PMP preguntas de Exmen

PMP simplemente se refiere a Project Management Professional. Una gran cantidad de

preparacin se requiere para ocupar el puesto. Si usted est entre los candidatos que
deseen convertirse en un profesional de la Gestin de Proyectos, una serie de
preguntas de la muestra se dispone de pocos en el sitio. Esto le ayudar a evaluar sus
puntos fuertes en el campo en particular.
as preguntas que figuran en la pgina son las preguntas lo mejor PMP muestra!
1. Si un administrador de proyecto requiere una reunin con el equipo del
proyecto para revisar los conocimientos adquiridos en proyectos anteriores, de
qu" manera es el equipo involucrado#
o $dentificacin de %lcance
o $dentificacin de &iesgos
o Estado del proyecto reunin de equipo
o 'm(ito de aplicacin de identificacin
2. % trav"s de qu" canal, una perfecta comunicacin puede tener lugar entre el
miem(ro del equipo del proyecto y el director de proyecto#
o Mediante comunicacin escrita y oral
o % trav"s de informe so(re la situacin diaria
o % trav"s de la cadena de mando formal
o Mediante la actuali)acin de los informes diarios de estado
3. Si un ugares Gerente de Proyecto de una orden de compra de un equipo,
*cul de los siguientes representa#
o $nversin en capital
o +lujo de efectivo,-acia fuera
o .ompromiso
o Gastos
4. *.ules son los principales procesos implicados en la gestin de la integracin
del proyecto#
o /esarrollo de un plan de proyecto, de iniciar un proyecto, y el control
del cam(io glo(al
o /esarrollo de un plan de proyecto, la ejecucin del plan del proyecto, y
el control de cam(io de alcance
o /esarrollo de un plan de proyecto, la ejecucin del plan del proyecto, y
el control del cam(io glo(al
o /esarrollo de un plan de proyecto, control de cam(io general, y el
control de cam(io de alcance
5. *.ul de los siguientes no es esencial en la creacin de una gestin efectiva de
los interesados#
o 0portuna informacin de estado
o /efinicin de requisitos claros
o informe de costos frecuentes
o 'm(ito de aplicacin de control de cam(ios
6. *.ul de los siguientes es ms eficiente en el manejo de proyectos complejos
que involucran esfuer)os transversales#
o Un %dministrador tradicional
o Una organi)acin funcional ms efica)
o Principales gestores de proyectos
o Una organi)acin funcional fuerte
7. Se1ale las -erramientas que se utili)an como medio efica) en la planificacin
de adquisiciones#
o %nlisis de -acer o comprar, la seleccin del tipo de contrato y sistema
de ponderacin
o %nlisis de -acer o comprar, la opinin de e2pertos y la seleccin del
tipo de contrato
o seleccin del tipo de contrato, conferencias por los oferentes y la
opinin de e2pertos
o El juicio de e2pertos, las auditor3as y conferencias por los licitadores
8. *En qu" fase concreta -acer los promotores del proyecto tienen la mayor
influencia en la calidad, alcance, tiempo y costo del proyecto#
o +ase de ejecucin
o +ase de desarrollo
o .erca fase descendente
o .oncepto de fase
9. *.ul de las siguientes -erramientas de administracin del proyecto no puede
ser utili)ado por una gestin profesional de proyectos en la comparacin de
datos de valor acumulado de rendimiento#
o planes de mitigacin del riesgo
o planes de mitigacin del riesgo
o Previsin final y las estimaciones de los costos de programacin
o 4"cnico m"tricas de rendimiento
10. El propsito del proceso de descomposicin es la construccin de!
o El tra(ajo de estructura de descomposicin
o .ritical Pat- /iagrama M"todo
o Prioridad de la red
o %nlisis de varian)a
11.*.ul de las siguientes afirmaciones no es verdad#
o 5ormas y reglamentos son o(ligatorios.
o /e acuerdo con la norma $S0, las normas no son o(ligatorias, pero son
los reglamentos.
o 5ormas a menudo comien)an como pautas que no son mandatory.6it-
posterior adopcin generali)ada, que puede convertirse en normas de
facto.
o 5ormas y reglamentos son influencias socio,econmicas de un proyecto.
&espuesta! Un
12. Qu tipo de liderazgo es el ms adecuado para optimizar el
rendimiento del equipo en los proyectos?
o lidera)go demcrata.
o lidera)go participativo.
o %utocratic leaders-ip lidera)go autocrtico.
o 7enevolente autoridad de lidera)go
&espuesta! 7
13. Dnde est el nodo de resultados (resultados que aparece en un
t!pico diagrama de "s#i$a%a o espina de pescado?
o .omien)o de la pgina.
o Parte inferior.
o ado derec-o.
o .entro.
&espuesta! .
14. &n equipo de gestin del proyecto #a su'contratado el tra'a(o a una
empresa de ser)icios* El proceso de garantizar que el ser)icio de la
compa+!a cumple con los requisitos de rendimiento de este contrato se
llama
o %dministracin de .ontratos.
o %dquisicin del Personal.
o iquidacin del contrato.
o 5egociacin del contrato
&espuesta! Un
15. Qu son las soluciones en gestin de proyectos?
o Soluciones provisionales son esencialmente los mismos que re,tra(ajo.
o Soluciones provisionales son estrategias alternativas.
o Soluciones provisionales son respuestas imprevistas a los riesgos
emergentes que fueron identificados previamente o aceptado.
o Soluciones provisionales son actividades que se reali)an de acuerdo a
los planes de contingencia aplica(les
&espuesta! .
16. ,ules son los #ec#os consumados?
o Una cena francesa despu"s de una reunin inicial.
o prestaciones inalcan)a(les.
o o(jetivos cumplida.
o as decisiones tomadas anteriormente, que limitan las opciones para la
toma de decisiones.
&espuesta! d
17. Durante la e(ecucin de un proyecto que se realiza para un cliente en
un - . M (-iempo y Material 'ase de contratar un nue)o gerente de
proyectos se #ace cargo de la tarea*
8l descu(re que dos miem(ros asignados al proyecto -an denunciado el tiempo
sin reali)ar ninguna investigacin 9or:.Upon ms, se determina que esto
ocurri porque no -a(3a asignaciones de proyectos ms disponi(les para estos
clientes personas.El no tiene conocimiento de estos -ec-os.
*;u" de(e -acer el director del proyecto#
o 4rate de encontrar un tra(ajo productivo para los miem(ros del
personal en el proyecto y se dejan en el equipo.
o o mejor es -acer clientes not-ing.4-e no se dar cuenta el pro(lema
de todos modos.
o 4rate de encontrar a una persona responsa(le de la so(re,asignacin
que se puede -acer responsa(le.
o 4ome las dos personas fuera del equipo inmediatamente y solicite la
devolucin del e2ceso de gastos para el cliente.
&espuesta! d
18. En las siguientes /ec#as de inicio de red lgica diagrama se de/inen de
la ma+ana0 las /ec#as de /in son por la noc#e*
Si las tareas estn programadas para comen)ar en la fec-a de comien)o
temprano, lo que es verdad#
o %ctividad 7 tiene un free float de <= d.
o %ctividad 7 tiene una flota total de <= d.
o %ctividad % tiene un free float de <= d.
o %ctividad % tiene una flota total de <= d.
&espuesta! 7
19. ,ul de los siguientes no es considerado como parte del Proyecto de
1estin de 2ecursos?
o 4ra(ajo personal.
o Materiales.
o Equipo.
o 4iempo y dinero.
&espuesta! /
20. 3erramientas y -cnicas de Plani/icacin de la 2espuesta de riesgo
incluyen
o a identificacin, anlisis cuantitativos y cualitativos, el seguimiento y
control.
o Evitar, la transferencia, la mitigacin, la aceptacin.
o $dentificacin, evaluacin de la magnitud y la pro(a(ilidad, la evaluacin
de los costos de la respuesta.
o a gestin de riesgos comentarios
&espuesta! 7
21.&n gerente de proyecto realiza el anlisis del )alor acumulado y
encuentra los siguientes )alores4
E>! <==.===? P>! <@A.===? .%! <==.===
A. El proyecto se ajusta al calendario, pero los costos superan el
presupuesto.
B. El proyecto se ajusta al calendario y dentro del presupuesto.
C. El proyecto se -a retrasado, pero dentro del presupuesto.
D. uego del proyecto se -a retrasado y los costos superan el presupuesto.
&espuesta! .
22. Qu son las 5al/a'etizaciones glo'ales5?*
A. a capacidad de leer los informes escritos en varios idiomas.
B. a capacidad de tener "2ito en un entorno intercultural.
C. a capacidad para desarrollar los contratos aceptados
internacionalmente.
D. a capacidad de comunicarse mediante di(ujos y pictogramas que se
entienden en todo el mundo
&espuesta! 7
23. Durante un proyecto del m'ito de aplicacin del producto adquirido
en un contrato de costes reem'olsa'les se #a incrementado* En el
contrato de los costos indirectos del contratista se calculan en un 678
de los costes directos* 9o que es ms pro'a'le que sea cierto?
A. los costos indirectos del contratista aumentar y el pago del cliente para
ellos aumentar tam(i"n.
B. los costos indirectos del contratista aumentar, pero el pago del cliente,
no para ellos.
C. 5i los costes indirectos ni el pago del cliente para los costos indirectos
se incrementar.
D. los costos indirectos del contratista no va a aumentar, sino que el pago
del cliente para ellos.
&espuesta! /
24. &n equipo de gestin del proyecto es e)aluar las causas que podr!an
contri'uir a un rendimiento satis/actorio y de calidad* ,ul de las
siguientes a/irmaciones no es )erdad?
A. variacin normal proceso es atri(ui(le a causas aleatorias.
B. .ausas especiales son ms fciles de predecir y controlar que las causas
aleatorias.
C. causas especiales son eventos inusuales.
D. Un proceso puede ser optimi)ado para limitar el anc-o de (anda de las
variaciones de(idas a causas aleatorias.
&espuesta! 7
25. Est realizando una auditor!a de gestin de proyectos en su empresa y
encontrar que la mayor!a de los planes del proyecto no son
consistentes ni actualizada al d!a*
*.ul de las siguientes afirmaciones no es verdad#
A. os proyectos no de(en ser ejecutados sin un plan vlido, el proyecto
de actuali)acin y de tra(ajo.
B. El plan del proyecto es secundario, porque slo los resultados que
importan.
C. Un gran esfuer)o se requiere para desarrollar y actuali)ar un plan de
proyecto, pero los (eneficios son menos presin en todas las partes
interesadas y un producto resultante que se cumplan los requisitos.
D. a mala planificacin es una de las principales ra)ones de los e2cesos
de costes y tiempo.
&espuesta! 7
26. ,ul es la aceptacin acti)a de los riesgos?
A. a creacin de reservas de contingencia en tiempo y dinero.
B. /esarrollar un plan para minimi)ar el impacto potencial.
C. /esarrollar un plan para reducir al m3nimo la pro(a(ilidad.
D. Bacer que los recursos adicionales disponi(les
&espuesta! Un
27. 9os costos del proyecto son ms de presupuesto cuando
A. $P.C <.
B. $P. D<.
C. $P. D=.
D. SP$ E <.
&espuesta! 7
28. ,ul de las siguientes a/irmaciones no es )erdad?
A. Slo aquellos que se dan cuenta que las diferencias culturales son un
recurso a ser utili)ado plenamente so(revivir.
B. Bay un terreno comFn para las personas de diferentes culturas en las
que pueden interactuar sin conflictos sin solucin.
C. as diferencias culturales siempre ser un o(stculo a superar.
D. a cultura es una palanca fundamental para la ventaja competitiva.
&espuesta! .
29. Qu es una auditor!a de calidad?
A. Una reunin del equipo dedicado a medir y los e2menes.
B. Una inspeccin de calidad (asada en los resultados del tra(ajo.
C. Una revisin estructurada de las actividades de gestin de la calidad.
D. Una reunin con el cliente para identificar los requisitos de calidad.
&espuesta! .
30. &sted est asignado como el director del proyecto en un proyecto con
un calendario agresi)o* Durante una reciente reunin de su equipo se
que(aron de la alta presin aplicada y las muc#as #oras de tiempo de
exceso de tra'a(o*
*.ul es la solucin preferida para manejar el pro(lema#
A. 4rate de o(tener un presupuesto adicional y el tiempo.
B. Mejorar la comunicacin del equipo y la disponi(ilidad de datos de alta
calidad so(re los riesgos. Utilice esta informacin para que pueda tomar
decisiones (ien fundadas antes.
C. El pro(lema puede estar en el ritmo de los clientes del proyecto
inquietante. Mantenerlo en la distancia del equipo.
D. %plicar una v3a rpida para acortar la duracin del proyecto sin tra(ajo
adicional.
&espuesta! Un
31.:cti)ity ; #as a duration o/ 67 days0 :cti)ity 6 o/ ;7 days0 :cti)ity < o/
= days and :cti)ity > o/ ? days* @#at is t#e minimum total duration
'et%een t#e Milestones : and A?
%. GH days
7. GI days
.. GJ days
/. K@ days
%ns9er! 7
32.@#ic# o/ t#e /ollo%ing statements is true concerning Bcope De/inition?
A. 4-e %ctivity ist is a principle output used for resource allocation and is
an input to net9or: diagramming.
7. 4-e Scope Statement is a principle output containing a narrative
description of project 9or: and delivera(les.
.. 4-e Project .-arter is a principle output and aut-ori)es t-e project.
/. 4-e 6or: 7rea:do9n Structure is a principle output and s-ould (e
(ro:en do9n to a level 9-ic- allo9s sufficient accuracy in planning.
%ns9er! /
33.:ll t#e /ollo%ing statements regarding 5%#istle'lo%ing5 are true
except
%. $t is t-e term used to define an employeeLs decision to disclose
information on unet-ical, immoral or illegal actions at 9or: to an
aut-ority figure.
7. %n employee s-ould al9ays discuss t-e matter 9it- people e2ternal to
t-e company (efore follo9ing t-e Mc-ain of commandM and discuss it
9it- t-e immediate superior.
.. 4-e consequences of 9-istle(lo9ing are often e2treme and include
possi(le (eing (randed as -aving (ad judgment, firing, civil action and
imprisonment.
D. .arefully considered 9-istle(lo9ing can lead to t-e end of unet-ical
(usiness practices.
%ns9er! 7
34.@#ic# o/ t#e /ollo%ing statements is not true?
%. %ttri(ute sampling is t-e process of assessing 9-et-er results conform
to specifications or not.
7. Prevention means :eeping errors out of t-e process
C. >aria(les sampling means t-at t-e result is classified into one of t-e G
categories! Maccepta(leM , Maccepta(le after re9or:M , MrejectedM.
/. $nspection means :eeping errors out of t-e -ands of t-e customer.
%ns9er! .
35.@#y s#ould assumptions 'e documented?
%. %ssumptions mig-t prove to (e 9rong. Nno9ing 9-ic- assumptions 9ere
incorrect allo9s (aseline adjustments in case of project crisis.
7. %ssumption analysis is a valua(le tool and tec-nique of &is:
$dentification.
.. %ssumptions limit t-e project management teamOs options for decision
ma:ing.
D. $n case of sc-edule or (udget overruns, t-e documentation of
assumptions supports a clear assignment of responsi(ility.
%ns9er! 7
36.:ll t#e /ollo%ing statements are true except
%. $t is a2iomatic of t-e quality management discipline t-at t-e (enefits
out9eig- t-e costs.
7. ;uality s-ould (e tested and inspected into 9or: results on a regular
(ase.
.. 4-e primary cost of meeting quality requirements is t-e e2pense
associated 9it- project quality management activities.
/. 4-e primary (enefit of meeting quality requirements is less re9or:,
9-ic- means -ig-er productivity, lo9er costs, and increased sta:e-older
satisfaction.
%ns9er! 7
<C*@#ic# o/ t#e /ollo%ing statements a'out diagramming met#ods is not
%. P/M is t-e same as %05.
7. %/M is t-e same as %0%.
.. GE&4 is t-e same as System /ynamics Model.
/. GE&4 and System /ynamic Model are e2amples of conditional
diagramming met-ods
%ns9er! .
38.: pro(ect is managed 'y a pro(ect coordinator* @#ic# o/ t#e /ollo%ing
statements is most li$ely to 'e true?
%. 4-e performing organi)ation is a 9ea: matri2.
7. 4-e performing organi)ation is doing Mmanagement (y projectsM.
.. 4-e performing organi)ation is a strong matri2.
/. 4-e performing organi)ation is projecti)ed.
%ns9er! %
39.@#ic# o/ t#e /ollo%ing statements concerning crossDcultural di//erences
is true?
%. 4-ere is no one M(est 9ayM for project organi)ation.
7. Some cultures -ave values, some not.
.. .ultural dilemmas s-ould (e denied to not allo9 t-em to disrupt project
9or:.
D. .ommunicating across cultures s-ould only (e done using language. 4-e
nonver(al dimension (ears too many ris:s.
%ns9er! %
40.@#at are dummy acti)ities?
%. %ctivities in P/M 9-ic- are not necessary and can (e dropped if time is
running out.
7. %rro9s in %/M 9-ic- represent dependencies (et9een nodes 9it-out
real activities.
.. %ctivities, 9-ic- can (e passed to t-e team mem(ers 9it- t-e lo9est $;.
/. %ctivities in P/M 9-ic- are not performed (y team mem(ers.
%ns9er! 7
41.@#ic# o/ t#e /ollo%ing are not cost o/ quality?
%. Prevention costs.
7. +ailure costs.
.. 4ransportation costs.
/. %ppraisal costs.
%ns9er! c
>6*@#at is a trigger in pro(ect ris$ management?
%. %n e2pected situation causing an unidentified ris: event to occur.
7. % 9arning sign t-at an identified ris: event mig-t -ave occurred.
.. %n une2pected situation causing an identified ris: event to occur.
/. %n une2pected situation causing an unidentified ris: event to occur.
%ns9er! (
43.:ccording to t#e pro(ect plan0 a contractor is sc#eduled to deli)er some
so/t%are components at t#e end o/ t#e day* : regular payment is due to
'e made to t#is contractor tomorro%*
-#e pro(ect team recei)ed a note t#is morning in/orming t#em t#at t#e
so/t%are deli)ery %ill 'e delayed 'y 6 %ee$s*
-#is morning0 t#e pro(ect team recei)ed a note t#at t#e so/t%are %ill 'e
delayed 'y 6 %ee$s*
3o% s#ould t#e pro(ect management team react?
%. 4-e project management team s-ould delay payment for @ 9ee:s.
7. 4-e project management team must immediately find a different
contractor.
.. 4-e project management team s-ould conduct a meeting 9it- t-e
contractor to resolve t-e delivery issues (efore ma:ing t-e payment.
/. 4-e project management team s-ould ma:e t-e payment and
resc-edule t-e project plan.
%ns9er! .
>>*"n a so/t%are company a large num'er o/ simultaneously per/ormed
pro(ects utilize t#e same groups o/ #uman and ot#er resources*
@#at is t#e term commonly used /or t#is situation?
%. .oncurrent engineering.
7. &esource over,allocation.
.. &esource pooling.
/. Program management
%ns9er! c
45.@#at does t#e acronym 2:M commonly stand /or in pro(ect
management?
%. &esponsi(ility %ssignment Matri2.
7. &emotely %pplied Measurements.
.. &is: %9are Management.
/. &andomly %ccessi(le Material.
%ns9er! %
46.@#at is not #andled as a constraint in pro(ect management?
%. a9s and regulations.
7. imits of aut-ori)ation.
.. 4eam preferences.
/. P-ysical constraints.
%ns9er! .
47.: precontract agreement t#at esta'lis#es t#e intent o/ a party to 'uy
products or ser)ices is called a
%. Seller initial response.
7. Seller immediate response.
.. etter of intent.
/. etter of credit.
%ns9er! .
48.@#at s#ould not 'e part o/ a ris$ management plan?
%. &oles and responsi(ilities for -andling ris:s.
7. 4iming of ris: management activities.
.. 4-e managerial approac- to9ards ris:.
/. $ndividual ris:s
%ns9er! /
49.: pro(ect manager per/orms Earned Ealue :nalysis and /inds t#e
/ollo%ing results4
EE4 6=70777F PE4 6770777F :, 6C=0777
A:, is =770777*
@#at is rig#t?
%. E%. E K==,===
7. E%. E AA=,===
.. 74. E K==,===
/. E4. E IA,===.
%ns9er! 7
50.-#e construction o/ a residential #ome %ill cost a certain amount per
square /oot o/ li)ing space* -#is is an example o/ %#at type o/
estimating?
%. %nalogous estimating.
7. 7ottom,up estimating.
.. 4op,do9n estimating.
/. Parametric modeling.
%ns9er! /
51.@#ic# o/ t#e /ollo%ing s#ould not 'e reason /or Gre'aseliningH in a
pro(ect?
%. Scope c-anges.
7. .ost variances.
.. Major sc-edule c-anges.
D. 5e9 information indicating t-at t-e (asis for t-e original project cost
estimates 9as incorrec
%ns9er! 7
52.@#en a c#ange control systemIs pro)ision /or c#anges %it#out /ormal
re)ie% in case o/ emergency is 'eing utilized
%. .-anges can (e simply applied 9it-out furt-er managerial activities if
t-ey -elp solving t-e pro(lem.
7. .-anges must still (e documented and captured so t-at t-ey do not
cause pro(lems later in t-e project.
.. % ne9 c-ange control (oard P..7Q s-ould (e esta(lis-ed.
/. 4-e project (aseline must (e c-anged as 9ell.
%ns9er! 7
53.@#ic# o/ t#e /ollo%ing is generally not regarded to 'e a moti)ator
according to Jrederic$ 3erz'erg?
%. 6or:ing conditions and interpersonal relations.
7. &esponsi(ility for enlarged tas:.
.. $nterest in t-e tas:.
/. &ecognition for ac-ievement.
%ns9er! %
54.,ompanies and institutions commonly #ire leaders %it#
%. % strong position in negotiating.
7. E2perience in tric:ing (usiness partners.
.. $ntegrity and e2pertise.
/. % strong lin: to local traditions.
%ns9er! .
55.Kou are t#e pro(ect manager and #a)e contracted %it# a ser)ice
pro)ider to de)elop a complicated so/t%are solution -#is so/t%are is
necessary to control t#e mac#inery equipment %#ic# your pro(ect team
%ill de)elop* "t is a lumpDsum contract %it# additional incenti)es /or
meeting prede/ined sc#edule targets* -#e payment sc#edule and
incenti)es are as /ollo%s4
;78 %it# order
678 a/ter su'mission o/ prototype (L =8 i/ deli)ered one %ee$
early
=78 a/ter product deli)ery (L = 8 i/ deli)ered one %ee$ early
678 a/ter /inal product acceptance (L = 8 i/ deli)ered one %ee$
early
Kesterday t#e company su'mitted t#e prototype to your pro(ect team*
-#is %as 6 %ee$s a/ter t#e sc#eduled deli)ery date and < %ee$s a/ter
t#e date necessary to quali/y /or t#e incenti)e payment*
-#is morning0 t#e manager o/ t#e contractor approac#ed you to as$ /or
c#anges to t#e payment sc#edule* -#ey /ound t#at t#eir initial %or$
and costs %ere muc# #ig#er t#an originally expected and t#ey no%
%is# to increase t#e second payment to <78 and reduce t#e /inal
payment to ;78*
During t#e discussion you got t#e impression t#at t#e company is in
serious /inancial trou'le*
@#ic# o/ t#e /ollo%ing mig#t 'e t#e most appropriate initial step?
%. 0ffer to pay @AR no9 and to reduce t-e final payment do9n to <AR.
7. Point out t-at t-e contractor is not in a position to demand a c-ange to
t-e contract.
.. /emand an urgent meeting 9it- t-e seller.
/. &evisit t-e planning processes of project ris: management to understand
t-e upcoming ris:s in conjunction 9it- t-e seller (efore any furt-er
decisions are made.
%ns9er! /
56.: re)ie% o/ management processes and t#e associated documentation
is commonly called
E. %udit.
+. $nspection.
G. 4esting and measuring.
B. Screening.
%ns9er! %
57.@#ic# o/ t#e /ollo%ing is true in regard to t#e ,ode o/ :ccounts?
$. $t allo9s one to easily identify t-e (rea:do9n level of t-e item in t-e
resource structure.
J. $t descri(es t-e coding structure used (y t-e performing organi)ation to
report financial information in its general ledger.
N. $t is t-e collection of unique identifiers generally assigned to 67S items.
. $t defines et-ical (e-avior in t-e project and t-e responsi(ilities to t-e
customer and t-e profession.
%ns9er! .
=M*Kou are a mem'er o/ your companyNs pro(ect o//ice* -#e company is
running many concurrent pro(ectsF most o/ t#em s#are a resource pool*
&nderstanding #o% resources are utilized across pro(ects is seen as
'eing essential to cost e//ecti)eness and pro/ita'ility*
Kou recently recei)ed an inquiry to assess t#e 'ene/its o/ using pro(ect
management so/t%are to manage t#e companyNs pro(ect port/olio*
@#ic# o/ t#e /ollo%ing is true?
M. Project management soft9are -as t-e capa(ility to -elp organi)e
resource pools.
N. Project management soft9are 9ill dramatically simplify t-e tas: of
leveling resources across projects 9it- different project management
teams.
O. Supporting project portfolio management is not t-e project officeOs
(usiness.
P. Evaluating project management soft9are is not t-e project officeOs
(usiness.
%ns9er! %
59.@#at are BM:2- o'(ecti)es?
;. 0(jectives specified 9it- far more detail t-an necessary for a successful
project.
&. Easily ac-ieva(le o(jectives.
S. 0(jectives t-at s-ould (e ac-ieved in order to attain formal recognition.
4. 0(jectives t-at -ave specific, measura(le, assigna(le, realistic and time,
related specifications.
%ns9er! /
?7*Kou #a)e 'een assigned to a ne% pro(ect and #a)e /inis#ed t#e scope
statement* Kou and your team are no% going to create a @or$
Area$do%n Btructure* Kou are spending a lot o/ time discussing #o% to
create a completely decomposed @or$ Area$do%n Btructure*
@#ic# o/ t#e /ollo%ing is not rele)ant to t#is discussion?
U. StatusScompletion is measura(le.
>. 4imeScost is easily estimated.
6. StartSend events are clearly defined.
T. &esource availa(ility can (e relia(ly foreseen.
%ns9er! /
61.: pro(ect manager per/orms Earned Ealue :nalysis and /inds t#e
/ollo%ing results4
:,4 66707770 PE4 6=707770 EE4 6670777*
%. .> E =.
7. .> E G=,===.
.. .> E ,G=,===.
/. .> E <
%ns9er! %
62.During a company e)ent0 you #ad t#e opportunity to tal$ to a colleague
pro(ect manager* 3e told you t#at in #is current pro(ect actual costs are
;=8 under cumulated costs sc#eduled /or today*
@#at do you t#in$?
%. 4-e information availa(le is not sufficient to assess project performance.
7. 4-e project 9ill pro(a(ly (e completed 9it- total costs remaining under
(udget.
.. % significant cost increase during t-e furt-er course of t-e project 9ill
pro(a(ly (ring t-e costs (ac: to (aseline level.
D. 0riginal cost planning must -ave (een poor to allo9 t-is variance.
%ns9er! %
63.@#ic# is true regarding pro(ects?
A. % project is a unique service underta:en to create a temporary product.
7. % project is a unique endeavor underta:en to create a temporary
service.
.. % project is a temporary endeavor underta:en to create a unique
product or service.
/. % project is a temporary product underta:en to create a unique
endeavor or service
%ns9er! .
64.@#ic# o/ t#e /ollo%ing statements descri'es t#e relations#ip 'et%een
pro(ect p#ases and t#e pro(ect li/e cycle?
%. 4-e project lifecycle contains t-e iterative incremental elements inside a
project p-ase.
7. .ollectively, t-e project p-ases are :no9n as t-e project life cycle.
.. 4-e project lifecycle is regarded as a sequence of project activities 9-ile
p-ases are defined to control t-e overlapping of activities.
/. 4-e project lifecycle contains t-e repetitive elements inside a project
p-ase
%ns9er! 7
?=*: pro(ect management team discusses %#at scope means in a pro(ect*
:ll o/ t#e /ollo%ing statements are true except
%. 4-e processes, tools, and tec-niques used (y project scope management
are mostly depending on t-e application area.
7. Product scope includes features and functions t-at are to (e included in
a product or service.
.. Project scope includes t-e 9or: t-at must (e done in order to deliver a
product 9it- t-e specified features and functions.
D. Project Scope Management includes t-e processes required to ensure
t-at t-e project includes all t-e 9or: required and only t-e 9or:
required.
%ns9er! %
??*@#at is t#e BDcur)e in pro(ect management?
%. % grap- t-at is generated if a normal curve is integrated.
7. % grap- t-at is to (e integrated to generate a normal curve.
.. % metap-oric description of t-e s-ort term uncertainties t-at are present
in every project.
/. 4-e grap- t-at descri(es t-e typical gro9t- of earned value during t-e
course of t-e project.
%ns9er! /
67.-#e output o/ t#e resource planning process is a document 5resource
requirements5* -#is a description o/ %#at types o/ resources are
required in %#at quantities***
%. 9-ere t-e term resources is limited to equipment and materials.
7. for eac- element at t-e lo9est level of t-e 9or: (rea:do9n structure.
.. 9-ere t-e term resources is limited to -uman resources.
/. to (e o(tained solely from t-e performing organi)ation.
%ns9er! 7
68.-#e ma(or output document o/ Bcope de/inition is t#e*
%. Bierarc-ically structured 67S.
7. +lat %ctivity ist.
.. 5arrative Scope Statement.
/. 4-e Project .-arter for t-e project manager
%ns9er! %
69."n regards o/ a cost 'aseline all o/ t#e /ollo%ing is true except
A. $t is a time,p-ased (udget t-at 9ill (e used to measure and monitor cost
performance on t-e project.
7. $t can (e easily created and updated as necessary.
.. $t is developed (y summing estimated costs (y period.
/. $t is usually displayed in t-e form of an S,curve.
%ns9er! 7
70.@#ic# is not true in regard o/ 2o" (2eturn on "n)estment?
%. $t defines t-e cumulated net income from an investment at a given point
in time or during a defined period.
7. $t includes investment, direct and indirect costs and may include
allo9ances for capital cost, depreciation, ris: of loss, andSor inflation.
.. $t is generally stated in currency units, as a percentage or as an inde2
figure.
/. $t is t-e time 9-en cumulated net income is equal to t-e investment.
%ns9er! /
71.2egarding Delp#i -ec#nique all o/ t#e /ollo%ing statements are true
except
%. $t is a 9ay to reac- a consensus of e2perts.
7. E2perts are identified (ut participate anonymously 9-ile a facilitator
uses a questionnaire to solicit ideas.
C. 4-e e2perts are encouraged (y t-e facilitator to ma:e direct contact 9it-
eac- ot-er during t-e assessment process to create a -ig-er num(er of
feed(ac: loops.
/. 4-e responses are su(mitted and are t-en circulated to t-e e2perts for
furt-er comment.
%ns9er! .
72.2egarding quality and grade all o/ t#e /ollo%ing statements are true
except
A. o9 quality is al9ays a pro(lem? lo9 grade may not (e. Grade is a
category or ran: given to entities -aving t-e same functional use (ut
different requirements for quality. ;uality is t-e totality of c-aracteristics
of an entity t-at (ear on its a(ility to satisfy stated or implied needs.
;uality can simply (e improved t-roug- intelligent testing and
e2amining, upgrading requires additional e2penses.
%ns9er! /
73.Oet%or$ templates %#ic# contain only portions o/ a net%or$ are o/ten
re/erred to as
%. Su(nets or fragnets
7. Su(projects
.. Programs
/. 67S items
%ns9er! 7
74."n ma$ing an in)estment in a pro(ect0 in)estors require compensation
/or %#ic# o/ t#e /ollo%ing?
%. 4-e ris:,free rate of return plus a ris: premium plus a premium for
inflation.
7. Sacrifice of immediate use of cas- for consumption or ot-er investments,
possi(ility of inflation and ris:.
C. Pay(ac: period in years 2 investment 2 P< U discount rateQperiods.
/. $nflation and depreciation.
%ns9er! 7
75.: summary acti)ity in a net%or$ logic diagram is o/ten re/erred to as a
%. Bammoc:.
7. /angler.
.. Milestone.
/. Su(tas:.
%ns9er! %
76.@#en a pro(ect p#ase is /inis#ed0 t#is is also $no%n as a PPPP*
%. Nill point
7. Milestone
.. Scope creep
/. ;uality metrics
%ns9er! %
77.Qngoing pro(ect planning is also $no%n as PPPPPPPP*
%. &olling 9ave planning
7. 7uildup planning
.. %ctivity planning
/. Project processes
%ns9er! %
78.: PPPPPPloo$s at determining i/ t#e pro(ect idea is a realistic pro(ect*
%. .ase project study
7. +easi(ility study
.. Matri2 study
/. /emand study
%ns9er! 7
79.Kou are t#e pro(ect manager /or a seminar and training session t#at
approximately 60777D6=77 employees %ill 'e attending* Kou #a)e
rented a #all /or t#e seminarF #o%e)er0 you are unsure exactly #o%
many people %ill attend* Moreo)er0 t#e num'er o/ ta'les required %ill
c#ange depending on attendance* -#e cost o/ t#e /urniture s#ould 'e
considered?
%. >aria(le cost
7. /irect cost
C. +i2ed cost
/. 4ransient cost
%ns9er! %
80.@#ic# o/ t#e /ollo%ing is t#e correct /ormula /or calculating present
)alue o/ a 'usiness or organization?
5ote! & E $nterest rate, n E time periods
%. Present >alue E +uture >alueSP<U&Qn
7. Present >alue E +uture >alueSP<,&Qn
.. Present >alue E P<U&Qn
/. Present >alue E P<,&Qn S +uture >alue
%ns9er! %
81.: narrati)e description o/ products or ser)ices to 'e supplied under
contract is called4
%. t-e project plan.
7. a statement of 9or:.
.. an e2ception report.
/. Pareto analysis.
%ns9er! 7
82.:n example o/ scope )eri/ication is4
A. revie9ing t-e performance of an installed soft9are module.
7. managing c-anges to t-e project sc-edule.
.. decomposing t-e 67S to a 9or: pac:age level.
/. performing a (enefitScost analysis to determine if 9e s-ould proceed
9it- t-e project.
%ns9er! %
83.@#ic# o/ t#e /ollo%ing is not an example o/ a source o/ scope c#ange?
A. a variation in government regulations.
B. failure to include a required feature in t-e design of a telecommunication
system.
.. a need to engage in (ottom,up cost estimating.
/. introducing tec-nology t-at 9as not availa(le 9-en scope 9as originally
defined.
%ns9er! .
84.-#e su'di)ision o/ ma(or pro(ect deli)era'les0 as identi/ied in t#e scope
statement0 into smaller0 more managea'le components is called4
%. parametric estimation.
7. scope definition.
.. feasi(ility analysis.
/. (enefit,cost analysis.
%ns9er! 7
85.-#e process o/ esta'lis#ing clear and ac#ie)a'le o'(ecti)es0 measuring
t#eir ac#ie)ement0 and ad(usting per/ormance in accordance %it# t#e
results o/ t#e measurement is called4
%. strategic planning.
7. alternative o(jectives inventory.
.. management (y o(jectives.
/. contingency planning.
%ns9er! .
86.,on/iguration management is4
%. used to ensure t-at t-e description of t-e project product is correct and
complete.
7. t-e creation of t-e 9or: (rea:do9n structure.
.. t-e set of procedures developed to assure t-at project design criteria are
met.
D. a mec-anism to trac: (udget and sc-edule variances.
%ns9er! %
87.: /undamental tenet o/ modern quality management #olds t#at quality
is most li$ely to 'e ac#ie)ed 'y4
%. planning it into t-e project.
7. developing careful mec-anisms to inspect for quality.
.. striving to do t-e (est jo( possi(le.
/. conducting quality circle activities.
%ns9er! %
88.Kour most recent pro(ect status report contains t#e /ollo%ing
in/ormation4 A,@P R <07770 :,@P R <0=770 and A,@B R >0777* -#e
sc#edule )ariance is4
%. U <,===.
7. U A==.
.. , A==.
/. , <,===.
%ns9er! /
89.9earning cur)e t#eory emp#asizes t#at in producing many goods4
%. cost decreases as production rates increase.
7. average unit cost decreases as more units are produced.
C. materials (ecome c-eaper 9-en t-ey are purc-ased in (ul:.
/. la(orers (ecome more productive (ecause of tec-nological advances.
%ns9er! 7
90.2earranging resources so t#at constant resource le)els are maintained
is called4
%. floating.
7. leveling.
.. restructuring.
/. cras-ing.
%ns9er! 7
91.-#e PPPPPPPPP is a timeDp#ased 'udget t#at %ill 'e used to measure
and monitor cost per/ormance in t#e pro(ect*
%. 9or: (rea:do9n structure
B. project sc-edule
.. cost (aseline
/. cost (udget
%ns9er! .
92.-o trans/er most o/ t#e cost ris$ to t#e contractor0 t#e client may use a
PPPPPPPPPPP contract*
%. cost plus a9ard fee
7. cost plus incentive fee
.. cost plus fi2ed fee
/. fi2ed price
%ns9er! /
93.:n appropriate sequence /or ris$ management acti)ities is4
A. ris: identification, ris: quantification, and ris: response development and
control.
7. ris: identification, ris: assessment, and ris: planning.
.. ris: identification, ris: mitigation, and ris: management.
/. ris: identification, ris: elimination, and ris: mitigation.
%ns9er! %
94.-#eory S #olds t#at4
%. quality improvements lie in t-e -ands of quality circles.
7. profits are tied to meeting sc-edule deadlines.
.. a(senteeism is tied to poor 9or:ing conditions.
/. 9or:ers are in-erently unmotivated and need strong guidance.
%ns9er! /
95.:ll o/ t#e /ollo%ing are c#aracteristics o/ parametric estimating except4
%. -istorical information.
7. quantifia(le.
.. scala(le.
/. activity lists.
%ns9er! /
96."nputs to cost 'udgeting include all o/ t#e /ollo%ing except4
%. cost (aseline
7. cost estimate
.. 9or: (rea:do9n structure
/. project sc-edule
%ns9er! %
97."nputs used during scope planning include all o/ t#e /ollo%ing except4
%. constraints.
7. project c-arter.
.. (udgetScost analysis.
/. product description.
%ns9er! .
98.,ost control outputs include all o/ t#e /ollo%ing except4
%. estimate at completion.
7. (udget updates.
C. revised cost estimates.
/. cost (aseline.
%ns9er! /
99.2is$ identi/ication outputs include t#e /ollo%ing except4
%. decision trees.
7. inputs to ot-er processes.
.. ris: symptoms.
D. potential ris: events.
%ns9er! %
100. "nputs into o)erall c#ange control include all o/ t#e /ollo%ing
except4
%. project plan.
7. c-ange requests.
.. c-ange control system.
/. performance reports
%ns9er! .
101. :cti)ity duration estimate inputs include all o/ t#e /ollo%ing
except4
%. resource requirements.
7. (asis of estimates.
.. activity lists.
D. constraints.
%ns9er! 7
102. :ll o/ t#e /ollo%ing are contract types except4
%. unit,price.
7. ma:e,or,(uy.
.. cost reim(ursa(le.
/. lump sum.
%ns9er! 7
103. "nitiation inputs /or a pro(ect include all o/ t#e /ollo%ing except4
%. product description.
B. strategic plan.
.. project c-arter.
/. selection criteria.
%ns9er! .
104. 2esponses to ris$ t#reats include all o/ t#e /ollo%ing except4
%. avoidance.
7. acceptance.
.. mitigation.
/. rejection.
%ns9er! /
105. -#e process o/ per/ormance reporting includes all o/ t#e
/ollo%ing except4
%. status reporting.
7. progress reporting.
.. forecasting.
/. product analysis.
%ns9er! /
106. ,onstrained optimization met#ods o/ pro(ect selection include4
%. scoring models.
7. (enefit,cost ratios.
.. multi,o(jective programming algorit-ms.
/. su(jective analyses.
%ns9er! .
107. @#ic# o/ t#e /ollo%ing statements concerning contract type is
correct?
%. a fi2ed price contract contains t-e most ris: for t-e (uyer.
7. cost reim(ursa(le contracts offer sellers t-e -ig-est profit potential.
C. lump sum contracts offer sellers t-e greatest profit potential.
/. unit price contracts are illegal in many jurisdictions.
%ns9er! .
108. : @or$ Area$do%n Btructure (@AB num'ering system s#ould
allo% pro(ect sta// to4
%. identify t-e level at 9-ic- individual 67S elements are found.
7. identify configuration management milestones.
.. estimate t-e costs of 67S elements.
D. provide project justification.
%ns9er! %
109. :ll o/ t#e /ollo%ing are true quality statements except4
%. ;uality improvement depends upon (etter definit ion and increased
a9areness of t-e requirementsSspecifications.
7. Project quality management must address (ot- management of t-e
project and t-e product of t-e project.
.. &ecognition of :ey actions required of eac- team mem(er is necessary
to meet quality o(jectives.
/. .omputer,aided design systems can improve quality, (ut only at t-e
e2pense of an increase in t-e cost of design.
%ns9er! /
110. :ll o/ t#e /ollo%ing are examples o/ tools o/ten used in cost
estimating except4
%. parametric modeling.
7. analogous estimating.
.. (ottom,up estimating.
/. activity duration estimates.
%ns9er! /
111. :t SKT "n,*0 t#e #ourly %age /or semiDs$illed %or$ers is U;>*77*
-#e annual audit s#o%s t#at /ringe 'ene/its cost <78 o/ 'asic %ages0
and t#at o)er#ead costs are ?78 o/ %ages plus /ringe 'ene/its* @#at is
t#e 5loaded5 #ourly %age /or a semiDs$illed %or$er at SKT "nc*?
%. V@I.<K.
7. V@W.JH.
.. VG=.=G.
/. V@J.<@.
%ns9er! /
112. Q/ t#e /ollo%ing estimates0 %#ic# most accurately re/lect t#e
actual cost o/ t#e pro(ect?
%. conceptual estimates.
7. order of magnitude estimates.
.. preliminary estimates.
/. (ottom,up estimates.
%ns9er! /
113. -#e most crucial time /or pro(ect ris$ assessment is4
%. 9-en a pro(lem surfaces.
7. during t-e planning p-ase.
.. during t-e close,out p-ase.
/. after t-e project sc-edule -as (een pu(lis-ed.
%ns9er! 7
114. @#en t#ere is uncertainty associated %it# one or more aspects o/
t#e pro(ect0 one o/ t#e /irst steps to ta$e is to4
%. revise project plan.
7. conduct a ris:,(enefit analysis.
.. conduct a needs analysis.
/. increase t-e estimated cost of t-e project.
%ns9er! 7
;;=* "ncluding a contingency reser)e in t#e pro(ect 'udget is intended
to4
%. reduce t-e pro(a(ility of scope c-anges.
7. increase t-e pro(a(ility of scope c-anges.
.. reduce t-e pro(a(ility of a cost overrun.
/. increase t-e pro(a(ility of a cost overrun.
%ns9er! .
116. 1i)en t#e in/ormation in t#e /ollo%ing ta'le0 %#at is t#e expected
)alue /rom t#is ris$ e)ent? Pro'a'ility 2esult
*> D;70777
*< DC0=77
*6 D=0777
*; L60=77
%. ,<=,===.
7. , I,A==.
.. U @,A==.
/. ,I,===.
%ns9er! /
117. : contractor is %or$ing on a /ixed price contract t#at calls /or a
single0 lump sum payment upon satis/actory completion o/ t#e contract*
:'out #al/%ay t#roug# t#e contract0 t#e contractorNs pro(ect manager
in/orms t#eir contract administrator t#at /inancial pro'lems are ma$ing
it di//icult /or t#em to pay t#eir employees and su'contractors* -#e
contractor as$s /or a partial payment /or %or$ accomplis#ed*
@#ic# o/ t#e /ollo%ing actions 'y t#e 'uyer is most li$ely to cause
pro'lems /or t#e pro(ect?
%. starting partial payments for 9or: accomplis-ed.
7. ma:ing no payments (ecause it 9ould violate t-e conditions of t-e
contract.
.. paying for 9or: accomplis-ed to date.
/. negotiating a c-ange to t-e payment conditions in t-e contract.
%ns9er! 7
118. : precise description o/ a p#ysical item0 procedure0 or ser)ice /or
implementation o/ an item or ser)ice is called a4
%. 9or: pac:age.
7. (aseline.
C. product description
/. 9or: (rea:do9n structure P67SQ element.
%ns9er! .
119. : pro(ect s#ould 'e terminated /or all o/ t#e /ollo%ing reasons
except4
%. lac: of team synergy.
7. t-e project no longer meets t-e companyOs o(jectives.
.. t-e resources are not availa(le to complete project activities.
/. project funding -as (een significantly reduced.
%ns9er! %
120. Qne common %ay to compute estimated at completion (E:, is to
ta$e t#e pro(ect 'udgetedDatDcompletion and4
%. divide it (y t-e sc-edule performance inde2.
7. multiply it (y t-e sc-edule performance inde2.
.. multiply it (y t-e cost performance.
/. divide it (y t-e cost performance inde2.
%ns9er! /
121. @#ic# o/ t#e /ollo%ing is a tool used to secure expert (udgment?
A. Peer revie9
7. /elp-i tec-nique
.. E2pected value tec-nique
/. 6or: 7rea:do9n Structure P67SQ
%ns9er! 7
E2planation! 4-e O/elp-i tec-niqueO is a commonly used tool to secure e2pert
judgment 9-ile initiating a project.
OPeer revie9O is a project selection tool, OE2pected valueO is a met-od
quantitative ris: analysis, and O67SO is a project,planning tool.
122. Aased on t#e in/ormation pro)ided 'elo%0 %#ic# pro(ect %ould
you recommend pursuing?
Project $, 9it- 7.& P7enefit .ost ratioQ of <!<.H?
Project $$, 9it- 5P> of US V A==,===?
Project $$$, 9it- $&& P$nternal rate of returnQ of <AR
Project $>, 9it- opportunity cost of US V A==,===.
%. Project $
7. Project $$$
.. Eit-er project $$ or $>
/. .an not say from t-e data provided
%ns9er! 7
E2planation! Project $$$ -as an $&& of <AR, 9-ic- means t-e revenues from t-e
project equal t-e cost e2pended at an interest rate of <AR.
4-is is a definitive and a favora(le parameter, and -ence can (e recommended
for selection.
Project $ -ave an unfavora(le 7.& and -ence cannot (e recommended.
$nformation provided on projects $$ and $> is not definitive, and -ence neit-er
of projects $$ and $> qualifies for a positive recommendation.
123. @#at t#e pro(ect manager to ensure t#at all %or$ in t#e pro(ect
is included s#ould do?
%. .reate a contingency plan
7. .reate a ris: management plan
.. .reate a 67S
/. .reate a scope statement
%ns9er! .
E2planation! % 67S is a delivera(le oriented grouping of project components
t-at organi)es and defines t-e total scope of t-e project.
124. @#at $ind o/ a relations#ip is implied %#en completion o/ a
successor is dependent on initiation o/ its predecessor?
%. finis-,to,start P+SQ
7. finis-,to,finis- P++Q
.. start,to,start PSSQ
/. start,to,finis- PS+Q
%ns9er! /
E2planation! % start,to,finis- PS+Q relations-ip (et9een t9o activities implies
t-at t-e completion of successor is dependent on t-e initiation of its
predecessor.
% finis-,to,start P+SQ relations-ip (et9een t9o activities implies t-at t-e
initiation of successor is dependent on t-e completion of predecessor.
% finis-,to,finis- P++Q relations-ip (et9een t9o activities implies t-at t-e
completion of successor is dependent on t-e completion of predecessor.
% start,to,start PSSQ relations-ip implies t-at t-e initiation of successor is
dependent on t-e initiation of predecessor..
125. @#at s#ould a pro(ect manager do or /ollo% to ensure clear
'oundaries /or pro(ect completion?
%. Scope verification
7. .omplete a scope statement
.. Scope definition
/. &is: management plan
%ns9er! 7
E2planation! 4-e project team must complete a scope statement for developing
a common understanding of t-e project scope among sta:e-olders. 4-is lists
project delivera(les , summary level su(,products, 9-ose full and satisfactory
delivery mar:s t-e completion of t-e project.
Scope verification is t-e process of securing a formal acceptance of t-e project
scope (y sta:e-olders.
Scope definition is t-e process of su(dividing t-e major project delivera(les into
smaller, more managea(le components.
% ris: management plan involves setting up processes for identifying and
dealing 9it- project ris:s.
126. :n organization is certi/ied to a stringent en)ironmental standard
and uses t#at as t#e $ey di//erentiator %it# its competitors* :lternati)e
identi/ication during scope planning /or a particular pro(ect #as t#ro%n
up an expeditious approac# to ac#ie)e a pro(ect need0 'ut t#is in)ol)es
a ris$ o/ en)ironmental contamination* -#e team e)aluates t#at t#e
li$eli#ood o/ t#e ris$ is )ery lo%* @#at s#ould t#e pro(ect team do?
%. /rop t-e alternative approac-
7. 6or: out a mitigation plan
.. Procure an insurance against t-e ris:
/. Plan all precautions to avoid t-e ris:
%ns9er! %
E2planation! 4-e organi)ationOs reputation (eing at sta:e, t-e t-res-old for
suc- a ris: 9ould (e very lo9.
Mitigation plan against an environmental contamination 9ould mean reducing
t-e impact, 9-ic- may not (e a plausi(le response.
Procuring an insurance against t-e ris: 9ould only transfer t-e monetary impact
of t-e ris:, and not t-e intangi(le impact li:e, t-e reputation of t-e
organi)ation.
Planning precautions against t-e occurrence 9ould still leave an opportunity of
occurrence.
4-is cannot (e completely avoided.
4-e (est option 9ould (e to drop t-e approac- , t-at is, complete avoidance of
t-e ris:.
127. -#e /ollo%ing t#ree tas$s /orm t#e entire critical pat# o/ t#e
pro(ect net%or$* -#e t#ree estimates o/ eac# o/ t#ese tas$s are
ta'ulated 'elo%* 3o% long %ould t#e pro(ect ta$e to complete
expressed %it# an accuracy o/ one standard de)iation?
4as: 0ptimistic
Most
li:ely
Pessimistic
% <A @A KI
7 <@ @@ GA
. <H @I G@
%. IA.A
7. IA.A US, A.=W
.. IA.A US, W.A
/. IA.A US, @.WG
%ns9er! 7
E2planation! 4-e critical pat- is t-e longest duration pat- t-roug- a net9or:
and determines t-e s-ortest time to complete t-e project. 4-e PE&4 estimates
of t-e tas:s listed are @I, @@.A X @H. 4-erefore, t-e lengt- of t-e critical pat- of
t-e project is @IU@@.AU@H E IA.A.
4-e standard deviations of t-e estimates of t-e t-ree tas:s are determined as
PP,0QSH E @, G.WG X @.HI respectively. 4-e standard deviation of t-e total pat-
is determined as Sq. root Psum of variancesQ, 9-ere variance E square of
standard deviation. 4-us, standard deviation of critical pat- E Sq. root
PKU<K.HIUI.<GQ E A.=W.
128. :/ter a study o/ t#e %or$ processes on a pro(ect0 a quality audit
team reports to t#e pro(ect manager t#at irrele)ant quality standards
%ere 'eing used 'y t#e pro(ect0 %#ic# mig#t lead to re%or$* @#at %as
t#e o'(ecti)e o/ t#e pro(ect manager in initiating t#is study?
%. ;uality control
7. ;uality planning
.. .-ec:ing ad-erence to processes
/. ;uality assurance
%ns9er! /
E2planation! /etermining validity of quality standards, follo9ed (y t-e project is
a Oquality assuranceO activity.
.ompliance of 9or: results to required specifications is a Oquality controlO
activity.
/etermining quality standards is a Oquality planningO activity.
O.-ec:ing ad-erence to processesO is a quality audit activity to ensure t-at
standard operating procedures or jo( instruction documents PS0Ps or Y$/sQ are
(eing follo9ed for producing t-e delivera(les of t-e process.
129. @#ic# o/ t#e /ollo%ing pro)ides t#e /oundation /or team
de)elopment?
%. Motivation
7. 0rgani)ational development
.. .onflict Management
/. $ndividual /evelopment
%ns9er! /
E2planation! $ndividual development Pmanagerial and tec-nicalQ is t-e
foundation of a team.
130. @#ic# o/ t#e /ollo%ing is OQ- an input to pro(ect plan execution?
%. 6or: aut-ori)ation system
7. Project plan
.. .orrective action
/. Preventive action
%ns9er! %
131. pro(ect manager %ould /ind team de)elopment t#e most di//icult
in %#ic# /orm o/ organization?
%. 6ea: Matri2 organi)ation
7. 7alanced Matri2 organi)ation
.. Projecti)ed organi)ation
/. 4ig-t Matri2 organi)ation
%ns9er! %
E2planation! $n a functional organi)ation, t-e project team mem(ers -ave dual
reporting to t9o (osses , t-e project manager and t-e functional manager.
$n a 9ea: matri2 organi)ation, t-e po9er rests 9it- t-e functional manager.
$n a (alanced matri2 organi)ation, t-e po9er is s-ared (et9een t-e functional
manager and t-e project manager. % projecti)ed organi)ation is grouped (y
projects and t-e project manager -as complete control on t-e project and its
team.
% 4ig-t matri2 organi)ation refers to co,locating t-e project team and -as
not-ing to do 9it- a matri2 organi)ation.
4-erefore, a project manager 9ould find it difficult to drive team development
in a 9ea: matri2 organi)ation.
132. -#e pro(ect manager o/ a large multiDlocation so/t%are pro(ect
team #as 6> mem'ers0 out o/ %#ic# = are assigned to testing* Due to
recent recommendations 'y an organizational quality audit team0 t#e
pro(ect manager is con)inced to add a quality pro/essional to lead t#e
test team at additional cost0 to t#e pro(ect*
-#e pro(ect manager is a%are o/ t#e importance o/ communication0 /or
t#e success o/ t#e pro(ect and ta$es t#is step o/ introducing additional
communication c#annels0 ma$ing it more complex0 in order to assure
quality le)els o/ t#e pro(ect*
3o% many additional communication c#annels are introduced as a
result o/ t#is organizational c#ange in t#e pro(ect?
%. @A
7. @K
.. <
/. A
%ns9er! %
E2planation! 5um(er of communication c-annels 9it- MnM mem(ers E nZPn,
<QS@
0riginally t-e project -as @A mem(ers Pincluding t-e project managerQ, 9-ic-
ma:es t-e total communication c-annels as @AZ@KS@ E G==.
6it- t-e addition of t-e quality professional as a mem(er of t-e project team,
t-e communication c-annels increase to @HZ@AS@ E G@A.
4-erefore, t-e additional c-annels as a result of t-e c-ange, t-at is, G@A,G== E
@A.
133. Qnce t#e pro(ect is complete0 t#e complete set o/ pro(ect records
s#ould 'e put in %#ic# o/ t#e /ollo%ing?
%. Project %rc-ives
7. /ata(ase
.. Storage room
/. Project &eport
%ns9er! %
E2planation! Project records s-ould (e prepared for arc-iving (y t-e
appropriate parties.
134. @#ic# o/ t#e /ollo%ing is a common /ormat /or per/ormance
reporting?
%. Pareto /iagrams
7. 7ar c-arts
.. &esponsi(ility %ssignment Matrices
/. .ontrol .-arts
%ns9er! 7
E2planation! .ommon formats for Performance &eports are, (ar c-arts Palso
called Gantt .-artsQ, S,curves, -istograms and ta(les etc.
135. "/ t#e cost )ariance is positi)e and t#e sc#edule )ariance is also
positi)e0 t#is indicates t#e4
%. Project is under (udget and (e-ind sc-edule
7. Project is over (udget and (e-ind sc-edule
.. Project is under (udget and a-ead of sc-edule
/. Project is over (udget and a-ead of sc-edule
%ns9er! %
E2planation! Positive Sc-edule >ariance means t-e project is a-ead of
sc-edule? 5egative .ost >ariance means t-e project is over,(udget.
136. During execution o/ a pro(ect0 an identi/ied ris$ e)ent occurs t#at
results in additional cost and time* -#e pro(ect #ad pro)isions /or
contingency and management reser)es* 3o% s#ould t#ese 'e
accounted /or?
%. .ontingency reserves
7. &esidual ris:s
.. Management reserves
/. Secondary ris:s
%ns9er! %
E2planation! 4-e question is a(out correct accounting for ris: events t-at occur
and updating t-e reserves.
&eserves are meant for ma:ing provisions in cost and sc-edule, to
accommodate for consequences of ris: events.
&is: events are classified as Mun:no9n un:no9nsM or M:no9n un:no9nsM, 9-ere
Mun:no9n un:no9nsM are ris:s t-at 9ere are not identified and accounted for,
9-ile M:no9n un:no9nsM are ris:s t-at 9ere identified and provisions 9ere
made for t-em.
Provisions for Mun:no9n un:no9nsM are in management reserves 9-ile t-ose
for M:no9n un:no9nsM are accommodated in contingency reserves.
Management reserves are at t-e discretion of senior management 9-ile t-e
contingency reserves are at t-e project managerOs discretion.
&esidual and secondary ris:s are remaining unmitigated ris:s and resultant
ris:s of mitigation, respectively. 4-ese are not reserves.
$n t-is case, t-e ris: event is one of t-e identified ris:s and t-erefore,
Ocontingency reserveO is t-e one 9-ere t-e cost and sc-edule impact 9ould (e
accommodated in.
137. @#ic# one o/ t#e /ollo%ing is t#e last step o/ pro(ect closing?
%. .lient -as accepted t-e product
7. %rc-ives are complete
.. .lient appreciates your product
/. essons learnt are documented
%ns9er! 7
E2planation! %rc-iving is t-e last step in t-e project closing.
138. @#o s#ould 'e in)ol)ed in t#e creation o/ lessons learned0 at
closure o/ a pro(ect?
%. Sta:e-olders
7. Project team
.. Management of t-e performing organi)ation
/. Project office
%ns9er! %
E2planation! OSta:e-oldersO include everyone 9-o are actively involved in t-e
project or 9-ose interests may (e affected as a result of t-e project e2ecution
or completion.
4-e Oproject teamO creates t-e lessons learned on t-e project.
4-e role of t-e Oproject officeO depends on t-e function defined for it 9it-in t-e
performing organi)ation and it could (e eit-er facilitating (est practices for all
projects or could constitute t-e project team.
%s lessons learned s-ould capture all variations and 9-at could -ave (een done
(etter for future deployment, Osta:e-oldersO s-ould (e involved in creation of
lessons learned.
139. :n organization #as recently started outsourcing %or$ to a lo%
cost0 #ig# )alue0 engineering center located in a di//erent country*
@#ic# o/ t#e /ollo%ing s#ould t#e pro(ect manager pro)ide /or t#e team
as a proacti)e measure?
%. % training course on t-e la9s of t-e country
7. % course on linguistic differences
C. %n e2posure to t-e cultural differences
/. % communication management plan
%ns9er! .
E2planation! Understanding cultural differences is t-e first step to9ards an
effective communication amongst t-e project team involving outsourced 9or:
from a different country. So, 9-at is needed in t-is case is Oan e2posure to t-e
cultural differencesO, 9-ic- is (eing mentioned as c-oice ..
.-oice %, t-at is, Oa training course on t-e la9s of t-e countryO is a su(ject of
legal e2perts and not of t-e project team.
.-oice 7, t-at is, O a course on linguistic differencesO 9ould not serve t-e
purpose of understanding and appreciating cultural differences, for (etter
teaming.
.-oice /, t-at is, Oa communication management planO is a document t-at
provides data gat-ering and dissemination amongst sta:e-olders of t-e project.
$t is necessary for t-e project (ut does not -elp in (ridging communication gaps
across different cultures
;>7* @#ile re)ie%ing t#e progress0 t#e pro(ect manager assesses t#at
an acti)ity #as 'een missed out /rom t#e implementation plan* :
milestone0 sc#eduled to 'e ac#ie)ed %it#in anot#er %ee$0 %ould 'e
missed %it# t#e current implementation plan*
@#ic# o/ t#e /ollo%ing is t#e next 'est action /or t#e pro(ect manager
in t#is situation?
%. &eport t-e error and t-e e2pected delay
7. 0mit t-e status update on t-e milestone
.. &eport t-e error and t-e planned recovery actions
/. %ssess alternatives to meet t-e milestone
%ns9er! /
141. @#ic# o/ t#e /ollo%ing it t#e logical /lo% o/ any pro(ect?
%. Planning, $nitiating, E2ecuting, .ontrolling, .losing
7. $nitiating, Planning, .ontrolling, E2ecuting, .losing
.. Planning, $nitiating, E2ecuting, .ontrolling, .losing
/. $nitiating, Planning, E2ecuting, .ontrolling, .losing
%ns9er! /
142. "n %#ic# p#ase o/ a pro(ect %ould you estimate acti)ity duration
and resources?
%. $nitiating
7. E2ecuting
.. Planning
/. .ontrolling
%ns9er! .
143. @#ic# o/ t#e /ollo%ing according to t#e PMAQV is descri'ed as0
Ga category or ran$ gi)en to entities #a)ing t#e same /unctional use 'ut
di//erent tec#nical c#aracteristics?H
%. Grade
7. ;uality
.. +lo9 design
/. 7enc-mar:
%ns9er! %
144. @#ic# o/ t#e /ollo%ing is anot#er name /or an "s#i$a%a diagram?
%. .ause and Effect /iagram
7. 7ell .urve
.. Pareto /iagram
/. 4rend %nalysis
%ns9er! %
145. 2e/inements are considered updates /or t#e PPPP*
%. GE&4
7. %/M
.. 67S
/. .;M
%ns9er! .
146. -#e acronym ,PP, stands /or?
A. .ost Plus Percentage of .ontrol
7. .ost Plus Percentage of .ontract
.. .ost Plus Percentage of .ost
/. .ost Plus Plus .ost
%ns9er! %
147. @#ic# o/ t#e /ollo%ing is not considered part o/ Maslo%Ws
3ierarc#y o/ Oeeds?
%. Social needs
7. Safety
.. Motivation
/. Self,actuali)ation
%ns9er! .
148. Parento diagrams %or$ on t#e PPP rule*
%. A=SA=
7. H=SK=
.. W=S@=
/. J=S<=
%ns9er! .
149. @#ic# o/ t#e /ollo%ing is a $ey aspect o/ quality control?
%. imited in scope
7. Minimal planning resources
.. Generic cost controls
/. Project 9ide focus
%ns9er! /
150. -#e creator o/ t#e pro(ect c#arter is identi/ied as t#e PPPPPP*
%. Project manager
B. 0utside senior manager
.. $nternal control e2pert
/. ;uality control e2pert
%ns9er! 7
151. Kou are managing t#e release o/ a ne% drug in t#e mar$et* Kour
role is t#at o/ a4
A. +unctional Manager, (ecause you -ave good understanding functional
:no9ledge of t-e p-armaceutical industry
7. Project Manager, (ecause you are creating a unique product 9it-in
specific time sc-edules
.. 0perations Manager, (ecause you -ave to do several repetitive tas:s
D. Program Manager, (ecause you -ave to manage several su(,projects to
effectively do your jo(
%ns9er! 7
E2planation! Projects involve doing somet-ing t-at -as not (een done (efore
and 9-ic- is, t-erefore, unique. % product or service may (e unique even if t-e
category to 9-ic- it (elongs is large....
% project to (ring a ne9 drug to mar:et may require t-ousands of doses of -e
drug to support clinical trials
152. @#ic# o/ t#e /ollo%ing is not t#e /eature o/ a pro(ect?
%. .onstrained (y limited resources
7. Planned, e2ecuted and controlled
.. .reates unique product or service
/. May (e ongoing and repetitive
%ns9er! /
E2planation! 0perations and projects differ primarily in t-at operations are
ongoing and repetitive 9-ile projects are temporary and unique. % project can
t-us (e defined in terms of its distinctive c-aracteristics , a project is a
temporary endeavor underta:en to create a unique product or service
153. Kou are managing t#e release o/ a ne% drug in t#e mar$et* Kour
role is t#at o/ a4
%. +unctional Manager, (ecause you -ave good understanding functional
:no9ledge of t-e p-armaceutical industry
7. Project Manager, (ecause you are creating a unique product 9it-in
specific time sc-edules
.. 0perations Manager, (ecause you -ave to do several repetitive tas:s
/. Program Manager, (ecause you -ave to manage several su(,projects to
effectively do your jo(
%ns9er! 7
E2planation! Projects involve doing somet-ing t-at -as not (een done (efore
and 9-ic- is, t-erefore, unique. % product or service may (e unique even if t-e
category to 9-ic- it (elongs is large.
% project to (ring a ne9 drug to mar:et may require t-ousands of doses of -e
drug to support clinical trials.
154. @#ic# o/ t#e /ollo%ing statement related to Btandards and
2egulations is not correct?
%. Standard is a document approved (y a recogni)ed (ody , t-ere can (e
multiple standards for one product.
7. &egulations are mandatory (ut Standards are not mandatory.
.. Standards after 9idespread adoption may (ecome de facto regulations.
/. 4-e influence of standards and regulations for a project is al9ays :no9n
%ns9er! /
E2planation! +or many projects, standards and regulations P(y 9-atever
definitionQ are 9ell :no9n and project plans can reflect t-eir effects. $n ot-er
cases, t-e influence is un:no9n or uncertain and must (e considered under
Project &is: Management
155. Kour "- company is responsi'le /or ma$ing so/t%are )irus
programs* Kou are responsi'le /or managing 'ot# t#e indi)idual
product releases and t#e coDordination o/ multiple releases o)er time*
Kour role is t#at o/ a4
%. Program Manager
7. Project Manager
.. +unctional Manager
/. 0perations Manager
%ns9er! %
E2planation! % program is a group of projects managed in a co,ordinated 9ay
to o(tain (enefits 9-ic- are not availa(le from managing t-em individually.
Many programs also involve elements of ongoing operations.
156. : Pro(ect Manager must #a)e good understanding o/ t#e
mec#anics o/ po%er and politics to 'e e//ecti)e* :s de/ined 'y P/e//er0
po%er includes all t#e /ollo%ing except4
%. 4-e Potential to influence (e-avior
7. Potential to c-ange t-e course of events and overcome resistance
.. %(ility to get people to do t-ings t-at t-ey 9ould not ot-er9ise do
/. %(ility to -andle po9er struggles and organi)ational games
%ns9er! /
E2planation! Pfeffer defines po9er as Mt-e potential a(ility to influence
(e-avior, to c-ange t-e course of events, to overcome resistance, and to get
people to do t-ings t-at t-ey 9ould not ot-er9ise do.M[4-e negative sense, of
course derives from t-e fact t-at attempts to reconcile t-ese interests result in
po9er struggles and organi)ational games t-at can sometimes ta:e on a
t-oroug-ly unproductive life of t-eir o9n.
157. @#ic# o/ t#e /ollo%ing statement related to Btandards and
2egulations is not correct?
%. Standard is a document approved (y a recogni)ed (ody , t-ere can (e
multiple standards for one product.
7. &egulations are mandatory (ut Standards are not mandatory.
.. Standards after 9idespread adoption may (ecome de facto regulations.
/. 4-e influence of standards and regulations for a project is al9ays :no9n
%ns9er! /
E2planation! +or many projects, standards and regulations P(y 9-atever
definitionQ are 9ell :no9n and project plans can reflect t-eir effects. $n ot-er
cases, t-e influence is un:no9n or uncertain and must (e considered under
Project &is: Management.
158. : Pro(ect Manager must #a)e good understanding o/ t#e
mec#anics o/ po%er and politics to 'e e//ecti)e* :s de/ined 'y P/e//er0
po%er includes all t#e /ollo%ing except4
%. 4-e Potential to influence (e-avior
7. Potential to c-ange t-e course of events and overcome resistance
.. %(ility to get people to do t-ings t-at t-ey 9ould not ot-er9ise do
/. %(ility to -andle po9er struggles and organi)ational games
%ns9er! /
E2planation! Pfeffer defines po9er as Mt-e potential a(ility to influence
(e-avior, to c-ange t-e course of events, to overcome resistance, and to get
people to do t-ings t-at t-ey 9ould not ot-er9ise do.M[4-e negative sense, of
course derives from t-e fact t-at attempts to reconcile t-ese interests result in
po9er struggles and organi)ational games t-at can sometimes ta:e on a
t-oroug-ly unproductive life of t-eir o9n.
159. P#ase end re)ie% o/ pro(ects is also re/erred to as4
%. P-ase E2its
7. Nill Points
.. Stage Gates
/. %ll t-e a(ove
%ns9er! /
E2planation! 4-e conclusion of a project p-ase is generally mar:ed (y a revie9
of (ot- :ey delivera(les and project performance to date, to aQ determine if t-e
project s-ould continue into its ne2t p-ase and (Q detect and correct errors cost
effectively. 4-ese p-ase,end revie9s are after called p-ase e2its, stage gates or
:ill points
160. Kou are %or$ing in t#e Pro(ect Q//ice o/ your organization* @#at
is your (o' responsi'ility?
%. Managing t-e different activities of a project
7. %l9ays (eing responsi(le for t-e results of t-e project
.. Providing support functions to Project Managers in t-e form of training,
soft9are, templates etc.
/. Providing Su(ject Matter E2pertise in t-e +unctional areas of t-e project
ans9er! .