholder management strategy as this strategy has produced positive results so far.
Transfer these stakeholders to the project supporters group but continue with the defined resisting stakeholder management strategy with these stakeholders.
B - The stakeholder management plan should be reviewed regularly. Since some of the resistant project stakeholders have now become project supporters, this implies that the current stakeholder classification in the stakeholder management plan is no longer accurate. These stakeholders should now be transferred to the project supporters group, and going forward the stakeholder management strategy defined for the project supporters should be adopted for these stakeholders. Although the stakeholder management strategy for the resisting stakeholders has delivered great results, it should only be applied to the current project resistant stakeholders. [PMBOK 5th edition, Page 400] [Project Stakeholder Management]
115
