Question #1 of 200 You are a new project manager working for a consulting firm to develop a streamlined automotive paint

process for a major automotive company. The project gets off to a great start and the customer, delighted with your work, sends you a brand new car. Your consulting firm has a no-gifts code of conduct. In accordance with the PMP Code of Professional Conduct, what would you do? A) B) C) D) You should accept the car so as not to offend the client. You should return the car and inform the client that it is against company policy. You should accept the car and give it to the president of your own company. You should share it with the management team.

Your Answer: B) You should return the car and inform the client that it is against company policy. Correct Answer: B) You should return the car and inform the client that it is against company policy. Answer Explanation: The correct answer is B. The Code of Professional Conduct dictates that a PMP may not be placed in a position where there may be a conflict of interests. See Chapter 1, PMBOK Guide

Question #2 of 200 In a project management meeting, a fellow project manager reports that a project is behind schedule by three weeks and under budget by US $500,000. You discover from the project's team members that the project is behind schedule by five weeks and is over budget. You are part of a project management office (PMO). What step should you take? A) You should discuss it with the PMO. B) You should report the project manager to the Project Management Institute for unethical behavior. C) You should review the situation with the project manager before further action. D) You should speak to senior management about the project manager's unethical behavior.

Your Answer: C) You should review the situation with the project manager before further action. Correct Answer: C) You should review the situation with the project manager before further action.

Answer Explanation: The correct answer is C. As a project manager you should first explore the accuracy of this information with the fellow project manager. If you do not receive satisfactory answers, asking the PMO to investigate the status of the project would be the next step followed by notifying senior management. The final step would be to report the project manager to PMI for unethical behavior. See Chapter 1, PMBOK Guide

Question #3 of 200 A U.S. company with $3 B in sales is planning to implement formal project management in its organization. It has decided to implement a project management office (PMO). In the creation of this structure, which of the following factors is most likely to ensure the success of the organization? A) B) C) D) Clearly defined goals and objectives for the PMO A sound reporting system for all team members Detailed templates for all projects Dedicated project managers

Your Answer: A) Clearly defined goals and objectives for the PMO Correct Answer: A) Clearly defined goals and objectives for the PMO Answer Explanation: The correct answer is A. All the answers can contribute to the success of the PMO, but clearly defined goals will best ensure success. See Chapter 1, PMBOK Guide.

Question #4 of 200 You are a project manager employed by Stuart, James & Associates, and have been assigned to a major construction project. The project is on schedule and under budget, but you are constantly in conflict with a member of your project team. This conflict is apparent to other team members. According to the PMI Code of Conduct, what would be the best solution? A) B) C) D) You should hold a team meeting to vote if the team member should be removed. You should remove the team member from the project. You should treat the team member as a professional with respect. You should avoid the team member as much as possible.

Your Answer:

C) You should treat the team member as a professional with respect. Correct Answer: C) You should treat the team member as a professional with respect. Answer Explanation: The correct answer is C. Treating the team member as a professional with respect increases the advancement of the project management profession. Removing the team member from the project may not be possible because of limited resources. Avoiding the team member as much as possible will not resolve the problem. Holding a team meeting to vote if the team member should be removed only increases the conflict.

Question #5 of 200 You are beginning a new project and a portion of the development will be done by a foreign vendor. You have never worked with an offshore vendor before. What document would be best to guide you in dealing with this vendor? A) B) C) D) PMI Code of Conduct Local laws of the offshore company Company's policies and procedures Historical information from past projects

Your Answer: D) Historical information from past projects Correct Answer: C) Company's policies and procedures Answer Explanation: The correct answer is C. A company's policies and procedures will define how it does business with local and global businesses. The PMI Code of Conduct gives you a general overview. Historical information may not contain any information about doing offshore development. The local laws of the offshore company may not play a part in the business. See Chapter 1, PMBOK Guide.

Question #6 of 200 You have just completed a U.S. $700,000 industrial development project for a company. While the business leaders of the community are delighted with the project's success, environmental groups object to the project because they say it is harmful to the environment. What should the project manager have done to bring the project to a successful end? A) She should have discussed it with the community leaders.

B) She should have discussed it with the PMO. C) She should have conducted more extensive environmental reviews. D) She should have discussed it with the project management team.

Your Answer: C) She should have conducted more extensive environmental reviews. Correct Answer: C) She should have conducted more extensive environmental reviews. Answer Explanation: The correct answer is C. The negative stakeholders' interest would be better served by having more extensive environmental reviews. Negative stakeholders are often overlooked by the project team at the risk of failing to bring their projects to a successful end. See Chapter 2, PMBOK Guide.

Question #7 of 200 A project manager's supervisor and the head of engineering discuss a change to a major task. After the meeting, the supervisor contacts the project manager and instructs him to make a change to the task. This is an example of the project manager's ________. A) B) C) D) role as the direct authority over the project role as a coordinator role as a planner role as a supervisor

Your Answer: B) role as a coordinator Correct Answer: B) role as a coordinator Answer Explanation: The correct answer is B. A project manager has some authority, but management handles important decisions. This is an example of the project manager coordinating the project. See Chapter 2, PMBOK Guide. Question #8 of 200 As a project manager, you are managing a project that has fallen behind schedule. By your calculations, the project is one week behind. The project team tells you that it can make up the one week in the next month (four weeks) and bring the project back on schedule. You are scheduled to report on your status to management this week. Which of the following

should you do? A) You should remain silent about the project schedule status. B) You should report that the project is on schedule with no major problem. C) You should report that the project is behind schedule, but that the team has a solution to bring the project back on schedule in the next month. D) You should report that the project is behind schedule, but will finish on schedule.

Your Answer: C) You should report that the project is behind schedule, but that the team has a solution to bring the project back on schedule in the next month. Correct Answer: C) You should report that the project is behind schedule, but that the team has a solution to bring the project back on schedule in the next month. Answer Explanation: The correct answer is C. Professional responsibility requires that you report honestly and truthfully the status of projects and provide solutions to correct the problems. See Chapter 2, PMBOK Guide. Question #9 of 200 You are managing a project that includes many deliverables from outside contractors. One contractor neglected to acquire a building permit for plumbing work to be done on the project. The city building inspector has requested to see the building permit. Who is ultimately responsible for acquiring the building permit? A) B) C) D) The plumber The project manager The contractor The city inspector

Your Answer: B) The project manager Correct Answer: B) The project manager Answer Explanation: The correct answer is B. The project manager is ultimately responsible for all aspects of the project. See Chapter 2, PMBOK Guide. Question #10 of 200 A project manager is trying to complete a software development project but is finding it difficult to find internal programmers to finish vital coding. Existing resources are focused on

completing daily production work, and the project manager has little authority to assign resources. Based on the description of this situation, what form of organization is the project manager most likely working in? A) B) C) D) Functional Matrix Expeditor Coordinator

Your Answer: A) Functional Correct Answer: A) Functional Answer Explanation: The correct answer is A. In a functional organization, the project manager has the least support for the project, and has little authority to assign resources. See Chapter 2, PMBOK Guide. Question #11 of 200 You are managing a database warehouse project and a member of senior management has come to you with an additional high priority project that could bring significant revenue to the company. He wants you to start on this additional project on an informal basis. The database warehouse project is scheduled to be completed in four weeks. How should you respond? A) You should manage both projects, one formally and the other informally. B) You should assign a functional manager to finish your current project so you can start managing the high priority project. C) You should tell him that you would be happy to manage the additional project once it has a formal charter and you have finished the current project. D) You shouldl implement crashing and fast tracking to complete your current project ahead of schedule so that you can start immediately on this project.

Your Answer: C) You should tell him that you would be happy to manage the additional project once it has a formal charter and you have finished the current project. Correct Answer: C) You should tell him that you would be happy to manage the additional project once it has a formal charter and you have finished the current project. Answer Explanation: The correct answer is C. It is your responsibility as a project manager to maintain the scope and objectives of your project. Any new project cannot be accomplished without a charter.

See Chapter 3, PMBOK Guide. Question #12 of 200 You are a project manager for a project with many deliverables. One deliverable is a new version of a network switch. You have completed the project on time, and on budget. A vendor is now starting the roll-out of the new network switch to your customers. The vendor wants you to help in the roll-out, arguing that it is a natural extension of the project. What is your response to the vendor? A) You should ask your senior management to allow you to help the vendor. B) You should reopen the project plan to include the roll-out. C) You should agree to help the vendor on an informal basis. D) You should explain to the vendor that the scope of the project has been fulfilled, the project is closed, and you are no longer available.

Your Answer: D) You should explain to the vendor that the scope of the project has been fulfilled, the project is closed, and you are no longer available. Correct Answer: D) You should explain to the vendor that the scope of the project has been fulfilled, the project is closed, and you are no longer available. Answer Explanation: The correct answer is D. Once the scope of a project is completed, the project is complete, and the resources are released and reassigned. The project manager is no longer on the project. See Chapter 3, PMBOK Guide. Question #13 of 200 As a project manager, you are assigned to a major product launch project and notice on the charter that there are four business units listed as sponsors. The new product has been discussed in your organization for some time, and there is a great deal of enthusiasm for the project. This will be the project team's first new product launch. Which of the following factors could present the biggest challenge for the successful completion of the project? A) B) C) D) The inexperience of the project team Creating a Work Breakdown Structure Conflicting goals of the sponsors Implementing integrated change control

Your Answer: C) Conflicting goals of the sponsors Correct Answer: C) Conflicting goals of the sponsors

Answer Explanation: The correct answer is C. While the inexperience of the project team could present problems, conflicting goals by the sponsors is a more significant challenge. See Chapter 4, PMBOK Guide. Question #14 of 200 Your client has requested a three-week delay on the project you are managing while some test equipment is calibrated. The delay was unplanned. Where will this delay be shown? A) B) C) D) In the network diagram In the Work Breakdown Structure In the budget In the Responsibility Assignment Matrix

Your Answer: A) In the network diagram Correct Answer: A) In the network diagram Answer Explanation: The correct answer is A. The network diagram shows the sequencing and length of the project. The Responsibility Assignment Matrix (RAM) shows who is responsible for what and doesn't include time. The WBS shows what work is in the project but doesn't focus on how long it should take. See Chapter 4, PMBOK Guide. Question #15 of 200 The customer has just attended the weekly staff meeting for an infrastructure project and announced that the market is shifting for the product being created. Because of this new development, the customer has requested significant changes to the project. The project is 85% complete. What should the project manager do? A) Ask the customer to provide market research documenting the market shift. B) Tell the customer the changes cannot be made this late in the project. C) Evaluate the impact to the project, and let the customer know the options and impact of the change. D) Continue with the project as is currently chartered; the new changes will be implemented in a separate project.

Your Answer: C) Evaluate the impact to the project, and let the customer know the options and impact of the change. Correct Answer: C) Evaluate the impact to the project, and let the customer know the options and impact of

the change. Answer Explanation: The correct answer is C. The project manager needs to evaluate the impact to the project and let the customer know the options. The project manager is there to meet the needs of the customer according to the plan or modified plan. See Chapter 4, PMBOK Guide. Question #16 of 200 You are a new project manager who has never managed a project before, and you have been asked to plan a new project. If you could only choose one of the following items, which would be BEST to rely on during planning the project to improve your chance of success? A) B) C) D) Your training Your intuition Historical information Responsibility chart

Your Answer: C) Historical information Correct Answer: C) Historical information Answer Explanation: The correct answer is C. As you have no experience as a project manager, you will have to look at the experience of others. This information is captured in the historical records of previous projects. See Chapter 4, PMBOK Guide. Question #17 of 200 You are a project manager currently working on a new project. Which of the following is the logical flow of the project? A) B) C) D) Planning, Initiating, Executing, Monitoring & Controlling, Closing Initiating, Planning, Monitoring & Controlling, Executing, Closing Initiating, Planning, Executing, Monitoring & Controlling, Closing Planning, Initiating, Executing, Monitoring & Controlling, Closing

Your Answer: C) Initiating, Planning, Executing, Monitoring & Controlling, Closing Correct Answer: C) Initiating, Planning, Executing, Monitoring & Controlling, Closing Answer Explanation: The correct answer is C. Project management is accomplished through the appropriate

application and integration of the 42 logically grouped project management processes comprising the five process groups: Initiating, Planning, Executing, Monitoring & Controlling and Closing. See PMBOK Guide Chapter 1, Section 1.3. Question #18 of 200 Which of the following statements about stakeholders is NOT true? A) The project team should encourage involvement from all appropriate stakeholders when planning a project. B) Internal and external stakeholders who will interact and influence the overall outcome of the project are first identified in the planning stages of the project. C) A stakeholder's input can have the most impact on project requirements when it is solicited during the initiating and planning stages of the project. D) It is the project manager's responsibility to present all the necessary information to stakeholders so they can make decisions that are in the best interest of the project.

Your Answer: D) It is the project manager's responsibility to present all the necessary information to stakeholders so they can make decisions that are in the best interest of the project. Correct Answer: B) Internal and external stakeholders who will interact and influence the overall outcome of the project are first identified in the planning stages of the project. Answer Explanation: The correct answer is B. Internal and external stakeholders who will interact and influence the overall outcome of the project are identified in the initiating processes not the planning processes. See PMBOK Guide Chapter 3, Section 3.3. Question #19 of 200 Your company has just won a major new project, which will begin in three months and is valued at US $500,000. You are the project manager for an existing project. You suspect that this new project will be made a priority. What is the first thing you should do when you hear of the project? A) You should resource level your project. B) You should crash your project. C) You should wait until management tells you how the new project might affect your project. D) You should ask management how the new project might affect your project.

Your Answer: D) You should ask management how the new project might affect your project. Correct Answer:

D) You should ask management how the new project might affect your project. Answer Explanation: The correct answer is D. You need to constantly re-evaluate your project goals and how the project relates to other concurrent projects. If the other projects will impact yours, you need to be proactive and work on options immediately. See Chapter 4, PMBOK Guide. Question #20 of 200 You are made project manager in the middle of a project. The project is in tolerance with your baseline, but you've heard the customer is not happy with the performance of the first phase. What should you do? A) B) C) D) You should discuss the customer's concerns with the project team. You should recalculate baselines to fix first phase problems. You should renegotiate the contract with the customer. You should meet with the customer and hear his concerns directly.

Your Answer: D) You should meet with the customer and hear his concerns directly. Correct Answer: D) You should meet with the customer and hear his concerns directly. Answer Explanation: The correct answer is D. You must first find out why the customer is not happy. Then you meet with the project team and determine options. See Chapter 4, PMBOK Guide. Question #21 of 200 During a project team meeting, a team member suggests an enhancement to the scope of the work that is outside the scope of the project charter. The project manager points out that the team needs to concentrate on completing all the work and only the work required. This project manager's response provides an example of ________. A) B) C) D) scope enhancement scope management quality analysis scope decomposition

Your Answer: B) scope management Correct Answer: B) scope management Answer Explanation:

The correct answer is B. The team member is suggesting an enhancement that is outside of the charter. Scope management involves on focusing on the work and only the work in the project plan that meets the needs of the charter. The project manager is performing scope management. See Chapter 5, PMBOK Guide. Question #22 of 200 Significant changes occurring throughout the project life cycle often trigger a need to revisit one or more of the planning processes and, possibly, some of the initiating processes. This progressive detailing of the project management plan is often called ________. A) B) C) D) integrated change control scope change fast tracking rolling wave planning

Your Answer: A) integrated change control Correct Answer: D) rolling wave planning Answer Explanation: The correct answer is D. Rolling wave planning is a progressive detailing of the project management plan. It indicates that planning is an iterative and ongoing process. See PMBOK Guide Chapter 3, Section 3.4. Question #23 of 200 You are a project manager seeking to gain formal acceptance on the project deliverables from the customer. The customer claims that three of the proposed deliverables will not meet project goals, and are unusable in their present form. Which of the following processes will help solve the problem? A) B) C) D) Control Scope Define Scope Verify Scope Creating the Work Breakdown Structure

Your Answer: C) Verify Scope Correct Answer: A) Control Scope Answer Explanation: The correct answer is A. The Control Scope process is used to review and approve or reject

scope change requests to the project and is used to manage the actual changes when they occur. This would help solve the problem. See Chapter 5, PMBOK Guide. Question #24 of 200 Your project is a multi-phased project, where each phase will only start once the previous phase is complete. This occurs through your entire project life cycle. What type of a phaseto-phase relationship are you using? A) B) C) D) A subsequent relationship An overlapping relationship A sequential relationship A parallel relationship

Your Answer: C) A sequential relationship Correct Answer: C) A sequential relationship Answer Explanation: The correct answer is C. A sequential relationship describes a relationship between phases in which one phase can only start after the previous phase is complete. See PMBOK Guide Chapter 2, Section 2.1.3. Question #25 of 200 A customer has given you a statement of work for a complex eight-month project with a few unknowns. The customer has asked you to just "get it done" and only wants to see you at the end of the eight months, when you deliver the finished project. Taking this circumstance into account, what should you do? A) You should complete the project within eight months without contact as requested. B) You should ask management to contact the customer occasionally. C) You should complete the project as requested, but verify its scope with the customer occasionally throughout. D) You should complete the project, but document that the customer did not want contact.

Your Answer: D) You should complete the project, but document that the customer did not want contact. Correct Answer: C) You should complete the project as requested, but verify its scope with the customer occasionally throughout. Answer Explanation: The correct answer is C. You cannot ignore scope verification as it will add risk that the

project will not meet the customer's needs. See Chapter 5, PMBOK Guide. Question #26 of 200 You are the project manager on a satellite dish construction project. Due to rough terrain, the scope of the project had to be modified to compensate for the required foundation changes. You need to verify that these changes have been put in place. What would best help to determine this? A) B) C) D) Scope control system Scope baseline updates Scope management plan Scope changes

Your Answer: C) Scope management plan Correct Answer: B) Scope baseline updates Answer Explanation: The correct answer is B. Scope baseline updates would help provide validation that the updates to the project scope had been added to the plan, and have been executed according to plan. Scope control system defines the procedures by which the project scope may be changed. Scope management plan describes how project scope will be managed and how scope changes will be integrated into the project. Scope changes are any modifications to the agreed-upon project Scope as defined by the approved WBS. See Chapter 5, PMBOK Guide. Question #27 of 200 You are a project manager for a consulting company working on a project for an important client. You are in the process of identifying any areas in which changes to the project plan are required and you are working on the corresponding changes. What process group does this belong to? A) B) C) D) Planning Executing Monitoring and Controlling Closing

Your Answer: B) Executing Correct Answer: C) Monitoring and Controlling

Answer Explanation: The correct answer is C. The Monitoring and Controlling Process Group consists of those processes required to track, review, and regulate the progress and performance of the project; identify any areas in which changes to the plan are required; and initiate the corresponding changes. See PMBOK Guide Chapter 3, Section 3.6. Question #28 of 200 What type of precedence relationship is involved in mapping the activities of painting a car and then polishing it after the paint dries? A) B) C) D) Finish-to-finish (FF) Start-to-finish (SF) Finish-to-start (FS) Start-to-start (SS)

Your Answer: C) Finish-to-start (FS) Correct Answer: C) Finish-to-start (FS) Answer Explanation: The correct answer is C. The Precedence Diagramming Method (PDM) includes four types of dependencies or logical relationships. The correct answer is C, Finish-to-start is the most commonly used type of precedence relationship. See PMBOK Guide Chapter 6, Section 6.2.2.1 Question #29 of 200 You have a project with the following tasks: Task A takes 40 hours and can start after the project commences. Task B takes 25 hours and should happen after the project commences. Task C must happen after task A and takes 35 hours. Task D must happen after task B and C and takes 30 hours. Task E must take place after task C and takes 10 hours. Task F takes place after task E and takes 22 hours. Which of the following is TRUE if Task B actually takes 37 hours? A) B) C) D) The critical path is 67 hours. The critical path changes to tasks B, D. The critical path is A, C, E, F. The critical path increases by 12 hours.

Your Answer: D) The critical path increases by 12 hours. Correct Answer: C) The critical path is A, C, E, F.

Answer Explanation: The correct answer is C. The critical path is ACEF and is 107 hours long. Path BC was 55 hours long and with the change is now 67 hours long. Changing Task B will have no effect on the critical path. See Chapter 6, PMBOK Guide. Question #30 of 200 A project manager wants to find ways to bring project activities that are behind schedule into alignment with the project plan and develop a viable schedule. This can be done by modifying the logical relationships between activities, either by directing a delay or allowing acceleration of the successor activity. What is the project manager planning to do? A) B) C) D) Introduce dummy activities Use resource leveling Apply leads and lags Invoke rolling wave planning

Your Answer: B) Use resource leveling Correct Answer: C) Apply leads and lags Answer Explanation: The correct answer is C. The project management team determines the dependencies that may require a lead or a lag to accurately define the logical relationship. A lead allows an acceleration of the successor activity. A lag directs a delay in the successor activity. See PMBOK Guide Chapter 6, Section 6.2.2.3. Question #31 of 200 Which type of estimating uses a statistical relationship between historical data and other variables to calculate an estimate for activity cost, budget, or duration? A) B) C) D) PERT A Monte Carlo simulation CPM Parametric estimating

Your Answer: A) PERT Correct Answer: D) Parametric estimating Answer Explanation: The correct answer is D. Monte Carlo is a simulation of the schedule, not a task. One could

use historical data to come up with the estimate from CPM or PERT (C and A) but the best answer is D. Parametric estimates use a statistical relationship between historical data and other variables to calculate an estimate for activity cost, budget, or duration. See Chapter 6, PMBOK Guide. Question #32 of 200 You are a project manager for a small construction company with a project that was budgeted for US $150,000 over a six-week period. According to the schedule, the project should have cost US $80,000 to date, but has cost US $100,000. The project is also behind schedule, as the original estimates proved inaccurate. Who has the chief responsibility to solve this problem? A) B) C) D) The project manager Senior management Project sponsor Manager of the project office

Your Answer: C) Project sponsor Correct Answer: A) The project manager Answer Explanation: The correct answer is A. Schedule management is the responsibility of the project manager. See Chapter 6, PMBOK Guide. Question #33 of 200 Your organization is having a difficult time managing all of its projects. You have been asked to help senior management understand this. Which of the following types of reports would help provide summary information to senior management? A) B) C) D) Detailed cost estimates Project plans Gantt charts Milestone reports

Your Answer: D) Milestone reports Correct Answer: D) Milestone reports Answer Explanation: The correct answer is D. Gantt charts (C) are usually only for the team. Project plans (B)

will have more detail than is necessary for the situation described. Detailed estimates (A) have nothing to do with the situation described. The best answer is (D), as milestone reports represent the right level of detail for senior management. See Chapter 6, PMBOK Guide. Question #34 of 200 A project manager is in the middle of the executing phase of a very large construction project when he discovers that the time needed to complete the project is longer than the time available. What should he do? A) He should contact the customer and tell them that their required date cannot be met. B) He should meet with management and tell them that their required date cannot be met. C) He should crash or fast track the project. D) He should plan to crash or fast track the project and present options to management for a decision.

Your Answer: D) He should plan to crash or fast track the project and present options to management for a decision. Correct Answer: D) He should plan to crash or fast track the project and present options to management for a decision. Answer Explanation: The correct answer is D. This is the best choice as it follows the problem solving process. It is the most likely that management will need to be involved in making the final choice between the options presented. See Chapter 6, PMBOK Guide. Question #35 of 200 A new product development project requires the purchase of equipment, machinery, and furniture. The department responsible for the new product development recently centralized its external purchasing process and standardized its new order system. In which document can these procedures be found? A) B) C) D) Project scope statement Organizational policies documentation Staff management plan WBS

Your Answer: B) Organizational policies documentation Correct Answer: B) Organizational policies documentation

Answer Explanation: The correct answer is B. Procedures such as the rental and purchase of supplies and equipment are found in the organizational policies documentation. See Chapter 7, PMBOK Guide. Question #36 of 200 An analysis shows that your project will have a significant cost overrun at completion. Which of the following should you do? A) B) C) D) You should evaluate options, including fast tracking the project. You should meet with senior management to find out what to do. You should meet with the customer to look for costs to eliminate. You should add a reserve to the project.

Your Answer: A) You should evaluate options, including fast tracking the project. Correct Answer: A) You should evaluate options, including fast tracking the project. Answer Explanation: The correct answer is A. The first thing to do is evaluate. Once that is done, a project manager could meet with senior management or the customer (B and C). A reserve (D) is created before costs are incurred. See Chapter 7, PMBOK Guide. Question #37 of 200 Early in the life of your project, you are having a discussion with the sponsor about what estimating techniques should be used. You and your team want to use a form of expert judgment. The sponsor argues for analogous estimating. What should you do? A) You should agree to analogous estimating, as it is a form of expert judgment. B) You should suggest life cycle costing as a compromise. C) You should determine why the sponsor wants such an accurate estimate. D) You should try to convince the sponsor to allow expert judgment because it is typically more accurate.

Your Answer: C) You should determine why the sponsor wants such an accurate estimate. Correct Answer: A) You should agree to analogous estimating, as it is a form of expert judgment. Answer Explanation: The correct answer is A. Analogous estimating is a form of expert judgment. See Chapter 7, PMBOK Guide.

Question #38 of 200 To accommodate a new project in your department, you need to shift resources. As your department is now working at capacity, moving resources will delay the project from which resources are shifted. You should move resources from which of the following projects? A) Project A with an opportunity cost of US $300,000, no project control plan, and an internal rate of return of 12% B) Project B with a net present value of US $60,000, twelve resources, and variable costs between US $1,000 and US $2,000 per month C) Project C with a benefit cost ratio of 0.8, no project charter, and four resources D) Project D with indirect costs of US $20,000 and thirteen resources

Your Answer: C) Project C with a benefit cost ratio of 0.8, no project charter, and four resources Correct Answer: C) Project C with a benefit cost ratio of 0.8, no project charter, and four resources Answer Explanation: The correct answer is C. A project without a charter is a project without support. The information provided for the other projects does not justify selecting them. See Chapter 7, PMBOK Guide. Question #39 of 200 Although the stakeholders thought there was enough money in the budget, halfway through the project, the Cost Performance Index (CPI) is 0.7. To determine the root cause, several stakeholders audit the project and discover that the project budget was estimated analogously. Because the task estimates add up to the project estimate, the stakeholders believe there must be something wrong with the way the estimate was completed. Which of the following statements describes the most likely problem? A) B) C) D) Estimated costs were not used to measure CPI. CPI was used rather than SPI. Bottom-up estimating was not used. Past history was taken into account in the estimate.

Your Answer: C) Bottom-up estimating was not used. Correct Answer: C) Bottom-up estimating was not used. Answer Explanation: The correct answer is C. Actual costs are used to measure CPI, and there's no reason to use SPI in this situation, so A and B are not correct. Analogous estimations use past history (D).

The best way to estimate is bottom-up. Such estimating would have improved the overall quality of the estimate. See Chapter 7, PMBOK Guide. Question #40 of 200 You are about to take over a project from another project manager and learn the following project information. Task Z has an early start of day 15 and a late start of day 20; task Z is a difficult task; Cost Performance Index (CPI) is 1.1; Schedule Performance Index is (SPI) is 0.8; and there are eleven stakeholders on the project. Based on this information, which of the following factors should you be the most concerned about? A) B) C) D) Schedule Float Cost The number of available resources

Your Answer: C) Cost Correct Answer: A) Schedule Answer Explanation: The correct answer is A. The CPI is greater than one and the SPI is less than one, which means that your major concern should be with the project's schedule. See Chapter 7, PMBOK Guide. Question #41 of 200 The project team has created a plan describing how it will implement the quality policy. The plan addresses the organizational structure, responsibilities, procedures and other information about plans for quality. If this changes during the project, which of the following plans will also change? A) B) C) D) Quality assurance plan Quality management plan Project plan Quality control plan

Your Answer: B) Quality management plan Correct Answer: C) Project plan Answer Explanation: The correct answer is C. Since the quality management plan is included in the project plan,

changing it will also change the project plan. See Chapter 8, PMBOK Guide. Question #42 of 200 You are the project manager and a project team member comes to you during project execution to tell you that she believes that the project cannot meet its quality standards. You call a meeting of the affected stakeholders to work through the problem. Which step of the quality management process does this represent? A) B) C) D) Perform Quality Assurance Quality Analysis Perform Quality Control Plan Quality

Your Answer: C) Perform Quality Control Correct Answer: A) Perform Quality Assurance Answer Explanation: The correct answer is A. The team should re-evaluate whether the quality standards are valid. This is part of the Perform Quality Assurance process. See Chapter 8, PMBOK Guide. Question #43 of 200 You are in the testing phase of a project, tracking defects that are reported by beta customers who are testing the project. Given the nature of a new project, a variety of defects are being discovered over time. Which chart or diagram helps display that relationship? A) B) C) D) Flowchart Pareto chart Fishbone diagram Run chart

Your Answer: B) Pareto chart Correct Answer: D) Run chart Answer Explanation: The correct answer is D. A run chart gives a picture of the process output over time. Pareto diagrams show frequency of defects in a graphical format. The flowchart shows process flow. Fishbone diagrams show what problems could happen or might be happening. See Chapter 8, PMBOK Guide.

Question #44 of 200 You are a project manager for a major information systems project when someone from your company's quality department recommends a quality audit of your project. The team, already under pressure to complete the project as soon as possible, objects to the audit, feeling that their performance is being questioned. You should explain to the team that the purpose of a quality audit is to ________. A) B) C) D) comply with an ISO 9000 investigation determine whether the customer is observing required quality processes identify lessons learned that can improve performance on the project to check the accuracy of costs submitted by the team

Your Answer: B) determine whether the customer is observing required quality processes Correct Answer: C) identify lessons learned that can improve performance on the project Answer Explanation: The correct answer is C. A quality audit is a structured review to determine whether project activities comply with organizational and project policies, processes, and procedures. These audits are used to identify lessons learned and these lessons are used for process improvement. See Chapter 8, PMBOK Guide. Question #45 of 200 You are a project manager for the development of a new production machine. The quality assurance department asks for data to prove that the project will satisfy the quality standards. To begin this process, which of the following will you need? A) B) C) D) Lessons learned Quality improvements Quality control measurements Rework standards

Your Answer: C) Quality control measurements Correct Answer: C) Quality control measurements Answer Explanation: The correct answer is C. Quality control measurements are an input to Perform Quality Assurance. See Chapter 8, PMBOK Guide. Question #46 of 200

You are the project manager for a large telecommunications project. The project team consists of five consultants, two part-time representatives from your company's key vendors, and twenty of your company's employees. You want to understand who is responsible for doing what on the project. Where would you find the information? A) B) C) D) Responsibility assignment matrix Resource histogram Gantt chart Project organization chart

Your Answer: A) Responsibility assignment matrix Correct Answer: A) Responsibility assignment matrix Answer Explanation: The correct answer is A. The responsibility assignment matrix shows who would do the work. The resource histogram (B) shows the number of resources used in each time period. A Gantt chart shows only task and calendar date. An organizational chart (D) shows reporting relationships. See Chapter 9, PMBOK Guide. Question #47 of 200 During project planning in a matrix organization, the project manager determines that additional human resources are needed. With whom would he most likely negotiate for these resources? A) B) C) D) The project stakeholders A functional manager The HR department The project sponsor

Your Answer: C) The HR department Correct Answer: B) A functional manager Answer Explanation: The correct answer is B. In a matrix organization, the functional manager controls the resources. See Chapter 9, PMBOK Guide. Question #48 of 200 A project is in the middle of project execution when a stakeholder suggests a major new change. This change will cause the third major overhaul of the project. At the same time,

the project manager discovers that a major task was not completed because a team member's supervisor moved them to a higher-priority project. Who should the project manager address these issues with? A) B) C) D) Project team Project stakeholders Customer Senior management

Your Answer: D) Senior management Correct Answer: D) Senior management Answer Explanation: The correct answer is D. It is senior management's role to prevent unnecessary project changes and to set priorities between projects. The situation implies that such work is not being done, and the project manager must therefore go to the root of the problem. See Chapter 9, PMBOK Guide. Question #49 of 200 A project has several teams. Team C has repeatedly missed deadlines. This has caused Team D to have to crash the critical path several times. As the leader for Team D, you want to resolve the problem. Who should you meet with first? A) B) C) D) Team C leader alone Project manager alone Project manager and the Team C leader Project manager and management

Your Answer: C) Project manager and the Team C leader Correct Answer: C) Project manager and the Team C leader Answer Explanation: The correct answer is C. Resolving the problem requires the key leaders to meet, which means that in this instance, the two team leaders need to meet. Because the problem is impacting the whole project, the project manager needs to participate. See Chapter 9, PMBOK Guide. Question #50 of 200 As a project manager, you have learned that a major subcontractor for the project is

consistently late delivering work. The project team member responsible for this part of the project does not get along with the subcontractor. You call a meeting to discuss the issues, and, after listening to both, suggest that both parties will have to give something up to solve this problem. What conflict resolution mode are you using? A) B) C) D) Confronting Compromising Smoothing Communicating

Your Answer: C) Smoothing Correct Answer: B) Compromising Answer Explanation: The correct answer is B. The fact that both parties are giving something up suggests that they are resolving the conflict by compromising. See Chapter 9, PMBOK Guide. Question #51 of 200 As a project manager, you want to find the root cause of quality issues with your product. Which of the following is the most suitable choice for accomplishing your objective? A) B) C) D) Histogram Pareto chart Ishikawa diagram Control chart

Your Answer: C) Ishikawa diagram Correct Answer: C) Ishikawa diagram Answer Explanation: The correct answer is C. Ishikawa diagrams, also called cause-and-effect diagrams, are more appropriate as the communication tool for this circumstance because they help determine actual causes. See Chapter 10, PMBOK Guide. Question #52 of 200 Your project team has members drawn from four countries and can only meet quarterly face-to-face. What type of communication makes the most sense? A) Formal written

B) Informal verbal C) Informal written D) Formal verbal

Your Answer: A) Formal written Correct Answer: A) Formal written Answer Explanation: The correct answer is A. Due to the differences in culture and the distance between team members, you need to have formal written communications. See Chapter 10, PMBOK Guide. Question #53 of 200 You have just been named project manager for a large construction project, which is already one third complete when you take it on. It involves five different vendors and twenty members of your company on the project team. You want to quickly review where the project now stands. Which of the following reports would be the most helpful to you to find such information? A) B) C) D) Task status report Progress report Forecast report Communications plan

Your Answer: A) Task status report Correct Answer: B) Progress report Answer Explanation: The correct answer is B. The key word is quickly. The progress report will summarize project status. The task status (A) is too detailed for a quick look. A forecast report (C) only looks into the future. See Chapter 10, PMBOK Guide. Question #54 of 200 You provide a project cost estimate to the project sponsor before starting the project. He is unhappy with the estimate and thinks the costs should be lower. He asks you to cut 15% off the project estimate. What should you do? A) You should start the project and look for cost savings as work is completed. B) You should tell the team members to cut 15% from their cost estimates. C) You should inform management of the tasks to be cut.

D) You should look for resources with low hourly rates.

Your Answer: C) You should inform management of the tasks to be cut. Correct Answer: C) You should inform management of the tasks to be cut. Answer Explanation: The correct answer is C. Choice A is not correct because the project manager must deal with the cost problem during planning, rather than waiting until later. See Chapter 10, PMBOK Guide. Question #55 of 200 As a project manager, you are managing a project that includes many deliverables from outside vendors. There is a rumor circulating that one of the vendors will have to shut down a production plant because of a strike. Which course of action would be best? A) B) C) D) You should contact the vendor and discuss this problem. You should start interviewing other vendors as a backup plan. You should shift the work to another vendor immediately. You should initiate the risk response plan created for this vendor.

Your Answer: D) You should initiate the risk response plan created for this vendor. Correct Answer: A) You should contact the vendor and discuss this problem. Answer Explanation: The correct answer is A. Contacting the vendor and discussing the problem is the best course of action to take. At this stage it is only a rumor and the vendor can give more information about the negotiations. Initiating the risk response plan created for this vendor should not be implemented because the risk has not triggered. Starting to contact other vendors as a backup plan could be initiated, but may not be necessary. Changing vendors based on a rumor would be poor project management. See Chapter 11, PMBOK Guide.

Question #56 of 200 As a project manager, you have access to a number of experts within your company as well as outside the company. You are working on a challenging project and you want to use the Delphi technique to identify risks on the project. Which of the following is not true about the

Delphi technique? A) B) be C) D) The Delphi technique is most commonly used to obtain expert opinion. It is important that the individuals participating know each other for Delphi technique to successful. In the Delphi technique participants are generally anonymous. The responses from the experts are only available to the facilitator.

Your Answer: B) It is important that the individuals participating know each other for Delphi technique to be successful. Correct Answer: B) It is important that the individuals participating know each other for Delphi technique to be successful. Answer Explanation: The correct answer is B. Delphi Technique is an information gathering technique used as a way to reach a consensus of experts on a subject. Experts on the subject participate in this technique anonymously. See PMBOK Guide Chapter 11, Section 11.2.2.2.

Question #57 of 200 A project manager asked various stakeholders to estimate the probability and impact of a number of risks. She then tested assumptions and evaluated the precision of the risk data. She feels ready to move to the next step of risk management. Based on this information, what has the project manager neglected to do? A) B) C) D) She has neglected to evaluate trends in risk analysis She has neglected to identify triggers. She has neglected to provide a standardized risk rating matrix. She has neglected to create a fallback plan.

Your Answer: C) She has neglected to provide a standardized risk rating matrix. Correct Answer: C) She has neglected to provide a standardized risk rating matrix. Answer Explanation: The correct answer is C. The activities of Perform Qualitative Risk Analysis are risk probability and impact assessment, consult a probability and impact matrix, assess risk data quality, categorize risk, and assess risk urgency assessment. See Chapter 11, PMBOK Guide.

Question #58 of 200 A consulting company has been awarded a US $60M contract to provide consulting and support services to a solar battery company. The consulting company is relatively small, and this contract is bigger than anything they have been awarded to date. To ensure that they can effectively complete the contract, minimize any negative effects on quality and not jeopardize their other work, they have chosen to partner with another company to do the work. This is an example of what type of risk response strategy? A) B) C) D) Share Exploit Mitigate Accept

Your Answer: D) Accept Correct Answer: A) Share Answer Explanation: The correct answer is A. The company is sharing the risk. The company would be exploiting the risk if they moved to increase the chances that they, solely, would benefit. In attempting to minimize the bad impact of the risk, they would be mitigating. Accepting the risk would be to tolerate whatever happened. See Chapter 11, PMBOK Guide. Question #59 of 200 A project manager has assembled the project team, identified 56 risks on the project, determined what would trigger the risks, ranked them on a risk rating matrix, tested their assumptions and measured the precision of the data used. The team is continuing to move through the risk management process. What step has the project manager neglected to take? A) B) C) D) She has neglected to make a simulation. She has neglected to explore risk mitigation techniques. She has neglected to assign an overall risk ranking for the project. She has neglected to involve the other project stakeholders.

Your Answer: B) She has neglected to explore risk mitigation techniques. Correct Answer: D) She has neglected to involve the other project stakeholders. Answer Explanation: The correct answer is D. The process used so far is fine, except that the input of other

stakeholders is needed to identify risks. See Chapter 11, PMBOK Guide. Question #60 of 200 A new and complex consulting project appears to have many risks, but no one has evaluated them to assess the range of possible project outcomes. What process needs to be performed? A) B) C) D) Identify Risks Perform Qualitative Risk Analysis Plan Risk Responses Monitor and Control Risks

Your Answer: A) Identify Risks Correct Answer: A) Identify Risks Answer Explanation: The correct answer is A. This is a new project, and assessing the range of possible outcomes is done in the last step of risk management. To identify the possible outcomes, the first step should be indentifying risks. See Chapter 11, PMBOK Guide. Question #61 of 200 The team has just completed the process of evaluating how the project went. The team members analyzed what work went well, and what didn't, including an evaluation of the planning and executing. They also documented how the sponsor and senior management supported the project. What have they just completed? A) B) C) D) Lessons Learned Project closure Procurement audit Administrative closure

Your Answer: A) Lessons Learned Correct Answer: A) Lessons Learned Answer Explanation: The correct answer is A. Lessons learned are analyses of how the project went. It includes initiating to closing activities. It documents what worked on the project and what didn't, so that the lessons can be learned and good methods repeated and bad eliminated. See Chapter 12, PMBOK Guide.

Question #62 of 200 A project manager has commenced the solicitation process for vendors. The project sponsor has insisted that only vendors that have met rigid predefined qualifications be considered. What screening mechanism should be employed? A) B) C) D) Advertising Bidders conference Weighting system Qualified seller list

Your Answer: B) Bidders conference Correct Answer: D) Qualified seller list Answer Explanation: The correct answer is D. A qualified sellers list has information on relevant past experience and other characteristics of prospective sellers. Advertising lets prospective vendors know about the company's potential needs. A weighting system is a tool used in source selection. A bidder conference allows clarification on any potential issues. See Chapter 12.2.1, PMBOK Guide. Question #63 of 200 The project team is arguing about prospective vendors who have submitted proposals. One team member argues for a certain vendor based on his intuition. Another team member wants the project to be awarded to a different vendor because they were used successfully in the past. What should the project manager remind the team to focus on to make the best selection? A) B) C) D) Procurement documents Procurement audits Source selection criteria The procurement management plan

Your Answer: D) The procurement management plan Correct Answer: C) Source selection criteria Answer Explanation: The correct answer is C. The source selection criteria are the primary tools for evaluating potential sellers and should be used by the entire team in order to make a selection. See Chapter 12.1.3.5, PMBOK Guide.

Question #64 of 200 Several prospective vendors have submitted proposals to the project team. The team members begin reviewing the details of these proposals and are nearing a decision. What step of the procurement process is the team in? A) B) C) D) Plan Procurements Administer Procurements Conduct Procurements Close Procurements

Your Answer: C) Conduct Procurements Correct Answer: C) Conduct Procurements Answer Explanation: The correct answer is C. Vendors develop proposals during the solicitation step, but these proposals are not reviewed, and a selection is not made until Conduct Procurements See Chapter 12, PMBOK Guide. Question #65 of 200 A vendor is awarded a contract to build a pipeline. The contract terms and conditions require that a work plan be issued for the buyer's approval prior to commencing work, but the vendor fails to provide one. What should the buyer's project manager do? A) B) C) D) She should file a letter of intent. She should develop the work plan and provide it to the vendor to speed up the process. She should issue a default letter. She should issue a stop work order to the vendor effective until a work plan is prepared.

Your Answer: D) She should issue a stop work order to the vendor effective until a work plan is prepared. Correct Answer: C) She should issue a default letter. Answer Explanation: The correct answer is C. When a vendor does not perform according to the contract, the project manager must take action. The preferred choice might be to contact the vendor and ask what is going on, but that choice is not available in this case. The best choice, therefore, is to let the vendor know they are in default. See Chapter 12, PMBOK Guide. Question #66 of 200

Your project has just been fast tracked and you are looking at bringing in a subcontractor quickly. There is not time to issue an RFP, so you choose to use a company you have used in the past. What is the primary concern in this situation? A) B) C) D) The subcontractor's qualifications for the work Collusion between subcontractors Whether or not the subcontract meets project selection criteria Holding a bidder's conference

Your Answer: C) Whether or not the subcontract meets project selection criteria Correct Answer: B) Collusion between subcontractors Answer Explanation: The correct answer is B. Even though you have used the subcontractor before, they may not be qualified to do the new work unless it is exactly like previous work. This is the risk you are taking. See Chapter 12, PMBOK Guide. Question #67 of 200 A project manager is holding his first bidders' conference and has asked you for advice on what to do during the session. Which of the following is the best advice you can give the project manager? A) He should answer all vendors' questions in a group session. B) He should exercise caution when he negotiates project scope with the vendors. C) He should make sure he gives all the vendors enough time to ask questions. D) He should let the project sponsor handle the bidders' conference so that he can be the good guy in the negotiation session.

Your Answer: C) He should make sure he gives all the vendors enough time to ask questions. Correct Answer: C) He should make sure he gives all the vendors enough time to ask questions. Answer Explanation: The correct answer is C. The contracting officer usually holds the bidders' conference, so choice D is incorrect. Negotiations (B) occur after the seller is selected, not during the bidders' conference. Choice C describes some of the challenges of a bidder's conference, and is therefore the best answer. See Chapter 12, PMBOK Guide. Question #68 of 200 Your program manager has come to you, the project manager, for help in making a bid for

a new project. You want to protect your company from financial risk, and you have a clearly defined project scope. What is the best type of contract to choose? A) B) C) D) Fixed price contract Cost plus award fee contract Time and materials contract Cost plus fixed fee contract

Your Answer: A) Fixed price contract Correct Answer: D) Cost plus fixed fee contract Answer Explanation: The correct answer is D. Of the options given, the only contract that limits fees for large projects with limited scope definition is cost plus fixed fee. See Chapter 12, PMBOK Guide. Question #69 of 200 A vendor has withdrawn from your project. A new vendor has been selected and their staffers are arriving at the job site tomorrow. What should be the first thing you do? A) Explain the roles and responsibilities for the project B) Bring your team in for introduction and establish a communications exchange C) Take the new vendor team on a tour of the site and show them where they will be working D) Bring out the project plan

Your Answer: B) Bring your team in for introduction and establish a communications exchange Correct Answer: A) Explain the roles and responsibilities for the project Answer Explanation: The correct answer is A. Explain the roles and responsibilities for the project, as these new staffers are unaware of them. See Chapter 12, PMBOK Guide. Question #70 of 200 Which one of the following is NOT true concerning project management and portfolio management A) Portfolios tend to be managed on a longer-term basis than projects. B) Projects are permanent endeavors. C) Organizations sometimes change their portfolios by creating strategic business

initiatives. D) Projects can intersect with portfolios at various points during the product life cycl.e

Your Answer: B) Projects are permanent endeavors. Correct Answer: B) Projects are permanent endeavors. Answer Explanation: The correct answer is B. Projects are endeavors that are more temporary than portfolios . See PMBOK Guide Chapter 1. Question #71 of 200 Which of the following statements best describes the relationship between programs and projects? A) B) C) D) A project is composed of one or more related programs. A project is a temporary endeavor, whereas a program is permanent. A program is composed of one or more related projects. Programs and project are not related.

Your Answer: C) A program is composed of one or more related projects. Correct Answer: C) A program is composed of one or more related projects. Answer Explanation: The correct answer is C. A program is defined as a group of related projects, which are temporary endeavors. The options that best describe the relationship is therefore C. See PMBOK Guide, Chapter 1, 1.2, and 1.4.2 Question #72 of 200 Portfolio management focuses on ensuring that projects and programs are reviewed to prioritize resource allocation and on being consistent with and aligned to organizational strategies. As a portfolio manager, which of the following is NOT one of your main responsibilities? A) Manage the program staff and the project managers B) Continually monitor changes in the broad environment C) Monitor aggregate performance and value indicators D) Create and maintain necessary processes and communication relative to the aggregate portfolio

Your Answer: A) Manage the program staff and the project managers Correct Answer: A) Manage the program staff and the project managers Answer Explanation: The correct answer is A. Table 1-1 shows the comparative overview of Project, Program and Portfolio Management. See PMBOK Guide Chapter 1, Section 1.4.1. Question #73 of 200 You are a project manager of a new project. Therefore it is important to consider all internal and external environmental factors that surround or influence your project's success. Which one of the following is NOT true concerning enterprise environmental factors? A) They may have negative or positive influence of the project's outcome. B) They are considered as outputs to most planning processes. C) They may come from any or all of the enterprises involved in the project. D) They include project management information systems.

Your Answer: B) They are considered as outputs to most planning processes. Correct Answer: B) They are considered as outputs to most planning processes. Answer Explanation: The correct answer is B. Enterprise environmental factors are considered as inputs to most planning processes. See PMBOK Guide Chapter 1, Section 1.8. Question #74 of 200 You are working for a company that has a project management office (PMO). Which of the following items is the PMO least likely to be responsible for? A) B) C) D) Selection of projects Managing major program scope changes The selection, management and deployment of shared or dedicated resources Coordinating communication across projects

Your Answer: B) Managing major program scope changes Correct Answer: A) Selection of projects

Answer Explanation: The correct answer is A. A project management office (PMO) handles many functions. However, it is not responsible for selecting projects that an organization will move forward with. See PMBOK Guide Chapter 1, Section 1.4.4. Question #75 of 200 Which of the following is NOT an example of a project? A) B) C) D) Planning your high school reunion Building a national monument in the capital city Buying a new car on a special sale Driving your children to school every day

Your Answer: D) Driving your children to school every day Correct Answer: D) Driving your children to school every day Answer Explanation: The correct answer is D. Driving your children to school is an ongoing repetitive task without an end date that is done everyday. Hence it is not an example of a project. See PMBOK Guide Chapter 1, Section 1.2. Question #76 of 200 Project management is accomplished through the appropriate application and integration of the _______ logically grouped project management processes. A) B) C) D) 5 9 42 44

Your Answer: C) 42 Correct Answer: C) 42 Answer Explanation: The correct answer is C. Project management is accomplished through the appropriate application and integration of the forty-two logically grouped project management processes. See PMBOK Guide Chapter 1, Section 1.3 Question #77 of 200

You are a project manager for a software project. A change has been requested by a stakeholder involved with the project. You have documented the change, filled out a change request, and submitted it to the change control board (CCB). What is the NEXT thing that must happen on the project? A) Stakeholders on the control change board use expert judgment to evaluate the requested change for approval. B) The project manager informs the control change board whether or not to approve the change. C) Changes to the baseline are required, which should show both the changes from the current time forward as well as changes in past performances. D) The project manager meets with the project team to analyze the impact of the change on the project's constraints.

Your Answer: D) The project manager meets with the project team to analyze the impact of the change on the project's constraints. Correct Answer: A) Stakeholders on the control change board use expert judgment to evaluate the requested change for approval. Answer Explanation: The correct answer is A. The control change board (CCB) is responsible for approving or rejecting change requests. See PMBOK Guide Chapter 4, Section 4.5. Question #78 of 200 You have just completed a phase of your project. Which of the following statements about phase completion is untrue? A) At the end of a phase, the work accomplished is usually reviewed. B) A phase can be closed without the decision to initiate any other phases. C) With an iterative life cycle, more than one phase of a project may progress simultaneously. D) Formal phase completion authorizes the project manager to start the next phase.

Your Answer: C) With an iterative life cycle, more than one phase of a project may progress simultaneously. Correct Answer: D) Formal phase completion authorizes the project manager to start the next phase. Answer Explanation: The correct answer is D. Formal phase completion does not include authorizing the subsequent phase. See PMBOK Guide Chapter 2, Section 2.1.3.1.

Question #79 of 200 Your current project is a target of a high-profile environmental group. This organization is not in favor of the project. As a project manager, what should be your first response to this opposition? A) You should ignore the environmental group and proceed with the project. B) You should reach out to the environmental group and try to reach a compromise. C) You should tell the environmental group that your company does not negotiate with community organizers. D) You should move the project to one of the overseas operations, where there is little environmental activism.

Your Answer: B) You should reach out to the environmental group and try to reach a compromise. Correct Answer: B) You should reach out to the environmental group and try to reach a compromise. Answer Explanation: The correct answer is B. In this scenario, the environmental group is a project stakeholder. Even though they have a negative influence, they are a stakeholder. Ignoring stakeholders usually leads to a damaging impact on project outcomes. Reaching out to the group and trying to find a compromise position is the most productive approach. See PMBOK Guide Chapter 2, Section 2.3. Question #80 of 200 A configuration management system with integrated change control provides a standardized, effective, and efficient way to centrally manage approved changes and baselines within a project. Which of the following are examples of configuration management activities? A) B) C) D) Corrective action, preventive action and defect repair Identification, status accounting, verification and audit Change requests, performance reports and project plans Status reporting, progress measurements and forecasting

Your Answer: C) Change requests, performance reports and project plans Correct Answer: B) Identification, status accounting, verification and audit Answer Explanation: The correct answer is B. Some of the configuration management activities included in the integrated change control progress are configuration identification, configuration status

accounting and configuration verification and audit. See PMBOK Guide Chapter 4, Section 4.5. Question #81 of 200 Senior management has announced that the company will be moving to a projectized organizational structure. What will the new organization look like? A) Team members will be co-located, project managers will have more independence and authority, and most resources will be involved in project work. B) Each employee will have one clear superior, and staff members will be grouped by specialty. C) The project manager will act as a coordinator, rather than a manager. D) The project manager will not have full authority over projects and project funding.

Your Answer: A) Team members will be co-located, project managers will have more independence and authority, and most resources will be involved in project work. Correct Answer: A) Team members will be co-located, project managers will have more independence and authority, and most resources will be involved in project work. Answer Explanation: The correct answer is A. In a projectized organization, team members are co-located, project managers have independence and authority, and most resources are involved in project work. See PMBOK Guide Chapter 2, Section 2.4.2. Question #82 of 200 You are the project manager of a project and you have to communicate with upper managers who are less familiar with the details of the project. You decide to restrict your initial communications with them to discussion about the project life cycle. Which of the following items might be too detailed to discuss with the managers? A) B) C) D) Stakeholder influences, risk and uncertainty Cost and staffing levels over the project life The number of phases, the need for phases and the degree of control applied Quality objectives for the project

Your Answer: C) The number of phases, the need for phases and the degree of control applied Correct Answer: C) The number of phases, the need for phases and the degree of control applied Answer Explanation:

The correct answer is C. The generic life cycle structure is often referred to when communicating with upper management and generally displays certain characteristics of a project. The number of phases, the need for phases and the degree of control applied depend on the size, complexity and potential impact of the project. See PMBOK Guide Chapter 2, Section 2.1. Question #83 of 200 Organizational process assets include any or all process related assets from any or all of the organizations involved in the project that can be used to influence the project's success. Which of the following statements about organizational process assets is NOT true? A) They include organization's knowledge bases such as lessons learned and historical information. B) The project manager is generally responsible for updating and adding to them as necessary throughout the project. C) Completed schedules, risk data, and earned value data may be a part of the organizational process assets. D) They include formal and informal plans, policies, procedures and guidelines.

Your Answer: C) Completed schedules, risk data, and earned value data may be a part of the organizational process assets. Correct Answer: B) The project manager is generally responsible for updating and adding to them as necessary throughout the project. Answer Explanation: The correct answer is B. Updating and adding to the organizational process assets as necessary throughout the project is generally the responsibility of the project team members. See PMBOK Guide Chapter 2, Section 2.4.3. Question #84 of 200 Which of the following statements about the interactions between project management processes is untrue? A) Each process group is a one-time process that has a discrete position in the sequence of process groups. B) The output of one process group generally becomes an input to another process group. C) If the project is divided into phases, the process groups may interact with each phase. D) The process groups are guides for applying appropriate knowledge and skills during the project.

Your Answer: A) Each process group is a one-time process that has a discrete position in the sequence of

process groups. Correct Answer: A) Each process group is a one-time process that has a discrete position in the sequence of process groups. Answer Explanation: The correct answer is A. The process groups are seldom discrete or one-time events; they are overlapping activities that occur throughout the project. See PMBOK Guide Chapter 3, Section 3.1. Question #85 of 200 As a project manager, you know that there are five project management process groups. Which of the following statements about the process groups is untrue? A) The five process groups have clear dependencies. B) The five process groups are typically performed in the same sequence on every project C) Individual process groups and constituent processes are often iterated prior to completing a project D) The relevance of the process groups to project management depends on application area and industry focus

Your Answer: A) The five process groups have clear dependencies. Correct Answer: D) The relevance of the process groups to project management depends on application area and industry focus Answer Explanation: The correct answer is D. The five process groups are independent of applications areas or industry focus. See PMBOK Guide Chapter 3, Section 3.2. Question #86 of 200 You are conducting the initiating processes for a new project. However, there are some activities in this process group which are external to the project's scope of control and have been done before you joined the project as the appointed project manager. Which of these activities would most likely fall into the category of activities out of the scope of control of the project? A) B) C) D) Developing the project management plan Conducting a feasibility assessment of the project Determining the best life cycle for the project Developing a configuration management plan

Your Answer: D) Developing a configuration management plan Correct Answer: B) Conducting a feasibility assessment of the project Answer Explanation: The correct answer is B. Of these items, only conducting a feasibility assessment of the project would most likely fall out of the project's scope of control. See PMBOK Guide Chapter 3, Section 3.3. Question #87 of 200 Which one of the following project management processes is a part of the executing process group? A) B) C) D) Perform Qualitative Risk Analysis Perform Integrated Change Control Develop Project Management Plan Perform Quality Assurance

Your Answer: B) Perform Integrated Change Control Correct Answer: D) Perform Quality Assurance Answer Explanation: The correct answer is D. Perform Quality Assurance. The executing process group consists of those processes performed to complete the work defined in the project management plan in order to satisfy the project specifications. See PMBOK Guide Chapter 3, Section 3.2, Table 3-1. Question #88 of 200 You have just started the planning on a project. This is a new project with several unknowns. You would like planning and documentation to be iterative and ongoing processes. What should you do to allow the project plans to change as more information is discovered? A) B) C) D) You should use rolling wave planning. You should engage all the stakeholders in planning discussions. You should continually revisit the project charter You should ask the project sponsor to lead future planning sessions.

Your Answer: A) You should use rolling wave planning.

Correct Answer: A) You should use rolling wave planning. Answer Explanation: The correct answer is A. Rolling wave planning is a progressive detailing of the project management plan. It indicates that planning is an iterative and ongoing process. See PMBOK Guide Chapter 3, Section 3.4. Question #89 of 200 You are in the midst of project execution. You are seeing variances in activity durations, resource productivity and availability, and unanticipated risks. What is the first thing you should do? A) B) C) D) You should modify the project management plan immediately. You should conduct an analysis to understand the causes of the variances and the risks. You should issue multiple change requests to the change control board. You should create a new baseline.

Your Answer: B) You should conduct an analysis to understand the causes of the variances and the risks. Correct Answer: B) You should conduct an analysis to understand the causes of the variances and the risks. Answer Explanation: The correct answer is B. The appropriate first step is to conduct analyses. The analyses may result in additional actions, such as modifying the project management plan, issuing change requests, or creating a new baseline. Alternatively, the team may decide that the analyses show that no further action is required. to not require further action. See PMBOK Guide Chapter 3, Section 3.5. Question #90 of 200 You are thinking about how you will monitor and control your current project. Which of the following would be a guideline that you would NOT want to follow? A) An important part of monitoring and controlling a project is recommending preventive action B) Monitoring and controlling techniques are necessary to the entire project, not just certain phases C) Proper monitoring and controlling a project may lead to updates to the project management plan D) Monitoring and controlling a project is a one-time function.

Your Answer:

D) Monitoring and controlling a project is a one-time function. Correct Answer: D) Monitoring and controlling a project is a one-time function. Answer Explanation: The correct answer is D. Monitoring and controlling a project is a continuous process. It is not a one-time function. See PMBOK Guide Chapter 3, Section 3.6. Question #91 of 200 Which of the following techniques is not considered a method of reaching a group decision? A) B) C) D) Majority Dictatorship Brainstorming Plurality

Your Answer: B) Dictatorship Correct Answer: C) Brainstorming Answer Explanation: The correct answer is C. Brainstorming is considered to be a group creativity technique. See PMBOK Guide Chapter 5, Section 5.1.2. Question #92 of 200 You are a project manager who has been assigned to a new project. What does the project need before you have authority to apply organizational resources to the project? A) B) C) D) A project management plan A low risk index The project charter The project schedule

Your Answer: C) The project charter Correct Answer: C) The project charter Answer Explanation: The correct answer is C. Once a project charter has been created, a project manager has authority to apply organizational resources to the project. See PMBOK Guide Chapter 4,

Section 4.1 . Question #93 of 200 To create a project charter, your manager has asked you to consider organizational process assets. Which of these is NOT considered an organizational process asset? A) B) C) D) Governmental or industry standards Organizational standard processes Templates Historical information and the lessons learned knowledge base

Your Answer: A) Governmental or industry standards Correct Answer: A) Governmental or industry standards Answer Explanation: The correct answer is A. Governmental and industry standards are not an organizational process asset. Instead, they are an enterprise environmental factor. Note that enterprise environmental factors should also be considered when creating a project charter. See PMBOK Guide Chapter 4, Section 4.1.1. Question #94 of 200 Monitor and Control Project Work is the process of tracking, reviewing, and regulating the progress toward meet the performance objectives defined in the project management plan. Which of the following statements is NOT a part of this process? A) Collecting and document lessons learned, and implement approved process improvement activities B) Providing information to support status reporting, progress measurement, and forecasting C) Maintaining an accurate, timely information base concerning the project's product(s) through project completion D) Comparing actual project performance against the project management

Your Answer: A) Collecting and document lessons learned, and implement approved process improvement activities Correct Answer: A) Collecting and document lessons learned, and implement approved process improvement activities Answer Explanation:

The correct answer is A. This activity is a part of the Direct and Manage Project Execution progress which is the process of performing the work defined in the project management plan to achieve the project's objectives. See PMBOK Guide Chapter 4, Section 4.3 and 4.4.

Question #95 of 200 You are managing a new project. The team is asking lots of questions and you need one unified way for team members and stakeholders to see information related to the project scope, schedule, cost management, communication management, and risk management. What should you do? A) B) C) D) Write a communications plan Compile a project management plan Write a project charter Write a performance report

Your Answer: B) Compile a project management plan Correct Answer: B) Compile a project management plan Answer Explanation: The correct answer is B. A project management plan unifies subsidiary plans into one centralized plan. It defines how the project will be executed, monitored and controlled, and closed. See PMBOK Guide Chapter 4, Section 4.3.

Question #96 of 200 Your organization has a Project Management Information System, which is a ________. A) A system for making decisions about human resources to be used in the organization's projects B) A system that collects and distributes information C) A system that creates work breakdown structures given the project scope requirements D) A system that manages communication between project sponsors and project managers

Your Answer: B) A system that collects and distributes information

Correct Answer: D) A system that manages communication between project sponsors and project managers Answer Explanation: The correct answer is D. The project management information system, part of the enterprise environmental factors, provides access to an automated tool, such as a scheduling software tool, a configuration management system, an information collection and distribution system or web interfaces to other online automated systems used during the Direct and Manage Project Execution effort. See PMBOK Guide Chapter 4, Section 4.3. Question #97 of 200 The sponsor of your project has agreed that the project scope should be expanded. As the project manager, you should ________. A) B) C) D) document a corrective action document a defect repair document an approved change request document an action

Your Answer: C) document an approved change request Correct Answer: C) document an approved change request Answer Explanation: The correct answer is C. Approved change requests are the documented, authorized changes to expand or reduce the project scope. See PMBOK Guide Chapter 4, Section 4.3.1.2. Question #98 of 200 You have a meeting with your project management team where you are discussing what scope means in your project. Which of the following statements is NOT true? A) Project Scope Management includes the processes required to ensure that the project includes all the work required and only the work required. B) The scope management plan is in every case a formal, highly-detailed plan that provides guidance on how the project scope will be defined, documented, verified, managed and controlled. C) Project scope includes the work that must be done in order to deliver a product, service or result with the specified features and functions. D) Product scope includes features and functions that characterize a product, service or result.

Your Answer: D) Product scope includes features and functions that characterize a product, service or result. Correct Answer: B) The scope management plan is in every case a formal, highly-detailed plan that provides guidance on how the project scope will be defined, documented, verified, managed and controlled. Answer Explanation: The correct answer is B. The scope management plan may be formal or informal, highly detailed, or broadly framed, based upon the needs of the project. See PMBOK Guide Chapter 5, Introduction.

Question #99 of 200 You are starting a new project and you need to accomplish two things. You need to link the project to the ongoing work of the organization and you need to get the project authorized. What should you do next? A) B) C) D) You should develop the project management plan You should define the scope of the project You should develop the project charter You should write the business requirements for the project.

Your Answer: C) You should develop the project charter Correct Answer: C) You should develop the project charter Answer Explanation: The correct answer is C. The project charter links a project to the strategy and ongoing work of the organization and it authorizes the project. See PMBOK Guide Chapter 4, Section 4.1 Question #100 of 200 You have learned that the VP of Marketing wants to add two new features to your project. What should you, as the project manager, do? A) You should revise your schedule. B) You should submit a change request to the Perform Integrated Change Control process,

which may include review by a change control board. C) You should hold an urgent meeting to alert the team to the change in direction. D) You should refuse to consider the new features.

Your Answer: B) You should submit a change request to the Perform Integrated Change Control process, which may include review by a change control board. Correct Answer: B) You should submit a change request to the Perform Integrated Change Control process, which may include review by a change control board. Answer Explanation: The correct answer is B. A Perform Integrated Change Control process is needed to monitor and keep track of various types of changes. This may include a change control board. See PMBOK Guide Chapter 4, Section 4.5. Question #101 of 200 Your project team has just finished its last tasks. You are gathering project or phase records, analyzing whether the project was a success, collecting lessons learned from the team, and archiving project information. What are you doing? A) B) C) D) Monitoring and controlling the project work Integrating the project management plan Conducting the administrative closure of the project or phase Managing project execution

Your Answer: C) Conducting the administrative closure of the project or phase Correct Answer: C) Conducting the administrative closure of the project or phase Answer Explanation: The correct answer is C. The administrative closure procedure is a key part to formally closing the project or phase. See PMBOK Guide Chapter 4, Section 4.6. Question #102 of 200 Which of the following is not likely to generate a new project? A) B) C) D) A customer request A market demand An employee complaint A technological advance

Your Answer: C) An employee complaint Correct Answer: C) An employee complaint Answer Explanation: The correct answer is C. An employee complaint is unlikely to generate a new project. However, market, business, technology, and legal drivers can be likely causes, as are customer requests and social needs. See PMBOK Guide Chapter 4, Section 4.1. Question #103 of 200 Which of the following is NOT true about the project charter? A) B) C) D) It documents the business needs that the project will meet. It is always created by the project manager. It includes a summary milestone schedule. It formally authorizes and initiates the project.

Your Answer: C) It includes a summary milestone schedule. Correct Answer: B) It is always created by the project manager. Answer Explanation: The correct answer is B. The project charter is often created without the project manager's involvement. A project initiator or sponsor external to the project, at a level that is appropriate to funding the project, issues the project charter. See PMBOK Guide Chapter 4, Section 4.1. Question #104 of 200 Neglecting to adequately perform which of the following actions is most likely to lead to a project that does not meet its chartered objectives? A) B) C) D) Collect requirements Inventory the organizational process assets Evaluate the enterprise environmental factors Use expert judgment

Your Answer: A) Collect requirements Correct Answer:

A) Collect requirements Answer Explanation: The correct answer is A. Collect Requirements is the process of defining and documenting stakeholders' needs to meet the project objectives. The project's success is directly influenced by the care taken in capturing and managing project and product requirements. See PMBOK Guide Chapter 5, Section 5.1. Question #105 of 200 Your manager has asked you to provide the project team with a common understanding of the project scope. He feels that this information will guide the team's work during the project execution, will enable the team to conduct more detailed planning, and will provide a baseline for evaluating changes. What is a logical next step? A) B) C) D) You should create a work breakdown structure (WBS). You should share the project charter with the team. You should draft a project management plan. You should create a project scope statement.

Your Answer: D) You should create a project scope statement. Correct Answer: D) You should create a project scope statement. Answer Explanation: The correct answer is D. The project scope statement describes the project's deliverables and the work required to create those deliverables. It serves to provide a common understanding of the project scope. See PMBOK Guide Chapter 5, Section 5.2.3.1. Question #106 of 200 You are in the process of creating a project scope statement for your team. You've decided that it is important to document the key facts that the team feels are true for the project and predict their impact. This type of input to the project scope statement is also called ________. A) B) C) D) project exclusions project assumptions project constraints project deliverables

Your Answer: B) project assumptions Correct Answer:

B) project assumptions Answer Explanation: The correct answer is B. Project assumptions are important to include in a project scope statement, including the potential impact of the assumptions if they prove to be false. See PMBOK Guide Chapter 5, Section 5.2.3. Question #107 of 200 As a project manager, you have learned that teams need a way to organize and define the total scope of a project. This usually includes dividing the work into more manageable pieces of work. You decide you should ask them to _________. A) B) C) D) participate in creating a project scope statement work together on writing the project scope management plan collaborate with you on the work breakdown structure (WBS) perform variance analysis

Your Answer: C) collaborate with you on the work breakdown structure (WBS) Correct Answer: C) collaborate with you on the work breakdown structure (WBS) Answer Explanation: The correct answer is C. A work breakdown structure (WBS) decomposes the work needed to complete a project. It organizes and defines the total scope of the project. See PMBOK Guide Chapter 5, Section 5.3. Question #108 of 200 You have called a meeting with the project team and asked them to help you break down the project deliverables into smaller, more manageable components. You have asked the team to ________. A) B) C) D) help with decomposition assist with estimation identify the project requirements articulate the project constraints

Your Answer: A) help with decomposition Correct Answer: A) help with decomposition Answer Explanation:

The correct answer is A. Decomposition is the subdivision of project deliverables into smaller more manageable components. See PMBOK Guide Chapter 5, Section 5.3.2.1. Question #109 of 200 You are a project manager and you and your project management team are working on providing a working model of your expected product. A major part of that work is to obtain feedback on requirements of the product before you actually build it. What are you and your team doing? A) B) C) D) Creating the WBS Creating a prototype Writing the project charter Performing product analysis

Your Answer: D) Performing product analysis Correct Answer: B) Creating a prototype Answer Explanation: The correct answer is B. Prototyping is a method of obtaining early feedback on requirements by providing a working model of the expected product before actually building it. When enough feedback cycles have been performed, the requirements obtained from the prototype are sufficiently complete to move to a design or build phase. See PMBOK Guide Chapter 5, Section 5.1.2.8. Question #110 of 200 You are working on a big project. Several of the components will not be addressed until far into the future. How should you approach the work breakdown structure (WBS)? A) You should create a detailed work breakdown structure for all components of the project and revise later. B) You should wait for further clarification on the future components before creating a work breakdown structure (WBS). C) You should decide to defer the future components to a different project. D) You should create a detailed work breakdown structure for the components you know detailed information about and wait to decompose the others.

Your Answer: A) You should create a detailed work breakdown structure for all components of the project and revise later. Correct Answer: D) You should create a detailed work breakdown structure for the components you know

detailed information about and wait to decompose the others. Answer Explanation: The correct answer is D. This is an example of rolling wave planning. Rolling wave planning is when a project team waits for clarification on a deliverable or subproject before developing the WBS details. See PMBOK Guide Chapter 5, Section 5.3.2.1. Question #111 of 200 You have scheduled a product walkthrough with the project stakeholders. The team will review deliverables and offer formal acceptance. What is the purpose of this meeting? A) B) C) D) To control the scope of the project To verify the scope of the project To define the project scope To collect requirements of the project

Your Answer: B) To verify the scope of the project Correct Answer: B) To verify the scope of the project Answer Explanation: The correct answer is B. This type of a meeting is a form of verifying the scope. Inspection, product reviews and audits are other names for this type of gathering. See PMBOK Guide Chapter 5, Section 5.4.2.1. Question #112 of 200 Based on your last project, you know that changes can be a big contributor to project failure. On your current project, what should you do? A) B) C) D) You should engage the team actively in scope verification. You should manage the schedule intensively. You should insist upon using a Perform Integrated Change Control process. You should implement scope change management.

Your Answer: C) You should insist upon using a Perform Integrated Change Control process. Correct Answer: C) You should insist upon using a Perform Integrated Change Control process. Answer Explanation: The correct answer is C. Control Scope is the process of monitoring the status of the project and product scope and managing changes to the scope baseline. A key part of this is the

Perform Integrated Change Control process. See PMBOK Guide Chapter 5, Section 5.5. Question #113 of 200 You are a project manager working on a project with a client. You and your client have agreed upon a project scope statement at the beginning of the project but whenever the client verifies deliverables, he comes up with new features that he wants to add to the product. This is an example of ________. A) B) C) D) an approved change request scope creep variance analysis accepted deliverables

Your Answer: B) scope creep Correct Answer: B) scope creep Answer Explanation: The correct answer is B. The project's scope is changing every time the client is asked to verify the product. These uncontrolled changes are often referred to as project scope creep. See PMBOK Guide Chapter 5, Section 5.5. Question #114 of 200 Your project is not tracking to the original plan. You have decided that comparing the actual project performance with the scope baseline is a good way to understand the extent of the variance. What type of tool have you decided to use? A) B) C) D) Decomposed WBS Project scope statement verification Control scope techniques Variance analysis

Your Answer: D) Variance analysis Correct Answer: D) Variance analysis Answer Explanation: The correct answer is D. Variance analysis is a means of scope control. The project manager is interested in understanding the extent of the variance between the actual project and the baseline. This will help determine if corrective action is needed. See PMBOK Guide Chapter 5, Section 5.5.2.1.

Question #115 of 200 You are a project manager and you want to identify project and product requirements. You want unbiased information from experts, and you do not want a single individual to have influence over the results. What group creativity technique should you use? A) B) C) D) Idea / mind mapping Nominal group technique Brainstorming Delphi technique

Your Answer: D) Delphi technique Correct Answer: D) Delphi technique Answer Explanation: The correct answer is D. The Delphi technique is when a selected group of experts answers questionnaires and provides feedback regarding the responses from each round of requirements gathering. This technique is useful because participation is anonymous and you get an unbiased consensus. See PMBOK Guide Chapter 5, Section 5.1.2.4. Question #116 of 200 You have three team members who have been assigned to a work package. You have asked them to engage in the process of Defining Activities. What should the team do next? A) It should estimate how many resources the work package requires. B) It should determine how long the work package will take to execute. C) It should break the work package into activities which can be estimated, scheduled, executed, monitored and controlled. D) It should sequence the tasks in the work package in the most efficient manner possible.

Your Answer: C) It should break the work package into activities which can be estimated, scheduled, executed, monitored and controlled. Correct Answer: C) It should break the work package into activities which can be estimated, scheduled, executed, monitored and controlled. Answer Explanation: The correct answer is C. The process of defining activities decomposes work packages into smaller components called activities. See PMBOK Guide Chapter 6, Section 6.1. Question #117 of 200

You are a project manager working on a project that involves the horticultural beautification of the city's recreational premises. Part of your work is to estimate how long it takes to mow the park's lawn. You know it takes 7 hours to mow 10,000 sq. ft. The area planted with grass covers 700,000 sq. ft. As a result, you estimate that it will take around 70 hours to mow the park's lawn. What estimation technique are you using? A) B) C) D) Expert judgment Bottom-up estimating Analogous estimating Parametric estimating

Your Answer: A) Expert judgment Correct Answer: D) Parametric estimating Answer Explanation: The correct answer is D. Parametric estimating is an estimating technique that uses a statistical relationship between historical data and other variables, (e.g. square footage of the grass area) to calculate an estimate for activity parameters, such as cost and duration. See PMBOK Guide Chapter 6, Section 6.4.2.3. Question #118 of 200 You have decided to use software to create a project schedule network diagram. The software uses the precedence diagramming method (PDM). What will NOT be a part of the finished diagram? A) B) C) D) Activities that are connected with arrows to show dependencies. The WBS dictionary Rectangles, called nodes, that represent activities Start-to-start precedence relationships

Your Answer: B) The WBS dictionary Correct Answer: B) The WBS dictionary Answer Explanation: The correct answer is B. The precedence diagramming method (PDM) uses all four types of dependencies or precedence relationships. The work breakdown structure dictionary would not be included in a schedule network diagram. See PMBOK Guide Chapter 6, Sections 6.2.2.1. Question #119 of 200

Your project is dependent on a software module that a different team is in the process of developing. Should you modify your activity sequence? Why or why not? A) B) C) D) Yes, because external dependencies should be included in the activity sequence. No, there is no need to change the project's activity sequence. Yes, because discretionary dependencies should be included in the activity sequence. Yes, because mandatory dependencies should be added to the activity sequence.

Your Answer: D) Yes, because mandatory dependencies should be added to the activity sequence. Correct Answer: A) Yes, because external dependencies should be included in the activity sequence. Answer Explanation: The correct answer is A. An external dependency is something that involves a relationship between project activities and non-project activities. The scenario described in the question represents an external dependency. See PMBOK Guide Chapter 6, Section 6.2.2.2. Question #120 of 200 Your manager has asked you to provide an estimate of how long it will take you to complete your project. You plan on using PERT and you define three estimates to find an approximate range for the duration: a pessimistic estimate of 20 days, a most likely estimate of 10 days, and an optimistic estimate of 6 days. According to PERT, what is the estimated activity duration of your project? A) B) C) D) 10 days 11 days 12 days 22 days

Your Answer: C) 12 days Correct Answer: B) 11 days Answer Explanation: The correct answer is B. PERT is a technique for estimating that applies a weighted average of optimistic, pessimistic, and most likely estimates, when there is uncertainty with the individual activity estimates. The formula for the estimated activity duration is ( (Optimistic + (4 * Most Likely) + Pessimistic) / 6. See PMBOK Guide Chapter 6, Section 6.4.2.4. Question #121 of 200 You need an easy way to show project stakeholders your available project resources,

organized by resource category and resource type. What do you need to do to accomplish this? A) B) C) D) You need to develop a Gantt chart. You need to create a resource calendar. You need to develop a resource breakdown structure. You need to create a project schedule network diagram.

Your Answer: B) You need to create a resource calendar. Correct Answer: C) You need to develop a resource breakdown structure. Answer Explanation: The correct answer is C. A resource breakdown structure is a hierarchical structure which shows the identified resources for a project by resource category and resource type. See PMBOK Guide Chapter 6, Section 6.3.3.2. Question #122 of 200 As a project manager newly hired, and working in an unfamiliar industry, you are responsible for organizing estimates for each schedule activity duration. You have fifty schedule activities that need duration estimates. How should you go about determining this information? A) You should use your experience on other projects to come up with duration estimates. B) You should call a meeting with the team members who are most knowledgeable about the schedule activities and get their input. C) You should speak with other project managers and get their feedback. D) You should ask the project sponsor when the project needs to be delivered and create activity duration estimates based on that end date.

Your Answer: B) You should call a meeting with the team members who are most knowledgeable about the schedule activities and get their input. Correct Answer: B) You should call a meeting with the team members who are most knowledgeable about the schedule activities and get their input. Answer Explanation: The correct answer is B. The people who are most familiar with the nature of the work in the specific activity should provide input for the estimates of activity duration. See PMBOK Guide Chapter 6, Section 6.4. Question #123 of 200

You are in the very early phases of a project, and your manager has suggested that you use analogous estimating for your activity duration estimates. What should you do to create these estimates? A) You should multiply the quantity of work to be performed by the productivity rate. B) You should create a "most likely" estimate, an "optimistic" estimate, and a "pessimistic" estimate; then use a weighted average of these three. C) You should refer to the actual duration of previously completed, similar projects and use this as the basis for estimating your project activity. D) You should create a high level estimate and then pad it with additional time.

Your Answer: C) You should refer to the actual duration of previously completed, similar projects and use this as the basis for estimating your project activity. Correct Answer: C) You should refer to the actual duration of previously completed, similar projects and use this as the basis for estimating your project activity. Answer Explanation: The correct answer is C. Analogous estimating relies on the actual duration of previous, similar projects as the basis for estimating the duration of the current project. See PMBOK Guide Chapter 6, Section 6.4.2.2. Question #124 of 200 You have completed your activity duration estimates for the project schedule activities. Now you want to account for schedule uncertainty. How will you do this? A) B) C) D) You should calculate contingency reserves. You should calculate the BAC. You should remove any unneccesary float along the critical path. You should run eliminate residual risk.

Your Answer: A) You should calculate contingency reserves. Correct Answer: A) You should calculate contingency reserves. Answer Explanation: The correct answer is A. A contingency reserve is additional time added to a project's schedule estimate to account for schedule uncertainty. Methods of calculating a project's contingency reserve include using a fixed percentage of estimated project duration, using the same number of fixed number of work periods for every project, and using other quantitative analysis methods. See PMBOK Guide Chapter 6, Section 6.4.2.5.

Question #125 of 200 You have received a message from your project sponsor. You must bring in the project delivery date, but the project scope must remain the same. What should you do? A) You should re-align resources so that activities that would have been done in sequence are done in parallel instead. B) You should conduct a what-if analysis and present the results to the sponsor. C) You should evaluate the schedule with the critical path method and revise the schedule. D) You should analyze the schedule using the critical chain method.

Your Answer: C) You should evaluate the schedule with the critical path method and revise the schedule. Correct Answer: A) You should re-align resources so that activities that would have been done in sequence are done in parallel instead. Answer Explanation: The correct answer is A. One form of schedule compression is called "fast tracking". This is when activities that would have been done in sequence are performed in parallel instead. See PMBOK Guide Chapter 6, Section 6.5.2.7. Question #126 of 200 Which of the following statements about the critical path method is false? A) B) C) D) The critical path is the longest path but also essential one for delivery completion. The critical path determines the shortest time to complete a project. A network can have multiple near-critical paths. A free float is the positive difference between early and late dates on any network path.

Your Answer: A) The critical path is the longest path but also essential one for delivery completion. Correct Answer: D) A free float is the positive difference between early and late dates on any network path. Answer Explanation: The correct answer is D. The positive difference between early and late dates on the path is termed total float. See PMBOK Guide Chapter 6, Section 6.5.2.2. Question #127 of 200 Which of the following techniques is typically not a tool or a technique for estimating activity durations?

A) B) C) D)

Analogous estimating Top-down estimating Parametric estimating Three-point estimates

Your Answer: D) Three-point estimates Correct Answer: B) Top-down estimating Answer Explanation: The correct answer is B. A top-down estimate would not be realistic, since it would estimate each activity's duration based on the total amount of time for the project. It would not be able to take advantage of decomposition techniques. See PMBOK Guide Chapter 6, Section 6.4.2. Question #128 of 200 You are working on a project where high levels of accuracy in the cost estimates are necessary. What approach should you take to determine the estimates? A) B) C) D) You should use analogous estimating techniques. You should use a parametric estimation model. You should use top-down estimating techniques. You should use three-point estimates.

Your Answer: B) You should use a parametric estimation model. Correct Answer: B) You should use a parametric estimation model. Answer Explanation: The correct answer is B. Parametric estimating is a technique that uses a statistical relationship between historical data and other variables to calculate an estimate for activity parameters, such as cost, budget, and duration. If a sophisticated parametric estimation model is used, relevant data is built into the model, then this approach can produce high levels of accuracy. See PMBOK Guide Chapter 7, Section 7.1.2.3. Question #129 of 200 A key part of project cost management is creating a cost baseline. What would you need to do to accomplish this? A) You would need to estimate schedule activities at the lowest level of detail B) You would need to duplicate the estimates for a previous, similar project.

C) You would need to aggregate the estimated costs of individual activities or work packages. D) You would need to add contingency allowances to estimates.

Your Answer: C) You would need to aggregate the estimated costs of individual activities or work packages. Correct Answer: C) You would need to aggregate the estimated costs of individual activities or work packages. Answer Explanation: The correct answer is C. A cost baseline is created when the estimated costs of individual activities are aggregated. See PMBOK Guide Chapter 7, Section 7.2. Question #130 of 200 The senior management team does not want large variations in project expenditures. Your current project budget has just these types of variations. What should you do? A) B) C) D) You should do a Monte Carlo simulation. You should perform progressive elaboration. You should readjust precedence relationships. You should perform funding limit reconciliation.

Your Answer: A) You should do a Monte Carlo simulation. Correct Answer: D) You should perform funding limit reconciliation. Answer Explanation: The correct answer is D. You could adjust the schedule so that expenditures are smoothed, or you could place date constraints on work packages, schedule milestones, WBS components, or the disbursement of funds. Guide Chapter 7, Section 7.2.2.5. Question #131 of 200 Your project sponsor has an accounting background and has great interest in the project budget. He wants more information about the magnitude of the project variances. What can you do to help him? A) You can use the earned value measurement method (EVM) and report on the results of your analysis. B) You can provide him with a Gantt chart from the project plan. C) You can ask for the sponsor's assistance in analyzing the project data.

D) You can perform a funding limit reconciliation and provide him with the conclusions.

Your Answer: A) You can use the earned value measurement method (EVM) and report on the results of your analysis. Correct Answer: A) You can use the earned value measurement method (EVM) and report on the results of your analysis. Answer Explanation: The correct answer is A. The Earned Value Measurement method integrates project scope, cost, and schedule measures to help the project management team assess and measure project performance and progress. See PMBOK Guide Chapter 7, Section 7.3.2.1. Question #132 of 200 Senior management wants to measure cost-efficiency across projects in the organization. What metric should you, and the other project managers, provide? A) B) C) D) Cost variance Schedule performance index Cost performance index Schedule variance

Your Answer: C) Cost performance index Correct Answer: C) Cost performance index Answer Explanation: The correct answer is C. Cost performance index, or CPI, is the most commonly used costefficiency indicator. It is the ratio of earned value to actual cost. See PMBOK Guide Chapter 7, Section 7.3.2.1. Question #133 of 200 You have been asked by the project stakeholders to predict the project completion date. You have decided to use the Schedule Performance Index (SPI). How would you calculate this metric? A) B) C) D) EV - PV EV/PV EV/AC EVC/ACC

Your Answer: D) EVC/ACC Correct Answer: B) EV/PV Answer Explanation: The correct answer is B. The schedule performance index (SPI) is used, sometimes in conjunction with the CPI, to predict the project completion date. Its formula is: SPI = EV/PV, where EV is the earned value and PV is the planned value. See PMBOK Guide Chapter 7, Section 7.3.2.1. Question #134 of 200 You have scheduled a performance review to evaluate cost performance of your project. What approach should you take when reporting on the project's cost status? A) You should apply funding limit reconciliation principles. B) You should use a parametric estimation model and report on the results. C) You should create forecasts for the future costs of the project. D) You should examine the project's cost performance over time to determine if performance is improving or deteriorating.

Your Answer: D) You should examine the project's cost performance over time to determine if performance is improving or deteriorating. Correct Answer: D) You should examine the project's cost performance over time to determine if performance is improving or deteriorating. Answer Explanation: The correct answer is D. Trend analysis is one approach to reporting on a project's cost status. This requires the team to examine project performance over time to determine if performance is improving or deteriorating. See PMBOK Guide Chapter 7, Section 7.3.2.4. Question #135 of 200 You have been appointed to be the project manager for a new initiative. This project is unlike any other that the organization has ever undertaken. It is early in the project life cycle, but you have still been asked for project cost estimates. What should you do? A) You should ask the team to meet with you to create bottom-up estimates for the project. B) You should use costs from another project as the basis for your estimates. C) You should provide a rough order of magnitude (ROM) estimate in the range of 50%. D) You should obtain a quote from your vendor.

Your Answer: A) You should ask the team to meet with you to create bottom-up estimates for the project. Correct Answer: C) You should provide a rough order of magnitude (ROM) estimate in the range of 50%. Answer Explanation: The correct answer is C. The accuracy of a project estimate increases as the project progresses through the project life cycle. Using a rough order of magnitude (ROM) estimate in the early stages of a project is an acceptable approach. See PMBOK Guide Chapter 7, Section 7.1. Question #136 of 200 You are a project manager for a software project. You have access to the CPI and EV for the project, but not the actual cost. How much money has actually been spent on the project if the CPI is 0.90 and the EV is $180,000? A) B) C) D) on $162,000 $180,000 $200,000 There is not enough information to figure out how much money has actually been spent the project.

Your Answer: A) $162,000 Correct Answer: C) $200,000 Answer Explanation: The correct answer is C. The actual cost is equal to AC = EV / CPI. See PMBOK Guide Chapter 7, Section 7.3.2.1. Question #137 of 200 Which of the following statements about contingency and management reserves is false? A) Management reserves are budgets reserved for unplanned changes to project scope and cost. B) The project manager may be required to obtain approval before obligating or spending management reserve. C) Reserves are part of the project cost baseline, but they are not included in the total budget of the project. D) Reserves are not included as a part of the earned value measurement calculations.

Your Answer: A) Management reserves are budgets reserved for unplanned changes to project scope and cost. Correct Answer: C) Reserves are part of the project cost baseline, but they are not included in the total budget of the project. Answer Explanation: The correct answer is C. Reserves are not part of the project cost baseline, but they are included in the project budget. See PMBOK Guide Chapter 7, Section 7.2.2.2. Question #138 of 200 You are a project manager working on a new project. Your project is over budget and behind schedule. Which of the following is TRUE for this situation? A) B) C) D) CPI < 1 and SPI < 1 CPI < 1 and SPI > 1 CPI > 1 and SPI < 1 CPI > 1 and SPI > 1

Your Answer: A) CPI < 1 and SPI < 1 Correct Answer: A) CPI < 1 and SPI < 1 Answer Explanation: The correct answer is A. A CPI<1 indicates a cost overrun for work completed and a SPI<1 indicates less work was completed than was planned, that is over budget and behind schedule. See PMBOK Guide Chapter 7, Section 7.3.2.1. Question #139 of 200 A large department store receives a shipment of 3000 toys from a toy manufacturer. The management team is concerned about the safety of the products they offer. As part of the Plan Quality process, the team selects 5% of the toys randomly from the shipment for further inspection. What technique is the management team using? A) B) C) D) Benchmarking Inspections and audits Statistical sampling Sample selection

Your Answer: C) Statistical sampling Correct Answer: C) Statistical sampling Answer Explanation: The correct answer is C. Statistical sampling involves choosing part of a population of interest for inspection. See PMBOK Guide Chapter 8, Section 8.1.2. Question #140 of 200 The quality lead on your project has suggested that she wants to use benchmarking to improve project processes. What is she planning to do? A) She will analyze cost-benefit tradeoffs for the project B) She will compare project practices to those of other projects, in order to generate ideas for improvement. C) She will use a statistical method to identify factors that may influence specific variables of the product that is under development. D) She will identify which of the project activities are causing the most project defects.

Your Answer: B) She will compare project practices to those of other projects, in order to generate ideas for improvement. Correct Answer: B) She will compare project practices to those of other projects, in order to generate ideas for improvement. Answer Explanation: The correct answer is B. Benchmarking is the comparison of actual or planned project practices to those of other projects. The objective of benchmarking is to generate ideas for improvement. See PMBOK Guide Chapter 8, Section 8.1.2.4. Question #141 of 200 You and your team are looking out for ways to find how many defects are generated by type or category of identified cause. There is a certain theory which holds that a relatively small number of causes will typically produce a large majority of the problems or defects. This is known as the 80/20 principle, where 80% of the problems are due to 20% of the causes. Which of the following charts will best help you understand the most common root causes of defects? A) B) C) D) Pareto diagram Control chart Ishikawa diagram Run chart

Your Answer: A) Pareto diagram Correct Answer: A) Pareto diagram Answer Explanation: The correct answer is A. A Pareto chart, also referred to as a Pareto diagram, is a specific type of histogram, ordered by frequency of occurrence. It shows how many defects were generated by type or category of identified cause. They are conceptually related to Pareto's Law, commonly referred to as the 80/20 principle, where 80% of the problems are due to 20% of the causes. See PMBOK Guide Chapter 8, Section 8.3.2.5. Question #142 of 200 One of the members of the QA team told you that he is going to do variables sampling. What is he going to do? A) B) C) D) He will rate his results on a continuous scale that measures the degree of conformity. He will identify normal process variations. He will determine if his results are due to unusual events. He will prevent errors from affecting a key process.

Your Answer: B) He will identify normal process variations. Correct Answer: A) He will rate his results on a continuous scale that measures the degree of conformity. Answer Explanation: The correct answer is A. With variables sampling, results are rated on a continuous scale that measures the degree of conformity. This is different from attribute sampling which determines whether the results conform or not. See PMBOK Guide Chapter 8, Section 8.3. Question #143 of 200 You are a project manager for a large telecommunication project. The quality assurance department of your company has an excellent reputation for maintaining high quality standards on the company's projects. The department utilizes inspections to measure, examine, and verify activities throughout the project life cycle to determine whether the work and deliverables conforms to requirements and documented standards. Inspections conducted during a project may also be called ________. A) quality checklists B) walkthroughs C) quality metrics

D) quality control requirements

Your Answer: A) quality checklists Correct Answer: B) walkthroughs Answer Explanation: The correct answer is B. Inspections may be called reviews, peer reviews, audits, or walkthroughs. See PMBOK Guide Chapter 8, Section 8.3.2.9. Question #144 of 200 The project stakeholders have asked whether the processes being used in the project have predictable performance. What should you do to answer this question? A) B) C) D) You should generate a flow chart for the process. You should develop a scatter diagram for the group. You should create a control chart. You should generate a Pareto chart.

Your Answer: A) You should generate a flow chart for the process. Correct Answer: C) You should create a control chart. Answer Explanation: The correct answer is C. A control chart can be used to determine if a process is stable or has predictable performance. See PMBOK Guide Chapter 8, Section 8.1.2.3. Question #145 of 200 Senior management has asked you to lead an effort to improve the quality on your project. You need to develop a plan that identifies issues and suggests corrective actions. What should you do next? A) B) C) D) You should conduct benchmarking to compare your project with other projects. You should ask the QA team to create a Pareto chart. You should review the quality management plan. You should do some attribute sampling to determine the problem.

Your Answer: C) You should review the quality management plan.

Correct Answer: B) You should ask the QA team to create a Pareto chart. Answer Explanation: The correct answer is B. A Pareto chart shows how many defects were generated by type or category of identified cause. Rank ordering of defect causes can be used to prioritize corrective actions. See PMBOK Guide Chapter 8, Section 8.3.2.5. Question #146 of 200 The executive team wants to create a dashboard with organizational quality metrics. Which of the following would not be part of such a dashboard? A) B) C) D) Defect frequency Failure rates Schedule performance index Reliability

Your Answer: C) Schedule performance index Correct Answer: C) Schedule performance index Answer Explanation: The correct answer is C. Schedule performance index is not a quality metric. Examples of quality metrics include defect frequency, failure rate, availability, reliability, and test coverage. See PMBOK Guide Chapter 8, Section 8.1.3.2. Question #147 of 200 A key part of project cost management is creating a cost performance baseline. Many projects, especially large ones, use multiple cost performance baselines to measure different aspects of project performance. Cost performance baselines are used to measure, monitor, and control overall cost performance on the project. In what form is the cost performance baseline typically displayed? A) B) C) D) a Beta line A straight line A bell curve An s-curve

Your Answer: C) A bell curve Correct Answer:

D) An s-curve Answer Explanation: The correct answer is D. Cost performance baselines are typically displayed in the form of an S-curve. See PMBOK Guide Chapter 7, Section 7.2.3.1. Question #148 of 200 Which of the following activities would most likely be the responsibility of someone conducting the Perform Quality Assurance process? A) B) C) D) Review a test plan. Do statistical sampling. Conduct a quality audit. Attain continuous process improvement.

Your Answer: B) Do statistical sampling. Correct Answer: D) Attain continuous process improvement. Answer Explanation: The correct answer is D. QA teams often focus on continuous process improvement - that is, creating iterative means for improving the quality of all processes. Continuous process improvement allows processes to operate at increased levels of efficiency and effectiveness. See PMBOK Guide Chapter 8, Section 8.2 Question #149 of 200 Your project sponsor has indicated that it is acceptable to deliver a product that has high quality, but low grade. What does she mean? A) B) C) D) The product can have many defects and many features. The product can have few defects and many features. The product should have almost no defects and few features. The product can have many defects and few features.

Your Answer: B) The product can have few defects and many features. Correct Answer: C) The product should have almost no defects and few features. Answer Explanation: The correct answer is C. Quality and grade are different concepts. High quality means that a product has almost no defects, while low grade means that it has few features. See

PMBOK Guide Chapter 8, Introduction. Question #150 of 200 The personal computer architects on your project are using a technique to determine which combination of CPU and memory will produce the most desirable performance at a reasonable cost. What kind of technique are they using? A) B) C) D) Benchmarking Design of experiments (DOE) Cost-benefit analysis Cost of quality

Your Answer: B) Design of experiments (DOE) Correct Answer: B) Design of experiments (DOE) Answer Explanation: The correct answer is B. Design of experiments (DOE) is a statistical method that helps to identify which factors may influence specific variables of a product or process under development or in production. It provides a statistical framework for systematically changing all of the important factors, rather than changing the factors one at a time. See PMBOK Guide Chapter 8, Section 8.1.2.5. Question #151 of 200 You are working on a project which will result in a very complicated technical system. The QA team has asked the development team for assistance in understanding how all the different elements of the system interrelate. What is one way that the development team might do this? A) B) C) D) You should walk the QA team through a flowchart. You should generate a fishbone diagram. You should provide a histogram to the team. You should discuss a Pareto chart.

Your Answer: A) You should walk the QA team through a flowchart. Correct Answer: A) You should walk the QA team through a flowchart. Answer Explanation: The correct answer is A. A flowchart is a graphical representation of a process. Flowcharts show how various elements of a system interrelate, and they can help the team anticipate

where quality problems might occur. See PMBOK Guide Chapter 8, Section 8.3.2.3. Question #152 of 200 You are in the process of developing the human resource plan. Which of the following items is typically not a part of the project roles and responsibilities information that will need to be explained in the human resource plan? A) B) C) D) Role Authority Recognition Competency

Your Answer: C) Recognition Correct Answer: C) Recognition Answer Explanation: The correct answer is C. Recognition is not a role or responsibility in the Develop Human Resource Plan process. See PMBOK Guide Chapter 9, Section 9.1.3.1. Question #153 of 200 Steven is an excellent programmer. The software company he works for is about to launch a new project. The project is dependent upon the expertise of Steven as a programmer. As a result, Steven is selected as a team member of the project in advance of the creation of the staffing plan. This is an example of ________. A) B) C) D) earmarking pre-assignment human resource assignment advance assignment

Your Answer: B) pre-assignment Correct Answer: B) pre-assignment Answer Explanation: The correct answer is B. When project team members are selected in advance, they are considered pre-assigned. See PMBOK Guide Chapter 9, Section 9.2.2.1. Question #154 of 200

Your manager has a concern about one of your project team members. She wants to know what activities are assigned to that individual. What should you do to provide that information? A) You should create a resource breakdown structure. B) You should suggest that your manager review all the activities in the project's work breakdown structure. C) You should send your manager the project's responsibility assignment matrix. D) You should develop a project organization chart for your manager.

Your Answer: C) You should send your manager the project's responsibility assignment matrix. Correct Answer: C) You should send your manager the project's responsibility assignment matrix. Answer Explanation: The correct answer is C. A responsibility assignment matrix is used to illustrate the connections between work packages or activities and project team members. See PMBOK Guide Chapter 9, Section 9.1.2.1. Question #155 of 200 You have assembled your project team and you realize that there are mismatches between competencies and what is required to complete project activities. What can you do to address this situation? A) You should create a plan for training the team. B) You should not change the project plan, but instead, suggest that people work overtime to gain the needed skills. C) You should develop a resource breakdown structure. D) You should analyze the problem with a RACI chart.

Your Answer: A) You should create a plan for training the team. Correct Answer: A) You should create a plan for training the team. Answer Explanation: The correct answer is A. When there are mismatches between competencies and what is required to complete project activities, proactive steps must be taken. These may include training, hiring, or change the schedule or project scope. See PMBOK Guide Chapter 9, Section 9.1.3.1. Question #156 of 200

You have obtained a key team member through a "loan" from another department. That department's head wants to know how much time will be needed for this staff member on the project. What part of the staffing management plan will answer his questions? A) B) C) D) You should show him the staff acquisition strategy. You should show him the resource calendar with a resource histogram. You should show him the staff release plan. You should show him the compliance requirements.

Your Answer: B) You should show him the resource calendar with a resource histogram. Correct Answer: B) You should show him the resource calendar with a resource histogram. Answer Explanation: The correct answer is B. The staffing management plan must outline the necessary time frames for project team members. A resource histogram can be a useful tool for demonstrating the number of hours that a person will be needed over the course of the project. See PMBOK Guide Chapter 9, Section 9.1.3.1 Question #157 of 200 Your project has been staffed with a virtual team, which includes people from various cities in the United States, India and Ireland. What steps should you take to ensure the team's success? A) You should create a special rewards and recognition program. B) You should clearly define the staff release plan. C) You should develop an organization chart that can be shared throughout the team. D) You should spend extra time on communications planning, expectations setting, and methods for confronting conflict.

Your Answer: D) You should spend extra time on communications planning, expectations setting, and methods for confronting conflict. Correct Answer: D) You should spend extra time on communications planning, expectations setting, and methods for confronting conflict. Answer Explanation: The correct answer is D. With virtual teams, communications planning is critical. Additional time may also be needed for setting expectations, defining methods for confronting conflict, determining how to include people in decision making, and sharing credit in successes. See PMBOK Guide Chapter 9, Section 9.2.2.4.

Question #158 of 200 You are managing a software project and your team members are beginning to work together and trust each other. They have started adjusting working habits and behaviors that support the team. Which of the following best describes the current stage of development of your project team? A) B) C) D) Forming Storming Norming Performing

Your Answer: C) Norming Correct Answer: C) Norming Answer Explanation: The correct answer is C. One theory states that there are five stages of development that teams may go through. In the norming phase team members begin to work together and adjust work habits and behaviors that support the team. The team also begins to trust each other. See PMBOK Guide Chapter 9, Section 9.3.2.3. Question #159 of 200 You are considering how you will develop the virtual team for your current project. Which of the following techniques will not work well in this situation? A) B) C) D) Setting clear ground rules about acceptable behavior. Arranging for both formal and informal training opportunities Co-locating the group to enhance the team's ability to perform as a team Applying soft skills

Your Answer: C) Co-locating the group to enhance the team's ability to perform as a team Correct Answer: C) Co-locating the group to enhance the team's ability to perform as a team Answer Explanation: The correct answer is C. Co-location is one team development technique that typically does not work with virtual teams, due to their distributed nature. See PMBOK Guide Chapter 9, Section 9.3.2.5. Question #160 of 200

Benchmarking is an important technique in which of the following project quality management processes? A) B) C) D) Plan Quality Perform Quality Assurance Perform Quality Control Monitor and Control Quality

Your Answer: A) Plan Quality Correct Answer: A) Plan Quality Answer Explanation: The correct answer is A. Benchmarking is a technique in the Plan Quality process. See PMBOK Guide Chapter 8, Section 8.1.2.4 Question #161 of 200 You have noticed that you seem to be "solving" the same problems more than once with your team. Although you think that the problem is solved and that a team member has assumed responsibility, the same problems recur, and the team members seem to be unsure who is responsible for solving the problem. The best way to solve this problem would be to ________. A) hold one on one meetings with team members to encourage them to be more proactive about resolving issues B) create an issues log that documents issues, as well as the people responsible for resolving the issues by a target date C) co-locate the team, so that they can communicate about who should solve the problems as they occur D) hold a team building workshop

Your Answer: B) create an issues log that documents issues, as well as the people responsible for resolving the issues by a target date Correct Answer: B) create an issues log that documents issues, as well as the people responsible for resolving the issues by a target date Answer Explanation: The correct answer is B. An issues log is a good way to manage issues that arise. The log includes people who are responsible for resolving the issues by a target date. See PMBOK Guide Chapter 9, Section 9.4.2.4.

Question #162 of 200 As a project manager, you have become well known for your ability to apply soft skills to project teams. What area of project management expertise does this fall under? A) B) C) D) The Project Management Body of Knowledge Application area knowledge, standards, and regulations Interpersonal skills Understanding the project environment

Your Answer: C) Interpersonal skills Correct Answer: C) Interpersonal skills Answer Explanation: The correct answer is C. All of these statements express interactions between project human resource management and other areas of project management. See PMBOK Guide Chapter 9, Introduction. Question #163 of 200 You have recently found out that two of your team members are having major conflicts that could hinder your project's progress. As the project manager, what should be your first step? A) B) C) D) You should encourage the team members to resolve their disputes. You should intervene to help them resolve their issues. You should hold a team meeting with the team members to resolve the issues. You should move both team members to a different project.

Your Answer: A) You should encourage the team members to resolve their disputes. Correct Answer: A) You should encourage the team members to resolve their disputes. Answer Explanation: The correct answer is A. A project manager's first step is to encourage others to resolve their disputes, as the project team members are initially responsible for their resolution. Only when they cannot should the project manager intervene; he or she will need to examine the facts thoroughly and explain decisions made regarding the dispute to the concerned individuals in private. See PMBOK Guide Chapter 9, Section 9.4.2.3. Question #164 of 200

You are in the early stages of a new project and you are in the midst of communications planning. You want to assess how complex the project's communications could be if you decided not to manage communications. What should you do? A) B) C) D) You should interview the project stakeholders. You should research the lessons learned on previous projects. Your should send a survey out to the project team to gather information. You should analyze the number of potential communication paths.

Your Answer: B) You should research the lessons learned on previous projects. Correct Answer: D) You should analyze the number of potential communication paths. Answer Explanation: The correct answer is D. An indicator of a project's communication complexity is the number of potential communication channels. See PMBOK Guide Chapter 10, Section 10.2.2.1. Question #165 of 200 If you would like to make your weekly reports available to your many stakeholders on demand, but you think that a weekly email might be too much communication for their levels of involvement, you should probably choose a ________ method of communication. A) B) C) D) push interactive salience pull

Your Answer: D) pull Correct Answer: D) pull Answer Explanation: The correct answer is D. Pull communication techniques allow the recipients to access the information that they want, when they want it. See PMBOK Guide Chapter 10, Section 10.1.2.1. Question #166 of 200 You are writing the communications management plan for your project. Which of the following elements would not be part of this document? A) The project schedule and work breakdown structure

B) The stakeholder communication requirements C) The escalation process for issues that cannot be resolved D) A glossary of common terminology

Your Answer: A) The project schedule and work breakdown structure Correct Answer: A) The project schedule and work breakdown structure Answer Explanation: The correct answer is A. The project schedule and work breakdown structure would not be included in a communications management plan. See PMBOK Guide Chapter 10, Section 10.2.3.1. Question #167 of 200 The marketing department of a cellphone company is proposing a new line of ringtones for their cellular phoneproducts. The vice president of the company is calling into the meeting because he is away on a business trip. Which of the following items could NOT be classified as noise, according to communications theory? A) B) C) D) Static on a telephone line being used by the vice president A marketing employee using too much marketing jargon in his presentation Construction sounds coming from outside the conference room window The proposed ringtones being played to the vice president

Your Answer: D) The proposed ringtones being played to the vice president Correct Answer: D) The proposed ringtones being played to the vice president Answer Explanation: The correct answer is D. Noise is anything that interferes with the message that needs to be sent. In this instance, the employees were communicating abou the ringtones, so they could not be considered noise. See PMBOK Guide Chapter 10.2.2.3 Question #168 of 200 Your project has just ended. It was delivered late, and it ran over budget. Before the team disbands, what should you do as the project manager? A) You should hold a group meeting where you chastise the team for poor performance. B) You should conduct a lessons learned meeting to identify processes that hindered the project. C) You should write a final report on the project.

D) You should ask the team to discuss with the project stakeholders why the project performed poorly.

Your Answer: B) You should conduct a lessons learned meeting to identify processes that hindered the project. Correct Answer: B) You should conduct a lessons learned meeting to identify processes that hindered the project. Answer Explanation: The correct answer is B. Lessons learned documentation includes causes of issues, reasoning behind the corrective action chosen, and other types of lessons learned about information distribution intended to identify processes that hindered the project. See PMBOK Guide Chapter 10, Section 10.3. Question #169 of 200 You are preparing a project performance report for the key stakeholders. Which of the following would not be included in this type of report? A) B) C) D) Ishikawa diagrams Earned value analysis chart Bar charts S-curves

Your Answer: A) Ishikawa diagrams Correct Answer: A) Ishikawa diagrams Answer Explanation: The correct answer is A. Ishikawa diagrams are a type of quality chart and would not ordinarily be included in a project performance report. See PMBOK Guide Chapter 10, Section 10.5.3.1. Question #170 of 200 Your project sponsor has sent you a message indicating that he is concerned about the project schedule. The sponsor sits in the same building as you. What is the best way to resolve this issue? A) You should send an email. B) You should leave a voicemail message. C) You should write a memo.

D) You should schedule a face-to-face meeting.

Your Answer: D) You should schedule a face-to-face meeting. Correct Answer: D) You should schedule a face-to-face meeting. Answer Explanation: The correct answer is D. Face-to-face meetings are the most effective means for communicating and resolving issues with stakeholders. See PMBOK Guide Chapter 10, Section 10.4. Question #171 of 200 You are a project manager and you are very well aware that issues do arise in the course of managing the project team. Which of the following statements about issue logs is FALSE? A) An issue log is a written log that helps monitor who is responsible for resolving specific issues by a target date. B) Issues are usually addressed in order to maintain good working relationships among stakeholders, including team members. C) Issue logs provide information about project progress, such as which activities have started and which activities have finished. D) Issue resolution addresses obstacles that can block the team from achieving its goals.

Your Answer: C) Issue logs provide information about project progress, such as which activities have started and which activities have finished. Correct Answer: C) Issue logs provide information about project progress, such as which activities have started and which activities have finished. Answer Explanation: The correct answer is C. Information from project activities is routinely collected as the project progresses. work performance information, not the issue log, provides information about project progress, such as which deliverables have started, their progress and which deliverables have finished. See PMBOK Guide Chapter 9, Section 9.4.2.4. Question #172 of 200 Which of the following statements about the process of stakeholder analysis is false? A) In large stakeholder communities, it is important to prioritize the key stakeholders to ensure the efficient use of effort to communicate and manage their expectations. B) Low power / high interest stakeholders should be kept satisfied and informed but will

likely not want to be over-communicated with. C) Low power / low interest stakeholders should be monitored, but likely do not need to be involved in the project details. D) High power / high interest stakeholders should be kept very informed and involved in the project, and team members should work toward satisfying them.

Your Answer: C) Low power / low interest stakeholders should be monitored, but likely do not need to be involved in the project details. Correct Answer: B) Low power / high interest stakeholders should be kept satisfied and informed but will likely not want to be over-communicated with. Answer Explanation: The correct answer is B. High power / low interest stakeholders should be kept satisfied and informed but will likely not want to be over-communicated with. See PMBOK Guide Chapter 10, Section 10.1.2. Question #173 of 200 Your project has 5 stakeholders. How many potential communication channels exist on the project? A) B) C) D) Ten Six Fifteen Twenty-two

Your Answer: A) Ten Correct Answer: A) Ten Answer Explanation: The correct answer is A. There are ten potential communications channels for the project. This is calculated using the formula n(n-1)/2, where n = the number of stakeholders. See PMBOK Guide Chapter 10, Section 10.2.2.1. Question #174 of 200 You are analyzing the communications requirements for your current project. What is a good rule of thumb to keep in mind regarding team communications? A) Bad news should not be shared. B) Project resources should only be expended on communicating information that

contributes to success, or where a lack of communication can lead to failure. C) Stakeholders should receive all information about a project - good and bad, detailed and high level. D) All information is valuable to the team, so it is better to over communicate.

Your Answer: D) All information is valuable to the team, so it is better to over communicate. Correct Answer: B) Project resources should only be expended on communicating information that contributes to success, or where a lack of communication can lead to failure. Answer Explanation: The correct answer is B. The only information that should be communicated is that which contributes to success or where a lack of communication can lead to failure. Communicating selectively prevents stakeholders from becoming overwhelmed with minutiae. See PMBOK Guide Chapter 10, Section 10.2.2.1. Question #175 of 200 You are receiving pressure from two stakeholders. Jim your customer and LeeAnn, a busybody functional manager who is the golden child of upper management. If you choose to respond to Jim's concerns over LeeAnn's, you are using a ________ for your stakeholder analysis. A) B) C) D) power/interest model salience model influence/impact power/influence

Your Answer: C) influence/impact Correct Answer: B) salience model Answer Explanation: The correct answer is B. A salience model ranks stakeholders based on their urgency and legimacy of interest rahter than their power, influence, or impact. See PMBOK Guide Chapter 10, Section 10.3. Question #176 of 200 You are conducting a risk management planning meeting with the project team and stakeholders. You need a way to systematically identify risk. What should you do? A) You should enumerate the enterprise environmental factors.

B) You should identify risk categories for the project. C) You should list the organizational process assets. D) You should describe the organization's level of risk tolerance.

Your Answer: B) You should identify risk categories for the project. Correct Answer: B) You should identify risk categories for the project. Answer Explanation: The correct answer is B. The risk management plan should include risk categories. These provide a structure that ensures a comprehensive process of systematically identifying risk to a consistent level of detail. See PMBOK Guide Chapter 11, Section 11.1.3.1. Question #177 of 200 You are in the first phase of your project and the project sponsor has asked which risks have the greatest likelihood of affecting the project. What can you do to help answer her question? A) B) C) D) You should ask her to review the risk management plan. You should tell her that information will not be available until later in the project. You should provide a probability and impact matrix . You should distribute a risk breakdown structure.

Your Answer: C) You should provide a probability and impact matrix . Correct Answer: C) You should provide a probability and impact matrix . Answer Explanation: The correct answer is C. In a probability and impact matrix, risks are prioritized according to their potential implications for having an effect on the project's objectives. See PMBOK Guide Chapter 11, Section 11.1.3.1. Question #178 of 200 Organizations perceive risk as the effect of uncertainty on their project and organizational objectives. Organizations and stakeholders are usually willing to accept varying degrees of risk. This means that risks that are threats to the project may be accepted if the risks are within tolerances and are in balance with the rewards that may be gained by taking the risks. The degree, amount, or volume of risk that an organization or individual will withstand is called ________. A) Risk balance

B) Risk avoidance C) Risk acceptance D) Risk tolerance

Your Answer: D) Risk tolerance Correct Answer: D) Risk tolerance Answer Explanation: The correct answer is D. The degree, amount, or volume of risk that an organization or individual will withstand is called risk tolerance. See PMBOK Guide Chapter 11, Introduction. Question #179 of 200 You are concerned that your project team's assumptions are inaccurate, inconsistent, and incomplete. What should you do to address this? A) B) C) D) You should use checklist analysis to evaluate the assumptions. You should lead a SWOT analysis. You should conduct an assumptions analysis to identify risks. You should create an influence diagram.

Your Answer: C) You should conduct an assumptions analysis to identify risks. Correct Answer: C) You should conduct an assumptions analysis to identify risks. Answer Explanation: The correct answer is C. An assumptions analysis explores the validity of assumptions as they apply to a project. It identifies risks to the project from inaccuracy, instability, inconsistency, or incompleteness of assumptions. See PMBOK Guide Chapter 11, Section 11.2.2.4. Question #180 of 200 You are working on the project management plan and you need a way to capture the outcomes of risk management processes as they are conducted. What do you need to do? A) B) C) D) You should conduct a documentation review. You should create a risk register. You should develop a probability and impact matrix. You should hold ongoing risk planning meetings.

Your Answer: B) You should create a risk register. Correct Answer: B) You should create a risk register. Answer Explanation: The correct answer is B. A risk register is a document that contains the outcomes of other risk management processes, as they are conducted. It is a component of the project management plan. See PMBOK Guide Chapter 11, Section 11.2.3.1. Question #181 of 200 Later in the week, you will be making a presentation to the senior management team about your project. You need a quick and inexpensive way to prioritize the risks on your project. What should you do next? A) B) C) D) You should perform qualitative risk analysis. You should hire an outside expert to help. You should perform quantitative risk analysis. You should use the Delphi technique.

Your Answer: C) You should perform quantitative risk analysis. Correct Answer: A) You should perform qualitative risk analysis. Answer Explanation: The correct answer is A. Perform qualitative risk analysis is a rapid and cost-effective means of establishing priorities around project risk. See PMBOK Guide Chapter 11, Section 11.3. Question #182 of 200 You have identified the project risks and prioritized them. What should you do with the low priority risks? A) You should ignore them and address the high priority risks. B) You should ask team members to devote some extra time each week to addressing the low priority risks. C) You should not document them, since they are unlikely to occur. D) You should put them on a watch list for continued monitoring.

Your Answer: D) You should put them on a watch list for continued monitoring.

Correct Answer: D) You should put them on a watch list for continued monitoring. Answer Explanation: The correct answer is D. Risks that are considered low priority should be placed on a watch list for continued monitoring. See PMBOK Guide Chapter 11, Section 11.3.3.1. Question #183 of 200 You are going to perform quantitative risk analysis on your project. Which of the following statements is untrue? A) The Perform Quantitative Risk Analysis process assigns a numerical risk rating to project risks. B) The Perform Quantitative Risk Analysis process should be conducted before the Perform Qualitative Risk Analysis. C) Approaches such as Monte Carlo simulation may be used for quantitative risk analysis. D) Perform Quantitative Risk Analysis determines the best project management decision when some conditions or outcomes are uncertain.

Your Answer: D) Perform Quantitative Risk Analysis determines the best project management decision when some conditions or outcomes are uncertain. Correct Answer: B) The Perform Quantitative Risk Analysis process should be conducted before the Perform Qualitative Risk Analysis. Answer Explanation: The correct answer is B. Perform Quantitative Risk Analysis is conducted after Perform Qualitative Risk Analysis. See PMBOK Guide Chapter 11, Section 11.4. Question #184 of 200 If you wanted to assess the risk that an threat poses to your project you would most likely ________. A) calculate a risk index using the probability that the event will occur and the impact that the event will have on the project and then create a probability and impact matrix from that number B) calculate a risk index using the probability that the event will occur and the amount of money that the threat could cost you and then cross-reference the resulting score with a standard probability and impact matrix C) calculate a risk index using the probability that the event will occur and the impact that the event will have on the project and then cross-reference the resulting score with a the probability and impact matrix designated in the risk management plan D) calculate a risk index using the probability that the event will occur and the impact that the event will have on the project and then cross reference the risk with the risk register

Your Answer: C) calculate a risk index using the probability that the event will occur and the impact that the event will have on the project and then cross-reference the resulting score with a the probability and impact matrix designated in the risk management plan Correct Answer: C) calculate a risk index using the probability that the event will occur and the impact that the event will have on the project and then cross-reference the resulting score with a the probability and impact matrix designated in the risk management plan Answer Explanation: The correct answer is C. The risk index is derived from the probability that the event will occur and the impact the threat will have on the project. Risk levels are identified in the risk management plan. See PMBOK Guide Chapter 11, Section 11.1.3.1 Question #185 of 200 One component of your project will use a new technology that few of the developers are familiar with. This is the highest priority risk on the project. Your project sponsor has suggested that the team instead switch to a more time-tested, stable technology. If you adopt this approach, you will be_________. A) B) C) D) avoiding the risk mitigating the threat transferring the risk to a vendor exploiting the risk

Your Answer: A) avoiding the risk Correct Answer: A) avoiding the risk Answer Explanation: The correct answer is A. This scenario describes the avoid strategy for threats. This approach implies removing risk by avoiding the cause of the risk. See PMBOK Guide Chapter 11, Section 11.5.2.1 Question #186 of 200 The team has identified an unexpected threat caused a quality problem. Which of the following responses would not be appropriate? A) B) C) D) Sharing the risk Accepting the risk and leaving the project management plan unchanged Triggering the contingent response strategy Avoiding the risk

Your Answer: B) Accepting the risk and leaving the project management plan unchanged Correct Answer: A) Sharing the risk Answer Explanation: The correct answer is A. Sharing the risk is a strategy which is used with opportunities. It is not appropriate for a threat. See PMBOK Guide Chapter 11, Section 11.5.2. Question #187 of 200 Your project sponsor is uncertain whether your team's risk responses have been effective. What should you do to address this concern? A) B) C) D) You should calculate the BAC. You should conduct a sensitivity analysis. You should use passive acceptance. You should conduct a risk audit.

Your Answer: D) You should conduct a risk audit. Correct Answer: D) You should conduct a risk audit. Answer Explanation: The correct answer is D. Risk audits examine and document the effectiveness of risk responses in dealing with identified risks and their root causes, as well as the effectiveness of the risk management process. See PMBOK Guide Chapter 11, Section 11.6.2.2. Question #188 of 200 Your project has run into several risks and you have been using your contingency reserves. At this point, you are half way through the project. What should you do? A) B) C) D) You should ask the team to take technical performance measurements. You should conduct a reserve analysis. You should discuss the issue at a status meeting. You should add more to your contingency reserves.

Your Answer: C) You should discuss the issue at a status meeting.

Correct Answer: B) You should conduct a reserve analysis. Answer Explanation: The correct answer is B. Reserve analysis compares the amount of contingency reserves remaining to the amount of risk remaining at any time in the project. This process helps to determine if the remaining reserve is adequate. See PMBOK Guide Chapter 11, Section 11.6.2.5. Question #189 of 200 You are a project manager of a project for a construction company. You have recently been assigned to a project and you are selecting the right team members to work on the project that will take place overseas. You are aware that the project will be executed in an area that is considered a moderate to high risk earthquake zone. You want to be extra cautious just in case an earthquake occurs, so you buy special insurance to cover such events. This is this an example of ________. A) B) C) D) risk transfer risk mitigation risk avoidance risk acceptance

Your Answer: A) risk transfer Correct Answer: A) risk transfer Answer Explanation: The correct answer is A. Risk transfer requires shifting some or all of the negative impact of a threat, along with ownership of the response, to a third party. An example of that is buying insurance that will provide compensation immediately if a covered uncertain event were to occur. See PMBOK Guide Chapter 11, Section 11.5.2. Question #190 of 200 Your team has decided that it would be wise to hire a project risk expert for forty hours of consultation time. She will charge $5,000 for this engagement. What kind of contract should you ask your legal department to draft? A) B) C) D) A fixed price contract A cost plus fixed fee contract A time and material contract A cost plus incentive fee contract

Your Answer:

A) A fixed price contract Correct Answer: A) A fixed price contract Answer Explanation: The correct answer is A. The project risk expert is charging a fixed total price for forty hours of her time. This is an example of a fixed price contract. See PMBOK Guide Chapter 12, Section 12.1.2.3. Question #191 of 200 You need to create a procurement statement of work (SOW) for your project. Which of the following might be included in the SOW? A) B) C) D) The risk register Location of work The WBS for the entire project EAC estimates

Your Answer: B) Location of work Correct Answer: B) Location of work Answer Explanation: The correct answer is B. Information included in a SOW can include specifications, quantity desired, quality levels, performance data, period of performance, work location, and other requirements. See PMBOK Guide Chapter 12, Section 12.1.3.2. Question #192 of 200 You need to purchase some equipment for your project. You are preparing an invitation for bid which will be distributed to various vendors. What should you keep in mind when crafting this document? A) The invitation for bid should include a summary of the make or buy analysis. B) The invitation for bid should be formatted to facilitate easy evaluation of the responses. C) The invitation for bid should dictate what form the contract should take (e.g., fixed price, time and materials, etc.). D) The invitation for bid should include a tender notice.

Your Answer: D) The invitation for bid should include a tender notice. Correct Answer:

B) The invitation for bid should be formatted to facilitate easy evaluation of the responses. Answer Explanation: The correct answer is B. An invitation for bid should be formatted in a way that facilitates easy evaluation of the responses. In addition, it should be structured in a way that will elicit an accurate and complete response from each prospective seller. See PMBOK Guide Chapter 12, Section 12.1.3.4. Question #193 of 200 For your project, the team has decided to outsource the production of the product packaging. Given this background, which of the following would be a lower priority or irrelevant evaluation factor for vendor proposals? A) B) C) D) Intellectual property rights Production capacity and interest References of the selling organization Overall or life cycle cost

Your Answer: A) Intellectual property rights Correct Answer: A) Intellectual property rights Answer Explanation: The correct answer is A. With a non-technical purchase, intellectual property rights are less likely to be an important evaluation criterion for vendor proposals. See PMBOK Guide Chapter 12, Section 12.1.3.5. Question #194 of 200 The risk shared between the buyer and seller is determined by the contract type. Which of the following statements concerning contract types is false? A) A fixed-price contract contains the most risk for the buyer B) Cost plus contracts may transfer the cost risk to the buyer C) When a project can be readily specified in detail, a fixed-price contract is typically preferred by both seller and buyer D) Time and material contracts contain aspects of both cost-reimbursable and fixed-price contracts

Your Answer: A) A fixed-price contract contains the most risk for the buyer Correct Answer: A) A fixed-price contract contains the most risk for the buyer

Answer Explanation: The correct answer is A. Fixed-priced contracts may transfer risk to the seller. See PMBOK Guide Chapter 12, Section 12.1.2.3. Question #195 of 200 You recently started managing a new project. You have been evaluating the project from the perspective of the project's strengths, weaknesses, opportunities and threats. Now you want to analyze whether a specific task can be accomplished by your project team or if you have to procure that deliverable from outside sources. What kind of analysis do you want to perform? A) B) C) D) SWOT analysis Cost benefit analysis Product analysis Make-or-buy analysis

Your Answer: D) Make-or-buy analysis Correct Answer: D) Make-or-buy analysis Answer Explanation: The correct answer is D. A make-or-buy analysis is a general management technique used to determine whether a specific task or project can best be accomplished by the project team or must be purchased from outside sources. See PMBOK Guide Chapter 12, Section 12.1.2.1. Question #196 of 200 Why may a project manager not be the primary procurement administrator on a project? A) The project manager may be too busy with the day to day tasks of running the project. B) Procurement administrators must be acutely aware of the legal implications of actions taken when administering any procurement. C) The technical lead may take on this role for technically oriented contracts. D) The organization may want an impartial procurement administrator.

Your Answer: B) Procurement administrators must be acutely aware of the legal implications of actions taken when administering any procurement. Correct Answer: B) Procurement administrators must be acutely aware of the legal implications of actions taken when administering any procurement.

Answer Explanation: The correct answer is B. Procurement administrators must be acutely aware of the legal implications of actions taken when administering any procurement. As a result, many organizations treat contract administration as an administrative function, separate from project management. See PMBOK Guide Chapter 12, Section 12.3. Question #197 of 200 Mary Ann is meeting with prospective sellers prior to the submittal of a proposal to ensure that the sellers have a clear understanding of the procurement. What is Mary Ann doing? A) B) C) D) Preparing seller's proposals Conducting make-or-buy analysis Hosting a bidder conference Developing a qualified sellers list

Your Answer: C) Hosting a bidder conference Correct Answer: C) Hosting a bidder conference Answer Explanation: The correct answer is C. Bidder conferences are meetings with all prospective sellers and buyers prior to submittal of a bid or proposal. They are used to ensure that all prospective sellers have a clear and common understanding of the procurement. See PMBOK Guide Chapter 12, Section 12.2.2.1. Question #198 of 200 Your project has come to a close. You are making sure that the close procurements procedures have been conducted properly. What activity would not be considered part of close procurements? A) B) C) D) Issuing a bid tender Verifying that all work and deliverables from the vendor were acceptable Providing the seller with formal written notice that the contract has been completed Creating a procurement file with all the relevant documentation

Your Answer: A) Issuing a bid tender Correct Answer: A) Issuing a bid tender Answer Explanation: The correct answer is A. Issuing a bid tender is not part of the Close Procurements process.

See PMBOK Guide Chapter 12, Section 12.4.3. Question #199 of 200 Joe is the Program Manager at Computer Labs, Inc., and he has been working on a project that is nearing completion. Which of the following documents does he not need to review? A) B) C) D) Invoice records Seller performance reports The contract Procurement audit

Your Answer: D) Procurement audit Correct Answer: D) Procurement audit Answer Explanation: The correct answer is D. Procurement audits are not documents that need to be reviewed while closing out project contracts. However, you should review the contract itself and the invoice and payment records. See PMBOK Guide Chapter 12, Section 12.3 and 12.4. Question #200 of 200 You know that you need a contract for your project, but you are concerned that there may be organizational process assets that will constrain how you move forward. Which of the following can influence the Plan Procurement process? A) B) C) D) The lack of a formal purchasing or contracting group within the company Formal procurement policies, procedures, and guidelines A lack of options in the marketplace for what you need on the project Overly conservative legal staff

Your Answer: A) The lack of a formal purchasing or contracting group within the company Correct Answer: B) Formal procurement policies, procedures, and guidelines Answer Explanation: The correct answer is B. Formal procurement policies, procedures, and guidelines are part of the organizational process assets that can influence the Plan Procurement process. Most organizations have formal procurement policies and buying organizations. See PMBOK Guide Chapter 12, Section 12.1.1.11.