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Question Answer Explanation
1.ProjectManagementFramework
Understandingtheculture,policies,andproceduresoftheorganizationinwhichtheprojectis
beingperformedisespeciallychallenginginglobalorganizations.Culture,policies,and
1.Understandingtheculture,policies,andproceduresoftheorganizationinwhich
A.Globalorganizations. proceduresintheperformingofficemaybedifferentfromthoseoftheofficefromwhichthe
theprojectisbeingperformedisMOSTchallengingin:
projectismanaged,andmayalsovarybetweeninternationalofficesofthesameorganization.
Thiswillinfluencehowtheprojectismanaged.
Themaindrawbackofaprojectizedorganizationisthatattheendoftheproject
2.Inaprojectizedorganization,theprojectteam: D.Willnotalwayshaveahome. whentheteamisdispersed,theydonothaveafunctionaldepartment(home)towhichto
return.
3.Aprojectmanageristryingtocompleteasoftwaredevelopmentproject,but
Inafunctionalorganization,theprojectmanagerhastheleastsupportforthe
cannotgetenoughattentionfortheproject.Resourcesarefocusedoncompleting
A.Functional projectandhaslittleauthoritytoassignresources.Projectexpediterandprojectcoordinator
processrelatedwork,andtheprojectmanagerhaslittleauthoritytoassign
arerolesinaweakmatrixorganization.
esources.Whatformoforganizationmusttheprojectmanagerbeworkingin?
4.Aprojectmanagerhasverylittleprojectexperience,buthehasbeenassigned
Becauseaprojectdoneinamatrixorganizationinvolvespeoplefromacrossthe
astheprojectmanagerofanewproject.Becausehewillbeworkinginamatrix C.Complex.
organization,communicationsaremorecomplex.
organizationtocompletehisproject,hecanexpectcommunicationstobe:
5.Aprojectteammemberistalkingtoanotherteammemberandcomplaining
Inafunctionalorganization,thefunctionalmanageristheteammembersbossand
thatmanypeopleareaskinghimtodothings.Ifheworksinafunctional B.Thefunctionalmanager
probablyalsotheprojectmanagersboss.
organization,whohasthepowertogivedirectiontotheteammember?
6.Twoprojectmanagershavejustrealizedthattheyareinaweakmatrix
organizationandthattheirpowerasprojectmanagersisquitelimited.Onefigures
A.Theprojectexpeditercannotmake Theprojectcoordinatorreportstoahigherlevelmanagerandhasauthorityto
outthatheisreallyaprojectexpediter,andtheotherrealizesheisreallyaproject
decisions. makesomedecisions.Theprojectexpediterhasnoauthoritytomakedecisions.
coordinator.
Howisaprojectexpediterdifferentfromaprojectcoordinator?
Inaprojectizedorganization,theentirecompanyisorganizedbyprojects,giving
7.WhohastheMOSTpowerinaprojectizedorganization? A.Theprojectmanager
theprojectmanagerthemostpower.
Itrepeatsitselfeverymonthimpliesthatthewholeprojectrepeatseverymonth.
8.AllofthefollowingarecharacteristicsofaprojectEXCEPT: D.Itrepeatsitselfeverymonth. Generally,theonlythingsthatmightrepeatinaprojectaresomeactivities.Thewholeproject
doesnotrepeat.
Organizationalprojectmanagement(OPM)providesaframeworkanddirectionforhow
A.Organizationalproject
9.Aframeworkforkeepinganorganizationfocusedonitsoverallstrategyis: projects,programs,portfolios,andorganizationalworkshouldbedonetomeetthe
management.
organizationsstrategicgoals.
C.Scope,time,cost,quality,risk, Scope,time,cost,quality,risk,resources,andcustomersatisfactionisthemostaccuratelistof
10.WhichofthefollowingBESTdescribesthemajorconstraintsonaproject?
resources,andcustomersatisfaction constraints,orcompetingdemands,thataprojectmanagermustdealwith.
11.Ifaprojectmanagerisconcernedwithgathering,integrating,and ThescopemanagementplanandtheWBSfocusonprojectscope.Thecommunications
C.Projectmanagementinformation
disseminatingtheoutputsofallprojectmanagementprocesses,sheshould managementplanaddresseswhowillbecommunicatedwith,when,andinwhatformat.The
system(PMIS).
concentrateonimprovingthe: onlychoicethataddressesgathering,integrating,anddisseminatinginformationisthePMIS.
Jeddah2016 ByEng.AhmedAbdelrahman
Therearemanythingstheprojectmanagercoulddo.Askingtheotherprojectmanagerfor
12.Aprojectmanagerismanaginghissecondproject.Itstartedonemonthafter assistanceisnotthebestchoice,astheotherprojectmanagermightnotbeanexperienced
thefirst,andbothareinprocess.Thoughhisfirstprojectissmall,thisoneseems mentor.Hisadvicemightnotbeadequatetohelpthisprojectmanager.Waitingtoassessthe
B.Obtainhistoricalrecordsand
tobegrowinginsizeeveryday.Aseachdaypasses,theprojectmanageris impactontheprojectisreactive;aprojectmanagershouldbeproactive.Gainingagreementof
guidancefromtheproject
beginningtofeelmoreandmoreinneedofhelp.Theprojectmanagerhas allthestakeholdersontheprojectscopeisalsonotthebestchoice.Itwouldbehelpful,but
managementoffice(PMO).
recentlyheardthattherewasanotherprojectinthecompanylastyearthatis doesnotspecificallyaddresstheissueinthissituation.BycontactingthePMO,theproject
similartohissecondproject.Whatshouldhedo? managercanaccesstheknowledgeofmanyprojectmanagers,historicalinformationfrommany
projects,andtheassistanceofsomeonewhosejobitistohelp.
TheprojectmanagementprocessALWAYSincludestheworkofinitiating,planning,executing,
13.Tireprojectlifecyclediffersfromtheprojectmanagementprocessinthatthe
A.Isthesameforeveryproject. monitoringandcontrolling,andclosingaproject.Thismethodologyisthesameforprojects
projectmanagementprocess:
withinanyindustry.Theworkoftheseprocessgroupsmayberepeated(iterated).
Connectingtheprojecttothesponsorsobjectivesmightbeagoodidea,butitdoesnotaddress
theissueofobtainingsupportthroughouttheperformingorganization.Neithera
14.Toobtainsupportfortheprojectthroughouttheperformingorganization,its B.Correlatestheneedfortheproject
communicationsmanagementplannoranoverallmanagementplandirectlyaddresses
BESTiftheprojectmanager: totheorganizationsstrategicplan.
obtainingsupportfortheproject.Correlatingtheneedfortheprojecttotheorganizations
strategicplanisthebestwaytogainsupportfortheproject.
15.Yourmanagementhasdecidedthatallorderswillbetreatedasprojectsand
thatprojectmanagerswillbeusedtoupdateordersdaily,toresolveissues,andto
ensurethecustomerformallyacceptstheproductwithin30daysofcompletion. Becauseordersarenumerousandofshortduration,thissituationisarecurring
C.Thisisarecurringprocess.
RevenuefromtheindividualorderscanvaryfromUS$100toUS$150,000.The process,notaproject.
projectmanagerwillnotberequiredtoperformplanningorprovide
documentationotherthandailystatus.Howwouldyoudefinethissituation?
Developinglessonslearnedwouldhelpimprovesubsequentphases,butwoulddonothingfor
16.Thepreviousprojectmanagerforyourprojectmanageditwithoutmuch
controlordeliverables.Havingplansforeachworkpackagewouldhelpcontroleachphase,but
projectorganization.Thereisalackofmanagementcontrolandnoclearlydefined
A.Adoptalifecycleapproachtothe wouldnotcontroltheintegrationofthosephasesintoacohesivewhole.Adescriptionofthe
projectdeliverables.WhichofthefollowingwouldbetheBESTchoiceforgetting
project. productoftheprojectwouldhelp,butthatwouldnotimprovebothcontrolanddeliverablesfor
yourprojectbetterorganized?
eachphase.Effectiveprojectmanagementrequiresalifecycleapproachtorunningtheproject.
Adoptingalifecycleapproachistheonlyanswerthatcoversbothcontrolanddeliverables.
Manufacturingaproductisanongoingprocess;itisoperationalwork,notprojectwork.
17.Aprojectteamisworkingonmanufacturinganewproduct,buttheyare
B.Theyareworkingonaprocessand Therefore,themanufacturingteamwouldhavenoreasontocreateaprojectcharterandwould
havingdifficultycreatingaprojectcharter.WhatistheBESTdescriptionofthereal
notaproject. havedifficultydoingsoiftheytried,becauseoftheongoingnatureofthework.Ifthequestion
problem?
referredtoateamdevelopinganewproduct,however,thatwouldqualifyasaproject.
18.Oneofyourteammembersinformsyouthathedoesnotknowwhichofthe C.Theprojectmanagementoffice Becausethequestiontalksaboutprioritiesbetweenprojects,thiscannotbetheroleofthe

manyprojectsheisworkingonisthemostimportant.Whoshoulddeterminethe (PMO) projectmanager,theprojectmanagementteam,ortheprojectteam.Determiningpriorities
prioritiesbetweenprojectsinacompany? betweenprojectsisaroleofthePMO.
C.Aprojectisatemporaryendeavor
withabeginningandanend,a Aprojectisatemporaryendeavorwithabeginningandanend,aprogramisagroupofrelated
programisagroupofrelatedprojects, projects,andaportfolioisagroupofprojectsandprogramsrelatedtoaspecificstrategic
19.Thedifferencebetweenaproject,program,andportfoliois:
andaportfolioisagroupofprojects objective.Remembertousetheprocessofelimination,rulingoutanyanswerthatisnot
andprogramsrelatedtoaspecific completelycorrect.
strategicobjective.
20.Operationalworkisdifferentfromprojectworkinthatoperationalworkis: C.Ongoingandrepetitive. Operationalworkisthatwhichisongoingtosustainanorganization.
Noticethatthisquestionasksabouttheuseofatoolofprojectmanagement.Many
peoplecanlearnfromabookwhatalessonslearneddocumentis,butquestionslikethiscan
21.Companyproceduresrequirethecreationofalessonslearneddocument. A.Historicalrecordsforfuture morereadilybeansweredifyouactuallyusethetoolandknowfromexperienceitsvalue.Ask
WhichofthefollowingistheBESTuseoflessonslearned? projects yourselfabouttheothertoolsofprojectmanagement.Whyaretheybeneficial?TheBESTuse
oflessonslearnedisashistoricalrecordsforfutureprojects.Thereareothertoolsthatare
betterforaccomplishingthethingslistedintheotherchoices.
Thebestanswerisstakeholders,astheirinputiscriticalforcollectingallthelessonslearnedon
22.LessonslearnedareBESTcompletedby: D.Thestakeholders.
eachproject.Thetermstakeholdersincludesalltheothergroups.
Rememberthedefinitionofaproject:temporaryandunique.Operationsandmaintenanceare
23.Considerationofongoingoperationsandmaintenanceiscruciallyimportantto
C.Notbeviewedaspartofaproject. consideredongoingactivities,nottemporary.Therefore,suchworkisnotconsideredaproject
productsofprojects.Ongoingoperationsandmaintenanceshould:
orpartofaproject.
B.Ameanstogainbenefitsand Didyouselectagroupofunrelatedprojectsmanagedinacoordinatedway?Ifso,youmissed
24.Whatisaprogram?
controlofrelatedprojects thewordunrelated.Programsaregroupsofrelatedprojects.
25.Acompanyismakinganefforttoimproveitsprojectperformanceandcreate Lessonslearnedhelptoavoidfuturepitfallsandusethegoodideasofpastprojects.Thisleads
B.Createlessonslearned.
historicalrecordsofpastprojects.WhatistheBESTwaytoaccomplishthis? toimprovementsinfutureprojects.
2.ProjectManagementProcesses
1.Inwhichprojectmanagementprocessgroupisthedetailedprojectbudget
C.Planning Noticetheuseoftheworddetailed.Suchabudgetiscreatedduringprojectplanning.
created?
Theprojectcharterisneededbeforeplanningandexecutionoftheworkcanbegin.
2.Theprojectcharteriscreatedinwhichprojectmanagementprocessgroup? D.Initiating
Therefore,itiscreatedandapprovedinprojectinitiating.
Communicationsrequirementsandqualitystandardsareneededbeforerisks(especiallyrisks
relatingtocommunicationsandquality)canbedetermined.Iterationscannotbeginuntilthe
3.Theprojectteamhasjustcompletedtheinitialprojectscheduleandbudget.Hie C.Determinecommunications risksareidentified,qualifiedandquantified,andresponsesaredeveloped.Throughiterations,
NEXTthingtodoisto: requirements. theWBSandotherpartsoftheprojectmanagementplanarerevised.Abarchartwouldhave
beendoneduringthecreationoftheschedule,soitcannotbethenextthing.Ofthechoices
listed,determinecommunicationsrequirementsisthebestoption.
Intheprojectmanagementprocess,theprojectbudget,detailedriskassessment,andproject
4.Adetailedprojectschedulecanbecreatedonlyaftercreatingthe: B.Workbreakdownstructure. managementplancomeafterthescheduleiscreated.Theonlyanswerthatcouldbeaninputis
theworkbreakdownstructure.
5.Thepersonwhoshouldbeincontroloftheprojectduringprojectplanningis
Theprojectmanagershouldbenamedearlyintheproject,duringprojectinitiatingifpossible.It
the: A.Projectmanager.
isthenhisorherresponsibilitytocontroltheprojectthroughoutitslife.
NoticethequestionaskswhichisNOTaninputtoprojectinitiating.Didyoureaditcorrectly?
Companiesshouldhaveprocessesinplaceforhiringresources,reporting,andmanagingriskson
6.WhichofthefollowingisNOTaninputtotheinitiatingprocessgroup? D.Projectscopestatement
projects(tonameonlyafew).Theseareinputstoprojectinitiating,asarecompanycultureand
historicalWBSs.Theprojectscopestatementisanoutputofprojectplanning.
Toanswerthistypeofquestion,lookforthechoicethatoccursclosesttotheprocess
groupyouarein.Theprojectcharteriscreatedduringprojectinitiating.Completingwork
7.Theprojectsponsorhasjustsignedtheprojectcharter.WhatistheNEXTthing
D.Starttocreatemanagementplans. packagesisdoneduringprojectexecuting.Validatingscopeandperformingintegratedchange
todo?
controlaredoneduringprojectmonitoringandcontrolling.Startingtocreatemanagement
plansisthebestchoice,asitispartofprojectplanning.
8.Thehighlevelprojectscheduleconstraintshavejustbeendetermined.What
Highlevelconstraintsareidentifiedintheprojectcharter,whichiscreatedduring
projectmanagementprocessgroupareyouin? A.Initiating
projectinitiating.
Lookattheorderofplanningtheprojectthattheteamhaschosen.Althoughunderstandingthe
9.TheWBSandWBSdictionaryarecompleted.Tireprojectteamhasbegun experienceofthesponsormightsoundlikeagoodidea,thesponsorisastakeholderand
workingonidentifyingrisks.Thesponsorcontactstheprojectmanager,requesting understandingthestakeholdersispartofstakeholderanalysis.Thatshouldhaveoccurred
thattheresponsibilityassignmentmatrixbeissued.Theprojecthasabudgetof beforethecreationofaWBS.ProjectscopemustbedefinedbeforeaWBScanbecreated.
B.Createanactivitylist.
US$100,000andistakingplaceinthreecountriesusing14humanresources. Completingriskmanagementandissuingtheresponsibilityassignmentmatrixcannotbebest,
Thereislittleriskexpectedfortheproject,andtheprojectmanagerhasmanaged asthatworkdoesnotcomenextintheprocess.Otherworkmustbedonebeforerisk
manyprojectssimilartothisone.WhatistheNEXTthingtodo? managementcaneffectivelybecompleted.CreatinganactivitylistcomesnextaftertheWBS
andWBSdictionary.
Thisquestionisaskingwhichofthechoicesisthemosteffectivewaytomovethroughproject
10.Aprojectmanagerdoesnothavemuchtimetospendonplanningbeforethe planning.StartingtheWBSimmediatelyafterobtainingaprojectcharterskipstheimportant
B.Createanactivitylistbefore
mandatorystardatearrives.Hethereforewantstomovethroughplanningas stepsofdefiningthescopeandotheractivities.Highlevelassumptionsaredeterminedin
creatinganetworkdiagram.
effectivelyaspossible.Whatadvicewouldyouoffer? projectinitiating.Qualitymetricsaredeterminedaspartofthequalitymanagementplan,not
afterit.Theactivitylistiscreatedbeforethenetworkdiagram,sothatisthebestoption.
11.TheBESTtimetoassignaprojectmanagertoaprojectisduring: C.Initiating. Theprojectmanagershouldbeassignedduringprojectinitiating.

12.Aprojectmanagergetsacallfromateammembernotifyinghimthatthereisa
variancebetweenthespeedofasystemontheprojectandthedesiredorplanned
Eventhoughthemeasurementwasnotidentifiedinplanning,theprojectmanager
speed.Theprojectmanagerissurprisedbecausethatperformancemeasurement
C.Monitoringandcontrolling wouldstillhavetoinvestigatethevarianceanddetermineifitisimportant.Theproject
wasnotidentifiedinplanning.Iftheprojectmanagerthenevaluateswhetherthe
managerisinprojectmonitoringandcontrolling.
variancewarrantsaresponse,heisinwhichpartofthe
projectmanagementprocess?
13.Ateammembernotifiestheprojectmanagerthattheactivitiescomprisinga Ifyouchoseanotherpartoftheprojectmanagementprocess,youprobablyforgotthatthe
workpackagearenolongerappropriate.ItwouldbeBESTfortheprojectmanager C.Monitoringandcontrolling situationneedstobeevaluatedbytheprojectmanagerbeforerecommendingachangeor
tobeinwhatpartoftheprojectmanagementprocess? beginningintegratedchangecontrol.
14.Duringateammeeting,ateammemberasksaboutthemeasurementsthat
willbeusedontheprojecttoassessperformance.Theteammemberfeelsthat
Thissituationdoesnotdescribeanactualmeasurement(amonitoringandcontrollingactivity)
someofthemeasuresrelatedtoactivitiesassignedtohimarenotvalid C.Executing
butratherameetingoccurringduringprojectexecuting.
measurements.TheprojectisBESTconsideredtobeinwhatpartoftheproject
managementprocess?
Adetaileddescriptionoftheprojectdeliverablesiscreatedduringprojectplanning,aspartof
creatingtheprojectscopestatement.Rootcauseanalysisoccursduringprojectmonitoringand
B.Getfamiliarwiththecompany
15.WhichofthefollowingistheMOSTappropriatethingtododuringthe controlling,notinitiating.Ensuringallprojectmanagementprocessesarecompleteoccurs
cultureandstructureastheyrelateto
initiatingprocessgroup? duringprojectclosing.Itisimportantforaprojectmanagertobecomefamiliarwiththe
theproject.
companycultureandstructureastheyrelatetotheprojectasearlyintheprojectaspossible.
Thisisthemostappropriatechoicetodoinprojectinitiating.
Astheprojectlifecycleprogresses,moreinformationbecomesavailable,allowingtheteamto
16.Whichofthefollowingisacharacteristicofprojectmanagementprocesses? A.Iterative
managetheprojecttoamoredetailedlevel.
Didyounoticethatplanningandexecutingaretheonlyprocessgroupsofferedaschoices?
17.WhichprojectmanagementprocessgroupgenerallytakestheMOSTproject
D.Executing Therefore,designandintegrationcanbeeliminatedasoptions.Doingtheactualwork(in
timeandresources?
executing)willgenerallytakethemostprojecttimeandresources.
18.AllofthefollowingmustbeperformedduringprojectinitiatingEXCEPT: B.Createaprojectscopestatement. Aprojectscopestatementiscreatedduringprojectplanning.
Performancemeasuresaredeterminedearlierintheprojectsotheycanbeusedtomeasure
A.Determiningperformance
19.ClosureincludesallofthefollowingEXCEPT: progressduringtheproject,makingdeterminingperformancemeasurestheonlycorrect
measures.
answertothisquestion.
C.Confirmthatthephasehasreached
20.Thefirstphaseofyourprojectliascometoanend.WhatistheMOST
itsobjectives,andhaveits Aphaseorprojectmustbeformallyclosedandaccepted.
importantthingtoensureisoneBEFOREbeginningthenextphase?
deliverablesformallyaccepted.
21.Duringwhichprocessgroupdoestheteammeasureandanalyzethework Duringmonitoringandcontrolling,projectperformanceismeasuredandneededchangesare
C.Monitoringandcontrolling
beingdoneontheproject? identifiedandapproved.
C.Initiating,planning,executing,
Allfiveprocessgroupsareaddressedineachproject.Itistheresponsibilityoftheproject
22.Whichprocessgroupsmustbeincludedineveryproject? monitoringandcontrolling,and
managertodeterminethelevelofattentiontogivetoeachprocessgroup.
closing
Collectinghistoricalinformationanddetermininghighlevelacceptancecriteriaaredonein
C.Confirmalltherequirementsinthe
23.WhichofthefollowingistheMOSTappropriatethingtodoinprojectclosing? projectinitiating.Gainingapprovalofmanagementplansispartofprojectplanning.Confirming
projecthavebeenmet.
thatprojectrequirementshavebeenmetoccursinprojectclosing.
24.Whichprocessgroupfocusesoncompletingtherequirementsoftheproject? C.Executing Projectexecutingiswhereworkisdonetoproducetheproductoftheproject.
25.AllofthefollowingoccurduringtheplanningprocessgroupEXCEPT: A.DevelopProjectCharter. DevelopProjectCharteroccursduringprojectinitiating.

26.Amarketdemand,abusinessneed,and/oralegalrequirementareexamples
B.Reasonsprojectsareinitiated. Theseareallreasonsprojectsareinitiated.
of:
3.IntegrationManagement
1.Theneedfor_____.isoneofthemajordrivingforcesforcommunicationina Theprojectmanagerisanintegrator.Thisisaquestionaboutyourroleasan
C.Integration
project. integratorandcommunicator.
Replanningisuncalledforbythesituationdescribed.Reachingtheplannedcompletiondate
2.Thecustomerhasacceptedthecompletedprojectscope.However,thelessons
B.Theprojectisincompleteuntilall doesnotmeantheprojectisnecessarilyfinished.Aprojectiscompletewhenallwork,including
learnedrequiredby
projectandproductdeliverablesare allprojectmanagementwork,iscompleteandtheproductoftheprojectandallproject
theprojectmanagementofficehavenotbeencompleted.Whatisthestatusof
completeandaccepted. deliverablesareaccepted.Thelessonslearnedareprojectmanagementdeliverables,and
theproject?
thereforemustbecompletedfortheprojecttobecomplete.
Projectmanagersshouldbeproactive.Theonlyproactiveanswerhereispreventing
3.Whenitcomestochanges,theprojectmanagersattentionisBESTfocusedon: D.Preventingunnecessarychanges.
unnecessarychanges.
Everyprojectmustbeclosed,asclosureprovidesbenefittotheperformingorganization.This
4.Thecustomeronaprojecttellstheprojectmanagertheyhaverunoutofmoney
meanssimplystoppingworkisnotthebestchoice.Shiftingworkandreleasingteammembers
topayforthe B.CloseProjectorPhase.
donotsolvetheproblemtheyjustpostponedealingwithit.Thebestthingfortheproject
project.WhatshouldtheprojectmanagerdoFIRST?
managertodoisbegintheCloseProjectorPhaseprocess.
Achangemanagementplanincludestheprocessesandproceduresthatallowsmooth
5.AllofthefollowingarepartsofaneffectivechangemanagementplanEXCEPT: D.Lessonslearned. evaluationandtrackingofchanges.Lessonslearnedarereviewsoftheprocessesand
proceduresafterthefact,toimprovethemonfutureprojects.
Whodoeseachactivityismanagedwiththeresponsibilityassignmentmatrix.Wheneach
B.Managewhenandinwhat activityisdoneismanagedwiththeprojectschedule.Aworkauthorizationsystemisusedto
6.Aworkauthorizationsystemcanbeusedto:
sequenceworkisdone. coordinatewhenandinwhatordertheworkisperformedsothatworkandpeoplemay
properlyinterfacewithotherworkandotherpeople.
7.Aprojectisplaguedbychangestotheprojectcharter.Whohastheprimary
Thesponsorissuestheprojectcharterandsoheorsheshouldhelptheprojectmanagercontrol
responsibilityto C.Thesponsor
changestothecharter.Theprimaryresponsibilitylieswiththesponsor.
decideifthesechangesarenecessary?
Thisquestionisaskingforthemostimportantofthechoices.Thinkaboutwhatisinvolvedin
integration:projectmanagementplandevelopment,projectmanagementplanexecution,and
integratedchangecontrol.Updatesandproductcontrolarepartsofproject
C.Effectivecommunicationatkey monitoringandcontrolling,whileintegrationincludesmorethancontrol.Advancingthecareers
8.Effectiveprojectintegrationusuallyrequiresanemphasison:
interfacepoints. ofteammembersfallsunderprojectexecuting(theDevelopProjectTeamprocess).Inorderto
integratetheprojectcomponentsintoacohesivewhole,communicationiskeywheneverone
activitywillinterfacewithanotheroroneteammemberwillinterfacewithanother,andwhen
anyotherformofinterfacingwilloccur.
9.Integrationisdonebythe: A.Projectmanager. Integrationisakeyresponsibilityoftheprojectmanager.

10.WhichofthefollowingBESTdescribestheprojectmanagersroleasan B.Putallthepiecesofaprojectintoa
Integrationreferstocombiningactivities,notteammembers.
integrator? cohesivewhole.
11.Approvedcorrectiveactionsareaninputtowhichofthefollowingprocesses? B.DirectandManageProjectWork DirectandManageProjectWorkistheonlycorrectresponse.
Doubledecliningbalanceisaformofdepreciation.Thateliminatesthechoiceoflifecycle
12.Doubledecliningbalanceisaformof: C.Accelerateddepreciation. costing.Thechoicesofdecelerateddepreciationandstraightlinedepreciationarealsoincorrect
becausedoubledecliningbalanceisaformofaccelerateddepreciation.
13.WhichofthefollowingBESTdescribeswhataprojectchartermaybeusedfor Oneofthewaystodecideifachangeshouldbeapprovedistodeterminewhetherthework
B.Tohelpdetermineifascopechange
whentheworkis fallswithintheprojectcharter.Ifnot,itshouldberejected,assignedtoamoreappropriate
shouldbeapproved
beingcompleted? project,oraddressedasaprojectofitsown.
C.Risk,humanresource,process
Theprojectmanagementplanincludesmorethanjustabarchartandtheprojectmanagers
14.WhichofthefollowingBESTdescribesaprojectmanagementplan? improvement,andothermanagement
planforcompletingthework.Itincludesallthemanagementplansfortheproject.
plans
D.Theprojectmanagercreatesthe
Theprojectmanagermaycreatetheprojectcharter,butitisapprovedandauthorizedbythe
15.WhichofthefollowingisTRUEaboutthedevelopmentofaprojectcharter? projectcharter,andthesponsor
projectsponsor,givingtheprojectmanagerauthoritytoproceedwiththeproject.
approvesit.
16.Aprojectmanagementplanshouldberealisticinordertobeusedtomanage
D.Theprojectmanagercreatesthe Ifweweretorephrasethequestion,itwouldbeasking,Whocreatestheprojectmanagement
theproject.Which
projectmanagementplanbasedon plan?Thebestansweristhattheprojectmanagementplaniscreatedbytheprojectmanager
ofthefollowingistheBESTmethodtoachievearealisticprojectmanagement
inputfromtheteam. butrequiresinputfromtheteam.
plan?
Determiningwhowillbeonthechangecontrolboardanddeterminingthereportingstructure
mayhavealreadybeendone.Inanycase,thesechoicesarenotdirectly
17.Youaretakingoveraprojectduringprojectplanninganddiscoverthatsix
B.Spendingmoretimeon impactedbythenumberofsponsorswhohavesignedthecharter.Havingasingleproject
individualshavesigned
configurationmanagement sponsorisnotnecessary.Thissituationimpliesthattherearesixareasconcernedwiththis
theprojectcharter.WhichofthefollowingshouldMOSTconcernyou?
project.Inadditiontoaddedcommunicationsrequirements,youshouldbeconcernedwith
competingneedsandrequirementsimpactingyoureffortsonconfigurationmanagement.
18.Theprojectmanagerisworkingtoclearlydescribethelevelofinvolvement Noticethatthisquestionusesthewords"workingtoclearlydescribeandprevent.
expectedfrom Takentogether,theyshouldtellyoutheprojectisinprojectplanning.Thiseliminatesallchoices
A.DevelopProjectManagementPlan
everyoneontheprojectinordertopreventrework,conflict,andcoordination exceptDevelopProjectManagementPlanandPlanQualityManagement.Coordinationand
andPlanQualityManagement
problems.Whichof conflictpreventionrelatetoDevelopProjectManagementPlan,andpreventingreworkispart
thefollowingBESTdescribestheprojectmanagersefforts? ofPlanQualityManagement.
AWBSiscreatedinprojectplanning,butcanbeusedtohelpmanagetheprojectduringproject
19.AllofthefollowingarepartsoftheDirectandManageProjectWorkprocess executing.ThewordingherewasnotcreatingaWBS,butusingaWBS.A
D.Settingupaprojectcontrolsystem.
EXCEPT: projectcontrolsystemissetupduringprojectplanning,notduringprojectexecuting,and
thereforeistheexception.
20.Aprojectmanagerisappointedtoheadahighlytechnicalprojectinanarea
withwhichthispersonhaslimitedfamiliarity.Theprojectmanagerdelegatesthe
D.Ateamthatischaracterizedby Aprojectmanagermustmanageandintegrateallaspectsofaproject.Ifallactivitiesare
processesofDevelopSchedule,EstimateCosts,DefineActivities,andEstimate
poorperformance,lowmorale,high delegated,chaosensuesandteammemberswillspendmoretimejockeyingforpositionthan
ActivityResourcestovariousprojectteammembers,andbasicallyservesasan
levelsofconflict,andhighturnover. completingactivities.
occasionalrefereeandcoordinatorofactivities.Theresultsofthisapproachare
likelytobe:
21.Youareinthemiddleofexecutingamajormodificationtoanexistingproduct Crashingandreplanningareessentiallydelayingthesituation.Instead,theprojectmanager
C.Explaintheimpactifthepromised
whenyoulearnthattheresourcespromisedatthebeginningoftheprojectare shouldtrytopreventthesituationbyshowingtheconsequencesiftheresourcesarenot
resourcesarenotmadeavailable.
notavailable.TheBESTthingtodoisto: available.Thisisamoreeffectivestrategythansaying,Butyougavethemtome.
22.Theprimarycustomerofaprojecthasrequestedanapplicationchangeduring Yourfirstactionistoformallydocumenttherequestedchangetotherequirements,andthen
B.Createaformalchangerequest.
usertesting.Asprojectmanager,howshouldyouBESTaddressthisissue? followtheintegratedchangecontrolprocess.
23.Theprojectmanagerhasjustreceivedachangefromthecustomerthatdoes Theotherimpactstotheprojectshouldbeevaluatedfirst.Suchimpactsincludescope,cost,
D.Evaluatetheimpactsonother
notaffecttheprojectscheduleandiseasytocomplete.Whatshouldtheproject quality,risk,resources,andcustomersatisfaction.Oncetheseareevaluated,thechangecontrol
projectconstraints.
managerdoFIRST? board,ifoneexists,canapproveordenythechange.
Youdonothaveenoughinformationtoconsiderresourcelevelingorcrashingthisproject.As
24.Yourcompanyjustwonamajornewproject.Itwillbegininthreemonthsand youworkonanyproject,youneedtoconstantlyreevaluatetheprojectobjectivesandhowthe
D.Askmanagementhowthenew
isvaluedatUS$2,000,000.Youaretheprojectmanagerforanexistingproject. projectrelatestootherconcurrentprojects.Isyourprojectstillinlinewithcorporate
projectwillaffectyourproject.
WhatistheFIRSTthingyoushoulddoonceyouhearofthenewproject? objectives?Iftheotherprojectwillimpactyours,youneedtobeproactiveandworkonoptions
now.
25.Youwerejustassignedtotakeoveraprojectfromanotherprojectmanager
Beforeyoucandoanythingelse,youhavetoknowwhatYOUaregoingtodo.Developingthe
whoisleavingthecompany.Hiepreviousprojectmanagertellsyouthatthe
C.Determineamanagementstrategy. managementstrategywillprovidetheframeworkforalltherestofthechoicespresentedand
projectisonschedule,butonlybecausehehasconstantlypushedtheteamto
theotheractivitiesthatneedtobedone.
perform.WhatistheFIRSTthingyoushoulddoasthenewprojectmanager?
26.Youareassignedastheprojectmanagerinthemiddleoftheproject.The
First,youneedtofindoutwhythecustomerisnothappy.Thenmeetwiththeteamand
projectiswithinthebaselines,butthecustomerisnothappywiththe D.Meetwiththecustomer.
determineoptions.
performanceoftheproject.WhatistheFIRSTthingyoushoulddo?
Noticehowmanysituationsarethrownatyouinthisquestion.Itisimportanttopractice
readingthroughquestionstodiscoverwhatisimportantandwhatisjustbackground
27.Itisthemiddleoftheprojectwhentheprojectmanagerisinformedbyher information.Inthisquestion,theonlythingrelevantwasthecorrectiveactiontaken.Onceyou
schedulerthattheprojectcontrollimitsaresecure.Thatsamemorningshe discoverwhattheprimaryissueis,lookatthechoicestofindoutwhichisbestforaddressing
receivesanotefromateammemberaboutaproblemheishaving.Thenotesays, C.Addtheimplementedcorrective thatissue.Whatistheprimaryissuehere?Didyourealizetheteammembersnoteisabouta
Thisactivityisdrivingmecrazy,andthemanageroftheaccountingdepartment actiontothechangelog,discussthe noncriticalpathactivity?(Untiltheprojectfloatisinjeopardymeansthereisfloatand,thus,it
wonthelpmeuntiltheactivitysfloatisinjeopardy.Inaddition,theproject valueofdocumentationatthenext isnotonthecriticalpath.)Soistheissuethenoncriticalpathactivityorthedocumentation?
managerhasemailsfromaminorstakeholderand14emailsfromteam teammeeting,andsmooththeteam Youmightdisagreewiththelogic,butinthiscasetheansweristhedocumentation.Inthereal
members.Whilesheisreadingtheemails,ateammemberwalksintotheproject membersissuewiththeaccounting world,problemsoftenrepeat.Withoutarecordofwhatwasdone,thereisnoopportunityto
managersofficetotellheracorrectiveactionwasimplementedbyateam department. considerthesamesolutionforfutureproblems.Documentationiscriticaltoprojects.Because
memberfromtheprojectmanagementoffice,butwasnotdocumented.What thechangelogbecomespartofthehistoricalrecordsdatabase,itisbesttofirstrecordthe
shouldtheprojectmanagerdoNEXT? correctiveactiontaken,thendiscussthevalueofdocumentationatthenextteammeeting,and
smooththeteammembers
issuewiththeaccountingdepartment.
Doyourememberwhattodowhenthereisachange?Evaluatefirst.Youwouldnttakeaction
28.Theclientdemandschangestotheproductspecificationthatwilladdonlytwo beforegettingapproval,socompressingthescheduleorcuttingscopewouldhappenafter
C.Consultwiththesponsorabout
weekstothecriticalpath.WhichofthefollowingistheBESTthingfortheproject consultingthesponsorand/oradvisingtheclientoftheimpactofthechange.Youwouldnotgo
options.
managertodo? tothecustomerbeforegoingtoyourinternalmanagement,soadvisingtheclientisnotthe
correctthingtodonext.Thenextstepistodiscussoptionswiththesponsor.
Theprojectmanagerisaskinghowtomakeachange.Suchaquestioncannotberesolvedusing
29.Duringprojectexecuting,theprojectmanagerdeterminesthatachangeis managementbyobjectives,teamrelations,oraworkbreakdownstructure.Theprocedures,
neededtomaterialpurchasedfortheproject.Theprojectmanagercallsameeting B.Lackofachangemanagementplan. forms,signoffs,andothersimilarrequirementsforhandlingchangesshouldhavealreadybeen
oftheteamtoplanhowtomakethechange.Thisisanexampleof: determinedinthechangemanagementplan.Becausetheywerenot,theprojectmanagerwill
wastevaluableworktimetryingtofigureitoutafterthefact.
Noticethatthefirstparagraphisextraneous.Alsonoticethatthequestionstatesthatthe
changehasalreadybeenmade.Theprojectmanagersactionswouldbedifferentifthechange
hadnotbeenmade.Theprojectmanager,withthehelpofothers,mustdeterminehowa
30.Theprojectwasgoingwellwhenallofasuddentherewerechangestothe
D.Asktheteammemberhowhe changeimpactstheprojectasawhole.Askingtheteammemberhowheknowsthereisno
projectcomingfrommultiplestakeholders.Afterallthechangeswere
knowsthereisnotime,cost,orquality impactontime,cost,orqualityisthebestanswer.Thisbeginstheprojectmanagersanalysisof
determined,theprojectmanagerspenttimewithallthestakeholderstofindout
impact. theimpactstotheprojectasawholebyfindingoutwhatanalysishasalreadybeendone.This
whytherewerechangesandtodiscoveranymore.
changeminimallyinvolvesachangetothescopebaseline,andlikelyotherbaselines.Achange
requestmustultimatelybesubmittedtointegratedchangecontrol,butthatisnotlistedasan
option.
31.Youareaskedtoprepareabudgetforcompletingaprojectthatwasstarted
Sunkcostsareexpendedcosts.Theruleisthattheyshouldnotbeconsideredwhendeciding
lastyearandthenshelvedforsixmonths.Allthefollowingwouldbeincludedin B.Sunkcosts.
whethertocontinuewithatroubledproject.
theprojectbudgetEXCEPT:
32.Whichofthefollowingsequencesrepresentsstraightlinedepreciation? A.$100,$100,$100 Straightlinedepreciationusesthesameamounteachtimeperiod.
33.Thisprojectischarteredtodeterminenewwaystoextendtheproductlifeof
Complainingaboutthemisseddeadlinecouldbedone,butitisnotproactive.Itwouldbe
oneofthecompanysmediumproducingproducts.Theprojectmanagercomes
helpfultogettotherootcauseofwhythisdepartmentalwayscomesupwithsuchideasor
fromtheengineeringdepartment,andtheteamcomesfromtheproduct
changesaftertheprojectbegins.However,thisisnottheimmediateproblem;thechangeisthe
managementandmarketingdepartments.Theprojectscopestatementand
B.Lookforhowthischangewill immediateproblem,andthereforecomplainingisnotbest.Thetypeofprojectorganization
projectplanningarecompletedwhenastakeholdernotifiesthe
impactthecosttocompletethework describedisamatrixorganization.Thereisnotanythinginherentlywrongwithsuchan
teamthatthereisabetterwaytocompleteoneoftheworkpackages.The
packageandthequalityoftheproduct organization,noristhereanythinginthisparticularsituationthatwouldrequireittobe
stakeholdersuppliesatechnicalreviewletterfromhisdepartmentprovingthat
oftheworkpackage. changed,sochangingthewaythecompanyisorganizedcannotbebest.Thedepartments
thenewwaytocompletetheworkpackagewillactuallybefasterthantheold
historyindicatesthataskingifthedepartmenthasotherchangesissomethingthatshould
way.Theprojectmanagerhashadsimilarexperienceswiththisdepartmenton
definitelybedone,buttheproposedchangeneedsmoreimmediateattention.Lookingat
otherprojects,andwasexpectingthistohappenonthisproject.WhatistheFIRST
impactsofthechangebeginsintegratedchangecontrol.
thingtheprojectmanagershoulddo?
34.ProjectAhasaninternalrateofreturn(IRR)of21percent.ProjectBhasanIRR
Remember,theinternalrateofreturnissimilartotheinterestrateyougetfromthebank.The
of7percent.ProjectChasanIRRof31percent.ProjectDhasanIRRof19 C.ProjectC
highertherate,thebetterthereturn.
percent.WhichofthesewouldbetheBESTproject?
Theprojectcharteriscreatedininitiating.Theprojectmanagementplanandriskmanagement
35.AnoutputoftheCloseProjectorPhaseprocessisthecreationof: A.Projectarchives. planareoutputsofprojectplanning.ProjectrecordsarearchivedintheCloseProjectorPhase
process.
Costbenefitanalysisisdoneearlierintheprojecttohelpselectbetweenalternatives.Allthe
36.AllofthefollowingoccurduringtheCloseProjectorPhaseprocessEXCEPT: D.Performingcostbenefitanalysis. otherchoicesaredoneduringtheCloseProjectorPhaseprocess.Therefore,performingcost
benefitanalysismustbethebestanswer.
Ariskmanagementstrategyandworkpackageestimatesarenotcreateduntilprojectplanning,
buttheprojectcharteriscreatedininitiating.Aprojectchartermayincludethenamesofsome
37.Whichofthefollowingisincludedinaprojectcharter? D.Thebusinesscasefortheproject
resources(theprojectmanager,forexample),butnotdetailedresourceestimates.Ofthe
choicesgiven,onlythebusinesscasefortheprojectisincludedintheprojectcharter.
Theexamwillaskquestionslikethistomakesureyouknowthebenefitsyoushouldbegetting
38.Aprojectmanageristryingtoconvincemanagementtousemoreformal
outoftheprocessesandtoolsofprojectmanagement.Thedetailsofwhatneedstobedoneare
projectmanagementproceduresandhasdecidedtostartimprovingthe
C.Itgivestheprojectmanager foundintheWBSdictionary.Thenamesofteammembersareincludedintheresponsibility
companysprojectmanagementbyobtainingaprojectcharterforeachofhis
authority. assignmentmatrixandotherdocuments.Projecthistoryisfoundinthelessonslearnedand
projects.WhichofthefollowingBESTdescribeswhyaprojectcharterwouldhelp
otherhistoricalrecords.Amajorbenefitofaprojectcharteristhatitdocumentstheauthority
theprojectmanager?
giventotheprojectmanager.
Constrainedoptimizationusesmathematicalmodels.Linearprogrammingisamathematical
39.Linearprogrammingisanexampleofwhattypeofprojectselectioncriteria? A.Constrainedoptimization
model.
40.Youhavebeeninvolvedincreatingtheprojectcharter,butcouldnotgetit
B.Showyourmanagertheimpactof Thebestthingtodowouldbetoshowtheimpact.Thisistheonlychoicethatpreventsfuture
approved.Yourmanagerandhisbosshaveaskedthattheprojectbegin
proceedingwithoutapproval. problemsalwaysthebestchoice.Theotherchoicesjustpretendtheproblemdoesnotexist.
immediately.WhichofthefollowingistheBESTthingtodo?
Howlongdidittakeyoutoreadthisquestion?Expectlongwindedquestionsontheexam.Take
anotherlookatthechoicesbeforeyoucontinuereading.Didyounoticethateachofthechoices
41.Theengineeringdepartmenthasuncoveredaproblemwiththecost
occursduringadifferentpartoftheprojectmanagementprocess?Thisquestionisessentially
accountingsystemandhasaskedthesystemsdepartmenttoanalyzewhatis
askingifthenewworkshouldbeaddedtotheexistingproject.Theremaybemanybusiness
wrongandfixtheproblem.Youareaprojectmanagerworkingwiththecost
reasonstotrytodothis,butfromaprojectmanagementperspective,majoradditionstothe
accountingprogramsonanotherproject.Managementhasissuedachange
projectaregenerallydiscouraged.Inthiscase,thenewworkisaselfcontainedunitofwork,
requesttothechangecontrolboardtoaddthenewworktoyourproject.
hasnooverlapwiththeexistingwork,doesnotfitwithintheprojectcharter,andneedsa
Yourexistingprojecthasacostperformanceindex(CPI)of1.2andaschedule
A.Developaprojectcharter. differentskillset.Therefore,itisbesttomakeitanewproject.Thefirststeptoansweringthis
performanceindex(SPI)of1.3,soyouhavesomeroomtoaddworkwithout
questionistorealizethattheworkshouldbeaseparateproject.Thesecondstepistolookat
delayingyourexistingprojectorgoingoverbudget.However,youcannotseehow
thechoicesandseewhichrelatestoinitiatinganewproject.Reestimatingtheprojectsounds
thenewworkfitswithintheprojectcharterforyourexistingproject.Aftersome
likethebestchoiceonlyifyoudidnotrealizethatthenewworkshouldbeaseparateproject.
analysis,youdeterminethatthenewworkandexistingworkdonotoverlapand
Validatingscopeisdoneduringprojectmonitoringandcontrolling,anddoesnotrelatetothe
canbedoneconcurrently.Theyalsorequiredifferentskillsets.Whichofthe
decisionofwhethertoaddworktotheproject.Identifyingscopechangesalsoimpliesthatthe
followingistheBESTthingtodo?
newworkhasbeenacceptedasanadditiontotheexistingproject.Developingaprojectcharter
isamongthefirststepsofinitiatinganewproject,andthebestchoiceinthissituation.
DidyoupickValidateScope?ThenyoumayhaveforgottenthattheValidateScopeprocessis
42.Alltechnicalworkiscompletedontheproject.Whichofthefollowingremains doneduringprojectmonitoringandcontrolling,notprojectclosing.Planningtheriskresponses
D.Completelessonslearned
tobedone? andcreatingthestaffingmanagementplanaredoneearlierintheproject.Thelessonslearned
canonlybecompletedaftertheworkiscompleted.
Aprojectmanagershouldbelookingatwherechangesarecoiningfromanddoingwhateveris
43.WhichofthefollowingBESTreflectsthephraseinfluencingthefactorsthat B.Determiningthesourcesofchanges
necessarytolimitthenegativeeffectsofchangeontheproject.Heorsheneedstofindtheroot
affectchange? andfixingtherootcauses
cause,sofuturechangesmaybeavoided.
4.ScopeManagement
Thenumberingsystemallowsteammemberstoquicklyidentifythelevelinthework
C.Identifythelevelatwhichindividual
1.Aworkbreakdownstructurenumberingsystemallowstheprojectteamto: breakdownstructurewherethespecificelementisfound.Italsohelpstolocatetheelementin
elementsarefound.
theWBSdictionary.
Thetermstakeholderencompassesalltheotherchoices.Inthiscase,itisthebestanswer
2.TheworkbreakdownstructurecanBESTbethoughtofasaneffectiveaidfor
D.Stakeholder sincetheWBScanbeused(butdoesnotneedtobeused)asacommunicationstoolforall
communications.
stakeholderstoseewhatisincludedintheproject.
TheoutputoftheValidateScopeprocessiscustomeracceptanceofprojectdeliverables.The
B.Customeracceptanceofproject
3.WhichofthefollowingisaKEYoutputoftheValidateScopeprocess? otherchoicesallhappenduringprojectplanning,wellbeforethetimetheValidateScope
deliverables
processtakesplace.
Activitylistsmayidentifytheworkpackagetheyrelateto,buttheydonotcontaindetailed
descriptionsoftheworkpackages.Theprojectscopestatementdefinestheprojectscope,butit
4.Duringprojectexecuting,ateammembercomestotheprojectmanager
doesnotdescribetheworkateammemberisassigned.Thescopemanagementplandescribes
becauseheisnotsurewhatworkheneedstoaccomplishontheproject.Whichof A.WBSdictionary
howscopewillbeplanned,managed,andcontrolled.Itdoesnotincludeadescriptionofeach
thefollowingdocumentscontainsdetaileddescriptionsofworkpackages?
workpackage.TheWBSdictionarydefineseachelementintheWBS.Therefore,descriptionsof
theworkpackagesareintheWBSdictionary.
5.Duringwhichpartoftheprojectmanagementprocessistheprojectscope TheprojectscopestatementisanoutputoftheDefineScopeprocess,whichoccursduring
B.Planning
statementcreated? projectplanning.
6.Theprogramwasplannedyearsago,beforetherewasamassiveintroductionof
Notallquestionswillbedifficult.Thelevelofuncertaintyinscopeincreasesbasedonthescale
newtechnology.Whileplanningthenextprojectinthisprogram,theproject
D.Increases. ofeffortrequiredtoidentifyallthescope.Forlargerprojects,itismoredifficulttocatch
managerhasexpandedthescopemanagementplanbecause,asaproject
everything.
becomesmorecomplex,thelevelofuncertaintyinthescope:
7.Duringameetingwithsomeoftheprojectstakeholders,theprojectmanageris
askedtoaddworktotheprojectscope.Theprojectmanagerhadaccessto
Althoughonecouldletthesponsorknowaboutthestakeholdersrequest,thebestchoicelisted
correspondenceabouttheprojectbeforetheprojectcharterwassignedand C.Tellthestakeholdersthescope
wouldbetosayno,asthiswasalreadyconsidered.Anevenbetterchoicewouldbetofindthe
remembersthattheprojectsponsorspecificallydeniedfundingforthescope cannotbeadded.
rootcauseoftheproblem,butthatchoiceisnotlistedhere.
mentionedbythesestakeholders.TheBESTthingfortheprojectmanagertodois
to:
8.AnewprojectmanagerisbeingmentoredbyamoreexperiencedPMPcertified
projectmanager.Thenewprojectmanagerishavingdifficultyfindingenoughtime AWBSdoesnotshowdatesorresponsibilityassignments.Thebusinessneedisdescribedinthe
tomanagetheprojectbecausetheprojectscopeisbeingprogressively projectcharter.Inthissituation,theprojectscopeisbeingfinetuned.Itwouldsavetheproject
elaborated.ThePMPcertifiedprojectmanageradvisesthatthebasictoolsfor A.Communicatingwiththecustomer managertimeineffectivelymanagingprogressiveelaborationiftheWBSwasusedasa
projectmanagement,suchasaworkbreakdownstructure,canbeusedduring communicationstool.UsingtheWBShelpsensureeveryone(includingthecustomer)
projectexecutingtoassisttheprojectmanager.Forwhichofthefollowingcana understandsthescopeofthework.
workbreakdownstructurebeused?
9.Duringaprojectteammeeting,ateammembersuggestsanenhancementto Theteammemberissuggestinganenhancementthatisoutsidethescopeoftheproject
thescopethatisbeyondthescopeoftheprojectcharter.Theprojectmanager charter.Scopemanagementinvolvesfocusingondoingtheworkandonlytheworkinthe
B.Scopemanagement.
pointsoutthattheteamneedstoconcentrateoncompletingalltheworkand projectmanagementplanthatmeetstheobjectivesoftheprojectcharter.Theprojectmanager
onlytheworkrequired.Thisisanexampleof: isperformingscopemanagement.
TheValidateScopeprocessoccursduringprojectmonitoringandcontrolling.Itisdoneatthe
C.Attheendofeachphaseofthe
10.WhenshouldtheValidateScopeprocessbedone? endofeachprojectphasetogetapprovalforphasedeliverables,aswellasatotherpointsto
project
getapprovalforinterimdeliverables.
Donotjumpintotheproblemwithoutthinking.Thecustomeronlynotifiedtheprojectmanager
11.Tieprojectismostlycomplete.Theprojecthasaschedulevarianceof300and
thattheywanttomakeachange.Theydidnotdescribethechange.Theprojectmanager
acostvarianceof900.Allbutoneofthequalitycontrolinspectionshavebeen
shouldnotsaynountilheorsheknowsmoreaboutthepotentialchange,norshouldthe
completedandallhavemetthequalityrequirements.Allitemsintheissuelog
B.Askthecustomerforadescription projectmanagergotomanagementwithoutmoreinformation.Theprojectmanagermust
havebeenresolved.Manyoftheresourceshavebeenreleased.Thesponsoris
ofthechange. understandthenatureofthechangeandhavetimetoevaluatetheimpactofthatchange
abouttocallameetingtoobtainproductvalidationwhenthecustomernotifies
beforedoinganythingelse.Ofthesechoices,thefirstthingtodoistodeterminewhatthe
theprojectmanagerthattheywanttomakeamajorchangetothescope.The
changeis.Theprojectmanagermightthenanalyzethepotentialchangewiththeteam,butonly
projectmanagershould:
iftheirinputisrequired.
12.Youhavejustjoinedtheprojectmanagementofficeafterfiveyearsofworking
Workbreakdownstructuresarerequiredonprojectsofeverysize,regardlessofwhether
onprojects.Oneofthethingsyouwanttointroducetoyourcompanyisthevalue
A.Workbreakdownstructureswill contractsareinvolved.Workbreakdownstructurescanbeusedtohelpidentifyrisks,butrisks
ofcreatingandutilizingworkbreakdownstructures.Someoftheproject
preventworkfromslippingthrough canbeidentifiedusingothermethodsaswell.Preventingworkfrombeingforgotten(slipping
managersareangrythatyouareaskingthemtodoextrawork.Whichofthe
thecracks. throughthecracks)isoneofthemainreasonsthetoolisused,andisthebestchoiceoffered
followingwouldbetheBESTthingyoucouldtelltheprojectmanagerstoconvince
here.
themtouseworkbreakdownstructures?
13.Anewprojectmanagerhasaskedyouforadviceoncreatingawork TheWBSisaninputtoallofthesechoices.However,teambuyinisadirectresultoftheWBS
breakdownstructure.Afteryouexplaintheprocesstoher,sheasksyouwhat creationprocess,whiletheotherchoicesusetheWBStoassistintheircompletion.Involving
softwaresheshouldusetocreatetheWBSandwhatsheshoulddowithitwhenit theteamincreatingtheWBSprovidesprojectteammemberswithanunderstandingofwhere
B.Teambuyin.
iscompleted.Youmightrespondthatitisnotthepicturethatisthemostvaluable theirpiecesfitintotheoverallprojectmanagementplanandgivesthemanindicationofthe
resultofcreatingaWBS.ThemostvaluableresultofaWBSis: impactoftheirworkontheprojectasawhole.
14.Tomanageaprojecteffectively,workshouldbebrokendownintosmall
ThelowestleveloftheWBSisaworkpackage,whichcanbecompletedbymore
pieces.WhichofthefollowingdoesNOTdescribehowfartodecomposethe C.Untilitcanbedonebyoneperson
thanoneperson.Theotherchoicesareaspectsofaworkpackage.
work?
Theprojectscopestatementdescribesworkonahighlevelbasis.Workpackagesneedtobe
specifictoenableteammemberstocompletetheirworkwithoutgoldplating.Theproduct
15.Aprojectmanagermayuse_______tomakesuretheteammembersclearly C.TheWBSdictionary scopedoesnottellteammemberswhatworkisassignedtothem.Theteamshouldhaveacopy
knowwhatworkisincludedineachoftheirworkpackages. oftheschedule,butascheduledoesnotshowthemwhatworkisincludedineachoftheirwork
packages.WorkpackagesaredescribedintheWBSdictionary.NOTE:DonotthinkoftheWBS
dictionaryasadictionaryofterms.
Auserstoryisawayofstatingarequirement,oftenusingthefollowingformat:Asa<Role>,I
A.Todocumentfeaturesorfunctions
16.TheMAINpurposeofwritingauserstoryis: want<Functionality/Goal>,sothat<BusinessBenefit/Motivation>.Userstoriesmaybe
requiredbystakeholders.
developedinfacilitatedworkshopsoraspartofotherrequirementsgatheringmethods.
17.Theconstructionphaseofanewsoftwareproductisnearcompletion.The
nextphasesaretestingandimplementation.Theprojectistwoweeksaheadof TheValidateScopeprocessdealswithacceptancebythecustomer.Withoutthisacceptance,
A.ValidateScope
schedule.WhichofthefollowingprocessesshouldtheprojectmanagerbeMOST theprojectmanagerwillnotbeabletomoveintothenextprojectphase.
concernedwithbeforemovingintothefinalphase?
18.Youaremanagingasixmonthprojectandhaveheldbiweeklymeetingswith MonitorandControlRisks,ControlSchedule,andControlScopearemonitoringandcontrolling
yourprojectstakeholders.Afterfiveandahalfmonthsofwork,theprojectison processes.Thissituationaskshowtopreventtheproblem,whichwouldhavebeendoneduring
scheduleandbudget,butthestakeholdersarenotsatisfiedwiththedeliverables. C.DefineScope. planning.TheprojectdeliverablesaredefinedintheDefineScopeprocess,whichisapartof
Thissituationwilldelaytheprojectcompletionbyonemonth.TheMOST projectplanning.Goodplanningreducesthelikelihoodofasituationliketheonedescribed,by
importantprocessthatcouldhavepreventedthissituationis: includingtherightpeopleandspendingadequatetimeclarifyingtheprojectscope.
ThescopebaselineincludestheWBS,WBSdictionary,andtheprojectscopestatement.The
19.AllofthefollowingarepartsofthescopebaselineEXCEPTthe: A.Scopemanagementplan.
scopemanagementplanisnotpartofthescopebaseline.
Noticethattherearemanythingstheprojectmanagercoulddolistedinthechoices.The
20.Oneofthestakeholdersontheprojectcontactstheprojectmanagertodiscuss questionaskswhatistheBESTthingtodoNEXT.Managementofthechangeisnotcomplete
someadditionalscopetheywouldliketoaddtotheproject.Tireprojectmanager whentheControlScopeprocessiscompleted.Itisimportanttolookattheimpactofthe
B.Completeintegratedchange
asksfordetailsinwritingandthenworksthroughtheControlScopeprocess. changeonotherpartsoftheproject,suchastimeandcost.Therefore,performingintegrated
control.
WhatshouldtheprojectmanagerdoNEXTwhentheevaluationoftherequested changecontrolisthebestthingtodonext.Thiswouldprobablybefollowedbymakingsurethe
scopeiscomplete? impactofthechangeisunderstoodbythestakeholder,thendeterminingwhythisscopewas
notidentifiedinplanning,andaskingthestakeholderiftherearemorechangesexpected.
Theprojectmanagerisnotlosingresources(whichisimpliedbynotgettingthemanagersbuy
21.Duringthecompletionofprojectwork,thesponsoraskstheprojectmanager in).Althougharewardsystemwouldhelpwithcooperation,therealproblemhereisnot
toreportonhowtheprojectisgoing.Inordertopreparethereport,theproject cooperation.Meetingwiththeteammemberandhisbosscannotbetheanswerbecauseitalso
managerasksalltheteammemberswhatpercentcompletetheirworkis.Thereis doesnotsolvetheproblemathand(theteammembernotknowingwhatheistodo).Ifyou
oneteammemberwhohasbeenhardtomanagefromthebeginning.Inresponse selectedthischoice,beverycareful!Youcanget10to20questionswrongontheexamsimply
D.Theprojectmanagerdidnotassign
tobeingaskedwhatpercentcompleteheis,theteammemberasks,Percent becauseyoudonotseetherealproblem!Thewholediscussionoftheteammemberandhis
workpackages.
completeofwhat?Beingtiredofsuchcomments,theprojectmanagerreportsto actionsisadistracter.Therealprobleminthisscenarioisnotthattheteammemberisbeing
theteammembersbossthattheteammemberisnotcooperating.Whichofthe uncooperative.Heisaskingaquestionthatmanyteammemberswanttoaskintherealworld.
followingisMOSTlikelytherealproblem? HowcanItellyouhowthingsaregoingifIdonotknowwhatworkIambeingaskedtodo?
TherealproblemisthelackofaWBSandworkpackages.IftherewereaWBSandwork
packagesfortheproject,theteammemberwouldnothavetoasksuchaquestion.
Afterobtaininginputfromthecustomerandotherstakeholders,theprojectteamisresponsible
22.TiredevelopmentofthescopebaselinecanBESTbedescribedasinvolving: B.Theprojectteam. fordevelopingthescopebaseline.RememberthatthescopebaselineincludestheWBS,WBS
dictionary,andprojectscopestatement.
TheprojectscopestatementisanoutputoftheDefineScopeprocess.Theworkbreakdown
structureisanoutputoftheCreateWBSprocess.Scopechangerequestsareoutputsofthe
23.WhichofthefollowingisanoutputoftheCollectRequirementsprocess? A.Requirementstraceabilitymatrix ValidateScopeandControlScopeprocesses.Therequirementstraceabilitymatrixisanoutput
oftheCollectRequirementsprocess,andisusedtotracktherequirementsthroughoutthelife
oftheproject
Thereisnoreasontothinkthattheboardsrejectionwouldnotcontainanexplanationalready,
24.Ascopechangehasbeensuggestedbyoneofthestakeholdersontheproject. sinceprovidingthatinformationiscommonlydone.Suggestingachangeprocessthat
C.Documenttheoutcomeofthe
Aftercarefulconsiderationandalotofarguing,thechangecontrolboardhas circumventsthechangecontrolboardsauthorityisnotethical.Thereisnoreasonto
changerequest.
decidedtorejectthechange.Whatshouldtheprojectmanagerdo? thinkthatapprovalprocessesarenotalreadyinplace.Arejectedchangeshouldberecordedfor
historicalpurposes,incasetheideaisresurrectedlater,andforotherreasons.
Therearemanypiecesofdatainthisquestionthataredistractersfromtherealissue.Thoughit
25.Diecostperformanceindex(CPI)ontheprojectis1.13,andthebenefitcost iscommontohavetocutcostsandaddresourcestoaproject,nothinginthequestionshould
C.Notbeingabletomeasure
ratiois1.2.Theprojectscopewascreatedbytheteamandstakeholders. leadyoutothinkthesewillberequiredinthissituation.Customersdonotgenerallyapprove
completionoftheproductofthe
Requirementsontheprojecthavebeenchangingthroughouttheproject.No theprojectscope(whatyouaregoingtodotocompletetheirrequirements);instead,they
project
matterwhattheprojectmanagerhastriedtoaccomplishinmanagingtheproject, approvetheproductscope(theirrequirements).Sincerequirementsareusedtomeasurethe
whichofthefollowingisheMOSTlikelytofaceinthefuture? completionoftheproductoftheproject,nothavingcompleterequirementswillmakesuch
measurementimpossible.
26.ValidateScopeiscloselyrelatedto: A.ControlQuality. ControlQualitychecksforcorrectness,andValidateScopechecksforacceptance.
27.WhichofthefollowingcancreatetheMOSTmisinterpretationoftheproject Muchoftheworkontheprojectisdictatedbytheprojectscopestatement.Anyimprecisionin
A.Impreciselanguage
scopestatement? suchakeydocumentwillleadtodifferinginterpretations.
Thoughitiscorrectthateffectivescopedefinitioncanleadtoamorecompleteprojectscope
statement,thiscannotbetheanswer,becauseitdoesnotdealwithcontrol.Scopeplanning
C.DieControlScopeprocessmustbe
occursbeforetheControlScopeprocess,notafterit.Controllingthescheduleisnotthebest
28.WhichofthefollowingisCORRECTinregardtotheControlScopeprocess? integratedwithothercontrol
waytocontrolscope,sothatisnotthebestanswer.Thecontrolprocessesdonotactin
processes.
isolation.Achangetoonewillmostlikelyaffecttheothers.Thereforetheneedtointegratethe
ControlScopeprocesswithothercontrolprocessesisthebestanswer.
TheprojectmanagementplaniscompletedbeforetheValidateScopeprocess.TheValidate
C.Itensurescustomeracceptance,
Scopeprocessdoesnotdealwithtime,butratheracceptance.TheValidateScopeprocessdoes
showsthedeliverablemeets
notoccurbeforetheDefineScopeprocess.ThechoicestatingthattheValidateScopeprocess
29.WhichofthefollowingBESTdescribestheValidateScopeprocess? specifications,andprovidesa
ensurescustomeracceptance,showsthedeliverablemeetsspecifications,andprovidesa
chancefordifferencesofopinionto
chancefordifferencesofopiniontocometolightisentirelycorrect,makingthatthebest
cometolight.
answer.
Youneedtohaveaproductdescriptionbeforeyoucandoproductanalysis.Analyzingthelevel
C.Gainingabetterunderstandingof ofqualitydesiredisrelatedtothePlanQualityManagementprocess.Determiningwhetherthe
30.WhichofthefollowingBESTdescribesproductanalysis? theproductoftheprojectinorderto qualitystandardsontheprojectcanbemetisdoneinthePerformQualityAssuranceprocess.
createtheprojectscopestatement Productanalysisincludesgainingabetterunderstandingoftheproductoftheproject,inorder
tocreatetheprojectscopestatement.
5.TimeManagement
Thereareonlytwochoicesrelatedtoscheduling:criticalpathmethodandprecedence
1.Tocontroltheschedule,aprojectmanagerisreanalyzingtheprojecttopredict
diagramming.Precedencediagramming,however,isadiagrammingtechniquethatdealswith
projectduration.Shedoesthisbyanalyzingthesequenceofactivitieswiththe A.Criticalpathmethod
therelationshipbetweenactivities,notscheduleflexibility.Theprojectmanageris
leastamountofschedulingflexibility.Whattechniqueissheusing?
analyzingthecriticalpath.
Nomentionismadethatthedependencycomesfromasourceoutsidetheproject,sothisisnot
2.Adependencyrequiringthatdesignbecompletedbeforemanufacturingcan anexternaldependency.Scopedependencyisnotadefinedterm.Thekeywordinthequestion
C.Mandatorydependency.
startisanexampleofa(n): isrequiring.Sincethedependencyisrequired,itcouldnotbediscretionaryandtherefore
mustbemandatory.Thequestiondefinesamandatorydependency.
3.WhichofthefollowingareGENERALLYillustratedBETTERbybarchartsthan Thebarchart(orGanttchart)isdesignedtoshowarelationshiptotime.Thisisbestusedwhen
D.Progressorstatus
networkdiagrams? demonstratingprogressorstatusasafactoroftime.
4.Iftheoptimisticestimateforanactivityis12days,andthepessimisticestimate Thebetastandarddeviationiscomputedby(P0)/6.Therefore,theansweris
A.1
is18days,whatisthestandarddeviationofthisactivity? (1812)/6=6/6=1.
Aheuristicisagenerallyacceptedrule.Examplesarecostperlineofcode,costpersquarefoot
5.AheuristicisBESTdescribedasa: D.Generallyacceptedrule.
offloorspace,etc.
Totalfloatandfreefloatarethetimeanactivitycanbedelayedwithoutimpactingtheentire
6.Lagmeans: C.Waitingtime. projectorthenextactivity.Aforwardorbackwardpassreferstoanetworkanalysistechnique,
notwaitingtime.Waitingtimeisthecorrectdefinitionoflag.
Thebarchartmayshowanenddate,butitisnotusedtodeterminedates.Theprojectcharter
alsomayincludearequiredenddate,butnotalogicaldeterminationofhowlongtheproject
7.WhichofthefollowingistheBESTprojectmanagementtooltouseto
B.Networkdiagram willtake.Thenetworkdiagramtakestheactivitiesfromtheactivitylistandaddsdependencies.
determinethelongesttimetheprojectwilltake?
Thedependenciesallowustolookatthevariouspathsthroughthediagramtodeterminethe
longestduration(critical)path.Thenetworkdiagramisthebestanswer.
Thisquestiontestsyourknowledgeaboutanumberoftopics.Therecanoftenbemorethan
onecriticalpath,butyoumightadjusttheplaninordertodecreaseriskandhaveonlyone
A.Thecriticalpathhelpsprovehow criticalpath.Thenetworkdiagrammayormaynotchangewhentheenddatechanges,
8.WhichofthefollowingisCORRECT?
longtheprojectwilltake. dependingontheamountofschedulereserveandthereasonforthechangetotheschedule.
Youcanhavenegativefloatifyouarebehindschedule.Thecriticalpathhelpsprovehowlong
theprojectwilltake.Thisistheonlycorrectstatementofthechoicesgiven.
Amilestonerepresentsthecompletionofaseriesofactivitiesorworkpackages.
9.Whatisthedurationofamilestone? C.Ithasnoduration.
Therefore,ittakesnotimeofitsown.
Anestimatecanhaveawiderangeandstillbeaccurateiftheitemestimatedincludesidentified
10.WhichofthefollowingBESTdescribestherelationshipbetweenstandard C.Standarddeviationtellsyouhow risks.Thereisnosuchthingasapadinproperprojectmanagement.Anestimatemightbe
deviationandrisk? uncertaintheestimateis. inflated,butitisacalculatedreservetoaccountforrisks,notarbitrarypadding.Thestandard
deviationtellsyoutheamountofuncertaintyorriskinvolvedintheestimatefortheactivity.
D.Determiningthelengthoftimethe
Thetotalfloatofanactivityisthelengthoftimetheactivitycanbedelayedwithoutdelaying
11.Thefloatofanactivityisdeterminedby: activitycanbedelayedwithout
thecriticalpath.
delayingthecriticalpath.
ThoughhavingthreecriticalpathsCOULDrequiremorepeopleorcostmore,theanswerthatis
12.Aprojecthasthreecriticalpaths.WhichofthefollowingBESTdescribeshow
B.Itincreasestheprojectrisk. definitelyandalwaystrueisthatitincreasesprojectrisk.Becauseyouneedtomanagethree
thisaffectstheproject?
criticalpaths,thereismoreriskthatsomethingcouldhappentodelaytheproject.
Fasttrackingaffectsbothtimeandcostbutmaynothelpevenoutresourceusage.MonteCarlo
13.Ifprojecttimeandcostarenotasimportantasthenumberofresourcesused
C.Performresourceoptimization. analysisandanalysisoflifecyclecostsdonotdirectlydealwithresources.Resource
eachmonth,whichofthefollowingistheBESTthingtodo?
optimizationistheonlychoicethatwilldefinitelyaffectresources.
Bothtypesofchartsareusedinprojectplanning.Teammembersneedtoseedetailsandso
theyneedabarchartratherthanamilestonechart.RiskanalysisCOULDmakeuseofboth
charts.Amilestonechartisusedinsteadofabarchartforanysituationwhereyouwantto
14.Whenisamilestonechartusedinsteadofabarchart? C.Reportingtomanagement
reportinalessdetailedway.Sincebarchartscanscarepeoplewiththeircomplexityandoften
showtoomuchdetailtobeworthwhileonamanagementlevel,milestonechartsaremore
effectiveforreportingtomanagement.
Levelingresourcesgenerallyextendstheschedule.MonteCarloanalysisdoesnotdirectly
15.Yourprojectmanagementplanresultsinaprojectschedulethatistoolong.If
addresstheconstraintsofthissituation.Tocompresstheschedule,youcouldeithercrashor
theprojectnetworkdiagramcannotchangebutyouhaveextrapersonnel C.Crashtheproject.
fasttrack.However,thesituationsaysthatthenetworkdiagramcannotchange.Thiseliminates
resources,whatistheBESTthingtodo?
thefasttrackingoption,leavingcrashingtheprojectasthebestanswer.
Thisisanotherquestionthatasksaboutproblemsolving.Neithertellingthebossnorwaitingto
C.Meetwiththeteamtolookat
16.WhichofthefollowingistheBESTthingtodowhenaskedtocompletea seethestatusnextmonthtriestosolvetherealproblem.Itwouldbeinaccuratetoreportthat
optionsforcrashingorfasttracking
projecttwodaysearlierthanplanned? theprojectcannotbefinishedearlier.Onlymeetingwiththeteamtolookforoptionsfor
thecriticalpath.
compressingtheschedule(bycrashingorfasttracking)relatestoproblemsolving.
17.Inattemptingtocompletetheprojectfaster,theprojectmanagerlooksatthe
A.Riskimpactofcrashingeach Youmayormaynotneedyourcustomersoryourbosssinput,butyouwilldefinitelyneedto
costassociatedwithcrashingeachactivity.TheBESTapproachtocrashingwould
activity. includeananalysisofrisk.
alsoincludelookingatthe:
18.Whichofthefollowingprocessesincludesaskingteammembersaboutthe
Bythetimethisprocessistalcingplace,DevelopProjectCharter,DefineScope,andSequence
timeestimatesfortheiractivitiesandreachingagreementonthecalendardatefor B.DevelopSchedule
Activitieswouldbecompleted.TheprocessdefinedinthequestionisDevelopSchedule.
eachactivity?
Thisquestionagaintestswhetheryouknowhowtosolveproblems.Cuttingproductscope
D.Determineoptionsforschedule negativelyaffectsthecustomer,andisthereforenotbest.Aprojectmanagersjobisto
19.Aprojectmanagerisinthemiddleofexecutingaverylargeconstruction
compressionandpresent determineoptionsformeetinganyenddate;therefore,simplytellingmanagementthe
projectwhenhediscoversthetimeneededtocompletetheprojectislongerthan
managementwithhisrecommended requireddatecannotbemetisnotcorrect.Workingovertimeisexpensiveandunnecessary
thetimeavailable.WhatistheBESTthingtodo?
option. whentherearemanyotherchoicesthatcouldbeselectedfirst.Determiningoptionsfor
schedulecompressionwouldhavetheleastnegativeeffectontheproject.
20.Duringprojectplanning,youestimatethetimeneededforeachactivityand B.Tireteamdidnotcreatethe Timeestimatesfortheactivitiesshouldbecreatedbytheteamandshouldnotbeadded
thenadduptheestimatestocreatetheprojectestimate.Youcommitto estimate,andanetworkdiagramwas togethertocreatetheprojectestimate.Someactivitiesmaytakeplaceconcurrently;these
completingtheprojectbythisdate.Whatiswrongwiththisscenario? notused. wouldbeidentifiedinthenetworkdiagram.
21.YouareaprojectmanageronaUS$5,000,000softwaredevelopmentproject.
Thequestionimpliesafinishtofinishrelationshipbetweenactivities.Thearrowdiagramming
Whileworkingwithyourprojectteamtodevelopanetworkdiagram,younoticea
methoddoesnotsupportthattypeofrelationship.Criticalpathisnotadiagrammingmethod,
seriesofactivitiesthatcanbeworkedinparallelbutmustfinishinaspecific A.Precedencediagrammingmethod
andoperationaldiagrammingmethodisamadeupterm.Theprecedencediagrammingmethod
sequence.Whattypeofactivitysequencingmethodisrequiredforthese
ismostappropriateinthiscase.
activities?
22.YouareaprojectmanageronaUS$5,000,000softwaredevelopmentproject.
Whileworkingwithyourprojectteamtodevelopanetworkdiagram,yourdata
Thesituationisneithermandatorynordrivenbyanexternalsource.Aheuristicisageneralrule
architectssuggestthatqualitycouldbeimprovedifthedatamodelisapprovedby
B.Discretionarydependency thatcanbeusedconsistently.Thissituationisauniqueoccurrenceforwhichapreferred
seniormanagementbeforemovingontootherdesignelements.Theysupportthis
methodisbeingsuggested.Therefore,thisisadiscretionarydependency.
suggestionwithanarticlefromaleadingsoftwaredevelopmentjournal.Whichof
thefollowingBESTdescribesthistypeofinput?
Thisisanexampleofatwostagequestionyoumayfindontheexam.Firstyouneedtodraw
23.Basedonthefollowing,ifyouneededtoshortenthedurationoftheproject,
D.ActivityC thenetworkdiagramandfindthecriticalpath,andthenmakeadecision.Thenetworkdiagram
whichactivitywouldyoutrytoshorten?
wouldbe:
Thecriticalpathis16(Start,C,E,H,End).Manypeopleimmediatelylookforthelongest
durationactivityontheprojecttocut.HereactivityDisthelongest,at10weeks.However,that
activityisnotonthecriticalpath,andcuttingitwouldnotshortentheprojectsduration.You
mustchangethecriticalpath.Inthiscase,bothactivityCandactivityHareonthecriticalpath.
Ifyouhaveachoice,allthingsbeingequal,choosetheearlieroption.Therefore,activityCisthe
bestanswer.
24.Youhaveaprojectwiththefollowingactivities:ActivityAtakes40hoursand Didyounoticehowdifficultthisquestionwastoread?Suchwordingisintentional,toprepare
canstartaftertheprojectstarts.ActivityBtakes25hoursandshouldhappen youforinterpretingquestionsontherealexam.Lookingatthissituation,youseethereare
aftertheprojectstarts.ActivityCmusthappenafteractivityAandtakes35hours. threepathsthroughthenetworkasshowninthefollowingtable.IfthedurationofactivityB
C.ThecriticalpathisStart,A,C,E,F,
ActivityDmusthappenafteractivitiesBandCandtakes30hours.ActivityEmust changesfrom25to37,theactivitywilltake12hourslonger.Astheactivityisonlyonthethird
End.
takeplaceafteractivityCandtakes10hours.ActivityFtakesplaceafterActivityE path,itwillonlychangethedurationofthatpathfrom55to55+12,or67hours.Sincethe
andtakes22hours.ActivitiesFandDarethelastactivitiesoftheproject.Which durationofthecriticalpathis107hours,thedelaywithactivityBwillhavenoimpactonthe
ofthefollowingisTRUEifactivityBactuallytakes37hours? projecttimelineorthecurrentcriticalpath.
TheDevelopScheduleprocessincludesallworkandusesallinputsneededtocomeupwitha
25.Aprojectmanagerhasreceivedactivitydurationestimatesfromhisteam.
finalized,realisticschedule.AspartoftheEstimateActivityDurationsprocess,reservesare
WhichofthefollowingdoesheneedinordertocompletetheDevelopSchedule D.Reserves
createdtocoveridentifiedandunknownschedulerisks.AlltheotheritemsarepartsofControl
process?
ScheduleandoccuraftertheDevelopScheduleprocess.
26.Aprojectmanageristakingoveraprojectfromanotherprojectmanager
duringprojectplanning.Ifthenewprojectmanagerwantstoseewhatthe Theschedulemanagementplanisthemostcorrectanswer.Itincludesplansforhowschedule
D.Schedulemanagementplan.
previousprojectmanagerplannedformanagingchangestotheschedule,itwould changeswillbemanaged.
beBESTtolookatthe:
27.Aprojectmanagerisusingweightedaveragedurationestimatestoperform
B.Betadistribution Betadistributionusesweightedaveragestocomputeactivitydurations.
schedulenetworkanalysis.Whichtypeofmathematicalanalysisisbeingused?
Sequencingtheactivitiesisthesamethingascreatinganetworkdiagram,sothathasalready
beendone.TheValidateScopeprocessisdoneduringprojectmonitoringandcontrolling,not
28.TheWBS,estimatesforeachworkpackage,andthenetworkdiagramare C.Createapreliminaryscheduleand
duringprojectplanning.Sinceascheduleisaninputtoriskmanagement,riskmanagement
completed.TireNEXTthingfortheprojectmanagertodois: gettheteamsapproval.
comesafterthecreationofapreliminaryschedule,andsothatisnotthenextthingtodo.
Creatingthepreliminaryscheduleisnext.
Thequestionisreallyasking,WhatisdoneaftertheEstimateActivityDurationsprocess?The
29.Anewproductdevelopmentprojecthasfourlevelsintheworkbreakdown
workbreakdownstructureandactivitylistaredonebeforeEstimateActivityDurations.The
structureandhasbeensequencedusingtheprecedencediagrammingmethod. D.Compresstheschedule.
scheduleisnotfinalizeduntilafterschedulecompression.Thereforecompressingtheschedule
Theactivitydurationestimateshavebeenreceived.WhatshouldbedoneNEXT?
isdonenext.
Noticehowthisquestionandthepreviousoneseemverysimilar.Thisisintendedtoprepare
30.Youaretheprojectmanagerforanewproductdevelopmentprojectthathas youforsimilarquestionsontheexam.Estimatingactivityresourcesandanalogouslyestimating
fourlevelsintheworkbreakdownstructure.Thenetworkdiagramandduration thescheduleshouldhavealreadybeencompleted.Thesituationdescribediswithinthe
D.Gainapproval.
estimateshavebeencreated,andaschedulehasbeendevelopedand DevelopScheduleprocessoftimemanagement.ControlScheduleisthenexttimemanagement
compressed.WhichtimemanagementactivityshouldyoudoNEXT? processafterDevelopSchedule,buttheDevelopScheduleprocessisnotyetfinished.Final
approvaloftheschedulebythestakeholdersisneededbeforeonehasaprojectschedule.
31.Ateammemberfromresearchanddevelopmenttellsyouthatherworkistoo MonteCarloanalysisisamodeling,orsimulation,technique.Threepointestimatingusesthree
creativetoprovideyouwithafixedsingleestimatefortheactivity.Youboth timeestimatesperactivity.Onecouldusedatafrompastprojectstocomeupwiththeestimate
A.Parametricestimating
decidetousetheaveragelaborhourstodevelopaprototype(frompastprojects). (analogousestimating),butthebestanswerisparametricestimatingbecausepasthistoryis
Thisisanexampleofwhichofthefollowing? beingusedtocalculateanestimate.
Thereisnoinformationpresentedaboutlagorprogress.Theactivitydescribedhasfloat,
32.Anactivityhasanearlystart(ES)ofday3,alatestart(LS)ofday13,anearly D.Isnotonthecriticalpath.D.Isnot
becausethereisadifferencebetweentheearlystartandlatestart.Anactivitythathasfloatis
finish(EF)ofday9,andalatefinish(LF)ofday19.Theactivity: onthecriticalpath.
probablynotonthecriticalpath.
33.Theprojectiscalculatedtobecompletedfourdaysafterthedesired Cuttingresourcesfromanactivitywouldnotsavetime,norwouldmovingresourcesfromthe
completiondate.Youdonothaveaccesstoadditionalresources.Theprojectis preferentialdependenciestotheexternaldependencies.Removinganactivityfromtheproject
B.Makemoreactivitiesconcurrent.
lowrisk,thebenefitcostratioisexpectedtobe1.6,andthedependenciesare isapossibility,butsincethedependenciesarepreferentialandtheriskislow,thebestchoiceis
preferential.Underthesecircumstances,whatistheBESTthingtodo? tomakemoreactivitiesconcurrent,asthiswouldhavelessimpactontheproject.
34.Aprojectmanagerforasmallconstructioncompanyhasaprojectthatwas
budgetedforUS$130,000overasixweekperiod.Accordingtoherschedule,the Didyougetlostlookingatallthenumberspresentedinthisquestion?Noticethatthereareno
projectshouldhavecostUS$60,000todate.However,ithascostUS$90,000to A.Projectmanager calculationsrequired,simplyanunderstandingofwhattheproblemis.Thisquestiondescribes
date.Theprojectisalsobehindschedule,becausetheoriginalestimateswerenot schedulemanagement,whichisaresponsibilityoftheprojectmanager,
accurate.WhohasthePRIMARYresponsibilitytosolvethisproblem?
Detailedcostestimateshavenothingtodowiththesituationdescribed.Projectmanagement
35.Seniormanagementiscomplainingthattheyarenotabletoeasilydetermine plansincludemoredetailthanisnecessaryforthesituationdescribed,andmaydistractfrom
thestatusofongoingprojectsintheorganization.Whichofthefollowingtypesof D.Milestonereports theconversationifusedinthissituation.Barchartsaremosteffectiveforreportingtotheteam.
reportswouldhelpprovidesummaryinformationtoseniormanagement? Thebestanswerismilestonereports,whichpresenttherightlevelofdetailforupper
management.
36.Rearrangingresourcessothataconstantnumberofresourcesisusedeach Thekeytothisquestionisthephraseconstantnumberusedeachmonth.Onlylevelinghas
C.Leveling.
monthiscalled: suchaneffectontheschedule.
Rememberthatanalogousprojectestimatesareconsideredtobetopdown,highlevel
estimates.Therefore,theyarenotbasedonadetailedunderstandingofwhattheworkwill
C.Itgivestheprojectteaman require.Theprojectmanagerneedsmorethanananalogous(highlevel)estimatetodetermine
37.Whichofthefollowingisabenefitofananalogousprojectestimate? understandingofmanagements whetherornottheprojectwillmeettheschedule.Thebenefitofananalogousprojectestimate
expectations. isthatitismanagementsexpectationsofhowlongtheprojectwilltake.Anydifferences
betweentheanalogousestimateandthedetailedbottomupestimatecanbereconciledinthe
planningprocesses.
Waitinguntilallchangesareknown,andthenprintingoutanewschedule,isacommonerror
manyprojectmanagersmake.Instead,theprojectmanagershouldbecontrollingtheproject
throughoutitscompletion.Thesituationinthequestiondoesnotprovideareasontobelieve
38.Duringprojectexecuting,alargenumberofchangesaremadetotheproject. B.Makeapprovedchangesasneeded,
theschedulebaselinemustbechanged.Aprojectmanagermustbeincontroloftheproject,
Theprojectmanagershould: butretaintheschedulebaseline.
ratherthanconsultingwithmanagementbeforemakinganychanges.Wheneveralargenumber
ofchangesoccuronaproject,itiswisetoconfirmthatthebusinesscase,asstatedinthe
projectcharter,isstillvalid.
6.CostManagement
ThisformulaforEACisusedifnovariancesfromtheBAChaveoccurredoryouwillcontinueat
1.Onecommonwaytocomputeestimateatcompletion(EAC)istotakethe
D.DividebyCPI. thesamerateofspending(ascalculatedinyourcumulativeCPI).Youhavetorememberthe
budgetatcompletion(BAC)and:
formulatogettheanswercorrect.
Whenyoulookatearnedvalue,manyofthetermshavesimilardefinitions.Thiscouldgetyou
2.Estimateatcompletion(EAC)isaperiodicevaluationof: C.Theanticipatedtotalcostatproject
intotrouble.EACmeanstheestimateatcompletion.Whatitwillcosttofinishtheprojectisthe
completion.
definitionofETC,orestimatetocomplete.
3.Ifearnedvalue(EV)=350,actualcost(AC)=400,andplannedvalue(PV)=325,
D.50 TheformulaisCV=EVAC.Therefore,CV=350400,orCV=50.
whatiscostvariance(CV)?
4.Thecustomerresponsibleforoverseeingyourprojectasksyoutoprovidea
D.Askforinformationonrisksthat Presentinganythingotherthanyouroriginalestimate(allocatingmoretothebudget)is
writtencostestimatethatis30percenthigherthanyourestimateoftheprojects
wouldcauseyourestimatetobetoo inaccurateandcallsintoquestionyourcompetenceandintegrityasaprojectmanager.The
cost.Heexplainsthatthebudgetingprocessrequiresmanagerstoestimate
low. customershouldlistpotentialchangesandrisksrelatedtoyourestimate.Ifthecostsandrisks
pessimisticallytoensureenoughmoneyisallocatedforprojects.WhatistheBEST
arejustified,youcanincreasethebudget.
waytohandlethis?
Analogousestimatingisusedmostfrequentlyduringprojectplanning,notprojectexecuting.
C.Usestopdownestimating
5.Analogousestimating: Parametricestimatinginvolvescalculationsbasedonhistoricalrecords.Analogousestimating
techniques.
usestopdownestimatingtechniques.
Thisquestionisasking,Whenyoufinishestimatingcosts,whatdoyouhave?Manypeople
B.Thepreventionofinappropriate whodonotrealizethatestimatesshouldbeinarangepickthatoption.Documentationof
6.AllofthefollowingareoutputsoftheEstimateCostsprocessEXCEPT: changesfrombeingincludedinthe assumptionsisreferringtothebasisofestimates,whichisanoutputofEstimateCosts.The
costbaseline. preventionofinappropriatechangesismorecorrectlypartofthecostmanagementplanand
thechangecontrolsystem.
D.Consideroperationsand
ExplanationLifecyclecostinglooksatoperationsandmaintenancecostsandbalancesthem
7.Themainfocusoflifecyclecostingisto: maintenancecostsinmakingproject
withtheprojectcoststotrytoreducethecostacrosstheentirelifeoftheproject.
decisions.
Askingpercentcompleteisnotabestpracticesinceitisusuallyaguess.Oftentheeasiestwork
isdonefirstonaproject,throwingoffanypercentagecalculationsofworkremaining.Thelife
B.Calculatingearnedvalueandusing
cyclecostcannotbelowerthantheprojectcost,asthelifecyclecostincludestheprojectcost.
theindexesandothercalculationsto
8.CostperformancemeasurementisBESTdonethroughwhichofthefollowing? Focusingontheamountspentlastmonthandwhatwillbespentinthenextmonthisoften
reportpastperformanceandforecast
donebyinexperiencedprojectmanagers.Notonlydoesthisprovidelittleinformation,butthe
futureperformance
datacannotbeusedtopredictthefuture.Usingearnedvalueandothercalculationsisthebest
answersincethischoicelooksatthepastandusesthatinformationtoestimatefuturecosts.
D.Theprojectisgetting89centsout TheCPIislessthanone,sothesituationisbad.Theprojectisonlygetting89cents
9.Acostperformanceindex(CPI)of0.89means:
ofeverydollarinvested. outofeverydollarinvested.
C.Youareprogressingat76percentof Earnedvaluequestionsaskforacalculationoraninterpretationoftheresults.In
10.Ascheduleperformanceindex(SPI)of0.76means:
therateoriginallyplanned. thiscase,theprojectisprogressingat76percentoftherateplanned.
YouneedtheWBStodefinetheactivities,thenetworkdiagramtoseethedependencies,and
theriskstodeterminecontingencies.NOTE:Thesearehighlevelrisks,notthedetailedriskswe
11.WhichofthefollowingisNOTneededinordertocomeupwithaproject
D.Changerequests identifylaterinprojectplanning.Changerequestsarenotrequiredtoobtainestimates,
estimate?
althoughtheycouldcauseexistingestimatestobeadjusted.Withouttheotherthreechoices,
youcannotdeveloptheestimates.
12.Whichofthefollowingisanexampleofaparametricestimate? A.Dollarspermodule Parametricestimatesuseamathematicalmodeltopredictprojectcostortime.
13.Aroughorderofmagnitudeestimateismadeduringwhichproject Thisestimatehasawiderange.Itisdoneduringprojectinitiating,whenverylittle
D.Initiating
managementprocessgroup? isknownabouttheproject.
14.Acostbaselineisanoutputofwhichcostmanagementprocess? C.DetermineBudget AcostbaselineisanoutputoftheDetermineBudgetprocess.
15.Duringwhichprojectmanagementprocessgrouparebudgetforecasts
A.Monitoringandcontrolling BudgetforecastsareanoutputofControlCosts,whichispartofmonitoringandcontrolling.
created?
Youaretrainingtheteamonskillsrequiredfortheproject.Thecostisdirectlyrelatedtothe
16.Whichtypeofcostisteamtraining? A.Direct
projectandthusadirectcost.
.17.Projectsetupcostsareanexampleof: B.Fixedcosts. Setupcostsdonotchangeasproductionontheprojectchanges.Therefore,theyarefixedcosts.
Noticethatyouneedtoknowthedefinitionofvalueanalysistoanswerthisquestion.Also
D.Alesscostlywayofdoingthesame
18.Valueanalysisisperformedtoget: noticethattheotherchoicescouldbeconsideredcorrectbysomeonewhodoesnotknowthe
work.
definition.Valueanalysisseekstodecreasecostwhilemaintainingthesamescope.
19.WhichestimatingmethodtendstobeMOSTcostlyforcreatingaprojectcost Becauseyouneedprojectdetailstoestimatethisway,theeffortexpendedwillbegreaterwith
A.Bottomup
estimate? bottomupestimating.
20.Whichofthefollowingrepresentstheestimatedvalueoftheworkactually Itcanbeconfusingtodifferentiateearnedvaluetermsfromeachother.Theestimatedvalueof
A.Earnedvalue(EV)
accomplished? theworkactuallycompletedisthedefinitionofEV,orearnedvalue.
Noticehowoneitemineachoftheincorrectoptionsmakestheentirechoiceincorrect.
B.Specificationsforhowestimates
Durationestimatesarecreatedduringtimemanagement,andmeasuringteamperformanceisa
shouldbestated,rulesformeasuring
21.WhichofthefollowingareALLitemsincludedinthecostmanagementplan? partofhumanresourcemanagement.Thereisnolevelofriskrequiredforestimates.
costperformance,thelevelof
Specificationsforhowestimatesshouldbestated,rulesformeasuringcostperformance,and
accuracyneededforestimates
thelevelofaccuracyneededforestimatesareallpartsofthecostmanagementplan.
22.Yourprojecthasamediumamountofriskandisnotverywelldefined.The
sponsorhandsyouaprojectcharterandasksyoutoconfirmthattheprojectcan A.Buildanestimateintheformofa Withsuchlimitedinformation,itisbesttoestimateinarange.Therangecanbenarrowedas
becompletedwithintheprojectcostbudget.WhatistheBESTmethodtohandle rangeofpossibleresults. planningprogressesandrisksareaddressed.
this?
Hidingthereserveisaninappropriateaction.Addingcosttoeachactivitywillnotshortenthe
D.Addedtothecostsoftheprojectto criticalpath,andthusisanincorrectstatement.Managementreserves,notcontingency
23.Thecostcontingencyreserveshouldbe:
accountforrisks. reserves,aremaintainedbymanagementtocovercostoverruns.Duringtheriskmanagement
process,youdetermineappropriatecontingencyreservestocoverthecostofidentifiedrisks.
24.Youarehavingdifficultyestimatingthecostofaproject.Whichofthe Althoughallchoicescouldcausedifficulty,onlyinadequatescopedefinitionmakesestimating
A.Inadequatescopedefinition
followingBESTdescribesthemostprobablecauseofyourdifficulty? impossible.
ExplanationLookforthechoicethatwouldhavetheleastnegativeimpactonthissituation.You
25.Yourcostforecastshowsthatyouwillhaveacostoverrunattheendofthe A.Eliminaterisksinestimatesandre wouldnotneedtomeetwiththesponsortodeterminewhichworkcanbedonesooner.Cutting
project.Whichofthefollowingshouldyoudo? estimate. qualityanddecreasingscopealwayshavenegativeeffects.Thechoicewiththeleastnegative
impactistoeliminaterisksinestimatesandreestimate.
Thisisatrickyquestion.Determiningwhythesponsorwantssuchanaccurateestimatesounds
26.Earlyinthelifeofyourproject,youarehavingadiscussionwiththesponsor likeagoodideaatfirst.However,analogousestimatesarelessaccuratethanotherformsof
A.Agreetoanalogousestimating,asit
aboutwhatestimatingtechniquesshouldbeused.Youwantaformofexpert estimating,astheyarepreparedwithalimitedamountofdetailedinformation.Readingevery
isaformofexpertjudgment.
judgment,butthesponsorarguesforanalogousestimating.ItwouldbeBESTto: wordofthischoicehelpseliminateit.Inordertopickthebestanswer,youneedtorealizethat
analogousestimatingisaformofexpertjudgment.
Theoverallprojectbudgetmaybeincludedintheprojectcharterbutnotthedetailedcosts.
27.Youhavejustcompletedtheinitiatingprocessesofasmallprojectandare B.Theprojectbudgetandbaselinewill Evensmallprojectsshouldhaveabudgetandschedule.Itisnotimpossibletocreateaproject
movingintoprojectplanningwhenaprojectstakeholderasksyoufortheprojects notbefinalizedandaccepteduntilthe budgetbeforetheprojectmanagementplaniscreated.However,itisnotwisetodoso,asthe
budgetandcostbaseline.Whatshouldyoutellher? planningprocessesarecompleted. budgetwillnotbeaccurate.Theprojectbudgetandbaselinearenotfinalizedandaccepted
untiltheplanningprocessesarecompleted.
CostManagementistoogeneral.Theestimatesarealreadycreatedinthissituation,sothe
28.Theprojectmanagerisallocatingoverallcostestimatestoindividualactivities
C.DetermineBudget answerisnotEstimateCosts.TheanswerisnotControlCosts,becausethebaselinehasnotyet
toestablishabaselineformeasuringprojectperformance.Whatprocessisthis?
beencreated.TheworkdescribedistheDetermineBudgetprocess.
Recommendingcorrectiveactionsandpossibleupdatestothecostbaselineresultfromproject
29.Monitoringcostexpendedtodateinordertodetectvariancesfromtheplan performancereviews;theyarenotconcurrentwiththem.Monitoringcostsispartofchange
D.Projectperformancereviews.
occursduring: control,butnotpartofcreatingthechangecontrolsystem.Thecorrectchoiceisproject
performancereviews.
Theexamwillaskyouwhatthemanagementplansinclude,inordertotestwhetheryoureally
D.TheWBSlevelatwhichearned
30.Acostmanagementplancontainsadescriptionof: understandthem.ThecostmanagementplanidentifiestheWBSlevelatwhichearnedvalue
valuewillbecalculated.
willbecalculated.
Toanswerthisquestion,youmustlookforachoicethatwouldtakelongerandcostmore.
Noticeoneofthechoicessaysscopewaschanged,butitwasnotnecessarilyaddedto.Ifthe
31.Amanufacturingprojecthasascheduleperformanceindex(SPI)of0.89anda D.Acriticalpathactivitytooklonger changewastoreducethescope,itmightalsohavereducedcost.Thoughitwouldtaketimeto
costperformanceindex(CPI)of0.91.Generally,whatistheBESTexplanationfor andneededmorelaborhoursto handletheissueoftheneedtofindanewsupplier,theimpactedactivitymightnotbeonthe
whythisoccurred? complete. criticalpathandthusmightnotaffecttime.Purchasingadditionalequipmentdefinitelyadds
cost,butnotnecessarilytime.Acriticalpathactivitytakinglongerandrequiringmorelabor
hourstocompletewouldnegativelyaffectbothtimeandcost.
32.Althoughthestakeholdersthoughttherewasenoughmoneyinthebudget,
halfwaythroughtheprojectthecostperformanceindex(CPI)is0.7.Todetermine
ActualcostsareusedtomeasureCPI,andthereisnoreasontouseSPIinthissituation.Using
therootcause,severalstakeholdersaudittheprojectanddiscovertheproject C.Bottomupestimatingshouldhave
pasthistoryisanotherwayofsayinganalogous.Thebestwaytoestimateisbottomup.Such
costbudgetwasestimatedanalogously.Althoughtheactivityestimatesaddupto beenused.
estimatingwouldhaveimprovedtheoverallqualityoftheestimate.
theprojectestimate,thestakeholdersthinksomethingwasmissinginhowthe
estimatewascompleted.Whichofthefollowingdescribeswhatwasmissing?
Earnedvaluemeasurementisagreatreportingtool.Withit,youcanshowwhereyoustandon
33.Earnedvaluemeasurementisanexampleof: A.Performancereporting.
budgetandschedule,aswellasprovideforecastsfortherestoftheproject.
Identifiedrisksarelistedintheriskregister,aninputtotheEstimateCostsprocess.In
D.Bothaninputtoandanoutputof
34.Identifiedrisksare: completingtheEstimateCostsprocess,additionalrisksmaybeuncovered.Theseareaddedto
theEstimateCostsprocess.
theriskregisterasprojectdocumentsupdates.
Costaccountsareincludedintheprojectcostestimate,andthecontingencyreservesareadded
35.ThedifferencebetweenthecostbaselineandthecostbudgetcanbeBEST tothattocomeupwiththecostbaseline.Thereafter,themanagementreservesareaddedto
A.Themanagementreserves.
describedas: comeupwiththecostbudget.Themanagementreservesmakeupthedifferencebetweenthe
costbaselineandthecostbudget.
Thisquestionisfullofchoicesthatarenotcorrectprojectmanagementactions.Toanswerthe
question,youmustfirstrealizethatitisneverappropriateforaprojectmanagertojustcut
estimatesacrosstheboard.Youshouldhavecreatedaprojectestimatebasedonrealisticwork
packageestimatesthatdonotincludepadding.Then,ifcostsmustbedecreased,youcanlook
36.Youprovideaprojectcostestimatefortheprojecttotheprojectsponsor.He
C.Informthesponsoroftheactivities tocutquality,decreaserisk,cutscope,orusecheaperresources(andatthesametimeclosely
isunhappywiththeestimate,becausehethinksthepriceshouldbelower.He
tobecut. monitortheimpactofchangesontheprojectschedule).Oneoftheworstthingsaproject
asksyoutocut15percentofftheprojectestimate.Whatshouldyoudo?
managercandoistostartaprojectknowingthatthetimeorcostfortheprojectisunrealistic.
Didyounoticethechoiceofaddingadditionalresources?Eventhoughtheyhavelowhourly
rates,thatwouldaddcost.Evaluating,lookingforalternatives,andthenreportingtheimpactof
thecostcuttingtothesponsoristhebestactiontotake.
Whileitistruethatriskwillcosttheprojectmoney,thatisnotthedefinitionofcostrisk.Stating
C.Thereisariskthatprojectcosts
37.Costriskmeans: thattheprojectistooriskyfromacostperspectiveassumesthattheriskistoogreattodothe
couldgohigherthanplanned.
project.Costriskistheriskthatprojectcostscouldgohigherthanplanned.
38.Aprojectmanagerneedstoanalyzetheprojectcoststofindwaystodecrease Directcostsaredirectlyattributabletotheproject,andvariablecostsarecoststhatvarywith
C.Directcostsandvariablecosts.
costs.ItwouldbeBESTiftheprojectmanagerlooksat: theamountofworkaccomplished.Itisbesttolookatdecreasingthesecostsontheproject.
7.QualityManagement
Asageneralrule,onecannotsaythatquality(asdefinedinthequestion)iseither
ofhighorlowcost.Itprovideswhatthecustomerwanted,whichmaynotbethelowestor
1.Whenaproductorservicecompletelymeetsacustomersrequirements: A.Qualityisachieved.
highestcost.Whenaproductorservicecompletelymeetsacustomersneeds,qualityis
achieved.
2.Towhatdoesthefollowingdefinitionrefer?Thepointwherethebenefitsor Thisisthedefinitionofmarginalanalysis.Knowthetermsoyouwillbeableto
revenuetobereceivedfromimprovingqualityequalstheincrementalcostto B.Marginalanalysis answerquestionsthatdealwiththisconcept.Theotherchoicesmaysoundgood,buttheyare
achievethatquality. madeupterms.
Althougheachpersonworkingontheprojectshouldcheckhisorherownwork,the
3.Whoisultimatelyresponsibleforqualitymanagementontheproject? B.Theprojectmanager
Jeddah2016 projectmanagerultimatelyhastheresponsibilityforqualityontheprojectasawhole.
ByEng.AhmedAbdelrahman
Ifaproblemwithqualityweretooccuragain,manypeoplewouldopttofixtheproblemas
soonaspossible.Itisproactive,butsomeotherprojectconstraint(s)mustchangeto
accommodatefixingtherootcauseoftheproblem.Itmaynotbenecessarytoallowthe
4.Aprojecthasfacedmajordifficultiesinthequalityofitsdeliverables. scheduletoslip,becausetheprojectmanagermightbeabletocompressthescheduleinother
Managementnowstatesthatqualityisthemostimportantprojectconstraint.If C.Allowcosttoincreasebyfixingthe areas.Cuttingcostdoesnotnecessarilycausethescheduletoslip,norwouldthatnecessarilyfix
anotherproblemwithqualityweretooccur,whatwouldbetheBESTthingforthe rootcauseoftheproblem. theproblemathand.Allowingrisktoincreasebycuttingcostisnotthebestchoice,becausea
projectmanagertodo? qualityproblemismostlikelytocreateadditionalcost,ratherthancutcost.Allowingthecostto
increasebyfixingtherootcauseoftheproblemaddressesbothfindingthecauseandthe
probableimpactofdealingwiththeproblem.
5.Amanagernoticesthataprojectmanagerisholdingameetingwithsomeofthe
teamandsomestakeholderstodiscussthequalityoftheproject.Theproject
Didyounoticethereisalotofdatanotrelevanttoansweringthequestion?Expectdistracters
schedulehasbeencompressed,andtheCPIis1.1.Theyhaveworkedhardonthe
A.Improvedqualityleadstoincreased toappearinmanyquestionsontheexam.Qualityeffortsshouldproduceadecreaserather
project,theteamhasbeenrewardedaccordingtotherewardsystemtheproject
productivity,increasedcost thananincreaseincostriskasaresultoflessrework.Qualityeffortsshouldalsoprovide
managerputinplace,andthereisastrongsenseofteam.Themanagersuggests
effectiveness,anddecreasedcostrisk. increasedcosteffectivenessduetolessrework.Thisleavesthebestanswer:Improvedquality
thattheprojectmanagerdoesnothaveenoughtimetoholdmeetingsabout
leadstoincreasedproductivity,increasedcosteffectiveness,anddecreasedcostrisk.
qualitywhenthescheduleissocompressed.WhichofthefollowingBEST
describeswhythemanageriswrong?
C.Thedegreetowhichtheproject Therecanbeacostimpact(ortime,risk,etc.)ofexceedingexpectationsoraddingextras.
6.Qualityis:
meetsrequirements. Qualityisthedegreetowhichtheprojectmeetsrequirements.
Inspection,Paretodiagrams,andfishbonediagramsarealltoolsthatcanbeusedinControl
7.AllthefollowingaretoolsofControlQualityEXCEPT: B.Costofquality. Quality.CostofqualityispartofPlanQualityManagement,makingsuretheprojectisnot
spendingtoomuchtoachieveaparticularlevelofquality.
Fishbonediagramsareoftenusedtostimulatethinkingandtoexploreadesiredfuture
A.Focusonthemostcriticalissuesto
8.Paretodiagramshelptheprojectmanager: outcome.Determiningwhetheraprocessisoutofcontrolisafunctionofcontrolcharts.Only
improvequality.
focusingoncriticalissuestoimprovequalityrelatestoParetodiagrams.
FocusingonthemostcriticalissuestoimprovequalityrelatestoParetodiagrams.Stimulating
D.Determineifaprocessis
9.Acontrolcharthelpstheprojectmanager: thinkingandexploringadesiredfutureoutcomerelatetofishbonediagrams.Onlydetermining
functioningwithinsetlimits.
ifaprocessisfunctioningwithinsetlimitsrelatestocontrolcharts.
10.Testingtheentirepopulationwould: A.Taketoolong. Thelengthoftimeittakestotestawholepopulationisoneofthereasonstotakeasample.
Qualitytrainingisacostofconformancetoquality.Alltheotherchoicesarecostsof
11.AllofthefollowingareexamplesofthecostofnonconformanceEXCEPT: B.Qualitytraining.
nonconformancetoquality.
B.Farthemeasurementisfromthe
12.Standarddeviationisameasureofhow: Standarddeviationisthemeasurementofarangearoundthemean.
mean.
QualitymetricsareanoutputofthePlanQualityManagementprocess.Theyareaninputtothe
13.AllofthefollowingresultfromqualityauditsEXCEPT: C.Creationofqualitymetrics.
PerformQualityAssuranceprocess,theprocessinwhichqualityauditstakeplace,
14.Acontrolchartshowssevendatapointsinarowononesideofthemean. Theruleofsevenapplieshere.Ifyouhavesevendatapointsinarowonthesamesideofthe
C.Findanassignablecause.
Whatshouldbedone? mean,statisticallythemeanhasshifted,callingforactiontocorrecttheproblem.
15.Youaremanagingaprojectinajustintimeenvironment.Thiswillrequire
Inajustintimeenvironment,suppliesaredeliveredwhenyouneedthemandnotbefore.
moreattention,becausetheamountofinventoryinsuchanenvironmentis D.0percent.
Therefore,youhavelittleornoinventory.
generally:
16.Thereareseveralexecutingactivitiesunderwayonyourproject.Youare
QualityauditsareanecessarypartofthePerformQualityAssuranceprocess.Theyhelpyou
beginningtogetconcernedabouttheaccuracyoftheprogressreportingyour A.Qualityaudits
assesswhethertheprocessesarebeingfollowedcorrectlyontheproject.
teammembersaredoing.Howcouldyouverifywhetherthereisaproblem?
17.Aprojectmanagerandteamfromafirmthatdesignsrailroadequipmentare
taskedtodesignamachinetoloadstoneontorailroadcars.Thedesignallowsfor Thequalitypolicyandcontrolchartsarecomponentsofaqualitymanagementplan.Although
2percentspillage,amountingtoovertwotonsofspilledrockperday.Inwhichof A.Qualitymanagementplan thequalitymanagementplanispartoftheprojectmanagementplan,themostpreciseanswer
thefollowingdoestheprojectmanagerdocumentqualitycontrol,quality isthequalitymanagementplan.
assurance,andqualityimprovementprocessesforthisproject?
18.Duringateammeeting,theteamaddsaspecificareaofextraworktothe Thisisanexampleofgoldplating.YoushouldprovideONLYwhatthecustomeraskedfor.The
projectbecausetheyhavedetermineditwouldbenefitthecustomer.Whatis A.Theteamisgoldplating. teamdoesnotknowiftheirchangewillprovidebenefittothecustomer.Theteamshouldfocus
wronginthissituation? theireffortsonfulfillingtherequirements.
19.Theprojectteamhascreatedaplanforhowtheywillimplementthequality
Theplandescribedisthequalitymanagementplan.Sincethequalitymanagementplanis
policy.Itaddressestheorganizationalstructure,responsibilities,procedures,and
C.Projectmanagementplan includedintheprojectmanagementplan,changingthequalitymanagementplanwillalso
otherinformationaboutplansforquality.Ifthisplanchangesduringtheproject,
changetheprojectmanagementplan.
WHICHofthefollowingplanswillalsochange?
PerformQualityAssurance,ofwhichanauditispart,focusesonprocesses,procedures,and
20.Youareaprojectmanagerforamajorinformationsystemsproject.Someone
standards.ThoughISO9000isastandard,thatisnottheonlyreasonanauditwouldbe
fromthequalitydepartmentcomestoseeyouaboutbeginningaqualityauditof C.Toidentifyinefficientand
conducted.Thesellercannotgenerallycontrolorreviewthecustomersqualityprocess.
yourproject.Theteam,alreadyunderpressuretocompletetheprojectassoonas ineffectivepolicies.
Checkingtheaccuracyofcostssubmittedbytheteamismorerepresentativeofacostaudit
possible,objectstotheaudit.Youshouldexplaintotheteamthatthepurposeof
thanaqualityaudit,sothatoptioncannotbethebestchoice.Onepurposeofaqualityauditis
aqualityauditis:
toidentifyinefficientandineffectivepolicies.
Assuringmanagementthatitwasdeterminedinplanningthattheprojectwouldmeetquality
21.Youareinthemiddleofamajornewfacilityconstructionproject.The standardsisnotproductive,sinceitdoesnotsolvetheproblem.Ananalogousestimatelooksat
structuralsteelisinplaceandtheheatingconduitsaregoingintoplacewhena thepasthistoryofotherprojects.Thiswouldnotbeappropriatetodeterminehowthecurrent
C.Formaqualityassuranceteam.
seniormanagerinformsyouthatheisworriedtheprojectwillnotmeetthe projectisgoing.Thequalitymanagementplandoesnotprovideresults.Aqualityassurance
qualitystandards.Whatshouldyoudointhissituation? teamcouldhelptodeterminewhethertheteamisfollowingthecorrectprocesstosatisfythe
relevantqualitystandards.
22.Youareaskedtoselecttoolsandtechniquestoimplementaqualityassurance
FocusgroupsareatooloftheCollectRequirementsprocess,andwouldnotbeusefulinthe
programtosupplementexistingqualitycontrolactivities.Whichofthefollowing D.Focusgroups
PerformQualityAssuranceprocess.
wouldNOTbeappropriateforthispurpose?
23.Thenewsoftwareinstallationprojectisinprogress.Theprojectmanageris ThoughqualityproblemsMAYleadtoqualityassuranceefforts,theyarenotaMUST.Quality
workingwiththequalityassurancedepartmenttoimprovestakeholders improvementisaresultofPerformQualityAssurance,notaninput.Rework(ordefectrepair)
C.Qualitycontrolmeasurements
confidencethattheprojectwillsatisfythequalitystandards.Whichofthe canbeanoutputofControlQuality.Thatleavesonlyqualitycontrolmeasurements,whichare
followingMUSTtheyhavebeforetheystartthisprocess? inputstothePerformQualityAssuranceprocess.
Completionofworkpackagesisdoneafterprojectplanning.Sincethepreviousprojectmanager
didnotfinishplanning,continuingtoexecutetheprojectmanagementplanshouldnotbenext.
24.Aprojectmanagerhasjusttakenovertheprojectfromanotherproject
IdentifyRiskssoundslikeagoodchoice;however,identifyingqualitystandardsoccursbefore
managerduringprojectexecuting.Thepreviousprojectmanagercreatedaproject
B.Identifyqualitystandards. theIdentifyRisksprocess.Youmayhavemisreadthequestionandassumedcommunication
budget,determinedcommunicationsrequirements,andwentontocomplete
planningwascompleteaswell,butnoticeitonlysaysthatcommunicationrequirementshave
workpackages.WhatshouldthenewprojectmanagerdoNEXT?
beendetermined.Communicationsplanningstillneedstobecompletedaswell.Identifyquality
standardsisthebestanswer,asplanningmustbecompletedontheproject.
A.Identifieswhichvariableswillhave Thedesignofexperimentstechniqueallowsyoutofindthosefactorsthathavethemostimpact
25.Designofexperiments: themostinfluenceonaquality onquality,Itallowstheprojectmanagertofocusattentiononthefactorsthataremost
outcome. important.
26.Attheendofaproject,aprojectmanagerdeterminestheprojecthasadded
fourareasoffunctionalityandthreeareasofperformance.Thecustomerhas B.Theprojectwasunsuccessful
Goldplatingaprojectwastestimeandprobablycost.Itmakestheprojectunsuccessful.
expressedsatisfactionwiththeproject.Whatdoesthismeanintermsofthe becauseitwasgoldplated.
successoftheproject?
27.Duringprojectexecuting,aprojectteammemberinformstheprojectmanager
thataworkpackagehasnotmetthequalitymetric,andthatshebelievesitisnot MeasuringispartoftheControlQualityprocess.Didyouselectprojectcontrol?Thequestion
possibletomeetit.Theprojectmanagermeetswithallconcernedpartiesto C.ControlQuality askedwhichpartofthequalitymanagementprocesstheprojectmanagerisinvolvedin,not
analyzethesituation.Whichpartofthequalitymanagementprocessistheproject whichpartoftheprojectmanagementprocess.
managerinvolvedin?
28.Theprojectmanagernoticesthatprojectactivitiesbeingcompletedbyone
departmentarealltakingslightlylongerthanplanned.Todate,noneofthe
activitiesintheworkpackageshavebeenonthecriticalpath,norhavethey
affectedthecriticalchainplanningthathasoccurred.Theprojectmanageris Changingthecommunicationsmanagementplanmaynotbeneededontheprojectanditdoes
botheredbytheproblem,sincefourofthenextlivecriticalpathactivitiesare notdealwiththeproblemathand,thepolicythatisslowingthingsdown.Confirmingthe
beingcompletedbythisdepartment.Aftermakingthreecalls,theproject D.Workonincreasingthe departmentmanagersopinionwithsomeoneelseinthedepartmentisnotthebestchoice,as
managerisfinallyabletoconversewiththedepartmentmanagertodetermine effectivenessoftheperforming theprojectmanageralreadyhasheardtheopiniononmanyotheroccasions.Itisalready
whatisgoingon.Theconversationisslow,becausebothspeakdifferentnative organizationbyrecommending confirmed.Determiningwhetherupcomingactivitiesshouldbereestimatedisjustbeing
languagesandtheyaretryingtoconverseinFrench,asharedlanguage.Tomake continuousimprovementofthepolicy reactive.Agoodprojectmanagerwillfindtherootcauseanddealwiththat,evenifitmeans
communicationeasier,theprojectmanagerfrequentlyasksthedepartment inquestion. attemptingtoimprovethecompanyspoliciesandprocesses.Yes,recommendingimprovement
managertorepeatbackwhathasbeensaid.Thedepartmentmanager ofthepolicyisthebestanswer.Thisiscontinuousimprovement.Becausethereareseveral
communicatesthathisstaffisfollowingacompanypolicythatrequirestwolevels activitiesaffectedbythepolicy,itwouldbestservetheprojecttogettotherootcauseofthe
oftesting.Duringtheconversation,thedepartmentmanageralsomakesa problemandsolveit.
commentthatleadstheprojectmanagertobelievethatthepolicymayinclude
excessivework.Thisisthefourthtimetheprojectmanagerhasheardsucha
comment.WhatistheBESTthingtodo?
29.Astheprojectmanager,youarepreparingyourqualitymanagementplan.You Allreportsanddiagramsarecommunicationstools.Thisquestionasksyoutopickthemost
arelookingforatoolthatcandemonstratetherelationshipbetweeneventsand appropriatequalitytooltohelpcommunications.AnIshikawadiagram,alsocalledacauseand
theirresultingeffects.Youwanttousethistooltodepicttheeventsthatcausea C.Ishikawadiagram effectdiagram,ismoreappropriatethanaParetodiagramsinceyouaretryingtodeterminethe
negativeeffectonquality.WhichofthefollowingistheBESTchoicefor causes.Oncecausesareknownandyouhavedataonoccurrences,thedatacanbedisplayedin
accomplishingyourobjective? aParetodiagram.
Lookfortheproactiveapproach.Whenweplanforquality,wedefinetheappropriatelevelof
qualityneeded,whichwillimprovequalityoverallandwilllikelybelessexpensiveoverthelong
D.Itimprovesqualityandisless
30.Whichofthefollowingexplainswhyqualityisplannedinandnotinspectedin? run.NOTE:Youmayspendmoreinitiallyforidentifyingtherightqualityanddoingtheworkto
expensive.
producetheplannedquality,butyouwillsavethroughreducedrework,waste,andscrap,and
othersuchbenefits.
Althoughallofthesechoicesarecorrectthingstodo,thequestionaskswhattodofirst.Whatis
themostimmediateproblem?Gettingtheinstructionstranslatedbyamoreexperiencedparty
31.Workonaprojectisongoingwhentheprojectmanageroverhearstwo
couldbedone,butitdoesnotaddresstheimmediateconcernofthefootingsthathavealready
workersarguingoverwhatasetofinstructionsmeans.Theprojectmanager
B.Lookforqualityimpactsofthepoor beenpouredaccordingtothepoorlytranslatedinstructions.Askingtheteamtolookforother
investigatesanddiscoversthattheinstructionsfortheconstructionofthe
translationoftheinstructionsforthe translationissuesisanexcellentidea.However,itdoesnotaddresstheimmediateproblem.
concretefootingscurrentlybeingpouredwerepoorlytranslatedbetweenthe
footings. Informingthesponsorisalsonottakingactiontosolvetheproblem.Isntitmosturgent
differentlanguagesinuseontheproject.WhichofthefollowingistheBESTthing
tofindoutwhethertheconcretefootingsmeetyourprojectrequirements?Aretheyadequate?
fortheprojectmanagertodoFIRST?
Onlytheoptionoflookingforqualityimpactsofthepoortranslationwillhelpyoudetermine
that.
8.HumanResourceManagement
Whensomeoneisgiventhejobofprojectmanager,heorshewillhaveformal,reward,and
1.Allofthefollowingareformsofpowerderivedfromtheprojectmanagers
D.Expert. penaltypower.Butjusthavingthepositiondoesnotmaketheprojectmanagereithera
positionEXCEPT:
technicalorprojectmanagementexpert.Expertpowerhastobeearned.
ThisquestionisaskingwhichoftheFOLLOWINGisthehighest.Selfactualizationisnotlisted,so
2.ThehighestpointofMaslowshierarchyofneedsis: D.Esteem.
thenextbestchoiceisesteem.
C.Movepeopleintoproject Thehaloeffectreferstothetendencytomovepeopleintoprojectmanagementbecausethey
3.Thehaloeffectreferstothetendencyto: managementbecausetheyaregoodin aregoodintheirtechnicalfields.Justbecauseapersonisgoodinatechnicalfielddoesnot
theirtechnicalfields. meanheorshewillalsobeagoodprojectmanager.
Althoughthesponsormayhelpplansomeoftheactivities,itisnothisorherexclusiveduty.
Someprojectconstraintscomefromthesponsor,buttheyshouldbeconsiderednecessary.The
B.Helpingtopreventunnecessary projectmanagementplaniscreatedbytheteamandapprovedbythesponsorandother
4.ThesponsorsroleonaprojectisBESTdescribedas:
changestoprojectobjectives. management.Sincetheprojectobjectivesarestatedintheprojectcharter,anditisthesponsor
whoissuestheprojectcharter,helpingtopreventunnecessarychangestoprojectobjectivesis
thecorrectanswer.
5.WhichofthefollowingconflictresolutiontechniqueswillgeneratetheMOST Problemsolving(alsoreferredtoascollaborating)normallytakesmoretime,butitgetsbuyin
D.Problemsolving
lastingsolution? fromeveryone,generatingamorelastingsolution.
Knowthetopfoursourcesofconflictonprojects(schedules,projectpriorities,resources,and
6.TheMOSTcommoncausesofconflictonaprojectareschedules,project
B.Resources. technicalopinions)soyoucananswerquestionssuchasthisone.Dontbefooledbecause
priorities,and:
personalityisonthelist.Itisnotamajorcauseofconflict.
7.Whatconflictresolutiontechniqueisaprojectmanagerusingwhenhesays,I
C.Withdrawal Delayingtheissueiscalledwithdrawal.
cannotdealwiththisissuenow!
Theresponsibilityassignmentmatrixmapsspecificresourcestotheworkpackagesfromthe
8.Whatdoesaresourcehistogramshowthataresponsibilityassignmentmatrix
A.Time WBS.Onaresourcehistogram,theuseofresourcesisshownindividuallyorbygroupsover
doesnot?
time.
9.Youhavejustbeenassignedasprojectmanagerforalargetelecommunications
project.Thisoneyearprojectisabouthalfwaydone.Tireprojectteamconsistsof Theresourcehistogramshowsthenumberofresourcesusedineachtimeperiod.Initspure
5sellersand20ofyourcompanysemployees.Youwanttounderstandwhois A.Responsibilityassignmentmatrix form,abarchartshowsonlyactivityandcalendardate.Theorganizationalchartshowswho
responsiblefordoingwhatontheproject.Wherewouldyoufindsuch reportstowhom.Theresponsibilityassignmentmatrixshowswhowilldothework.
information?
10.Duringprojectplanninginamatrixorganization,theprojectmanager Inamatrixorganization,powerissharedbetweenthefunctionalmanagerandtheproject
determinesthatadditionalhumanresourcesareneeded.Fromwhomwouldshe B.Thefunctionalmanager manager,sotheprojectmanagerneedstonegotiatewiththefunctionalmanagerforthe
requesttheseresources? resources.
11.Aprojectmanagermustpublishaprojectschedule.Activities,start/endtimes, B.Confirmtheavailabilityofthe
Theprojectscheduleremainspreliminaryuntilresourceassignmentsareconfirmed.
andresourcesareidentified.WhatshouldtheprojectmanagerdoNEXT? resources.
12.Duringeveryprojectteammeeting,theprojectmanageraskseachteam
ThelackofaWBS,responsibilityassignmentmatrix,orteaminvolvementinplanningcould
membertodescribetheworkheorsheisdoing,andtheprojectmanagerassigns
contributetoexcessivelylongmeetingstoassignresourcestoactivities.Resourcelevelingrefers
newactivitiestoteammembers.Thelengthofthesemeetingshasincreased C.Lackofresourceleveling.
tomaintainingthesamenumberofresourcesontheprojectforeachtimeperiodandwould
becausetherearemanydifferentactivitiestoassign.Thiscouldbehappeningfor
notimpactthelengthofmeetings.
allthefollowingreasonsEXCEPT:
13.Youareaprojectmanagerleadingacrossfunctionalprojectteaminaweak
matrixenvironment.Noneofyourprojectteammembersreporttoyou
Rewardandexpertarethebesttypesofpowertouseinsuchacircumstance.Rewardisnot
functionallyandyoudonothavetheabilitytodirectlyrewardtheirperformance.
B.Expert listedasachoice,andthequestionsaystheprojectmanagerhaslimitedabilitytorewardthe
Tireprojectisdifficult,involvingtightdateconstraintsandchallengingquality
teammembers.Therefore,expertpoweristhecorrectanswer.
standards.Whichofthefollowingtypesofprojectmanagementpowerwilllikely
betheMOSTeffectiveinthiscircumstance?
14.Ateammemberisnotperformingwellontheprojectbecausesheis
inexperiencedinsystemdevelopmentwork.Thereisnooneelseavailablewhois C.Arrangefortheteammembertoget Thejoboftheprojectmanagerincludesprovidingorobtainingprojectspecifictrainingforteam
betterqualifiedtodothework.WhatistheBESTsolutionfortheproject training. members.Thislandoftrainingmaybeadirectcostoftheproject.
manager?
Thoseinvolvedintheproblemshouldresolvetheproblem.Havinghadtocrashthecriticalpath
15.Aprojecthasseveralteams.TeamChasrepeatedlymisseddeadlinesinthe
D.Theprojectmanagerandtheleader severaltimesimpliesthatteamDhasalreadytriedtodealwiththisproblem.Inthiscase,the
past.ThishascausedteamDtohavetocrashthecriticalpathseveraltimes.As
ofteamC. twoteamleadersneedtomeet.Theextentofthissituationrequirestheprojectmanagers
theteamleaderforteamD,youshouldmeetwith:
involvementaswell.
16.Thenewprojectisexcitingtoboththeprojectmanagerandtheteam.Thisis
theprojectmanagersfirstassignmentasprojectmanager.Theteamfeelsthey
willbeabletocompleteworkthathasneverbeentriedbefore.Thereare29
peoplecontributingtotheproductdescription,andtheteamconsistsof9 C.Heshouldlistentothedifferences Donotgetconfusedbythewordinessofthequestion.Askyourselfwhatisthebestwayto
experiencedexpertsintheirfield.Partofthewaythroughplanning,threehighly ofopinion,encouragelogical resolveanyconflict,andyoucangettheanswer.Mostofthesituationisadistracter.Problem
skilledtechnicalteammembersaredisagreeingaboutthescopeoftwoofthe discussions,andfacilitatean solving(collaborating)andcompromisingarethetwomostimportantconflictresolution
deliverables.OneispointingtothedraftWBSandsayingthattwoadditionalwork agreement. techniques.Conflictmanagementisakeygeneralmanagementskill.
packagesshouldbeadded.Anotherissayingthataparticularworkpackage
shouldnotevenbedone.Thethirdteammemberagreeswithbothofthem.How
shouldtheprojectmanagerBESTdealwiththeconflict?
17.Theprojectisjuststartingoutandconsistsofpeoplefrom14different
departments.Theprojectcharterwassignedbyonepersonandcontainsover30
majorrequirementsthatmustbemetontheproject.Thesponsorhasinformed
Generally,thebestformsofpowerarerewardorexpert.Theprojectmanagerhasnothadtime
theprojectmanagerthattheSPImustbekeptbetween0.95and1.1.Afew
A.Formal tobecomearecognizedexpertinthecompanyandrewardpowerisnotincludedasachoice
minutesofinvestigationresultedintheidentificationof34stakeholders,andthe
here.Thisleavesformalpowerastheonlylogicalanswer.
scheduleobjectivesontheprojectareconstrained.Theprojectmanagerhasjust
beenhired.WhichofthefollowingtypesofprojectmanagementpowerwillBEST
helptheprojectmanagergainthecooperationofothers?

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Question Answer Explanation

18.Oneofyourteammembersinformsyouthathedoesnotknowwhichofthe C.Theprojectmanagementoffice Becausethequestiontalksaboutprioritiesbetweenprojects,thiscannotbetheroleofthe

11.TheBESTtimetoassignaprojectmanagertoaprojectisduring: C.Initiating. Theprojectmanagershouldbeassignedduringprojectinitiating.

24.Whichprocessgroupfocusesoncompletingtherequirementsoftheproject? C.Executing Projectexecutingiswhereworkisdonetoproducetheproductoftheproject.

25.AllofthefollowingoccurduringtheplanningprocessgroupEXCEPT: A.DevelopProjectCharter. DevelopProjectCharteroccursduringprojectinitiating.

9.Integrationisdonebythe: A.Projectmanager. Integrationisakeyresponsibilityoftheprojectmanager.

11.Approvedcorrectiveactionsareaninputtowhichofthefollowingprocesses? B.DirectandManageProjectWork DirectandManageProjectWorkistheonlycorrectresponse.

.17.Projectsetupcostsareanexampleof: B.Fixedcosts. Setupcostsdonotchangeasproductionontheprojectchanges.Therefore,theyarefixedcosts.

10.Testingtheentirepopulationwould: A.Taketoolong. Thelengthoftimeittakestotestawholepopulationisoneofthereasonstotakeasample.

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