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PMP Exam Sel f -Assessment Test
7 5 Fr e e Sa m p l e Q u e s t i o n s
"If money is your hope for independence you will never have it. The only real security that a
man will have in this world is a reserve of knowledge, experience, and ability.
Henry Ford, Entrepreneur
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1. ________ is t ypically not r efer red t o as a buffer t ype in cr it ical chain proj ect management .
*'^
Resour ce buffer
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Fr ee buffer
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Feedi ng buff er
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Proj ect buffer
2. A company has t o make a choice bet ween t wo pr oj ects, because t he available r esour ces in money
and kind are not sufficient t o run both at t he same t ime. Each proj ect would take 9 mont hs and
would cost $250, 000.
1. The f irst proj ect is a process opt imizat ion which would result in a cost reduct ion of $120,000 per year.
This benef it would be achieved immediat ely aft er t he end of t he proj ect .
2. The second pr oj ect would be t he development of a new pr oduct which could pr oduce t he following net
pr of its af t er t he end of t he pr oj ect :
Assumed is a discount r at e of 5% per year. Looking at t he present values of the benefit s of t hese
pr oj ect s in t he fir st 3 years, what is t r ue?
1. year: $ 15, 000
2. year: $ 125, 000
3. year: $ 220, 000
*'^
Both pr oj ect s ar e equally att r active.
*'^
The first proj ect is more at t r act ive by app. 7%.
*'^
The second proj ect is more at t ract ive by app. 5%.
*'^
The first proj ect is more at t r act ive by app. 3%.
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Page 1 of 41 Test time: 05:44:58 - Total test time: 90 Min.
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3. A pr oduction pr ocess has been defined as par t of an indust rial equipment manufact uring pr oj ect . The
process is int ended t o produce st eel bolt s wit h a lengt h of 20 cm. The cont r ol limit s are 19. 955cm
and 20. 045cm.
The measurement s made at t he end of the pr ocess yielded t he following results:
20. 033cm, 19. 982cm, 19, 995cm, 20. 006cm, 19. 970cm, 19. 968cm,
19. 963cm, 19. 958cm, 19. 962cm, 19. 979cm, 19. 959cm.
What should be done?
*'^
The process is under cont rol. I t should not be adj ust ed.
*'^
A special cause should be invest i gat ed, t he process should be adj ust ed.
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The contr ol limit s should be adj usted.
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The measur ing equipment should be r ecalibrat ed.
4. Your proj ect management t eam includes t wo ext ernal consult ant s each fr om a different company.
You found t hat repeat ed conflict s between t he t wo consult ant s alr eady slow down pr oj ect pr ogr ess
and j eopar dize achievement of obj ectives.
Which st age of t eam development can be difficult t o overcome in such a sit uat ion?
*'^
Stor ming fr om For ming, St orming, Norming, Per forming
*'^
Panic fr om Ent husiasm, Panic, Hope, Solut ion
*'^
Kickoff fr om Assignment , Kickoff, Training, Communicating
*'^
Fr ust rat ion from Dir ect ion, Fr ustr at ion, Cooper ation, Collaborat ion
5. During a proj ect, earned value analysis is perfor med, result ing in t he following number s:
EV: 523, 000; PV: 623, 000; AC: 643, 000.
Which r esult s ar e cor rect?
*'^
CV: + 120, 000; SV: + 100, 000
*'^
CV: + 100, 000; SV: + 120, 000
*'^
CV: - 100, 000; SV: - 120, 000
*'^
CV: - 120, 000; SV: - 100, 000
6. A pr oj ect manager spent some days t o creat e a mult i- page document , which he called proj ect
char t er . The document should have been issued by t he pr oj ect sponsor . The sponsor found t he
document outsized and asked for a condensed document .
Which of the following is usually not an element of t he pr oj ect chart er ?
*'^
The author it y level of t he proj ect manager
*'^
Detailed cont r ol account and work package descriptions
*'^
The business need t hat t he proj ect was undert aken t o address
*'^
Hi gh- level risks
7. A document called ____________ is created by decomposing t he proj ect scope int o smaller, more
manageable element s.
*'^
Scope St at ement
*'^
Net work Logic Diagram
*'^
Wor k Br eakdown St ruct ur e
*'^
Request ed Change
8. Which of the following tools is used to cr eat e a risk management plan?
*'^
Risk planning meetings
*'^
Document at ion reviews
*'^
Data pr ecision r ankings
*'^
Diagramming t echniques
9. I n order t o speed up a pr oj ect, you made a decision t o fast - t r ack a phase cur rent ly perfor med with
five team members, and anot her one which was planned to begin in four weeks time with anot her
five t eam members.
Which of t he following act ivit ies should you do fir st?
*'^
Make sur e t hat all exit crit er ia of the consecut ive phase have been met t o ensure t he flow of
communications in a t eam sit uat ion which is more complex by a fact or of 2.
*'^
Make sur e t hat all ent r y cr it eria of t he pr evious phase have been met by planning and
perfor ming a phase gate meet ing to assess t echnical apt ness.
*'^
Make sur e t hat all exit crit er ia of the pr evious phase have been met by planning and per for ming
a phase gat e meet ing t o assess t echnical per formance.
*'^
Restr uct ure your t eam and delegat e t asks in or der t o ensure t he flow of communicat ions in a
team wit h t he number of communicat ion channels incr eased by a fact or of 4. 5.
10. A proj ect manager has been asked t o suppor t an int ernal proj ect request by developing a business
case.
What kind of infor mation is t he person expect ed t o provide in t he document ?
*'^
The det ailed infor mation fr om a business st andpoint t o det er mine whet her bidding for t he
cust omer pr oj ect will be successful.
*'^
The det ailed infor mation fr om a proj ect management st andpoint t o det ermine whether t he
proj ect will be successful.
*'^
The det ailed infor mation fr om a t echnical st andpoint t o det er mine whet her the pr oj ect will be
successful.
*'^
The necessary informat ion from a business st andpoint t o det er mine whether t he pr oj ect is
wort h t he invest ment .
11. You found t he following ear ned value analysis informat ion for a pr oj ect that was r ecently closed-
out :
SPI = 0. 7, CPI = 1.0
*'^
The pr oj ect has been cancelled while it was execut ed. At t hat t ime t he pr oj ect was behind
schedule and on budget.
*'^
The pr oj ect 's deliver ables have all been finished. The pr oj ect came in behind schedule but on
budget .
*'^
The pr oj ect 's deliver ables have all been finished. The pr oj ect came in ahead of schedule but on
budget .
*'^
The pr oj ect 's deliver ables have all been finished. The pr oj ect came in on schedule but over
budget .
12. Which should be included in a r equir ement s management pl an?
*'^
The document should t r ace requirements t o proj ect scope / WBS deliver ables.
*'^
I t should describe how requirements activities will be planned, t racked, and r epor ted.
*'^
I t should t race high- level requirement s t o more det ailed requirements.
*'^
I t should t race requirement s to business needs, opport unit i es, goals, and obj ect i ves.
13. I n a t radit ionally drawn decision t ree, a circle represent s ___________.
*'^
a chance t o which no expect ed monet ary value can be assigned so t hat a likely pay- off can not
be shown.
*'^
a decision t o which no expect ed monet ary value can be assigned so t hat a likel y pay- off can not
be shown.
*'^
a chance t o which an expect ed monet ary value may be assigned t o calculat e t he most likely
pay- off.
*'^
a decision t o which an expect ed monet ar y value may be assigned t o calculat e t he most likely
pay- off.
14. A pr oj ect management t eam has subcontr acted work to a ser vice company. Which of t he following
t ools is t he best choice t o assur e t hat t his company will be able t o meet t he qualit y r equir ement s of
t he pr oj ect ?
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Qualit y audit
*'^
Deliverable inspect ion
*'^
Fixed price cont ract
*'^
Ser vice level agr eement
15. Wit h your t eam you ar e using j udgment from subj ect matt er expert s to ident ify and analyze proj ect
r isks. Ther e is a small number of exper t s available, but some of t hem have long been in a t eacher-
st udent or manager- assistant r elat ionship.
Which of the following techniques can ensure best t hat t her e is no dominating opinion dur ing an
expert review?
*'^
Peer review
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SWOT analysis
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Delphi t echnique
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Monet ary value calculat ion
16. You are running a proj ect for a cust omer based on a cost - r eimbursable cont r act wit h t he following
t erms:
Which is t he PTA ( = point of t ot al assumpt ion, br eak point) of t he pr oj ect ?
Target cost s: $ 1, 000, 000
Fixed fee: $ 100, 000
Benefit / cost shar ing: 80% / 20%
Pr ice ceiling: $ 1, 200, 000
*'^
$1, 300, 000
*'^
$1, 500, 000
*'^
$80, 000
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$1, 125, 000
17. During execution of a proj ect which is performed for a cust omer on a T&M ( t ime and mat er ial)
contr act base, a new pr oj ect manager is t aking over t he assignment .
He discover s t hat t wo member s assigned to t he pr oj ect have charged time without per forming any
wor k for t he pr oj ect cust omer. Upon fur t her invest igat ion, he det ermines t hat t his occur red because
t her e have been no ot her pr oj ect assignments open for t hese employees. The customer is unawar e
of t hese fact s.
What should the proj ect manager do?
*'^
Tr y t o find some product ive wor k for t hese st aff member s in t he proj ect and leave t hem on t he
t eam.
*'^
The best t hing is t o do not hing. The cust omer will not r ealize the problem anyway.
*'^
Tr y t o find a r esponsible per son for t he over - assignment who can be made account able.
*'^
Take t he t wo people off the t eam immediat ely and ar r ange for t he refund of the excess char ges
t o t he customer .
18. St art dat es in t he following network logic diagram are defined as early morning, finish dat es ar e
evening.
I f t asks ar e scheduled t o begin at early st art dat e, what is t rue?
*'^
Activity B has a free float of 10 d.
*'^
Activity B has a t ot al f loat of 10 d.
*'^
Activity A has a free float of 10 d.
*'^
Activity A has a t otal float of 10 d.
19. Your proj ect is execut ed with a globally spr ead virt ual t eam. The pr oj ect progress has been found t o
be t oo slow. Which measur e is most likely t o immediately speed up t he pr oj ect ?
*'^
Technical t raining for all t eam members
*'^
Daily phone conferences and det ailed r eport ing
*'^
A t eam meet ing at a locat ion convenient t o all t eam members
*'^
Collocat ion of t eam member s at a suit able place
20. A pr oj ect management t eam want s t o pr ocur e some cust omized pr oducts which are available in
identical grade and qualit y fr om many vendor s. What should be included in t he pr ocur ement
package t o ensur e t hat t heir offer s will be comparable?
*'^
A st at ement of wor k describing t he needs of the pr oj ect in sufficient det ail t o enable vendors t o
make suit able proposals
*'^
A st at ement of wor k specifying at t r ibut es and met rics of t he request ed deliverables in det ail t o
allow vendors submission of bids
*'^
The approved pr oj ect scope st atement, t he WBS which should be br oken down t o work package
level and t he WBS dict ionar y
*'^
The r isk management plan and t he r epor ts from t hose risk management reviews which have
been made so far
21. Which of the following becomes increasingly import ant in a vir t ual team environment ?
*'^
Requirement s engineer ing
*'^
Communicat ion planning
*'^
For mal pr ocurement s closur e
*'^
Net work diagramming
22. You are assigned as t he proj ect manager t o a proj ect which is execut ed for a cust omer under FP
contr act. Your cust omer informed you t his mor ning t hat t hey insist on cert ain "r efinement s" of t he
pr oj ect scope.
You agree t hat t he r equest ed actions make really sense t o t he pr oj ect , but believe t hat t hey
constit ut e a maj or change incr easing t he pr oj ect scope. What should you do next ?
*'^
Accept t he r equest of t he cust omer. Diligent ly document t he addit ional cost s and wor king hour s
spent by your self and t he t eam on t he implementat ion of t he change and invoice t hese t o t he
cust omer at appropriat e rat es.
*'^
Per form earned value analysis t o assess the cur rent st atus of t he pr oj ect and get all t he
numbers you need t o communicat e t he case t o t he change cont r ol board which t hen will have
t o make t he best decision regar ding the cust omer request .
*'^
Check t he cont ract , the pr oj ect chart er, t he scope st at ement and ot her document s r elat ed t o
t he pr oj ect and t he cont r act . I mplement ADR ( alt ernative disput e resolut ion) procedur es if t he
conflict cannot be r esolved ot her wise.
*'^
Talk t o t he proj ect sales depar t ment and find a j oint solut ion wit h t hem how to best rej ect t he
request considering t he commer cial and str at egic value of t he cust omer t o the or ganization you
are working for .
23. A pr ime contr actor in a cust omer pr oj ect under CPFF cont ract has run into unexpect ed t echnical
pr oblems. Fixing t hem will r equir e a lot of addit ional wor k t o be done.
The company made a decision t o book mor e st aff and equipment fr om their subcont r act or s in order
t o adher e t o the agreed t imeline. The cust omer agr eed t o this decision.
What will most likely happen?
*'^
The contr act ors indir ect cost s will increase and the cust omers payment for t hem will increase,
t oo.
*'^
The contr act ors indir ect cost s will increase, but t he cust omer s payment for t hem will not
increase.
*'^
The contr act ors indir ect cost s will not increase, but t he cust omers payment for t hem will.
*'^
Bot h t he cont r act or' s indirect cost s and t he cust omer s payment for them will not incr ease.
24. A pr oj ect management t eam is evaluat ing t he causes t hat might cont r ibute t o unsat isfact or y
per for mance and qualit y. Which of t he following st at ement s is not t r ue?
*'^
Normal process var iat ion is at t ribut able t o r andom causes and somet imes also called "whit e
noise".
*'^
Special causes are easier to predict and handle t han random causes ( also called common
causes) .
*'^
Special causes ar e unusual event s which ar e difficult to foresee and oft en produce out liers.
*'^
A process can be opt imized t o limit t he bandwidt h of var iations due t o r andom causes.
25. You are perfor ming a pr oj ect management audit in your company and find t hat most of the pr oj ect
plans ar e neit her consist ent nor up- t o- dat e.
Which of the following stat ement s is not t rue?
*'^
Proj ect s should never be executed wit hout a valid, updat ed and wor king proj ect management
plan.
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The consist ency of t he proj ect management plan is secondary because it is only t he result s that
matt er .
*'^
A great deal of effort is r equir ed to develop and update a proj ect plan, but t he benefit s include
less pr essur e on all st akeholder s and a r esult ing product t hat will satisfy t he r equir ement s.
*'^
Poor planning and insufficient updating of proj ect management plans are common r easons for
cost and time over runs.
26. You want t o perform act ive risk accept ance. What should you do?
*'^
Creat e cont ingency reser ves in resources, money and t ime.
*'^
Develop a plan t o minimize impact in case t hat an ident ified r isk occur s.
*'^
Develop a plan t o minimize t he pr obabilit y of occur rence for ident ified r isks.
*'^
Make addit ional resources available t o speed up t he proj ect .
27. A pr oj ect manager made 3- point est imat es on a cr itical pat h and found the following result s:
Assuming 3 sigma precision level for each est imat e, what is t he st andard deviation of t he allover
pat h?
*'^
App. 4.2 days
*'^
App. 5.2 days
*'^
App. 6.2 days
*'^
You can not derive t he pat h st andar d deviat ion from t he infor mation given.
28. When do bidder conferences nor mally t ake place?
*'^
Aft er t he contr act has been awar ded t o keep alter nat ives open.
*'^
Aft er submission of bid or pr oposal, but befor e contr act awar d.
*'^
Prior t o t he submission of a bid or proposal by the bidder .
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Aft er t echnical meet ings with bidders t o discuss cont ract requirement s.
29. What is defined by cont r ol limits?
*'^
meas rin inst r ment solel sed t o descri e process capa ili t . he process is fo nd
capa le if the si ma ran e is e ceeded not mor e t han . of a t est ed sample lot .
*'^
The limits of t he six sigma area on either side of a cont rol char t t o plot measured values; dat a
found outside t he area ar e out of specificat ion and can lead t o rej ect ion of an ent ire bat ch.
*'^
The ar ea consist ing of t ypically t hr ee st andard deviat ions on either side of a mean value of a
cont r ol chart t o plot measur ed values found in st atist ical qualit y cont rol
*'^
The ar ea consist ing of t ypically t hr ee st andard deviat ions on either side of a mean value of a
cont r ol chart t o plot measur ed values found in quality assur ance
30. The scope baseline consist s of what ?
*'^
Scope st at ement , WBS, and WBS dict ionar y
*'^
Cost baseline, quality baseline and schedule baseline
*'^
Configur ation management plan and configur at ion ident ificat ion document
*'^
Procurement st atement of work and proj ect scope st at ement
31. Act ivit y 1 has a dur ation of 20 days, act ivit y 2 of 10 days, act ivit y 3 of 5 days and act ivit y 4 of 6
days.
What is t he minimum tot al durat ion bet ween t he milest ones A and B?
*'^
36 days
*'^
37 days
*'^
39 days
*'^
42 days
32. Which t ool and t echnique is used in t he pr ocesses r eat e S and efine act ivit ies?
*'^
Nominal group t echnique
*'^
Human r esour ce assignment
*'^
Brainstor ming
*'^
Decomposition
33. Which of the following stat ement ( s) on whist leblowing is/ ar e not t r ue?
a. I t is a t er m used t o def ine an employees decision t o disclose inf ormat ion on unet hical, immoral or illegal
act ions at wor k t o an aut hor ity f igur e.
b. An employee should always discuss the matt er wit h people ext er nal t o t he company bef or e following t he
"chain of command" and discuss it wit h t he immediat e super ior .
c. The consequences of whist leblowing are oft en ext reme and might i nclude being br anded as an owner of
bad j udgment , layoff, civil act ion and imprisonment .
d. Carefully perfor med whist leblowing can lead t o t he end of unethical business pr act ices.
*'^
a
*'^
b
*'^
b, c
*'^
c, d
34. Which of the following stat ement s is not t rue?
*'^
Att r ibute sampling is t he process of assessing whether result s conform t o specif icat ions or not .
*'^
Prevent ion means keeping err ors out of the process by applying act ions before t he process
star t s changing it s input .
*'^
Variables sampling means t hat the result is classif ied int o one of t he 3 cat egories:
"accept able" - "accept able after r ework" - "r ej ect ed".
*'^
I nspect ion is oft en mainly done t o keep er ror s out of t he hands of the cust omer inst ead of as a
means of process cont rol.
35. Which st at ement describes best why you should document assumpt ions?
*'^
Assumpt ions might pr ove t o be wrong. Knowing which assumpt ions wer e incorr ect allows
baseline adj ust ment s in case of proj ect crisis.
*'^
Assumpt ion analysis is a valuable t ool and t echnique t o explor e t he validit y of assumpt ions
during r isk ident ificat ion.
*'^
Assumpt ions limit t he proj ect management t eam's options for decision making because t hey
can not be cont r olled by t he t eam.
*'^
I n case of schedule or budget over r uns, t he document at ion of assumpt ions support s a clear
assignment of responsibilit y.
36. Which is nor mally not regar ded as an element of cost of qualit y?
*'^
Prevent ion cost s
*'^
Maint enance cost
*'^
Appraisal cost s
*'^
Failur e cost s
37. You have r ecent ly been assigned as a proj ect manager t o a new B- O- T ( build, oper at e, t ransfer )
capit al proj ect . Reviewing the init ial document at ion you found out t hat it has been calculat ed wit h a
ver y small mar gin during operat ions of it s pr oduct for t he shar eholder s. What should you do?
*'^
As you ar e not r esponsible for lifecycle cost ing, you don' t have t o wor r y about oper at ion pr ofit s.
Focus on pr oj ect cost s fr om initiat ion t hr ough handover .
*'^
Ensure maximum pr ofit s by buying t he best and cheapest it ems, components and
modulespotentially from a big number of different suppliersand int egr at ing t hem.
*'^
Cr eat e a r ealistic plan broken down t o a sufficient level of det ail. Per for m all risk management
processes. Ensure real- time communications wit h all stakeholder s.
*'^
Tr y t o get a second pr oj ect manager assigned t o share decision making and account abilit y t o
shar eholder s wit h t he per son.
38. A pr oj ect is handled by depar tment s of an or ganizat ion and expedit ed by a proj ect coor dinat or .
Which of t he following stat ement s is most likely t o be t rue?
*'^
The per forming organizat ion is a weak mat rix.
*'^
The per forming organizat ion is doing " management by pr oj ect s".
*'^
The per forming organizat ion is a st rong mat rix.
*'^
The per forming organizat ion is proj ect ized.
39. You are pr oj ect manager in a global pr oj ect wit h a t eam consist ing of people from various count r ies.
What can you tr y t o pr event misunder standings due t o cross- cult ur al diff erences?
*'^
Use all communicat ion met hods available t hat are suit able for t he t eam and follow up in wr it ing
when communicating ver bally. Remember t hat cultur al and individual diversit y may help
pr oj ect t eams solving unfor eseen problems dur ing t he course of t he pr oj ect .
*'^
When you are about t o form a t eam for your proj ect , keep in mind t hat some cult ures are
developed, ot hers are more pr imit ive. Some have values, some not. You should consequent ly
avoid choosing member s fr om count ries wit h cult ur es t hat are not similar t o your own.
*'^
Cultural dilemmas can prevent any proj ect from being successful. They should therefore be
smoot hed or suppressed so as t o make sure t hat they cannot disrupt proj ect work. Your effor t
should concent rat e on communicat ion t hat can help reach t hat goal.
*'^
As nor ms r egarding communicat ion habit s differ significant ly acr oss various cultur es,
communicating bet ween people from differ ent count ries should only be done using language.
The nonverbal dimension simply bear s t oo many risks.
40. Which st atement on conflict s is t rue?
*'^
Conflict r esolut ion should focus on people, not issues.
*'^
Conflict is nat ural and for ces a search for alt ernat ives.
*'^
Conflict should always be handled in pr ivat e and not in t he t eam.
*'^
Too much openness is a common cause of conflict .
41. A change request in a pr oj ect has been rej ect ed some weeks ago. Yest erday, t he pr oj ect manager
found out t hat it never t heless has been implemented by t he t eam member s, who knew of t he
change r equest , but not of the r ej ect ion.
I n order t o avoid such a sit uat ion, r ej ect ed change request s should be consist ent ly communicated t o
st akeholders thr ough which process?
*'^
Repor t per formance
*'^
Veri fy scope
*'^
Per form int egr at ed change cont rol
*'^
Monit or and cont r ol r isks
42. What is a t r igger in pr oj ect r isk management ?
*'^
An expect ed sit uat ion causing an unident ified r isk to occur
*'^
A warning sign t hat a pr eviously identified r isk might be occurr ing or has occur r ed
*'^
An unexpect ed sit uat ion causing an ident ified r isk t o occur
*'^
An unexpect ed sit uat ion causing an unident ified r isk t o occur
43. According t o t he proj ect plan, a cont ract or is scheduled t o deli ver some soft ware component s t oday
after noon. A r egular payment is due t o be made t o t his cont r actor tomor r ow.
You and your pr oj ect team received a not e t his mor ning infor ming you t hat t he software delivery
will be delayed by 2 weeks.
What should you do right now?
*'^
You should delay t he payment also for 2 weeks.
*'^
You must immediat ely find a differ ent cont ract or.
*'^
You should conduct a meeting wit h t he contr actor to r esolve t he deliver y issues before making
t he payment .
*'^
You should make t he payment and reschedule t he pr oj ect plan.
44. I n a soft ware company a lar ge number of simult aneously per for med pr oj ect s ut ilize the same
gr oups of human and ot her resources.
What is t he t er m commonly used for t his sit uation?
*'^
Concur rent engineer ing
*'^
Resour ce over- allocation
*'^
Resour ce pooling
*'^
Program management
45. What does t he acronym RACI commonly st and for in proj ect management ?
*'^
R esponsi le A cco nta le t o e C ons lt ed to e I nf or med
*'^
R emot e A t t ached C onnect ed I nt e rat ed
*'^
R isk A nal sis and C a t ion I nit iat ive
*'^
R andoml A ccessi le C ashflow I nfor mat i on
46. You have used est imat es made by your t eam member s and applied t he cr it ical pat h met hod t o
comput e a net wor k logic diagr am for your proj ect . Then you found out t hat it cannot be sufficient ly
opt imized for scar ce r esour ces and fast pr ogr ess t owards a given deadline. What should you do
next ?
*'^
Apply resource leveling heurist ics t o uncrit ical activities only.
*'^
Reduce est imat es on durat ion and wor k effor ts by an adequat e per cent age.
*'^
Apply Three- point est imat ion and crit ical chain pr oj ect management .
*'^
Remove physical const raint s and replace hard logi c wit h soft logic.
47. Liquidat ed damages ( LDs) are cont ract ually agreed payment s in order t o. . .
*'^
. .. give t he contr actor an incentive t o meet an aggressive schedule or challenging qualit y
obj ect ives.
*'^
. . . penalize t he cont ract or for lat e complet ion of a proj ect or failure t o meet specificat i ons.
*'^
. . . cover t he cust omer' s cost s caused by lat e complet ion or failur e t o meet specif icat ions by t he
cont r act or .
*'^
. .. make a bid or pr oposal binding for t he offerer while t he cust omer has t ime t o select among
vari ous bidders.
48. What should not be cover ed by a risk management plan?
*'^
Roles and responsibilities for handling proj ect r isks
*'^
Timing of pr oj ect r isk management act ivit ies
*'^
The met hodological approach used for risk management
*'^
I ndividual risks and potential responses t o them
49. You are assigned as t he proj ect manager t o a proj ect which had a one- t ime cost var iance in t he past
caused by unexpect ed r ewor k which has meanwhile been finished.
You perfor m ear ned value analysis and get t he following results:
EV: 250, 000; PV: 200, 000; AC 275, 000
BAC is 500, 000.
What is right ?
*'^
EAC = 550, 000
*'^
EAC = 525, 000
*'^
EAC = 500, 000
*'^
EAC = 425, 000
50. An est imat ion has been made that t he constr uction of a r esident ial home will cost a cer t ain amount
per squar e foot of living area. This is an example of what t ype of est imat ing?
*'^
Analogous est imat ing
*'^
Bot t om- up est imat ing
*'^
Top- down est imat ing
*'^
Paramet ric est imat ing
51. What is t rue for prot ot ypes?
*'^
Prot ot yping causes significant cost s and should be avoided wher ever possible.
*'^
They are t angible and allow for ear ly feedback on requirements by stakeholder s.
*'^
Prot ot ypes ar e most ly developed toward t he end of a design or build phase.
*'^
Prot ot ypes increase t he risk of misunder standings bet ween developer s and user s.
52. What is a const ruct ive change?
*'^
A change request t hat helps improving t he proj ect and it s product , ser vice or result and is
discussed generally in a fr iendly style.
*'^
A direct ion by t he buyer or an act ion t aken by t he seller that t he ot her part y considers an
undocumented change t o the cont ract .
*'^
A field change or ad- hoc change mandat ed by t he pr oj ect customer in a public const r uct ion
pr oj ect .
*'^
A change r equest which will lead to t he r e- const ruct ion of an older ver sion of t he pr oj ect
perfor mance baseline by t he contr actor .
53. Which of the following is generally not r egarded to be a motivator accor ding t o Freder ick Her zberg?
*'^
Wor king condit ions and int er per sonal r elat ions
*'^
Responsibilit y f or enlarged t ask
*'^
I nt er est in t he t ask
*'^
Recognition for achievement
54. What is t rue for modern proj ect management ? Pr oj ect managers need. . .
*'^
. .. t o have a st rict st anding in negotiat ing
*'^
. .. t o show exper ience in t r icking business par t ner s
*'^
. .. t o be t eam player s and facilit ator s inst ead of "bosses"
*'^
. .. t o be str ongly linked t o local t r adit ions
55. You are the proj ect manager in an engineer ing proj ect and have r ecently signed a cont r act wit h a
soft ware vendor for t he development of a complicated cont rol solut ion. The soft ware will be used t o
contr ol machiner y equipment which your pr oj ect t eam is cur rent ly developing. The cont ract is a
lump- sum cont ract . The contr actor has t ar get cost estimat ed which seem rat her low t o you. Which
of t he following st at ement s is not t rue for t his situat ion?
*'^
I t is t he cont r actor ' s r isk in t his type of cont ract t hat t heir profit may vanish if cost s have been
under est imat ed.
*'^
This form of cont ract should only be chosen when all t he r equir ement s for t he building of t he
pr oduct ar e well- known by all par ties involved.
*'^
I n a fixed- price cont r act , change request s can cause issues regarding addit ional t ime and ext ra
costs for t he changes to be applied.
*'^
I t is likely t hat your or ganization may have t o assume any unexpect ed addit ional cost s for t he
soft ware development .
56. A review t o deter mine whet her of proj ect activities comply wit h or ganizat ional and pr oj ect policies,
processes, and procedures is commonly called
*'^
Qualit y audit ing
*'^
I nspect ion
*'^
Qualit y t est ing
*'^
Rej ect scr eeni ng
57. Which of the following is t rue r egar ding the code of accounts?
*'^
I t allows one t o easily identify t he br eakdown level of t he it em in t he r esour ce st ructur e.
*'^
I t describes the coding st r uct ure used by t he perfor ming or ganization t o r eport financial
infor mat ion in it s gener al ledger .
*'^
I t is t he collect ion of unique identifier s gener ally assigned t o WBS it ems.
*'^
I t defines et hical behavior in t he pr oj ect and t he r esponsibilit ies to t he customer and t he
profession.
58. You are the manager of your company' s proj ect management office. The company is running many
concurrent proj ect s; most of t hem share a resource pool of t echnical staff . Under standing how
resources are ut il ized across proj ect s has been found essent ial t o overall proj ect perf ormance,
including cost effect iveness and profit abilit y.
This mor ning you r eceived a message t hat t he r esource pool members will be unable t o perform as
planned for t he next mont hs because t he overall work load has grown t oo high and while delays ar e
adding up, t he mor ale of t he st aff is going down.
What should you do next ?
*'^
Ensure t hat quant itat ive infor mat ion for all pr oj ects is being made available in a unifor m and
reliable fashion and verify t hat the proj ect management methodology is adher ed t o. Then
consolidat e t he infor mat ion t o get an underst anding of t he pr oblems r elat ed wit h t he use of
shared resources.
*'^
I mplement an ent er pr ise pr oj ect management software solut ion which is able t o level t he
human resources across t he vari ous proj ect s and which has t he capabili t y t o model resour ce
assignment on a per cent age level t hus opt imizing r esour ce utilization for t he overall
organizat ion.
*'^
Do not hing r elat ed t o t he descr ibed pr oblem unless you are explicit ly requested by t he
organizat ions upper management . Suppor t ing decision making on the level on which proj ect
por t folio management is done, is not the proj ect management office' s business.
*'^
Evaluat e proj ect management soft ware which support s planning and scheduling across
ent erprise- wide pr oj ect port folios. Avoid managing t he availability of shar ed ent erprise
resources for t he proj ect s run by an organization because t hi s is not t he business of a proj ect
management office.
59. You have been cr it icized t hat cer t ain specifications in your scope stat ement do not pass t he test for
SMART obj ect ives. What are SMART obj ect ives?
*'^
Obj ect ives specif ied in far more det ail than necessary for a execut ion of a successful proj ect .
*'^
Easily achievable obj ect ives which help you reducing the pressure on your self and t he t eam.
*'^
Obj ect ives t hat should be achieved in order to at t ain for mal r ecognit ion by both t he cust omer
and t he proj ect sponsor.
*'^
Obj ect ives t hat are described using specific, measurable, assignable, reali stic and t ime- r elat ed
specificat ions.
60. You have been assigned as a pr oj ect manager t o a soft war e pr oj ect . While you and your t eam ar e
wor king on a WBS ( work br eakdown st r uctur e) , est imat ions for act ivit y dur ations based on t he
act ivit y list var y significantly. Which addit ional document s may help you clarify t his sit uat ion?
*'^
Milest one list and scope baseline.
*'^
Proj ect schedule net work diagrams and human resource pl an.
*'^
Activity cost estimat es and scope baseline.
*'^
Activity att r ibut es and proj ect scope st at ement .
61. You are perfor ming earned value t echnique on your proj ect .
After budget appr oval, an addit ional and unexpected cost it em has been identified, which made t he
pr oj ect more expensive some weeks ago. The it em has meanwhile been paid by t he proj ect team,
and it is expect ed t hat for t he r emaining dur ation of t he pr oj ect , cost s will be as budget ed.
I n t his case, which is t he best for mula t o calculat e EaC ( Estimat e at Complet ion) ?
*'^
EaC = BaC - CV
*'^
EaC = BaC / CPI
*'^
EaC = AC + Bt C / CV
*'^
You can not compute t he EaC.
62. During a company event, you had the oppor t unit y t o t alk t o a colleague pr oj ect manager . He t old
you t hat in his curr ent pr oj ect act ual costs are 15% under cumulat ed costs budgeted for t oday.
What do you think?
*'^
The infor mat ion given t o you by t he colleague is not sufficient t o assess pr oj ect per formance.
*'^
The proj ect will pr obably be completed wit h t ot al cost s remaining under budget unt il t he end.
*'^
A significant cost increase during the furt her cour se of t he pr oj ect will pr obably bring t he costs
back t o baseline level.
*'^
Or iginal cost forecast ing and budget ing for the pr oj ect must have been poor t o allow t his
variance.
63. What is t he meaning of a concept called t he "Jour ney t o Abilene"?
*'^
Proj ect managers should visit t heir cust omers far more oft en t han what is usual in or der t o
avoid misunderst andings and bad emot ions.
*'^
I nt er nat ional pr oj ect s may have an incr eased need for t r aveling which can lead to additional
costs and tr oubles wit h t ime zones.
*'^
Commit t ee decisions can have t he par adox out come, t hat a j oint ly made or appr oved decision
is not desir ed by any individual gr oup member.
*'^
A proj ect is a t empor ar y endeavor under t aken t o cr eate a unique pr oduct , ser vice or result .
Repeating it would be similar t o making t he same j our ney t wice.
64. Which of the following stat ement s descr ibes best t he relat ionship bet ween pr oj ect phases and t he
proj ect lif e cycle?
*'^
The proj ect life cycle includes the t ime when t he proj ect is perfor med and t he expect ed pr oduct
lifespan aft er that .
*'^
I n proj ect management , t he sequence of proj ect phases and phase gat es is oft en referred t o as
proj ect life cycle.
*'^
The proj ect life cycle is regar ded as a sequence of pr oj ect act ivit ies while phases ar e defined t o
cont r ol overlapping act ivit ies.
*'^
The proj ect life cycle describes how it er ations of proj ect management processes are used when
a proj ect schedule is developed.
65. Which is an appropriat e or der in most pr oj ect sit uat ions for t he development of scope- r elat ed
document s?
*'^
. Pro ect S st atement of work
. Pro ect chart er
. Pr o ect scope mana ement plan
. Pro ect scope st atement
. S work r eakdown str ct r e and S dict ionar .
*'^
. ork r eakdown str ct re
. Scope st at ement
. Pro ect chart er
. S cont ract al stat ement of work
. ont ract al work reakdown st r ct re
*'^
. easi ilit st d
. ont ract
. S cont r act al work reakdown st r ct re
. Scope of work descri pt ions
. PI pro ect init iation doc ment .
*'^
. M ill of mat eri als
. P cont rol acco nt plan
. Pro ect chart er
. han e mana ement plan
. Scope aseline.
66. What is t he S- cur ve in proj ect management ?
*'^
A graph t hat is generat ed if a nor mal curve is int egr ated.
*'^
A graph t hat is t o be int egrat ed t o generat e a normal cur ve.
*'^
A met aphoric descript ion of t he shor t t erm uncer t aint ies t hat ar e present in ever y pr oj ect .
*'^
The graph t hat descr ibes t he t ypical growth of earned value dur ing t he course of t he pr oj ect .
67. An out put of the pr ocess st imat e act ivit reso rces is a document called "activit y resource
r equir ement s". I t ident ifies t he t ypes and quant it ies of resources. ..
*'^
. .. while t he t er m r esour ces is limit ed to equipment and mater ials.
*'^
. .. requir ed for each act ivit y in a wor k package.
*'^
. . . while the ter m resources i s limit ed to human resources.
*'^
. .. t o be obtained solely from t he per for ming organizat ion.
68. What is not t he pur pose of configurat ion cont rol when configurat ion management is applied in a
proj ect ?
*'^
Ver ificat ion t hat t he configurat ion identificat ion for a configur ation it em is accur ate, complet e,
and will meet specified pr ogr am needs.
*'^
Ensuring t hat proposed and appr oved changes t o configurat ion it ems are fully analyzed.
*'^
Ensuring t hat proposed and appr oved changes t o configurat ion it ems are fully documented.
*'^
Managing and cont r olling the fr equent ly r equest ed changes t o a proj ect by applying agreed
rules.
69. Which st at ement describes best the meaning of t he t erm cost baseline?
*'^
A cost baseline is always creat ed by t ranslating t ime- phased cost informat ion int o cost dat a on
activity or wor k- package level.
*'^
A cost baseline is an approved time- phased budget t hat will be used t o measur e and monit or
cost per for mance on t he proj ect .
*'^
Data t o draw a cost baseli ne can be easily generat ed and updat ed as necessary fr om
infor mat ion r elat ed t o act ual pr oj ect cost .
*'^
A cost baseline is usually displayed in the for m of an inverse S- curve drawn fr om the beginning
of t he pr oj ect unt il dat a dat e.
70. Which is not tr ue in r egard of RoI ( ret ur n on invest ment) for a pr oj ect ?
*'^
I t defines t he cumulat ed net income fr om an invest ment at a given point in t ime or dur ing a
defined period.
*'^
I t includes invest ment , direct and indirect cost s and may include allowances for capit al cost,
depr eciat ion, r isk of loss, and/ or inflat ion.
*'^
I t is most commonly st at ed as a percentage of t he invest ment or as a dimensionless index
figure.
*'^
I t is t he t ime when cumulat ed net income is equal t o t he invest ment .
71. A pr oj ect sponsor r equest ed earned value dat a on t wo concur rent pr oj ect s fr om the proj ect
managers. Bot h pr oj ect s ar e r egarded as equally impor tant and st rat egically beneficial and have
been finished by over 80%. He r eceived t he following infor mat ion:
Pr oj ect A:
PV: $1, 800,000
EV: $2, 300, 000
AC: $2, 100, 000
Pr oj ect B:
PV: $2, 000,000
EV: $1, 500, 000
AC: $1, 600, 000
The sponsor considers t o shif t some resources fr om proj ect A t o proj ect B t o speed up t he second
pr oj ect which is curr ent ly behind schedule.
What is t he most likely out come of such a measur e?
*'^
Changing t eam assignment s during lat e course of a proj ect t ypically increases cost efficiency.
*'^
Changing t eam assignment s during late cour se of a proj ect t ypically increases t ime efficiency.
*'^
Accor ding t o the law of diminishing r et urns, the consolidat ed cost var iance of t he t wo proj ects
will decrease.
*'^
Accor ding t o the law of diminishing r et urns, the consolidat ed cost var iance of t he t wo proj ects
will incr ease.
72. Which of the following stat ement s descr ibes best t he relat ionship of quality and grade?
*'^
Low gr ade is always a problem; low qualit y may be over come by a good r ework and r epair
process.
*'^
Gr ade is a cat egory or r ank given t o ent it ies having different funct ional requir ement s but t he
same need for qualit y.
*'^
Bot h qualit y and grade can often be improved t hr ough intelligent measur ing, t esting and
examining.
*'^
Low qualit y is always a problem as it bears on t he ability of an it em t o meet r equir ement s; low
grade may somet imes be accept able.
73. Net wor k t emplat es which contain only port ions of a net wor k ar e oft en refer r ed t o as
*'^
Sub- net wor ks or fr agment net wor ks
*'^
Subpr oj ect s
*'^
Programs
*'^
WBS items
74. You have been asked t o calculat e t he inter nal rat e of ret ur n ( I RR) of a proj ect ? What will you
assess?
*'^
The t ime per iod needed t o pay back t he investment from a pr oj ect when fut ur e income is
discount ed.
*'^
The inher ent discount r ate or invest ment yield rat e produced by t he pr oj ect 's deliver ables over
a pre- defined period of time.
*'^
The r ate of negat ive r isk t hat can be accept ed for a pr oj ect wit hout t ur ning t he expected net
pr esent value negat ive.
*'^
The expected benefit fr om a proj ect s deliverable calculat ed as a per cent age of t he original
investment over a specified time period.
75. You j ust cr eat ed t he following net wor k logic diagr am to descr ibe t he planned flow of act ivit ies for
your pr oj ect which wil l st ar t t omorrow:
Which potent ial inconsist ency in t he diagr am should you solve r ight now?
*'^
Activity E is open ended ( a " dangle" ) in relat ion t o t he finish milestone pat h convergence.
*'^
Activity F is open ended in r elat ion t o the pat h divergence aft er the st ar t milest one.
*'^
You cannot calculate a cr itical pat h when lags and/ or leads ar e calculat ed in per cent .
*'^
Activit ies E t o F need anot her t ask drawn as a hammock to cal culat e level of effor t.
Result : of 75, %
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*'^
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*'^
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