1000 Pmp Questions1

8/9/2019 1000 Pmp Questions1

http://slidepdf.com/reader/full/1000-pmp-questions1 1/383

1. What are the fve process groups used in the PMI methodology?

A. Initiating, planning, Executing, Monitoring and controlling, losing

!. Initiating, planning, Executive, "esting, signo#

. $e%uirement, system development, "esting, &A", signo#

'. Initiating, planning, executing, "esting, losure

(. What is created in initiating process group?

A. Pro)ect charter, re%uirements documentation

!. Pro)ect scope statement, various management plans

. Pro)ect charter, pro)ect scope statement

'. Pro)ect charter, sta*eholder register, sta*eholder management plan

+. A ne pro)ect has )ust completed the initiating process group. "he planning

process group is getting ready to -egin. Which process has )ust -een

accomplished, and hich process is getting ready to start?

A. Identiy sta*eholders and collect re%uirements

!. 'evelop pro)ect management plan and direct and manage pro)ect execution

. 'evelop pro)ect charter and direct and manage pro)ect execution

'. 'evelop pro)ect charter and collect re%uirements

/. What is the ideal pro)ect manager unction regarding pro)ect changes?

A. "o control unnecessary change

!. "o expedite all change control -oard rom seeing any more change than it

needs

. "o prevent the change control -oard rom seeing any more change than it

needs to see

'. "o delay changes so the pro)ect can -e completed

0. Which o the olloing is the most important )o- or the pro)ect manager?

A. creating the pro)ect management plan



!. Exceeding customer expectations

. ontrolling sta*eholders

'. ontrolling unnecessary change

. Which o the olloing updates progress and manages changes to schedule

-aseline?

A. 'evelop schedule management plan

!. reate pro)ect management plan

. 'irect and manage pro)ect execution

'. ontrol schedule

2. What is the typical role o senior management on a pro)ect?

A. 3upport the pro)ect and resolve resource and other con4icts

!. $esolve resource and other con4icts

. 3upport the pro)ect

'. Pay or it

5. What is created in the initiating process group?

A. Pro)ect scope statement, various management plans

!. Pro)ect charter, sta*eholder register, sta*eholder management plan

. Pro)ect charter, re%uirements documentation

'. Pro)ect charter, pro)ect scope statement

6. "he data arehouse pro)ect is a-out halay complete at a ma)or retail client.

7our company is doing the implementation and has telve team mem-ers in

various locations across three di#erent -uildings.

ommunication and team8-uilding has -een a real challenge. Which o the

olloing ould fx or improve this pro-lem?

A. hanging the organisation to a unctional structure

!. o8location



. $eplacing the pro)ect manager

'. 9iring pro)ect coordinators

1:. All the olloing are examples o pro)ects interacting ith operations

except;;.

A. Increasing output to meet unusually high customer demand

!. losing a large sales o<ce

. &pgrading a actory line ith ne computer components

'. Initiating the =o8live phase o a pro)ect

11. What is the ideal pro)ect manager unction regarding pro)ect changes?

A. "o delay changes so the pro)ect can -e completed

!. "o control unnecessary change


needs to see

'. "o expedite all change re%uests to the change control -oard.

1(. Which o the olloing roles controls resources and manages a -usiness unit?

A. >unctional management

!. senior management

. sponsor

'. pro)ect management

1+. Which o the olloing is the prioritied order o the pro)ect constraint?

A. @uality, time, cost

!. "ime, ris*, cost

. "hey are all o e%ual importance unless stated otherise

'. 3cope, time, -udget



1/. What is an organisation that controls pro)ect managers, documentation, and

policies called?

A. pro)ect management o<ce

!. "ight matrix

. >unctional

'. pro)ectied

10. Which process updates process and manages changes to the schedule

-aseline?


!. control schedule

. create pro)ect management plan

'. 'irect and manage pro)ect execution

1. Which o the olloing is an example o a standard?

A. "he average speed that someone drives to or*

!. 2::M! capacity or a '8$M

. "he shade o paint selected to paint your o<ce

'. "he num-er o slides in your last presentation

12. n a -an*ing system pro)ect, the team is large and communication has -een

out o control. "he pro)ect expeditor has -een used to help ith this pro-lem.

What is one o the main di#erences -eteen the pro)ect expeditor and pro)ect

coordinator?

A. "he pro)ect expeditor is another title or the pro)ect manager

!. "he pro)ect expeditor is another title or pro)ect coordinator

. "he pro)ect expeditor has limited or no decision8ma*ing a-ility

'. "he pro)ect expeditor has decision8ma*ing a-ility

15. "he pro)ect management team is ocusing on pro)ect management lie cycleand the pro)ect lie cycle. What is the main di#erence -eteen these to?



A. "he pro)ect management lie cycle is the process o completing the or* o

the pro)ect and the pro)ect lie cycle is the pro)ect management piece o the

pro)ect.

!. "he pro)ect management lie cycle is done in the pro)ect and the pro)ect lie

cycle is done ater the pro)ect is complete.

. "he pro)ect management lie cycle is the pro)ect management piece o the

pro)ect and the pro)ect lie cycle is the process o completing the or* o the

pro)ect.

'. "hey are the same.

16. In considering the triple constraint or a pro)ect, hich o the olloing ould

the team fnd o most importance?

A. 3cope

!. "hey are all o e%ual importance unless otherise stated

. "ime then scope then cost

'. @uality then time then cost

(:. Which o the olloing -est descri-es utiliing program management across

an organistion?

A. "he process o computer program management

!. Managing o related or similar pro)ects in a coordinated ay

. 'one or a purpose

'. Managing a television program

(1. Pro)ect management lie cycle is similar to hich o the olloing?

A. Pro)ect lie cycle

!. Plan8'o8hec*8Act

. &se case analysis

'. 3'B



((. n a large scale glo-al technology upgrade pro)ect, ho is responsi-le or

creating and executing the pro)ect management plan?

A. "he pro)ect manager and the team

!. "he team

. "he company that as aarded the outsourcing contract

'. "he pro)ect manager

(+. What ill the pro)ect team create as a result o perorming monitoring and

controlling on a pro)ect?

A. orrective Action

!. Pro)ect product

. harter

'. ontrolling sta*eholders

(/. "he unctional manager is or*ing on planning the data centre pro)ect ith

the neest pro)ect manager at the company. In discussing this, the unctional

manager is ocusing on the costs associated ith running the data centre ill -e

used. What -est descri-es hat the unctional manager is ocusing on?

A. Product lie cycle

!. Pro)ect lie cycle

. Program management lie cycle

'. Pro)ect management lie cycle

(0. I the team is in the process o updating a schedule on a pro)ect ith actualrom the pro)ect, hich o the olloing ould they use?

A. ontrol schedule

!. 3chedule management plan

. Wor* -rea*don structure

'. "ime management plan



(. 7ou are -rought into a planning meeting -y senior management at your

company. "hey inorm you that you have -een selected to -e the pro)ect

manager or a ne pro)ect that ill help the company ac%uire a ne company

that ill fll a mar*et need they have -een trying to fll or fve years. "his pro)ect

is the result o hat type o planning.

A. Portolio planning

!. 3trategic planning

. Product lie cycle

'. Program planning

(2. Which o the olloing is considered an advantage o a unctional

organiation i you are an accountant?

A. 9aving a home to go to hen the pro)ect is complete

!. Cot having a home hen the pro)ect is complete

. 9aving more than one pro)ect to or* on

'. 9aving more than one -oss

(5. Which o the olloing -est descri-es a pro)ect managerDs position on changeon a pro)ect?


!. "o delay changes so the pro)ect can -e completed

. Expedite all change re%uests to the change control -oard

'. Protect the change control -oard rom seeing any more change than they

need to.

(6. In creating the pro)ect management plan or a construction pro)ect, a team

ould typically -e involved in creating all the olloing except;.

A. !udget

!. $is* management plan

. 3chedule

'. Inormation 'istri-ution plan



+:. "he pro)ect team is in the process o setting expectations ith the

sta*eholders on the pro)ect. Which o the olloing -est descri-es a sta*eholder?

A. A team mem-er

!. "he pro)ect manager

. 3omeone ho or*s in an area impacted -y the or* o the pro)ect

'. All the ansers

+1. Which o the olloing is the most important )o- or the pro)ect manager on a

glo-al inrastructure upgrade pro)ect?

A. creating the pro)ect management plan

!. controlling sta*eholders

. controlling unnecessary change

'. exceeding customer expectations

+(. What ill the development team have created as a result o completing the

or* o the pro)ect?

A. harter

!. Wor* results

. Pro)ect product

'. A signed contract

++. When the initiating process is complete, hat ill -e created?

A. Wor* results

!. harter

. A signed contract

'. orrective action

+/. What are the fve process groups used in the PM! =uide?



A. $e%uirements, system 'evelopment, testing, &A"

!. Initiating, planning executing, "esting, closure

. Initiating, planning, executive, Monitoring and controlling, losing

'. Initiating, Planning, Executing, "esting, signo#

+0. A construction pro)ect has )ust completed the initiation process. Planning is

ready to -egin. Which o the olloing have the pro)ect team )ust completed and

hich are they ready to start

A. "he pro)ect execution and monitoring and controlling

!. "he charter and pro)ect execution

. "he pro)ect management plan and pro)ect execution

'. "he charter and pro)ect planning

+. Which o the olloing environments ould ma*e the -est use o cross8

unctional or* teams?

A. A data arehouse practice

!. An o#shore company

. A pro)ect that utilies all group across a company

'. &nion8approved or*places

+2. "he data arehouse pro)ect is reorganied to re4ect a pro)ectied structure.

Which o the olloing ould -e considered an advantage or the team

mem-ers?

A. !usiness unit competency

!. ptimiation or a single ocus on the pro)ect

. 9aving to get approval rom unctional management

'. A place to go hen the pro)ect is complete

+5. Which o the olloing is not an example o organisational culture and style?

A. Wor*ing long hours, ta*ing or* home, and or*ing ee*ends

!. >ocusing most product development on a specifc mar*et segment



. Empoering local managers to ma*e most signifcant decisions

'. Accepting the ma)ority o change re%uests the customer su-mits.

+6. Which o the olloing sta*eholders typically FonsG the or* o the pro)ect

hen the pro)ect is complete.

A. 3toc*holders


. >unctional manager

'. perations management

/:. Who is accounta-le or creating and executing the pro)ect management plan?

A. "he pro)ect manager and the pro)ect management team


. "he team

'. "he company that as aarded the outsourcing contract

/1. Which o the olloing is an advantage o a unctional organisation

A. ptimiation or a single ocus on the pro)ect

!. 9aving a place to go hen the pro)ects starts

. 9aving to o-tain approval rom pro)ect management

'. !usiness unit competency

/(. Which process updates progress and manages changes to the schedule

-aseline?

A. ontrol schedule

!. 'evelop schedule management plan


'. reate pro)ect management plan



/+. Which o the olloing is an example o Enterprise Environmental actor?

A. 3ta*eholder ris* tolerance

!. >inancial, change, and ris* control procedures

. 3tandard perormance measurement criteria

'. Pro)ect lie cycle documentation

//. "he pro)ect team has -egun development on a very important pro)ect in a

ne evolving technology mar*et. !ecause the mar*et is so volatile, the product

they are creating doesnDt necessarily have all the details defned -eore planning

-egins. "he team chooses to ta*e an approach to plan as much as they can and

-egin to create or* -ased on that e#ort, hile continuing the planning as they

learn more a-out the pro)ect. Which o the olloing -est descri-es theapproach?

A. Extreme programming

!. Progressive ela-oration

. Pro)ect management

'. "otal @uality management

/0. "he telecom company is determining hich pro)ects should -e approved

during the severe economic recession. the olloing, hich is the most li*ely

pro)ect it ill approve?

A. A pro)ect proposed in response to a legal re%uirement

!. A pro)ect proposed in response to a -usiness pro-lem

. A pro)ect proposed in response to technological advance

'. A pro)ect proposed in response to a -usiness opportunity

/. A -usiness analyst has a career path that has -een very important to her

throughout the 1: years o her career. 3he is put on a very important pro)ect ith

a strong matrix organiational structure. Which o the olloing is li*ely vieed

as the most serious dra-ac* o -eing on the pro)ect?

A. Wor*ing long hours -ecause the pro)ect is a high priority

!. Cot -eing a-le to ta*e the !AP certifcation test -ecause she ill -e so -usy



. !eing aay rom the group might ma*e her career advancement in the

department more di<cilt.

'. Wor*ing ith people ho have similar s*ills

/2. the olloing, hich is the most comprehensive statement regarding the

role o operations management in connection ith the product, service, or result

o a pro)ect hich has -een handed o# to operations?

A. perations management is responsi-le or the day to day activities o running

the -usiness

!. perations management is responsi-le or the continued support o the

product, service, or result.

. perations management is responsi-le or incorporating the pro)ect intonormal operations

'. All o the ansers

/5. "he pac*aged oods company has selected you as the pro)ect manager or

the pro)ect to create a ne healthy product line. "he company anticipates

introducing the product line in three years. "he pro)ect is the result o?

A. Product lie cycle planning

!. 3trategic planning

. Program planning

'. Portolio planning

/6. the olloing, hich are the primary reasons that pro)ects are created?

A. As a response to mar*et demand, a customer need, or a legal re%uirement

!. As a response to a legal re%uirement, a -usiness pro-lem, a technology

advance, or a -usiness opportunity.

. As a response to a technology advance, a legal re%uirement, a strategic

imperative, a -usiness opportunity, or a -usiness pro-lem

'. As a response to a strategic imperative, a legal re%uirement, a mar*et

demand, or a customer need.



0:. the olloing, hich is the most comprehensive statement regarding the



A. perations management is responsi-le or incorporating the pro)ect into

normal operations

!. All o the anser

. perations management is responsi-le or the day to day activities o running

the -usiness

'. perations management is responsi-le or the continued support o the

product, service, or result.

01. What is created during the executing processes?

A. Wor* results

!. Pro)ect management system

. !alancing o sta*eholder interest

'. orrective actions

0(. "he pro)ect at the fnancial institute are su-)ect to -oth standards and

regulations. the olloing, hich is an example o a standard?

A. >acilitated or*shops

!. Hirtual teams

. 3lides or the ris* management meeting

'. Wee*ly progress reports or sta*eholders

0+. "he pro)ect manager and unctional manager are having a disagreement on

resource allocation or a ne -road-and pro)ect. "he unctional manager ants

the resource or an operational issue that needs attention, and the pro)ect

manager ants the resource to or* on the pro)ect so it stays on schedule as

planned. Which o the olloing roles can help resolve this pro-lem?

A. 3ponsor

!. Pro)ect management

. >unctional management

'. 3enior management



0/. the olloing, hich is the most comprehensive defnition o monitoring

and controlling?

A. "o monitor plan resources and ma*e replacements as needed

!. "o chec* or variances rom the plan and ma*e appropriate ad)ustments hen

variances are encountered.

. "o control the activities needed to successully complete the pro)ect

'. "o monitor the planned expenditures and to ensure controls are in place to

conclude the pro)ect ithin -udget.

00. "he pro)ects at the fnancial institute are su-)ect to -oth standards andregulations. the olloing, hich is an example o a standard?

A. 3lides or the ris* management meeting

!. Wee*ly progress reports or sta*eholders

. >acilitated or*shops

'. Hirtual teams

0. the olloing, hich is a strategic -usiness decision?

A. Encouraging charita-le donations via matching donations up to +:: per year

!. reating mar*et materials in 3panish and English or areas that have a large

9ispanic population

. $e%uiring monthly departmental meetings

'. ross8training employees

02. A movie theatre construction pro)ect is going relatively ell, -ut the people

doing the pro)ect are complaining a-out reporting to to di#erent people, each

ith con4icting agendas. "his is an example o hat type o pro)ect

environment?

A. Matrix

!. >unctional

. Pro)ectied



'. "ight matrix

05. "he PM audits our pro)ects each month, ne o the our selected or

>e-ruary is a pro)ect to expand the existing content management system to

include the regulatory manuals that impact the company. "he audit procedures

mandate that the PM monitors compliance ith the pro)ect management plan.

Which -est descri-es the actions the PM ill ta*e in regard to the monitoring

inormation.

A. "he PM ill determine ho ill have access to the inormation and hat

inormation ill -e accessi-le

!. All o the ansers

. "he PM ill collect, measure, and interpret the inormation

'. "he PM ill document and trac* the inormation

06. Ater a ma)or milestone is reached in the data arehouse pro)ect, the pro)ect

manager invites all the sta*eholders to a catered -u#et luncheon. the

olloing, hich -est descri-es ho has -een invited.

A. Everyone impacted negatively -y the pro)ect

!. Everyone impacted positively -y the pro)ect

. All o the ansers

'. Everyone actively involved in the pro)ect

:. What organisation could audit pro)ects in an organisation to help ensure the

health o the pro)ect and o#er suggestions or improvement i needed?

A. pro)ectied organisation

!. !alanced matrix organisation

. "ight matrix organisation

'. Pro)ect management o<ce

1. Which o the olloing is an output o a change control system

A. hange re%uests

!. Approved changes

. Impact analysis



'. 3igno#

(. Which o the olloing is the -est description o tools used or communication

on a pro)ect?

A. ommunications Model media JMMK

!. Pro)ect management inormation system JPMI3K

. Inormation 'istri-ution planning JI'PK

'. ommunication management plan JMPK

+. 7ou are doing some analysis associated ith pro)ect selection. "here is a lot

o de-ate concerning hich pro)ects to select. 7ou have the olloing to choose

romL Pro)ect A ith an I$$ o 1:.0, pro)ect ! ith an I$$ o 12, pro)ect ith

an I$$ o 1/, and pro)ect ' ith an I$$ o 1(. I you can select only one

pro)ect, hich do you choose?

A. Pro)ect

!. Pro)ect '

. Pro)ect A

'. Pro)ect !

/. 7ou are the pro)ect manager on a $estaurant P3 3ystem pro)ect or

9am-urger prince $estaurants. 7ou are ortunate in having the top technical

architect in the company on your pro)ect. In your monthly meeting ith the E,

you are inormed that the architect ill -e reassigned to a higher priority

enterprise reporting system pro)ect. 7ou inorm the E that the resourceDs

involvement on your pro)ect is critical to the pro)ectDs success, -ut the E ill

not reconsider. What is the -est action to ta*e next?

A. ontinue to lo--y or the person to -e -ac* on your pro)ect.

!. Evaluate the impact o the personDs a-sence on the pro)ect and communicate

to senior management.

. ontinue as the original plan, -ut ithout the resource.

'. hange the scope o the pro)ect to accommodate or the loss o the resource.

0. "he client has re%uested a three8ee* delay on the pro)ect hile they

cali-rate their test e%uipment. "his delay asnDt planned, -ut the e%uipment



must -e cali-rated. "he company is limited on availa-le resources. "his delay ill

-e -est shon using hat?

A. $esponsi-ility assignment matrix

!. Cetor* diagram

. =antt J!arK chart

'. Wor* -rea*don structure

. "he company is implementing an enterprise reporting system across the

entire company. "his system ill integrate a num-er o -usiness units. As a

result, it ill -e very resource8consuming and could cause reprioritiation o

other pro)ects that it ill replace. Which o the olloing should concerns you

most?

A. Whether the ne pro)ect ill impact your pro)ectDs schedule

!. Whether the ne pro)ect ill impact your pro)ectDs -udget

. Whether the ne pro)ect ill impact your pro)ectDs -usiness case

'. Whether the ne pro)ect ill impact your pro)ectDs resources.

2. "he customer has )ust attended the ee*ly sta# meeting or theinrastructure pro)ect and has stated that the mar*et is changing or the product

-eing created. As a result o this change, the customer has re%uested a

signifcant change o the pro)ect. "he pro)ect is 50 complete. What does the

pro)ect manager do?

A. "ell the customer the pro)ect is too close to -eing complete to integrate the

change.

!. Evaluate the impact to the pro)ect and let the customer *no the options and

impact o the change.

. Ignore the customer hoping the change ill disappear.

'. Ma*e the ne or* a ne pro)ect and release the pro)ect as8in to the mar*et.

5. "he pro)ect is going ell until a sta*eholder re%uests a signifcant change

-ased on a modifcation in the sta*e holderDs -usiness process. "he change could

totally alter the or* o the pro)ect. "he change re%uest and its impact analysis

are going -eore the change control -oard or revie and potential approval.

What is the purpose o the change control -oard?



A. "o or* ith the change control manager or analying changes

!. "o analye changes that are re%uested or the pro)ect

. "o eliminate as many changes as possi-le on the pro)ect

'. "o control change -y approval o needed changes and re)ection o unneeded

changes to the pro)ect.

6. Which o the olloing is the -est description o confguration management?

A. A system used to store versions o documentation on a pro)ect

!. A piece o an automated pro)ect management system used to set up pro)ect

varia-les

. Procedures to document and control product o services characteristics

'. A system used to store versions o sotare code

2:. "he internet pro)ect is a-out 0 complete and has had its challenges. As o

the last status report, it appears to -e on trac* regarding cost, schedule, and

scope. 3enior management tells you that the sponsor has some serious concerns

a-out the pro)ect. 7ou donDt understand hy, -ased on the last status report.

What is the -est thing to do frst?

A. Ignore senior management -ecause the pro)ect is in good shape

!. Evaluate the schedule and -udget to veriy the triple constraint health o the

pro)ect.

. Meet ith the sponsor and fnd out hat their concerns are

'. "ell senior management that the pro)ect is in good shape

21. 7ou are a pro)ect manager or a highay construction pro)ect. 7ou have )ust

fnished putting together all the various plans into an integrated complete

document. What process ill you perorm next?

A. Perorm integrated change control

!. 'evelop pro)ect management plan

. 'evelop pro)ect charter




2(. "he e8commerce pro)ect has gone ell, other than the act that the sponsor

changed to di#erent times. "he pro)ect is approaching closure. Which o the

olloing is not expected to come rom the close pro)ect or phase process?

A. $elease o resources

!. Pro)ect archives

. Procurement audit

'. Bessons learned

2+. "he team has )ust completed the or* on the pro)ect. It has -een a long

pro)ect ith a churn rate o 15 on pro)ect personnel. Which o the olloing is

-est step to complete next?

A. $elease resources

!. Bessons learned

. >ormal acceptance

'. Procurement audit

2/. "he team has )ust completed the process o evaluating ho the pro)ect ent.

"he team mem-ers analyed hat or*ed ell and hat didnDt. "heydocumented ho the sponsor and senior management supported the pro)ect.

What have they )ust completed?

A. Bessons learned

!. Pro)ect closure

. Procurement audit

'. Administrative closure

20. "he pro)ect is in the phase o doing procurement audits. It is important to

identiy successes and ailures o the procurement process. "his identifcation is

important or ormal acceptance and closure. What process is the pro)ect in?

A. Perorm @uality Assurance

!. losing

. lose pro)ect

'. lose procurements



2. "he pro)ect manager has or*ed diligently to complete the pro)ect scope on

time and -udget. "he team has completed the or* o the pro)ect and is getting

signo# rom the customer. When theyDve achieved this, hat ill they have

accomplished?

A. >ormal acceptance

!. Heriy scope

. Archive pro)ect documentation


22. Which o the olloing is an output o initiating?

A. Wor* results

!. A signed contract

. orrective action

'. Assignment o the pro)ect management

25. "he sotare development pro)ect is going through planning. In evaluatingthe triple constraint, hich o the olloing has the highest priority?

A. "ime

!. 3cope

. "hey are all e%ual unless otherise stated in the pro)ect charter

'. ost

26. "he pro)ect ill -e starting the executing progress group next ee*. "he

pro)ect sponsor and the pro)ect manager have a meeting scheduled ith team

and the -usiness units that are impacted -y the pro)ect. "hey explain hat is

expected to happen on the pro)ect and ho each o the people can help

contri-ute to the success o the pro)ect. What is this event called?

A. Perorm %uality assurance and veriy scope

!. Pro)ect management plan development

. ic* o# meeting





!. 9o your raise or promotion might -e impacted -y not -eing on the pro)ect

. What impact the ne pro)ect is expected to have on your -iggest pro)ect

'. 9o many resources you might lose to the ne pro)ect

5/. All the olloing ould -e included in the pro)ect management plan

except;;;;

A. schedule management

!. !udget management plan

. $is* management plan

'. 3cope management plan

50. Which o the olloing -est descri-es a milestone?

A. It has duration o ero J:K.

!. It is used to defne the phase o a pro)ect.

. It has duration o no more than one day

'. It has value in the charter -ut not in the plan

5. As a pro)ect unctions in a dynamic -usiness and economic environment,

hich o the olloing ould have the highest priority?

A. A change in the company that is create the pro)ect

!. A change in the mar*et hich the or* o the pro)ect ill operate

. A change in the team on the pro)ect

'. A change in the pro)ect

52. 7ou are assigned to a ne call centre pro)ect and notice that there are fve

-usiness units listed as sponsors on the charter. "he call centre has -een

discussed at your organisation or some time -ecause it has -een desperately

needed, -ut this is everyoneDs frst exposure to implementing one. Which o the

olloing ould concern you the most a-out this pro)ect?


!. "he or* -rea*don structure JW!3K



. "he implementation team

'. on4icting goals o the sponsors

55. Which o the olloing ould -e re%uired to initiate a change control system?

A. 3igno#

!. Impact analysis

. Approved changes

'. hange $e%uests

56. "he pro)ect manager is meeting ith -usiness area oners impacted -y his

ne -usiness process analysis pro)ect. 9e ants to *no their pro)ect needs plus

any constraints and assumptions they might *no that ould impact his

planning attempts positively or negatively. At the same time, the pro)ect

manager is setting pro)ect expectations so that their expectations are not o line

ith planning. "he -est description o this is hat?

A. "eam mem-er analysis

!. 3ta*eholder management

. hange control !oard

'. 3ta*eholder identifcation

6:. onfguration management involved hich o the olloing as related to

pro)ect management?

A. A though change control system to ensure the pro)ect produces the desired

results

!. A system used to store versions o sotare code

. A system used to store versions o documentation on a pro)ect

'. A piece o an automated pro)ect management system used to set up pro)ect

varia-les

61. 7ou are the pro)ect manager or a high speed data communications pro)ect.

7ou have )ust fnished putting together all the various plans into an integrated

document. Which o the olloing ill you do next?

A. 'evelop pro)ect management plan



!. Perorm integrated change control


'. harter signo#

6(. "he pro)ect manager and the team have )ust completed a post pro)ect

meeting to evaluate successes and ailures on the pro)ect so they can apply hat

they learned to uture pro)ects."his is *non as hat?

A. losing the pro)ect

!. ontract Audit

. lose Procurements

'. Bessons learned

6+.When ould it ma*e sense to close a pro)ect?

A. When a pro)ect is cancelled

!. When a pro)ect completes scope verifcation

. All the ansers

'. When a pro)ect runs out o money

6/. "he team has )ust completed the o* on the data-ase pro)ect. It has -een a

long pro)ect ith signifcant changes -eing re%uested -y the customer. Which o

the olloing is the -est step to complete next?

A. lessons learned

!. $elease o resources

. Procurement audit

'. >ormal acceptance

60. "he telecom company is doing a %uarterly portolio revie. =iven the state o

the struggling economy a lot o companies are tightening their parameters or

pro)ect approval. Which o the olloing ould -e the least li*ely )ustifcation to

pursue a pro)ect?

A. "o increase mar*et penetration or the Asian mar*et -y /:



!. "o minimie employee churn

. provide regulatory compliance

'. "o ensure that all servers at distri-ution centres are less than to years old

6. Which o the olloing is the least description reason to pursue a pro)ect?

A. "o increase mar*et penetration or the to customer -y 1+

!. "o increase employee satisaction -y

. "o provide regulatory compliance

'. "o ensure that all technology in place at *ey -ranches is less than three years

old

62. "he charter has )ust -een signed or the education inrastructure upgrade

pro)ect. "here are items in the pro)ect charter that include varia-les -ased on

past similar pro)ects and industry data. "hese varia-les ee used to help

esta-lish the high level parameters defned in the charter. Which o the olloing

-est descri-es this?

A. onstraints that impact the pro)ect

!. Assumptions that impact the pro)ect

. Activity resource re%uirements

'. $is*s o the pro)ect

65. "he company is determining hich proposed pro)ects it should pursue during

a severe economic donturn. the olloing, hich is the most li*ely pro)ect it

ill approve?

A. A pro)ect that is proposed in response to a -usiness opportunity

!. A pro)ect that is proposed in response to a -usiness pro-lem

. A pro)ect that is proposed in response to a technological advance

'. A pro)ect that is proposed in response to a legal re%uirement

66. A nuclear system recovery pro)ect is in the planning stage and the pro)ect

manager and his team are discussing the various communication needs o thepro)ect sta*eholders. As they are considering the sta*eholders needs, they



decide to use a PMI3 Jpro)ect management inormation systemK. Which o the

olloing descri-es the primary unctionality o PMI3?

A. "he system accommodates the need to update payroll or the pro)ect

management team

!. "he system accommodates the need to update the charter o accounts or

procurement items

. "he system accommodates the need to access unctional management

records to identiy expert )udgement candidates

'. "he system accommodates the need to send the right inormation to the right

people in a timely and appropriate manner.

1::. All the olloing are typically components o the pro)ect management planexcept;..

A. "he -udget management plan

!. "he re%uirement management plan

. "he ris* management plan

'. "he schedule management plan

1:1. "he team has completed the planning process group and received approval

rom sponsor and senior management to move to the executing process group.

'uring the executing processes, the team compare their or* to;;;.

A. "he pro)ect -aseline

!. "he pro)ect variance

. "he sta*eholder expectations

'. "he pro)ect actual

1:(. "he pro)ect manager and her team are or*ing on the creation o the

pro)ect management plan. As they evaluate hat should -e in the document,

they express various opinions. Which o the olloing -est descri-es hat should

-e in the pro)ect management plan?

A. 3chedule, -udget, various management plans, and approved and re)ected

change re%uests

!. 3chedule, -udget, various management plans, and change management plan



. 3chedule, -udget, ris* register, and change management plan

'. 3chedule, -udget, ris* register, various management plans, and change

management plan

1:+. "he ne system integration pro)ect impacts all the departments in the

company, directly or indirectly. Which o the olloing is the -est description o

tools used or the pro)ectDs communications?

A. ommunications Model media JMMK

!. ommunication management plan JMPK

. Pro)ect management inormation system JPMI3K

'. Inormation 'istri-ution planning JI'PK

1:/. "he pro)ect manager and his team have )ust started the perorm Integrated

change control process or a high profle pro)ect. "hey are careully considering

all the outputs to ma*e certain that the process is conducted successully. Which

o the olloing is not an output to this process?

A. Wor* perormance inormation

!. hange control meetings

. change re%uests

'. "he pro)ect management plan

1:0. A provider o ireless enterprise applications has created a system that

allos customers to remotely conduct confguration management. the

olloing, hich is the most comprehensive description o confguration

management?

A. 3ystem used to store versions o pro)ect documentation

!. Interace o an automated pro)ect management system created to set up

pro)ect varia-les

. Procedures used to document and control product or service characteristics

'. 3ystem used to store versions o sotare code.

1:. A large part o a pro)ect managerDs time is spent communicating. What isthe main -eneft o this activity to the pro)ect?



A. A greater emphasis on successul integration o the various pieces o pro)ect

!. A detailed pro)ect fle

. An accurate communications management plan

'. A theory 7 management style

1:2. "he customer has )ust attended the ee*ly sta# meeting or the

inrastructure pro)ect and has stated that the mar*et is changing or the product

the pro)ect ill create. In response to the mar*et conditions, the customer has

re%uested a signifcant change to the pro)ect. "he pro)ect is 50 complete. What

should the pro)ect manager do in this case?

A. Evaluate the impact the re%uested change ill have on the pro)ect and advise

the customer o the impact and his options

!. Advise the customer that the pro)ect is too close to completion to integrate

the change

. reate a ne pro)ect to accommodate the re%uest change and release the

pro)ect as8is to the mar*et.

'. Ignore the customer in the hope that he ill not pursue the re%uest

1:5. Which o the olloing uses cross8unctional or* teams?

A. A pro)ect that utilies all groups across a company

!. &nion8approved or*places

. A data arehouse practice

'. An o#shore company

1:6. "he pro)ect team has -egun development on a very important pro)ect in a





learn more a-out the pro)ect. Which o the olloing -est descri-es the

approach?

A. Progressive ela-orated

!. Extreme programming

. "otal %uality management



'. Pro)ect management

11:. Which o the olloing is an advantage o a unctional organiation?

A. 9aving to o-tain approval rom pro)ect management

!. 9aving a place to go hen the pro)ect starts

. !usiness unitsD competency

'. ptimiation or a single ocus on the pro)ect

111. 7ou are a pro)ect manager or a highay construction pro)ect. 7ou have )ust

fnished integrating the various management plans into a complete document.

What process ill you perorm next?





11(. Aside rom the act that the sponsor changed tice, the e8commerce pro)ect

has gone ell. "he pro)ect is perorming monitoring and controlling o the pro)ect

or*. What ill they ocus on most?

A. Pro)ect management plan, Pro)ect schedule, and perormance reports

!. Pro)ect management plan and perormance reports

. Pro)ect management plan, Approved change re%uests, and perormance

reports

'. Pro)ect management plan, pro)ect schedule, Approved change re%uests andperormance reports

11+. 7ouDre a supervisor as*s or a copy o the pro)ect management plan and

hen you provide it to him, he says, FDI didnDt as* or all this inormation Nust

give me hat I as*ed orDD 7ou donDt understand hy he is saying this. Which

anser -elo -est descri-es this situation?

A. 9e lac*s pro)ect management training

!. 9e really ants a schedule, not a pro)ect management plan



. 9e really ants a synopsis o the pro)ect management plan hich is called a

pro)ect charter

'. "here is a communication -rea*don

11/. "he ne system integration pro)ect impacts all the departments in the

company, directly or indirectly. Which o the olloing is the -est description o

tools used or the pro)ectDs communications?

A. ommunications model media JMMK

!. ommunications management plan JMPK


'. Inormation 'istri-ution planning JI'PK

110. "he team has completed the planning process group and received approval

rom the senior management to move to the executing process group. 'uring the

executing processes, the team ill they compare their or* to;;;;;.



. "he sta*eholder expectations


11. 3ign8o# has )ust occurred on the pro)ect charter. "here are items in the

pro)ect charter that mandates a specifc vendor and descri-e the maximum

amount o physical and computer storage space availa-le to the team. "hese are

example o hat?

A. onstraints that impact the pro)ect

! Assumptions that impact the pro)ect


'. $is*s o the pro)ect

112. "he pro)ect manager and her team are or*ing on the creation o the

pro)ect plan. As they evaluate hat should -e in the document, they express

various opinions. Which o the olloing -est descri-es hat should -e in thepro)ect management planQ



A. 3chedule, -udget, various management plans, and approved and re)ected

change re%uests

!. 3chedule, -udget, various management plans, and change management plan


'. 3chedule, -udget, ris* register, various management plans, and change

management plan

115. "he customer has )ust attended the ee*ly sta# meeting or the

inrastructure pro)ect and has stated that the mar*et is changing or the product

ill create. In response to the mar*et conditions. "he customer has re%uested a

signifcant change to the pro)ect. "he pro)ect is 50 complete. What should the

pro)ect manager do in this case?

A. Advise the customer that the pro)ect is too close to completion to integrate

the change

!. Evaluate the impact the re%uested change ill have on the pro)ect and advise

the customer o the impact and his options

. Ignore the customer in the hope that he ill not pursue the re%uest

'. reate a ne pro)ect to accommodate the re%uested change and release the

pro)ect as8in to the mar*et

116. "he pro)ect manager and his team has )ust started the perorm integrated

change control process or a high profle pro)ect. "hey are careully considering

all the inputs to ma*e certain that the process is conducted successully. Which

o the is not an input to this process?

A. hange control meetings

!. "he pro)ect management plan

. change re%uests

'. Wor* perormance inormation

1(:. "he pro)ect manager or the electric engine improvement pro)ect has

implemented a or* authoriation system. What is the main -eneft o utiliing a

or* authoriation system?

A. "o sho hat or* is to -e done during the pro)ect

!. "o sho ho is responsi-le or hat or*



. "o control gold plating

'. "o serve as a time8trac*ing system

1(1. "he healthcare pro)ect is in the planning stage and the pro)ect manager and

his team are ma*ing decision a-out the pro)ect management Inormation system

JPMI3K. In disc using the system they eel ill or* -est, hich o the olloing

statements is the pro)ect manager most li*ely to ma*e?

A. It is vital that the system accommodates our need to update payroll or the

pro)ect management team

!. It is vital that the system accommodates our need to update the charter o

accounts or procurement items

. It is vital that the system accommodates our need to access unctionalmanagement records to identiy expertsD )udgement candidates

'. It is vital that the system accommodates our need to send the right

inormation to the right people in a timely and appropriate manner

1((. Which o the olloing is an output o a change control system?

A. Impact analysis

!. 3igno#

. change re%uests

'. Approved changes

1(+. "he green energy generator upgrade pro)ect has -een completed. As a

result o the recent economic stimulus pac*age that as approved, some

ad)ustments to scope ere made in order to gain approval rom the sponsors.

"he pro)ect manager and her team are in the process o creating the pro)ectarchives. the olloing, hich -est descri-es pro)ect archives?

A. Pro)ect documents that record hat occurred during the pro)ect, hat changes

ere approved, and hat decisions ere made

!. Pro)ect documents that record hat occurred during the pro)ect and hat

changes ere approved and re)ected

. Pro)ect documents that record hat occurred during the pro)ect, hat

occurred during the pro)ect, hat changes ere approved, -asic pro)ect statistics

Jscope, time, and costK, and hat decisions ere made



'. Pro)ect documents that record hat occurred during the pro)ect, -asic pro)ect

statistics Jscope, time, and costK, and hat changes ere approved

1(/. "he team is completing the process o revieing ho the -ridge expansion

pro)ect or*ed. "he team mem-ers are analying hat or*ed ell and hat

didnDt. "hey are evaluating the planning, Executing and changes that ere

approved and re)ected. "hey are documenting ho various sta*eholders

supported the pro)ect. What are they doing?

A. losing the pro)ect or phase

!. Monitoring and controlling the pro)ect

. 'irecting and managing pro)ect execution

'. ompiling lessons learned

1(0. "he pro)ect to create a ne drill type or an oil exploration initiation has

-een in progress or telve months. the olloing, hat -est descri-es hen it

closes?

A. When the veriy scope process is completed or the pro)ect

!. When the pro)ect is cancelled

. When the pro)ect unds are depleted

'. All the ansers

1(. "he team has )ust completed the process o evaluating ho the pro)ect

ent. "he team mem-ers analyed hat or*ed ell and hat didnDt. "hey

evaluate the planning and executing. "hey documented ho the sponsor and

senior management supported the pro)ect. What process did they perorm?





1(2. "he team has )ust completed the process o revieing ho the -ridge

expansion pro)ect or*ed. "he team mem-ers analyed hat or*ed ell and

hat didnDt. "hey documented ho various sta*eholders supported the pro)ect.

What process did they perorm?



A. ompiling lessons learned

!. losing the pro)ect or phase


'. Monitoring and controlling the pro)ect

1(5. 7ou are doing some analysis associated ith pro)ect selection. "here is a lot


romL Pro)ect A ith an internal $ate o return JI$$K o 15.(, Pro)ect ! ith an

internal rate o return JI$$K o (1, Pro)ect ith an internal rate o return JI$$K

o 1+, and pro)ect ' ith an internal rate o return JI$$K o 6. I you can select

only one pro)ect, hich do you choose?

A. Pro)ect !

!. Pro)ect A

. Pro)ect '

'. Pro)ect

1(6. "here are less than (: *ey roles in pro)ect management, per PMI, each ith

uni%ue responsi-ilities. the olloing, hich is the most accurate and

comprehensive description o a pro)ect management role and its responsi-ility?

A. Pro)ect management reports directly to the E

!. "he sponsor pays or the pro)ect and could on the or* o the pro)ect hen it

is complete

. 3enior management has ultimate control over pro)ect personnel

'. >unctional management manages the unctionality o the pro)ect

1+:. "he pro)ect manager and his team are considering perormance inormation

during the monitor and control pro)ect or* process or the pro)ect to apply night

vision technology to existing products designed or the military. What are they

most li*ely to do ith this inormation?

A. ollect, measure, and interpret the inormation

!. ollect, measure, and interpret the inormation, and then determine ho ill

have access to it

. 'ocument the inormation, and then determine ho ill have access to it



'. 'etermine ho ill have access to the inormation

1+1. A leading glo-al supplier o products or automo-iles is shocasing its

product and solutions or vehicle saety and perormance e<ciency at an

international automotive event held in Asia in an e#ort to garner a greater share

o the mar*et. "he pro)ect plan and execute the supplierDs participation has )ust

completed the 'irect and manage pro)ect execution process or the pro)ect.

What did the pro)ect manager and his team create?

A. Pro)ect management plan updates, or* perormance inormation,

delivera-les, and change re%uests status updates

!. 'elivera-les, pro)ect management plan updates, change re%uests, and pro)ect

statement o or*

. hange re%uest status updates, pro)ect statement o or*, pro)ect

management plan updates, and delivera-les

'. Wor* perormance inormation, delivera-les, pro)ect management plan

updates, and change re%uests

1+(. 'ue to the economic donturn, the pro)ect selection committee has -een

instructed to limit their selection to one pro)ect over and a-ove those pro)ects

hich ulfl legal re%uirements. the pro)ect re%uests not related to ulfl legal

re%uirementsL Pro)ect A has an I$$ o 6.(0, Pro)ect ! has an I$$ o 10, Pro)ect

has an I$$ o 5, and pro)ect ' has an I$$ o 15. Which pro)ect is the

committee most li*ely to select?

A. Pro)ect !

!. Pro)ect '

. Pro)ect

'. Pro)ect A

1++. "he enhanced integration pro)ect or a e-8-ased payrollQhuman resources

service company and its su-sidiary, a -enefts enrolment and administration

"echnology ompany, as initialied to e#ect the seamless transer o data rom

one system to the other. "he automatic transer o nely entered data is

anticipated to result in a cost and time savings or customers and increased data

accuracy. As the pro)ect moves into the executing process group, hich o the

olloing ill the team use as the -asis or comparison?

A. "he pro)ect actual



!. "he pro)ect -aseline

. "he pro)ect variance

'. "he expectations o sta*eholder

1+/. "he pro)ect manager is in the planning process o a pro)ect to consolidate

the reporting or the live vaccine unit o the pharmaceutical company. 9e is very

concerned a-out the impact o the -usiness unit integration pro)ect hich as

)ust approved. ne o its selling points as that it ould eliminate a num-er o

existing pro)ects. the olloing, hich represents the area o greatest concern

to the pro)ect manager o the reporting consolidation pro)ect?

A. "he impact the ne pro)ect may have on the resources or the reporting

consolidation pro)ect

!. "he impact the ne pro)ect may have on the -usiness case or the reporting


. "he impact the ne pro)ect may have on the -udget or the reporting


'. "he impact the ne pro)ect may have on the schedule or the reporting

consolidating pro)ect.

1+0. the olloing, in accordance ith -est practices, ho should create the

cumulative document that contains all the documents used in the pro)ect

management approach to the pro)ect?

A. "he oner o the pro)ect, the pro)ect manager, and the pro)ect management

team

!. "he pro)ect oner alone

. "he pro)ect manager and the pro)ect management team

'. "he pro)ect manager alone

1+. A high8groth lighting company is streamlining its storage system

architecture and en)oying more e<cient data access using a virtualied storage

solution. "he solution also provides instant data -ac*up via data snapshot

technology eliminating the time8consuming and costly tape -ac*8up system that

as in use. "he team or the pro)ect to develop the architecture has completed

their evaluation o the pro)ectL documenting support provided -y senior

management and pro)ect sponsors, evaluating planning and execution, and



analying hat or*ed ell and hat didnDt. the olloing, hich -est

descri-es the process that includes this or*?


!. 'irecting and managing pro)ect execution

. losing the pro)ect or phase


1+2. In an e#ort to develop ne technology that ill increase oil recovery, a

research alliance -eteen a petroleum company and a university has announced

preliminary results. &sing mathematical models, the alliance has put orth cost

e<cient recovery solutions or the felds studied. "he petroleum company is no

pursuing the solutions. 7ou are the pro)ect manager o the cost recovery pro)ector the -liden feld in Alas*a and are or*ing ith the -est feld manager in the

company. At the monthly meeting ith the -est feld manager in the company. At

the monthly meeting ith the -est E, you are inormed that the feld manager

ill -e reassigned to a higher priority pro)ect. 7ou inorm the E that the

resourceDs involvement on your pro)ect is critical to the pro)ectDs success, -ut the

E ill not reconsider. the olloing, hich is the most prudent action you

should ta*e?

A. ontinue as the original plan, -ut ithout the resource

!. hange the scope o the pro)ect to accommodate or the loss o the resource

. Evaluate the impact o the personDs a-sence on the pro)ect and communicate

to senior management

'. ontinue to lo--y or the person to -e returned to your pro)ect

1+5. A large grocery chain has approved a pro)ect to expand its line o natural

and organic products rom (: products to +:: products. A ne mem-er o senior

management re%uested the pro)ect manager to provide her ith a copy o thepro)ect management plan. &pon receipt, she complained that she didnDt ant all

that inormation. What do you thin* she really anted?

A. A synopsis o the entire pro)ect management plan hich is called a pro)ect

charter

!. A schedule, not a pro)ect management plan

. A ris* -aseline, not a pro)ect management plan

'. A milestone register, not a pro)ect management plan



1+6. What is the most accurate -eneft -elo or using a or* authoriation

system?

A. "o sho hat or* is to -e done in the pro)ect

!. "o help ensure that or* is done in the appropriate se%uence

. "o serve as a time8trac*ing system

'. "o sho ho is responsi-le or the or*

1/:. "he pro)ect management team as involved in the planning process or the

pro)ect the deploy the ne accounting system hen senior management

inormed the pro)ect manager that the mandatory completion date as changed

rom 3eptem-er +:th to August 10th. Which o the olloing is the -est description

o this change?

A. $is*s o the pro)ect

!. Activity re%uirements

. Assumptions that impact the pro)ect

'. onstraints that impact the pro)ect

1/1. "he pro)ect charter or the pro)ect to create a e-8-ased policy manualincludes details concerning the sotare that must -e used and the times the

content can -e uploaded to the testing servers. What is another name or these

details?

A. Activity resource re%uirement

!. onstraints that impact the pro)ect

. $is*s o the pro)ect

'. Assumptions

1/(. A touch8screen internet8ena-led multimedia mo-ile phone is -eing created

or a &.3. cell phone provider. Although the pride has not yet -een determined,

nit should -e considera-ly loer than the cost o the existing convergence

phone. "he provider is -etting heavily on the phone, planning or a mar*eting

campaign 0 times more costly than its typical product launch campaign. "he

pro)ect to implement the mar*eting campaign is in the hands o a very

experienced pro)ect manager, ho understands the importance o a pro)ectDs

communications. What is the -est description o the tool he ill use to direct andmanage pro)ect execution?



A. Pro)ect management inormation system JPMI3K

!. Inormation distri-ution planning JI'PK

. ommunication model media JMMK

'. ommunication management plan JMPK

1/+. "he PMI3 JPro)ect management inormation systemK is a com-ination o hi8

tech tools used -y pro)ect participants. What is the purpose o this system?

A. "he system is utilied to update the charter o accounts or procurement items

!. "he system is utilied to access unctional management records to identiy

expert )udgement candidates

. "he system is utilied to send the right inormation to the right people in a

timely and appropriate manner

'. "he system is utilied to update payroll or the pro)ect management team

1//. during the monitor and control pro)ect or* process, hat inputs ill the

pro)ect manager and her team consider?

A. Pro)ect schedule, pro)ect management plan, perormance reports, and

Approved change re%uests

!. Perormance reports, pro)ect management plan, and pro)ect schedule

. pro)ect management plan and perormance reports

'. Approved change re%uests, perormance reports, and pro)ect management

plan

1/0. 'uring the planning stage o the pro)ect to deploy a netor* management

solution that ill manage system capacity across physical and virtual servers,

the pro)ect manager and his team ma*e assumptions or scheduling and

-udgeting. What is the li*ely source or those assumptions?

A. Pertinent human resource and procurement records

!. Bessons learned rom prior pro)ects

. Expert )udgement and unctional management input

'. $esource list and chart o accounts



1/. 7our 'H' "raining pro)ect is almost complete. 7ou have outsourced the 'H'

creation to an out8o8state company to complete. As the pro)ect closes don,

hat ill -e completed last?


!. losing the pro)ect

. losing procurements

'. Assignment o contracts or the next phase

1/2. "he revie o the pro)ect to develop an interactive computer reading

program or toddlers has -een completed -y the pro)ect team. "he revie

includedL an evaluation o planning, execution. Approved changes, and re)ected

changesR an analysis o hat or*ed and hat didnDtR and documentation o themanner in hich the sta*eholders supported the pro)ect .What as the pro)ect

team doing?


!. ompiling lessons learned

. Monitoring and controlling the pro)ect

'. 'irecting and managing pro)ect execution

1/5. 7ou are the chie pro)ect manager o the PM ith your company. 7our )o- is

to analye pro)ects hen they close and validate the e#ectiveness o the pro)ect

e#ort. "he pro)ect closing could -e the result o hen a pro)ect is complete or -y

any other means. When ould you expect to close a pro)ect?

A. ABB "9E AC3WE$3

!. W9EC A P$NE" I3 ACEBBE'

. W9EC A P$NE" MPBE"E3 HEI>7 3PE

'. W9EC A P$NE" $&C3 &" > MCE7

1/6. A pro)ect manager is progressively ela-orating and documenting the pro)ect

or*. With help rom the pro)ect charter and product description, the pro)ect

manager has defned the scope o the pro)ect. "he pro)ect manager is perorming

hat process?

A. ollect re%uirements

!. 'efned scope

. Heriy scope



'. ontrol scope

10:. "he or* -rea*don structure represents hat?

A. "he decomposition o the or* o the pro)ect

!. "he activity list o the pro)ect

. "he schedule

'. "he decomposition o the activity list

101. In defning a milestone, hich o the olloing is most correct?

A. It defnes the phase o a pro)ect.

!. It has duration o no more than one day.

. it has duration o ero J:K.

'. It has value in the pro)ect charter -ut not in the plan

10(. A pro)ect manager has completed the defne scope process. "he customer

and sponsor have shortened the schedule -y our ee*s and decided to exclude

the or* -rea*don structure. "he pro)ect manager inorms the customer and

sponsor that, -y excluding the W!3, the pro)ect could -e su-)ected to many

pro-lems. Which o the olloing is not considered a pro-lem o -ypassing the

or* -rea*don structure?

A. planning areas may lac* supporting details

!. "here are constant changes to the pro)ect

. Pro)ect may -e su-)ect to unoreseen delays

'. !udget is not ell defned.

10+. "he pro)ect team has )ust started -rea*ing don the components o the

pro)ect into smaller pieces that are easier to maintain and manage. In hat

process ill the or* -e decomposition to the loest possi-le level?

A. reate W!3

!. 'efne Activities

. 'efne scope



'. Heriy scope

10/. "he veriy scope process has -een started at end o phase + o the pro)ect.

"he main delivera-les as sent to the customer. "hree ee*s have passed and

the customer acts as i the delivera-les as never received. Which o the

olloing is the -est action to ta*e?

A. As* the sponsor or assistance

!. stop or* on the pro)ect until the customer ac*noledges and approves the

delivera-les

. As* the customerDs supervisor hy the delivera-le has not -een

ac*noledged

'. 'ocument the issue in the issue log

100. A pro)ect manager is assigned to a pro)ect that is in the construction phase

o a video computer -oard. "he pro)ect manager is revieing delivera-les and

or* results to gain ormal acceptance. "his activity is *non as hat?


!. Perorm @uality control

. Heriy scope

'. ontrol scope

10. "he medical -illing system pro)ect has entered closure. As the pro)ect

manager and the team prepare or closure, they are told that veriy scope ill -e

very important to the success o the pro)ect. Why is this?

A. Heriy scope validates that the sponsor signed the pro)ect scope statement at

the -eginning o planning.

!. Heriy scope is used to confrm that the pro)ect team understands the scope o

the pro)ect.

. Heriy scope is the process o comparing hat the pro)ect created to the

pro)ect scope statement, product description, and anything else that helps

ensure that the results o the pro)ect ill unction as intended.

'. Heriy scope should have -een done earlier in the pro)ect and since it asnDt

done then, itDs important to complete it -eore the pro)ect is complete.



102. "here has -een a great delay in aiting to get the pro)ect charter

approved. ItDs fnally complete and you are assigned as the pro)ect manager.

3enior management ants you to -egin the planning process group as soon as

possi-le. I you are in the process o planning the pro)ect, hen should you

schedule veriy scope?

A. At the end o every phase on the pro)ect

!. Ater the sponsor defnes hat they ant the pro)ect to create

. When the pro)ect management plan is aaiting signo#

'. When the or* o the pro)ect is done

105. "he pro)ect manager is or*ing ith the customer to gain ormal

acceptance on the pro)ect delivera-les are not meeting pro)ect goals and areunusa-le in their present orm. Which process ill ensure the ne delivera-les

re4ect the characteristics needed -y the customer?

A. 3cope analysis

!. =ather re%uirements

. ontrol scope

'. Heriy scope

106. "he pro)ect team is involved in created the Wor* !rea*don 3tructure o

the pro)ect. Which o the olloing -est descri-es a or* -rea*don structure

JW!3K that ill -e created?

A. All the ansers

!. "he or* should -e decomposed to a realistic level o detail.

. "he accumulation o the or* in the W!3 should -e e%ual to the or* o the

pro)ect

'. I the or* is not listed in the W!3, it is not in the pro)ect.

1:. "he trade sho pro)ect team has )ust -egun -rea*ing don the pieces o

the pro)ect into smaller easier to maintain and manage pieces. "his is *non as

hat?

A. Heriy scope

!. 'efne scope



. ollect re%uirements

'. reating the W!3

11. Pro)ect A is our months long, has our sta*eholders, and has completed

planning. Pro)ect ! is 1( months long, has 1: sta*eholders, and is in execution.

Pro)ect is 1( months long, has our sta*eholders, and is in planning. Which

pro)ect is most li*ely to experience scope creep?

A. Pro)ect A

!. Pro)ect !

. Pro)ect

'. Cot enough inormation

1(. "he medical sotare pro)ect has -een going on or to years ith a large

num-er o changes and issues. "he pro)ect manager is getting ready or the

pro)ect to -e completed. Which o the olloing ill help close the pro)ect?

A. "eam development

!. 3cope verifcation

. Planning or the next pro)ect

'. $elease o resources

1+. I the pro)ect manager is concerned a-out satisying a customer, hich o

the olloing ill they pay the most attention to?

A. A signed contract

!. =old plating

. Wor* -rea*don structure JW!3K

'. 3cope verifcation

1/. "he team is involved in determining hat the scope management plan or

the pro)ect ill -e. Which o the olloing ill they need to start this?

A. Wor* !rea*don structure

!. Pro)ect charter



. hange re%uests

'. ontrol scope system

10. "he pro)ect manager, three -usiness analysts, and a system analyst have

created re%uirements or the intranet share are application. "hey are in the

process o defning pro)ect scope -ased on the re%uirements and scope

defnition. What is the -est reason or this?

A. "o get signo# rom the sta*eholders -eore planning

!. "o minimie scope changes

. "o consider all the *ey sta*eholdersD need hen identiying re%uirements and

scope

'. "o get cost centres to -ill or or* as itDs completed

1. "he pro)ect team is involved in decomposition o the or* o the pro)ect.

What to things ill they create as a result o decomposition on the pro)ect?

A. Wor* pac*ages and activity lists

!. Activity resources estimates and activity se%uences

. or* pac*ages and activity se%uences

'. Activity lists and activity durations estimates

12. "he pro)ect manager, three -usiness analysts, and a system analyst have

created re%uirements or the intranet share are application. Which o the

olloing -est descri-es hat they ill create as part o the re%uirements?

A. $e%uirements tracea-ility matrix, re%uirements management plan,

re%uirements documentation

!. $e%uirements tracea-ility matrix, re%uirements management plan

re%uirements documentation, prototypes o the ma)or screens.

. $e%uirements tracea-ility matrix, re%uirements management plan

re%uirements documentation, updated pro)ect management plan.

'. $e%uirements tracea-ility matrix, re%uirements management plan, scope

management plan



15. 'ue to the complexity o the pro)ect to design and manuacture ro-otic

guard dogs or use at remote government sites, a num-er o -rea*don

structures and descriptions, hich is correct?

A. $is* -rea*don structure, hich lists ris*s grouped -y pro-a-ility o

occurrence and listed -y severity o impact.

!. rganisational -rea*don structure, hich graphically illustrates ho the

pro)ect organisation is structured to accomplish pro)ect activities

. !ill o materials, hich lists the cost o the components, assem-lies, and su-8

assem-lies used to -uild the product

'. $esource -rea*don structure, hich graphically illustrates the availa-ility o

resources.

16. "he cost at a company that manuactures cosmetics have -een extremely

high and a ne pro)ect is underay to save costs ithout negatively impacting

%uality and customer service. "he program manager and his team are in the

'efne scope process. the olloing, hich tools are availa-le or their use?

A. Expert )udgment, alternatives identifcation, acilitated or*shops, and

product analysis

!. Expert )udgement, alternatives identifcation, competitive material

procurement, and product analysis

. Expert )udgment, ocus groups, alternatives identifcation, competitive

material procurement, and product analysis

'. Expert )udgement, ocus groups, alternatives identifcation, acilitated

or*shops, and product analysis

12:. 7ou are a pro)ect manager on a "H transmission toer pro)ect. 'ue to the

rough terrain, the scope o the pro)ect had to -e modifed to compensate or the

re%uired oundation changes. 7ou need to veriy that these changes have -eenput in place. What -est helps you determine this?

A. Pro)ect scope statement updates

!. 3cope control system

. scope changes

'. $e%uirements management plan



121. "he pro)ect manager is or*ing ith the customer to gain ormal

acceptance o the pro)ect delivera-les. "he customer is saying that three o the

delivera-les are not meeting pro)ect goals and are unusa-le in their present

orm. Which process ill ensure that the ne delivera-les re4ect the needs o

the customer?

A. ontrol scope

!. Heriy scope

. Analye scope

'. =ather re%uirements

12(. n the digital healthcare inrastructure pro)ect, the PM is perorming an

audit o the pro)ect. As part o this audit, they are monitoring compliance iththe pro)ect management plan and completed delivera-les. the olloing,

hich -est descri-es hat they ill do ith this inormation?

A. ollect, measure, and interpret the inormation

!. 'ocument and trac* the inormation

. 'etermine ho ill have access to the inormation

'. All the ansers

12+. "he pro)ect team has )ust -egun the veriy scope process. the olloing,

hat are the inputs they ill consider?

A. $e%uirements tracea-ility matrix, or* perormance inormation, validated

delivera-les, pro)ect scope statement and pro)ect management plan

!. $e%uirements tracea-ility matrix, validated delivera-les, pro)ect scope

statement, and pro)ect management plan

. $e%uirements tracea-ility matrix, validated delivera-les, re%uirementsdocumentation, and pro)ect management plan

'. $e%uirements tracea-ility matrix, or* perormance inormation, validated

delivera-les, re%uirements documentation, and pro)ect management plan

12/. "he medical -illing system pro)ect has entered closure. As the pro)ect

manager and the team prepare or closure, they are told that veriy scope ill -e

very important to the success o the pro)ect. the olloing, hich -est

descri-es the importance o veriy scope?



A. Heriy scope validates that the sponsor signed the pro)ect scope statement at

the -eginning o planning

!. Heriy scope should have -een done earlier in the pro)ect and since it asnDt

done then, itDs important to complete it -eore the pro)ect is complete.

. Heriy scope is used to confrm that the pro)ect team understands the scope o

the pro)ect

'. Heriy scope is the process o comparing hat the pro)ect created to the

pro)ect scope statement, product description, and anything else that helps

ensure that the results o the product ill unction as intended.

120. In an e#ort to o-tain value rom its supply chain, a national retailer has

implemented a three pronged approachL reducing transportation costs -y

delaying transportation o materials that are not time8criticalR creating ro-ust

models that simulate the experience rather than deploying assetsR and managing

-ehaviour -y identiying and eliminating sources o riction. "he pro)ect to create

re%uests revieed. What inputs are availa-le to the pro)ect manager and her

team during this process?

A. hange re%uests, re%uirements tracea-ility matrix, pro)ect management plan,

or* perormance inormation, and re%uirements documentation

!. Pro)ect management plan, or* perormance inormation, change re%uests,

and pro)ect scope statement.

. Wor* perormance inormation, re%uirements tracea-ility matrix, re%uirements

documentation, and pro)ect management plan

'. $e%uirements tracea-ility matrix, or* perormance inormation, pro)ect

management plan, and validated delivera-les.

12. A large corporation has )ust approved a pro)ect to develop a su-atomic

particle -oard demonstration platorm or microcontroller products hich ill

enhance the experience o engineers via ully integrated hardare and sotare.

"he platorms ill include online tutorials or set8up and creating, -uilding,de-ugging, and donloading pro)ect and ill include pro)ect management

unctionality. "he Purpose o the platorm is to decrease development time. "he

pro)ect manager has )ust started the planning process group. "he pro)ect

manager has )ust started the planning process group. the olloing, hich is

the most opportune time to schedule the veriy scope process?

A. When the or* o the pro)ect is done

!. Ater the sponsor defnes hat he ants the pro)ect to create?

. hen the pro)ect management plan is aaiting signo#

'. At the end o every phase on the pro)ect



122. 7ou are the pro)ect manager on the development o a $AI' / computer

storage netor*. "he customer has -een very concerned a-out the correctness

and acceptance o the or* results as they have had corrupt data in the past and

the goal is to have this serve as a -ac*up system. 7ou are not sure hat thecustomer is saying a-out the Fcorrectness and acceptanceG so you revie your

PM! S =uide. What areas -elo ill li*ely -e involved in attaining hat the

government is concerned a-out?

A. Administrative closure and perorm %uality assurance

!. ontrol scope and veriy scope

. Heriy scope and perorm %uality control

'. Plan %uality and perorm %uality control

125. "o gain ormal acceptance o the delivera-les or the pro)ect to upgrade the

companyDs air 4eet, the pro)ect manager or*s ith the customer. "he customer

claims that three o the delivera-les do not meet pro)ect goals and are unusa-le

in their present orm. the olloing, hich process ensures that delivera-les

re4ect the needs o the customer?

A. the =ather re%uirements process

!. "he control scope process

c. "he analye scope process

'. "he veriy scope process

126.As a pro)ect manager, you are managing a pro)ect that has 60 pages o

re%uirements. "he pro)ect is or high profle customer that spends more that

(,0::,::: a year ith you company. 7ou have completed this pro)ect on

schedule and on -udget. "he customer is not pleased ith the product that as-uilt as they say it onDt or* as they need it to. What should the pro)ect

manager do?

A. 9old a pro)ect ris* meeting to determine hy the pro)ect does not satisy the

customer

!. 9old a pro)ect %uality meeting to determine hy the pro)ect does not satisy

the customer

. $evie the scope and determine hy it did not satisy the customer

'. $eund 1: o the cost o the pro)ect -ac* to the customer.



15:. Which o the olloing -est descri-es lag?

A. 3lac*

!. A delay inserted -eteen activities

. >loat

'. "he amount o time an activity can -e delayed ithout delaying the pro)ect

fnish date.

151. "he pro)ect team is or*ing together on detailed planning. "hey have had

some issues coming to the same opinion on the planning. "hey are creating a

pro)ect schedule netor* diagram. What ill this sho the team?

A. "he se%uencing o the activities on the pro)ect

!. "he decomposition o the or* o the pro)ect

. "he schedule

'. "he duration estimate o the pro)ect

15(."he client has re%uested a our8ee* delay on the pro)ect hile the companyretools its machine la-. "his delay as not planned, -ut the e%uipment had to -e

replaced. "he company has limited resources. What is the -est ay to ma*e up

the our8ee* slip?

A. >ast trac*ing


. Put more resources on the pro)ect

'. rashing

15+. "he pro)ect manager is creating an estimate or -uilding a house. It is a

house similar to hat he -uilds %uite oten. 9e is using the rule o thum- o 50

per s%uare oot to calculate the estimate. What type o estimate is this?

A. Parametric

!. Analogous

. =ut eel

'. !ottom8up



15/. "he I" initiative pro)ect is on schedule and under -udget. "he customer is

pleased -ut ants a scope change. As a result, a ne team is -rought in to help

the existing team implement this scope change. !eore the team arrives, senior

management ants to see here the pro)ect stands. Which o the olloing doyou sho them?

A. =antt chart

!. Cetor* diagram

. Wor* !rea*don structure

'. Milestone chart

150. "he construction team is -ehind schedule on its pro)ect. "he customer is

considering giving the pro)ect to another company i they cannot get the pro)ect

-ac* on trac*. "he team is considering putting more resources on the critical

path to accelerate the schedule. "his is an example o hat?

A. 3ta# Ac%uisition

!. rashing

. $e8planning

'. >ast trac*ing

15. "he pro)ect manager is creating an estimate or -uilding a house. It is a

house similar to hat he -uilds %uite oten. 9e is using the rule o thum- o 50

per s%uare oot to calculate the estimate. What type o estimate is this?

A. Parametric

!. Analogous

. =ut eel

'. !ottom8line

152. N Michaels is -uilding a customerDs dream house. 9oever, the city

inspector or -uilding permits has -een in training or the last to ee*s, and he

has no -ac*up. 9is a-sence causes a delay in the completion o the house. "his

is an example o hat?

A. rashing



!. Mandatory dependencies

. External dependencies

'. Bag

155. In the original netor* diagram %uestion, i Activity = decreases rom fve

days to one, hat is the critical path, and hat is the length?

A. AE, 1/ days

!. !'=, 1( days

. !'E, 1/days

'. !>=, 1+ days

156. N Michaels is -uilding a customerDs dream houseR hoever, rain has

delayed the fnish -y to ee*s. "he pro)ect manager evaluates the schedule

and determines that the electrical and plum-ing could occur at the same time

instead o right ater each other, as laid out in the schedule. "his is an example

o hat?

A. Mandatory dependencies

!. rashing

. Bag

'. 'iscretional dependencies

16:. N Michaels is -uilding a customerDs dream house. 9oever, rain has

delayed the fnish -y to ee*s. "he schedule shos that the next activity is to

install the roo olloed -y the shingles. "his is an example o hat?

A. rashing

!. Mandatory dependencies

. 'iscretionary dependencies

'. Bag

161. N Michaels is -uilding a shopping centre. 9oever, rain has delayed the

fnish -y to ee*s. "he pro)ect manager is evaluating various ays to compressthe schedule. "he pro)ect manager suspects that the indos and climate



control could occur at the same time instead o right ater each other as laid out

in the schedule. It is an example o hat?

A. rashing

!. Mandatory 'ependencies

. 'iscretionary 'ependencies

'. External 'ependencies

16(. >loat on a Cetor* diagram is also *non asL

A. Bag

!. 3lac*

. =E$"

'. PE$"

16+. Which o the olloing utilies a dummy?

A. Activity on Arro JAAK

!. =E$"

. Activity on Code JACK

'. =antt chart

16/. N michaels e-sites is -uilding a huge ecommerce system. 9oever, the

designer getting sic* has delayed the fnish -y to ee*s. "he pro)ect manager

evaluates the schedule and determines that the graphics and -ac*end or*

could occur at the same time instead o right ater each other, as laid out in the

schedule. "his is an example o hat?

A. rashing

!. >ast trac*ing

. Bag

'. Mandatory 'ependencies

160. &sing the original Cetor* diagram %uestion, hat is the 3lac* o "as* '?



A. "o days

!. ne day

. >our days


16. &sing the original Cetor* diagram %uestion, i "as* ' increases rom fve to

eight days, hat is the ritical Path, and hat is the length?

A. !>9, 15 days

!. !'=9, (1 days

. !'>9, (: days

'. A>9, 1 days

162. "he road construction pro)ect is telve ee*s -ehind schedule ith ten

team mem-ers or*ing on it. >ive o these team mem-ers are or*ing on the

critical Path related items. What is the 3lac* o the ritical Path?

A. : JeroK

!. Cot enough inormation

. Cegative telve ee*s

'. +:

165. 7ou are the pro)ect manager on a merger and ac%uisition pro)ect. "as* A J+daysK and "as* ! J/ daysK can start immediately. "as* J( daysK can start ater Aand ! are complete. "as* ' J0 daysK can -egin ater "as* ! is complete. "as* > J/daysK can -egin ater tas*s and ' are complete. "as* = J0 daysK can -eginater tas*s ' and E are complete. "as* 9 J/ daysK can -egin ater tas*s ' and Eare complete. "as* 9 J/ daysK can -egin ater tas*s = and 9 are complete. Whatis the ritical Path?A. A>9

!. !'>9

. !>9

'. !E=9

166. What does a responsi-ility assignment matrix do or the pro)ect manager?A. 3ho ho is to perorm the or* and ho long it ill ta*e

!. 3hos ho is on the pro)ect

. 3hos ho is to perorm or* in certain areas o the pro)ect

'. 3hos hat order the activities come in



(::. Which o the olloing is an example o a lag?

A. "he critical path

!. "he earliest a ne system can -e ordered rom the manuacturer

. A delay ater the sheetroc* Jall -oardK is done in a house to allo it to dry-eore continuing or* in that area

'. "he latest a ne system can -e ordered rom the manuacturer ithoutdelaying the pro)ect

(:1. "he pro)ect manager and her team have )ust completed the defne activityprocess. What did they create as a result o this process?

A. Activity list, dependencies, milestones list, and activity duration estimates

!. Activity list, and milestone list

. Activity list, milestone list, and activity duration estimates

'. Activity list, dependencies, and milestone list

(:(. the olloing statements a-out the critical path, hich is accurate?

A. I ahead o the schedule, a pro)ect can have negative slac*

!. "here can only -e one critical path per pro)ect

. "he critical path is the longest path on the pro)ect netor* diagram

'. "he least pro)ect ris* occurs on the critical path

(:+. Activity = has as early fnish o day 5, a late start o day , and a late fnisho day o 1:.Which o the olloing -est descri-es this activity?

A. It is not on the critical path, has / days slac*, and is / days long

!. It is on the critical path, has : days slac*, and is 0 days long

. Cot enough inormation

'. It is not on the critical path, has ( days 4oat, and is 0 days long

(:/. As a pro)ect manager, you are managing a pro)ect that is starting to all-ehind schedule. !y your calculations, the pro)ect is one ee* -ehind. Atermeeting ith the pro)ect team, the team -elieves that it can ma*e up the oneee* in the next our ee*s and -ring the pro)ect -ac* on schedule. 7ou arescheduled to report your status to management this ee*. Which o the olloingshould you do?

A. $eport that the pro)ect is on schedule ith no ma)or pro-lems





(:5. "he pro)ect to develop a more e#ective medical device or racturemanagement has ten team mem-ers and is three ee*s ahead o schedule. >ouro the team mem-ers are or*ing on critical8path related items. In discussingpro)ect ith a *ey sponsor, the pro)ect manager credits those our teammem-ers ith the excellent process and verifes the slac* o the critical path.What is the slac*?

A. :JTeroK

!. Cegative three ee*s

. Plus three ee*s

'. "here is insu<cient inormation to determine the slac*

(:6. "he management team or the pro)ect to pac*age vinyl records ith codes

to donload the MP+ versions has )ust completed the se%uence Activity processand is deciding hat tools and techni%ues availa-le to them?

A. Pro)ect management sotare, alternative analysis, three8point analysis,-ottom8up estimating, and expert )udgement.

!. !ottom8up estimating, pro)ect management sotare, expert )udgement,pu-lished estimating date, and alternative analysis.

. Pu-lished estimating date, expert )udgement, top8don estimating, alternativeanalysis, and pro)ect management sotare.

'. Expert )udgement, alternative analysis, top8don estimating, pro)ectmanagement sotare, and three8point analysis.

(1:. "he netor* diagram or the pro)ect to create logical e8mail groups hasthree paths that have duration o (6 days and to paths that have duration o 1:daysL respectively the longest and shortest durations or the pro)ect. Which othe olloing is a true statement?

A. I the shortest paths are the same length, the path ith the least num-er oactivities is the critical path

!. I the shortest paths are the same length, there can -e multiple critical pathsand more critical paths there are on a pro)ect, the greater the increase o ris* tothe pro)ect

. I the longest paths are the same length, the path ith the greatest num-er o activities is the critical path

'. I the longest paths are the same length, there can -e multiple critical pathsand the more critical paths there are on a pro)ect, the greater the increase o ris*to pro)ect.

(11. 'uring the pro)ect to construct a gymnastic or pre8school age children, the

pro)ect manager and his team are identiying leads and lags. What is an exampleo a lag?



A. "he time -eteen ordering the e%uipment and installing it

!. "he earliest the e%uipment can -e ordered rom the manuacturer

. A delay ater installation o the ru--eried 4ooring, alloing the adhesive tothoroughly dry -eore adding the e%uipment and urnishings

'. "he latest padding or e%uipment can -e ordered rom the manuacturerithout delaying the pro)ect

(1(. "he pro)ect manager uses the critical path method JPMK during the'evelop schedule process or the pro)ect to develop a ne 3@B -ased reportingsystem. "he pro)ect manager ants to determine the pro)ectDs critical path. the olloing, hich most accurately descri-es the method?

A. "he method reveals the critical path, hich is the shortest path on the pro)ect

!. "he method can reveal more than one critical path, critical paths -eing thelongest paths on the pro)ect, and multiple critical paths decrease pro)ect ris*

. "he method can reveal more than one critical path, critical paths -eing theshortest paths

'. "he method can reveal more than one critical path, critical paths -eing thelongest paths on the pro)ect, -ut multiple critical paths increase pro)ect ris*

(1+. "he pro)ect management and his team are creating the netor* diagram orthe pro)ect to develop the policies and procedures section o the intranet. What

-eneft ill this provide to the pro)ect team?

A. A diagram o the order in hich the pro)ect activities ill occur

!. A diagram o the order in hich the activities ill occur and the duration oeach activity

. A diagram o the order in hich the activities ill occur and the resourcesassigned to each activity

'. A diagram o the schedule details o the pro)ect, including tas*s, durations,

se%uence, and resources.

(1/. "he pro)ect manager and his team are creating an analogous estimate orthe pro)ect to -uild a par*ing structure. the olloing, hich is an advantageo using this type o estimate?

A. It provides supporting detail o the estimate

!. It provide team -uy8in since team mem-ers help to create the estimate

. "here is a greater degree o accuracy -ecause o the detail

'. It can -e created %uic*ly



(10. "he pro)ect planning is progressing on schedule. "he pro)ect manager andthe team meet regularly and are ready to estimate cost. It is important that anaccurate estimate -e created. What estimating method should the team use?

A. !ottom8up estimating

!. Estimate costs

. Parametric estimating

'. Analogous estimating

(1. "he pro)ect manager is creating an estimate or raised 4ooring in a datacentre. "he pro)ect has our di#erent -ids rom our vendors. "o o the -ids are1.::Qs%. t higher than the pro)ect manager ants to pay. "he other to -ids are:.:0 higher, -ut all ithin the pro)ectDs cost range o plus or minus 0. Whicho the olloing types o estimates is the pro)ect manager using?

A. Analogous

!. parametric

. !ottom8up

'. =ut >eel

(12. What is used to defne the accounts that the W!3 and organiationalstructures align to or pro)ect cost trac*ing?

A. hart o accounts

!. Wor* pac*ages

. ost -aseline

'. ost estimates

(15. ompany8ide sotare licensing ees are an example o hat type opro)ect cost?

A. Haria-le indirect

!. Haria-le

. >ixed

'. >ixed direct

(16. "he pro)ect planning process group is progressing. "he team has involvedthe accounting department to set up a system o codes that the accountingdepartment ill use to trac* or* on the pro)ect. "his is *non as hat?

A. W!3 num-ering



!. Accounting codes

. hart o accounts

'. 'etermine -udget

((:. Activity A is orth (::, is 1:: complete, and actually cost (::. Activity! is orth 20, is 6: complete, and actually cost 1(: so ar. Activity is orth(::, 20 complete, and has cost 120 so ar. "he total -udget is 1,:::. Whatis the estimate to complete or the pro)ect?

A. 1,:::

!. 1,1::.:/

. 1,150.+

'. 61.(/

((1. Activity A is orth +::, is 1:: complete, and actually cost +0:. Activity! is orth 1::, is 60 complete, and actually cost 50 so ar. Activity is orth(::, is 20 complete, and has cost 120 so ar. "he total -udget is 1,0::.What is the cost variance or the pro)ect?

A. 80.::

!. 802.0:

. :.5/

'. 0.::

(((. Activity A is orth (::, is 1:: complete, and actually cost (::. Activity! is orth 20, is 6: complete, and actually cost 1(: so ar. Activity is orth(::, is 20 complete, and has cost 120 so ar. "he total -udget is 1:::.What is the cost variance or the pro)ect?

A. 822.0:

!. 802.0:

. :.5/

'. :.55

((+. Activity A is orth (::, is 1:: complete, and actually cost (::. Activity! is orth 20, is 6: complete, and actually cost 1(: so ar. Activity is orth(::, is 20 complete, and has cost 120 so ar. "he total -udget is 1,:::.What is the variance at completion or the pro)ect?

A. 1,:::



!. 15.(/

. 1,150.+

'. 6:.+

((/. "he highay pro)ect is in the middle o planning hen the pro)ect managerpresents a status reporting method to the team. "he team mem-ers havenDtheard o this method -eore. ItDs called earned value. "o attain -uy8in rom theteam, the pro)ect manager -egins to explain hat earned value status reportingcan do or the pro)ect, explaining that it ill measure hich o the olloing?

A. 3cope and cost

!. 3cope and time

. "ime and cost

'. 3cope, time, and cost

((0. Pro)ect A has an CPH o (20* over (.0 years. Pro)ect ! has an I$$ o +.(.Pro)ect has a !$ o :.56L1. Pro)ect ' has our people on it and is encounteringscope creep. Which o the olloing pro)ects stand the greatest chance o gettingcancelled?

A. Pro)ect !

!. Pro)ect A

. Pro)ect '

'. Pro)ect

((. Pro)ect A has an CPH o 10* over three years. Pro)ect - has an CPH o++:* over six years. Pro)ect has an CPH o 12:* over six years. Which o theolloing do you?

A. pro)ect !

!. pro)ect A

. Pro)ect A and

'. Pro)ect

((2. "he pro)ect team is planning an upgrade to an electrical capacity or themanuacturing acility. 'uring planning, the team mem-ers are conronted iththe cost options or a ne circuit that helps minimie the usage on themachinery. "hey consider the cost o purchasing the circuit or the time theyneed to develop the pro)ect. Ater that, the customer ould ta*e over the costs

o the circuit. "hey are also considering a long term commitment that thecustomer can ma*e ith the utility provider, hich ould provide a less costly





. Accelerated 'epreciation

'. >ixed cost

(+(. "as* A is orth /::, is 60 complete, and actually cost +60. "as* ! isorth +0:, is 6: complete, and actually cost ++: so ar. "as* is orth(20, is 1:: complete, and has cost +1: so ar. "he total -udget is (0::.What is the estimate at completion or the tas*s listed?

A. (0::

!. (5.:6

. 6:.+

'. 11::.:/

(++. "as* A is orth /::, 60 complete, and actually cost +60. "as* ! isorth +0:, is 6: complete, and actually cost ++: so ar. "as* is orth(20, is 1:: complete, and has cost +1: so ar. "he total -udget is (0::.What is the estimate to complete or the tas*s listed?

A. 1++.:6

!. (5.:6

. 1:(0

'. 62:

(+/. "as* A is orth /::, is 60 complete, and actually cost +60. "as* ! isorth +0:, is 6: complete, and actually cost ++: so ar. "as* is orth(20, is 1:: complete, and has cost +1: so ar. "he total -udget is (0::.What is the variance at completion or the tas* listed?

A. 1++.:6

!. (5.:6

. (0::

'. 815.:6

(+0. Which o the olloing measurements ould the pro)ect manager use tosho the remaining amount to -e spent on the pro)ect -ased on currentspending e<ciency?

A. Estimate to complete

!. ost variance





(/:. Pro)ect A has an CPH o 10* over three years. Pro)ect ! has an CPH o++:* over six years. Pro)ect has an CPH o 12:* over six years. Which o theolloing do you select?

A. pro)ect !

!. Pro)ect A

. Pro)ect A and

'. pro)ect

(/1. Pro)ect A has an CPH o (20* over (.0 years. Pro)ect ! has an I$$ o +.(.Pro)ect has a !$ o :.56R1. Pro)ect ' has our people on it and is encounteringscope creep. Which o the olloing pro)ects stand the greatest chance o getting

cancelled?

A. Pro)ect A

!. Pro)ect !

. Pro)ect

'. Pro)ect '

(/(. "he pro)ect is using a ne server that cost (0,:::. "he pro)ect manager istold to set up depreciation or the server having a value o : at the end o fve

years. 3tandard depreciation ill -e used in the calculation. What is the amountper year the server ill depreciate?

A. 1:,:::

!. 0,:::


'. (,0::

(/+. "he highay pro)ect is in the middle o planning hen the pro)ect managerpresents a status reporting method to the team. "he team mem-ers havenDtheard o this method -eore. ItDs called earned value. "o attain -uy8in rom theteam, the pro)ect manager -egins to explain hat earned value status reportingcan do or the pro)ect, explaining that it ill measure hich o the olloing?

A. "ime and cost

!. 3cope, time, and cost

. 3cope and cost

'. 3cope and "ime



(//. Activity A is orth (::, is 1:: complete, and actually cost (::. Activity! is orth 20, is 6: complete, and actually cost 1(: so ar. Activity is orth(::, is 20 complete, and has cost 120 so ar. "he total -udget is 1,:::.What is the estimate to complete or the pro)ect?

A. 1,1::.:/

!. 1,:::

. 61.(/

'. 1,150.+

(/0. "he pro)ect manager is creating an estimate or raised 4ooring in a datacentre. "he pro)ect has our di#erent -ids rom our vendors. "o o the -ids are

1.::Qs%. t higher than the pro)ect manager ants to pay. "he other to -ids are:.:0 higher, -ut all ithin the pro)ectDs cost range o plus or minus 0. Whicho the olloing types o estimates is the pro)ect manager using?

A. Analogous

!. Parametric

. !ottom8up

'. =ut >eel

(/. "he pro)ect team is planning an upgrade to a clientDs e- site andinrastructure. 'uring planning, the team mem-ers are conronted ith the costoptions or a data communications line to connect to the serversR "hey considerthe cost purchasing the communication line or the time they need to developthe pro)ect. Ater that, the customer ta*es over the purchase o the line. "hey arealso considering a long8term commitment that the customer can ma*e ith thecommunication line provider, hich provides a less costly solution over the useo the system. What type o analysis is the team considering?

A. Bie cycle costing

!. Ma*e8or8-uy analysis

. >ixed cost

'. Procurement planning

(/2. Activity A is orth (::, is 1:: complete, should have -een done on day1, and actually cost (::. Activity ! is orth 20, is 6: complete, should have-een done on day (, and actually cost 1(: so ar. Activity is orth (::, is20 complete and should have -een done on day +, and has cost 120 so ar.

"he total -udget is 1,:::. What is the planned value as o day (?

A. (20.::



!. 8/12.0:

. /60.::

'. 8(20.::

(/5. "he pro)ect management team has perormed earned value analysis on itspro)ect and discovered that the pro)ect is -ehind schedule and over -udget. "he3PI is :.5( and the PI is :.2+. "he team is trying to determine ho e<cient itneeds to -e ith the remaining resources on the pro)ect to complete the pro)ecton -udget. Which o the olloing is the team trying to calculate?

A. ost perormance index

!. "o complete perormance index

. Estimate to complete

'. ost variance

(/6. Activity A orth (:: is 1:: complete, and actually cost (::. Activity !is orth 20, is 6: complete, and actually cost 1(: so ar. Activity is orth(::, 20 complete, and has cost 120 so ar. "he total -udget is 1,:::. Whatis the schedule variance or the pro)ect?

A. 802.0:

!. 822.0:

. :.55

'. :.5/

(0:. Activity A is orth +::, is 1:: complete, and actually cost +0:. Activity! is orth 1::, is 60 complete, and actually cost 50 so ar. Activity is orth(::, is 20 complete, and has cost 120 so ar. "otal -udget is 1,0::. What isthe variance at completion or the pro)ect?

A. 8150.+6

!. 1,:::

. 6:.+6

'. 1,150.+6

(01. Activity A is orth (::, is 1:: complete, and actually cost (::. Activity! is orth 20, is 6: complete, and actually cost 1(: so ar. Activity is orth(::, is 20 complete, and has cost 120 so ar. "he total -udget is 1,:::.What is the cost perormance index or the pro)ect?

A. :.5/



!. :.55

. 1.1

'. 1.1(

(0(. Activity A is orth 5::, is 1:: complete, and actually cost 5::. Activity! is orth +::, is 6: complete, and actually cost /5: so ar. Activity ! isorth 5::, is 20 complete, and has cost 2:: so ar. "he total -udget is/,:::. What is the estimate at completion or the pro)ect?

A. /,21.61

!. /,2/(.0(

. /,2/(.0/

'. /,2:0.55

(0+. "he pro)ect team is planning an upgrade to a clientDs e- site andinrastructure. 'uring planning, the team mem-ers are conronted ith the costoptions or a data communications line to connect to the servers. "hey decide to-ase their analysis on lie cycle costing. What is the advantage and disadvantageo this approach?

A. "he related pro)ect costs are transerred to the company so the pro)ect is notnegatively impacted, -ut the company -udget is

!. "he company may spend more money over the lie o the line, -ut the pro)ectcosts ill decrease

. "he pro)ect costs may increase, -ut company might save money in the longterm

'. "here is no advantage or disadvantage

(0/. "he company is revieing pro)ects or via-ility. "he negative economicoutloo* mandates that cost is a ma)or consideration hen determining via-ility.

Pro)ect ! has an CPH o (0: over ( years. Pro)ect has an I$$ o +./0. Pro)ect' is encountering scope creep. the olloing pro)ects, hich is the most li*elycancellation candidate?

A. Pro)ect A

!. Pro)ect !

. Pro)ect

'. Pro)ect '

(00. "as* A is orth 0::, is 5: complete, and actually cost 0::. "as* ! isorth /0:, is 20 complete, and actually cost /:( so ar. "as* is orth





A. 8(+:.::

!. 8+1:.::

. 85:.::

'. 810:.::

(:. the olloing, hich is an example o a fxed, direct cost or the fnancecompanyDs intranet upgrade pro)ect?

A. ompany8ide sotare licensing ees

!. >ees to mar*eting company to create a get started *it or ne intranet

. 3alaries o su-)ect matter experts or pro)ect

'. >ees to print materials in the get started *it or ne intranet.

(1. "he pro)ect manager is creating an estimate or raised 4ooring in a datacentre. "he pro)ect has six di#erent -ids rom six vendors. "o o the -ids are/.::Qs%. t higher than the pro)ect manager ould li*e to pay. "o o the other-ids are :.(0 higher, -ut all ithin the pro)ectDs cost range o plus or minus1:. Which o the olloing types o estimates is the pro)ect manager using?

A. Parametric

!. Analogous

. =ut >eel

'. !ottom up

((. 7ou are in the initial phase o a pro)ect and are doing an estimate or apro)ect that re%uires a M$I la- or a hospital to -e -uilt. What is the estimaterange you ould use or this pro)ect?

A. 8(0 to U20

!. 8(0 to U50

. 80 to U1:

'. 81: to U(0

(+. "o develop a 'MA -ase station or your company, a pro)ect re%uires somene test e%uipment and a ne 'UU complier. "he fnance department explainsthat this is a capital purchase to -e depreciated using the sum o the yearsdigits. "his is an example o hat?

A. 3tandard 'epreciation



!. Accelerated 'epreciation

. >ixed 'irect ost

'. 3traight8line 'epreciation

(/. "he pro)ect team is using fxed ormula status reporting or the pro)ect toupgrade the gem holesalerDs e- site. Which o the olloing is the -estexample o that reporting?

A. PH multiplied -y complete

!. +:Q2: rule

. =etting status updates rom the pro)ect team

'. "he pro)ect manager updating the status reports %uantitatively

(0. "he team is determining hat is needed on the pro)ect, ocusing ondeveloping a pro)ect -ased on the customer8defned re%uirements. What is thisactivity called?

A. Meeting the customers need

!. Heriy scope

. 'efnition o %uality

'. @ualitative analysis

(. "he pro)ect is going ell. "he pro-lem is that, as the company starts torelease the product o the pro)ect to mar*et, the customer isnDt giving it muchattention. "his appears to -e -ecause the company has a -ad perception in themar*etplace or ma*ing products ith too many deects. Who is ultimatelyresponsi-le or the %uality o hat the pro)ect8-ased company ma*es?


!. Pro)ect manager

. "he developer


(2. "he company is in the testing phase o its pro)ect. It is trac*ing deects thatcome in rom customers ho are testing the pro)ect. =iven the nature o a nepro)ect, a variety o deects are -eing discovered. rganiing and prioritiing thedeects is -ecoming a challenge. What tool helps organie this type oinormation?

A. Ishi*aa diagram



!. >ish-one diagram

. Pareto diagram

'. >lochart

(5. "he team is involved in defning hat is needed to ensure %uality or itspro)ect. ne team mem-ers say. OD'o it right the frst time.DD Another teammem-er says, ODletDs incorporate a method that reduces errors and help thecompany ma*e money.DD What -est descri-es this process?

A. "@M

!. aien

. Tero 'eects

'. >itness or use

(6. 7ou are a pro)ect manager trying to decide hat %uality approach toimplement at your company. 7ou have decided that it is in the -est interest o thecompany to do testing hile in the developing phase to get immediate eed-ac*.

"his philosophy is *non as hat?

A. @uality management plan

!. Perorm @uality Assurance

. I3 6::: %uality system


(2:. 7ou are the pro)ect manager on a pro)ect that ill improve themanuacturing process at your company. @uality has -een a -ig issue -ecausethere has -een an excessive amount spent on inventory ith a lot o aste in the-uilding process and return o product ater it has -een sold. Presently, thecompany has a 1 sigma %uality standard ith its manuacturing process. "here isa general standard ith its manuacturing process. "here is a general -elie thatthere are process issues -ehind this pro-lem. Which o the olloing optionsloo*s li*e the -est ay to help ma*e the process more consistent?

A. Ma*ing a greater use o chec*lists

!. Watching or violations o the seven $un $ule

. &tiliing a fsh-one diagram

'. Increasing the %uality standard to a sigma level greater than 1

(21. "he pro)ect is going through the control @uality process. Which o theolloing is a *ey that ill -e utilied in this process?




!. Inspection

. Acceptance decisions

'. hange re%uests

(2(. "he manuacturing process has -een experiencing variance that is causingconcern among the team. 3ome results have -een a-ove the specifcation limits,and some ithin the control tolerances. 7ou ant to learn more a-out the outputo the process over the last month. Which item -elo shos you the most useulvie o inormation?

A. hec*list

!. $un chart

. >ish-one

'. Pareto diagram

(2+. 7ou are the pro)ect manager on a pro)ect that ill improve themanuacturing process at your company. @uality has a -ig issue -ecause therehas -een an excessive amount spent on inventory ith a lot aste in the-uilding process and return o product ater it has -een sold. Presently, thecompany has a 1 sigma %uality standard ith its manuacturing process. "here istal* o utiliing %uality tools at the company to help minimie these pro-lems.Which o the olloing options loo*s li*e the -est example o a %uality tool orpro-lem isolation?

A. Watching or violations o the seven $un $ule

!. &tiliing a >ish-one diagram

. Ma*ing a greater use o chec*lists

'. Increasing the %uality to a sigma level greater than 1

(2/. "he fnance department is -uilding a call centre or its ne auto fnancedivision. =iven that this is its frst venture utiliing a call centre, a num-er o ne

processes have -een created. Which o the olloing help veriy that theseprocesses are -eing accomplished?

A. Process 4o

!. hec*list

. @uality audit

'. ontrol chart

(20. "he team is validating that the %uality plan or the pro)ect uses the mostcurrent -est practices, tools, techni%ues, and process. What are they doing?



A. ontinuous improvement

!. @uality audit

. Hoice o the customer

'. Preventative Action

(2. "he pro)ect is going through perorm @uality Assurance. Which o theolloing is a *ey tool that ill -e utilied in this process?

A. @uality audits

!. @uality improvement

. @uality management plan

'. @uality testing

(22. What does the perorm @uality Assurance process involve?

A. Identiying %uality re%uirements or the pro)ect and product, and auditingthem appropriately

!. Evaluating proposed %uality initiative considering actors such as expectedcustomer satisaction, the cost o conormance, and the cost o non8conormance

. Implementing predefned and validated methodologies to record the results o

%uality activities.

'. Auditing the %uality re%uirements and %uality control measurements to ensureappropriate standards are used.

(25. "he team is involved in defning hat is needed to ensure that the %ualityprocess ill capture the intended results o the testing. "his activity is *non ashat?


!. Plan @uality

. Perorm @uality ontrol

'. Measuring the output o the pro)ect.

(26. 7ou are a pro)ect manager on a pro)ect that ill improve your companyDsprinting processes. @uality has -een a -ig issue -ecause there has -een anexcessive amount spent on inventory ith much aste in the -uilding processand disposal o printing that didnDt meet the customerDs needs. Presently, thecompany has a + sigma %uality standard ith its printing process. "here is tal* o increasing the %uality standard to help minimie these pro-lems. Which o the

olloing loo*s li*e the -est ay to increase the %uality standard?



A. Watching or violations o the seven $un $ule

!. Ma*ing a greater use o chec*lists

. hanging the %uality to a sigma level greater than +

'. &tiliing a >ish-one diagram

(5:. "he company is implementing a %uality improvement standard on itspro)ect or*, trying to improve the culture to improve %uality standards. "hecompany vies the need to shit the mentality o the company to a proactiveapproach to %uality to achieve this o-)ective. Which o the olloing ould it notexpect to deal ith in an environment that has a proactive approach to %uality?

A. =reater %uality standard

!. Increase arranty support

. 'ecrease arranty support

'. Bess inventory needed

(51. "he pro)ect is progressing. As the company starts to release the product othe pro)ect to mar*et, the customer isnDt -uying it as the company had pro)ected.

"his appears to -e -ecause in the past, the company has released products thathad an excessive num-er o deects. Who as ultimately responsi-le or theseproducts -eing released ith the deects?

A. "he developer

!. 3enior management


'. Pro)ect manager

(5(. "he team is in the process o planning hat %uality standards are neededon the pro)ect and ho to achieve those standards. "he team mem-ers areevaluating hat could potentially cause issues in achieving these standards.Which o the olloing are they li*ely to use to accomplish this goal?

A. Pareto diagram

!. @uality Audit

. ontrol chart

'. >ish-one diagram

(5+. "he pro)ect manager and a sotare developer are discussing %uality. "hepro)ect manager explains he )ust got -ac* rom PMP training -ased on thePM!S 8 >ourth Edition. 9o ill he defne %uality?

A. "he degree to hich a set o inherent characteristics ulfl re%uirements



!. onormance to use and >itness o re%uirements

. Meeting the customers needs


(5/. "he -ottling pro)ect is encountering a num-er o deects and needs toocus on hat re%uires the most attention -ased on count. "hey ant to havesomething that ill graphically sho this re%uirement plus a cumulativepercentage o the deects. Which o the olloing ould you use to provide this?

A. Ishi*aa diagram

!. >lochart

. >ish-one diagram

'. Pareto diagram

(50. In %uality control, the ocus is on testing. 'ecisions should -e maderegarding ho much testing is needed. Which o the olloing ould -econsidered a negative associated ith testing a sample instead o a population?

A. It is less destructive

!. It is cheaper

. It is %uic*er

'. It is not very thorough

(5. "he pro)ect management team is trying to determine hat is causing apro-lem on a pro)ect. "hey have isolated to varia-les rom the inormationavaila-le to them. "hey suspect the pro-lem is compounded -y one varia-le tothem. "hey suspect the pro-lem is compounded -y one varia-le impactinganother. "hey ant to see i there is a connection -eteen the to varia-les.Which o the olloing ill help them veriy this?

A. Pareto diagram

!. $un chart

. 3catter diagram

'. ontrol chart

(52. 7ou are the pro)ect manager on a pro)ect that ill improve themanuacturing process at $outer omputer ompany. @uality has -een a -igissue -ecause there has -een an excessive amount spent on inventory ith a lot

o aste in the -uilding process and return o product ater it has -een sold.Presently, the company has ( sigma %uality standards ith its manuacturing



process. "he %uality team is presently evaluating options to improve %uality atthe company -y trying to identiy issues that could cause pro-lems. Which o theolloing options loo*s li*e the -est example o a %uality tool or pro-lemisolation?

A. Increasing the %uality to a sigma level greater than (

!. Ma*ing a greater use o chec*lists

. &tiliing a fsh-one diagram

'. Watching or violations o the seven $un $ule

(55. 7ou are the pro)ect manager on a pro)ect that ill improve themanuacturing process at your company. @uality has -een a -ig issue -ecausethere has -een an excessive amount spent on inventory ith a lot o aste in the-uilding process and return o product ater it has -een sold. Presently, the

company has a 1 sigma %uality standard ith its manuacturing process. "here isa general -elie that there are process issues -ehind this pro-lem. Which o theolloing options loo*s li*e the -est ay to help create a more predicta-leoutcome?

A. &tiliing a >ish-one diagram

!. Increasing the %uality to a sigma level greater than 1

. Ma*ing a greater use o chec*lists

'. Watching or violations o the seven $un $ule

(56. "he pro)ect manager and a team mem-er are discussing %uality control and%uality assurance. "hey are de-ating the di#erences -eteen these to %ualityprocesses. What does @uality Assurance involve?

A. eeping the customer happy

!. Measuring the output o the pro)ect

. Heriying that the %uality plan ill help achieve the desired results

'. 'efning the %uality rules as they relate to the pro)ect

(6:. "he total @uality management team is in the process o ensuring that the%uality plan or the pro)ect ill measure the product o the pro)ect as intended.What are the team mem-ers doing?

A. @uality control

!. @uality planning

. @uality management

'. @uality Audit



(61. "he pro)ect is going through @uality Assurance. Which o the olloing is a*ey tool that the pro)ect manager ill use in perorming this or* on the pro)ect?

A. @uality improvement

!. @uality Audits

. @uality testing

'. @uality management plan

(6(. "he pro)ect to improve the inventory section o the manuacturing anddistri-ution division is extremely complex in terms o updating organisationalprocess assets. the olloing, hich -est descri-es hen these assets should-e updated?

A. &pdates should occur as validation data is availa-le rom the perorm @uality

control process

!. &pdates should occur as validation data is availa-le rom the perorm @ualityAssurance process

. &pdates should occur during the perorm @uality Assurance process

'. &pdates should occur during the Perorm @uality control process

(6+. "he sotare development pro)ect is entering the perorm @ualityAssurance process. Which o the olloing *ey tools is most li*ely to -e utilied in

this process?

A. ost -eneft analysis hich is used to analye ho to minimie reor* due tolac* o %uality and ho to maximie satisaction and productivity

!. @uality management plan hich provides acceptance %uality managementmethodology inormation

. @uality Analysis hich is used to optimie pro)ect execution and achieve highprocess %uality

'. @uality audits hich help veriy process and output compliance

(6/. "he team is involved in determining hat is needed to have the %ualityprocess capture the intended results o the testing o the product. "his is *nonas hat?

A. Measuring the output o the pro)ect


. Plan @uality

'. Perorm @uality Assurance



(60. "he pro)ect to create a content management system that serves theintranet site, the e- site, and internal manuals is underay. "he team careullyconsiders %uality control measurements during the perorm @uality Assuranceprocess. the olloing, hich -est descri-es the relationship -eteen %ualitycontrol measurements and this process?

A. @uality control measurements are an output o the perorm @uality Assuranceprocess

!. @uality control measurements are an output o the perorm @uality controlprocess

. !oth A and

'. @uality control measurements can -e ed into the perorm @uality Assuranceprocess to validate the e<ciency and cost e#ectiveness o perorm @ualitycontrol

(6. What does the perorm @uality Assurance process involves?

A. Auditing the %uality processes to ensure appropriate standards are used?

A. Auditing the %uality processes to ensure appropriate standards are used

!. Implementing predefned and validated methodologies to determine that thepro)ect results meet the pro)ect expectations

. Evaluating proposed %uality initiatives -y considering actors such asexpected customer satisaction, the cost o conormance, and the cost o non8

conormance

'. Identiying %uality re%uirements or the pro)ect result and auditing themappropriately

(62. "he pro)ect oner is extremely concerned a-out the correctness andacceptance o the or* results. the olloing, hat processes are related tocorrectness and results acceptance?

A. Administrative closure and perorm @uality Assurance

!. Plan @uality and perorm %uality control

. Heriy scope and perorm %uality control

'. ontrol scope and veriy scope

(65. "he security system company re%uires its management to em-race the "@M philosophy. ne o its current pro)ects involves the development o a ullyautomated security system that uses eye scanning to grant access to specifcareas. "he parts or the scanners came rom a variety o di#erent vendors, so thecompany is analying deects and scrutiniing the vendor that provided the

ma)ority o the parts. the olloing tools, hich ill reveal the relationship-eteen deects and specifc vendors?



A. 3catter diagram -ecause the closer the output resem-les a diagonal line, themore dependent the varia-les are

!. ontrol chart -ecause the closer the upper control limit is to UQ8+ sigma. "hemore dependent the varia-les are

. 3catter diagram -ecause the closer the loer control limit is to UQ8 sigma, themore dependent the varia-les are

'. Pareto diagram -ecause the closer the percentages are on the separatepro-lems, the more dependent the varia-les are

(66. "he pro)ect to create a content management system that serves theintranet site, the e- site, and internal manuals is underay. "he team careullyconsiders %uality control measurements during the perorm @uality Assuranceprocess. the olloing, hich -est descri-es the relationship -eteen %uality

control measurements and this process?

A. @uality control measurement are an output o the perorm @uality Assuranceprocess

!. !oth A and

. @uality control measurement can -e ed into the perorm @uality Assuranceprocess to validate the e<ciency and cost e#ectiveness o perorm @ualitycontrol

'. @uality control measurements are an output o the perorm @uality control

process

+::. What does the perorm @uality Assurance process involves?

A. Evaluating proposed %uality initiatives -y considering actors such as expectedcustomer satisaction, the cost o conormance, and the cost o non8conormance

!. Implementing predefned and validated methodologies to determine that thepro)ect results meet the pro)ect expectations

. Identiying %uality re%uirements or the pro)ect result and auditing them

appropriately

'. Auditing the %uality processes to ensure appropriate standards are used

+:1. "he team is involved in determining hat is needed to have the %ualityprocess capture the intended results o the testing o the product. "his is *nonas hat?


!. Plan @uality

. Perorm @uality control



'. Measuring the output o the pro)ect

+:(. "he pro)ect to involve the inventory section o the manuacturing anddistri-ution division is extremely complex in terms o updating organisationalprocess assets. the olloing, hich -est descri-es hen these asset should-e updated?

A. &pdates should occur during the perorm @uality Assurance process

!. &pdates should occur during the perorm @uality ontrol process

. &pdates should occur as validation data is availa-le rom the perorm @ualitycontrol process

'. &pdates should occur as validation data rom the perorm @uality Assuranceprocess

+:+. "he sotare development pro)ect is entering the perorm @ualityAssurance process. Which o the olloing *ey tools is most li*ely to -e utilied inthis process?

A. @uality audits hich help veriy process and output compliance

!. @uality Analysis hich is used to optimie pro)ect execution and achieve highprocess %uality

. @uality management plan hich provides accepta-le %uality managementmethodology inormation

'. ost -eneft analysis hich is used to analye ho to minimie reor* due tolac* o %uality and ho to maximie satisaction and productivity

+:/. "he pro)ect manager has )ust received a patent or his design o a circuitor his most recent pro)ect. "he current pro)ect is a product that complementsthe previous pro)ect or*. What type o poer ill the pro)ect manager utilie orthe -est results on the pro)ect?

A. Expert

!. >ormal

. Precedent

'. $eerent

+:0. "he pro)ect manager is in the process o planning the pro)ect. "he companyhe or*s or has had issues ith previous pro)ects in hich there has -eenconusion over ho is accounta-le or completing various activities andprocesses associated ith the pro)ects. What document can he include in thepro)ect management plan that ill help eliminate this pro-lem?

A. =antt chart



!. 3ta<ng plan

. rganisation chart

'. $esponsi-ility assignment matrix

+:. "he pro)ect is very challenging and has -een very trying on a lot o people.3ome *ey team mem-ers are considering leaving the pro)ect and returning totheir old )o-s at the company. Which o the olloing is a *ey motivator to *eepthem on the pro)ect?

A. Per*s

!. >ringe -enefts

. ompromise

'. "heory 7 motivation strategy

+:2. "he pro)ect manager is involved in an o#8shore pro)ect utiliing a num-er o di#erent resources. "here have -een several resource issues so ar on thepro)ect. "he pro)ect manager is evaluating hat as used in esta-lishing themanagement o the pro)ect team. All the olloing tools and techni%ues should-e considered or the manage pro)ect team process except;;.

A. Issue logs

!. "raining

. Interpersonal s*ills

'. -servation and conversation

+:5. "he senior pro)ect manager at the company is helping to loo* out or a lessexperienced pro)ect manager ho is or*ing on another pro)ect. "hey meet tosee ho the less experienced personDs pro)ect is perorming, as ell asdiscussing concepts that should help ma*e the less experienced pro)ect managermore experienced. "his is an example o hat?

A. An intern program

!. Motivational "heory

. >orcing

'. Mentoring

+:6. "he pro)ect manager is planning ho many people he ill need on thepro)ect. "here is a lot o data-ase creation and computer programming involved.

"his ill very li*ely re%uire more than one person ith each s*ill set. 9e isrevieing the hours o each s*ill set that ill -e needed each ee* on thepro)ect. What ill he li*ely use to visually represent this data?

A. $esponsi-ility assignment matrix J$AMK



!. =antt J!arK chart

. PE$" chart

'. $esource histogram

+1:. Which o the olloing is not an example o team development?

A. reating the W!3 o the pro)ect

!. Attending a sporting event as a group

. A team lunch

'. Perormance revies

+11. "he team is going through some resource over8utiliation issues on thepro)ect. "he data-ase administrators are or*ing excessive hours. "he pro)ectmanager has gone -ac* to planning to re8evaluate the situation. Which o theolloing can provide help in seeing ho serious the issue is?

A. Pareto diagram

!. ontrol chart

. 3ta<ng management plan


+1(. "he pro)ect manager has some issues on the team -eteen to developersho disagree a-out ho something should -e done. What is the -est method toresolve the con4ict?

A. Withdraal

!. $eard

. ompromise

'. Pro-lem solving

+1+. 'eveloping the human resource plan occurs during the planning o apro)ect. Which o the olloing is not expected to -e created during this process?

A. Pro)ect organiational chart

!. 3ta<ng management plan

. $ole and responsi-ility assignments

'. "eam development



+1/. "he pro)ect manager has created the human resource management planand is getting ready to start the pro)ect soon. $esumes are -eing revieed, andsome people have -een intervieed. "he lead candidate or the technicalarchitecture position has -een o#ered a position. What process is the pro)ectmanager involved in?

A. 9iring and intervieing

!. 'evelop pro)ect team

. Estimate Activity $esources

'. Ac%uire pro)ect "eam

+10. "he developing pro)ect "eam process directly related to pro)ect success. Inhat process group does this occur?

A. Planning

!. Executing

. Monitoring and controlling

'. All process group.

+1. "he pro)ect manager is in the process o planning the pro)ect. "he companyants to ensure the team mem-ers *no ho is accounta-le or completion ovarious tas*s and processes associated ith the pro)ects. What document can he

include in the pro)ect management plan that ill help eliminate this pro-lem?

A. =antt chart

!. 3ta<ng plan

. rganisation chart

'. $esponsi-ility Assignment Matrix

+12. Which o the olloing is not a level in MasloDs 9ierarchy o Ceeds?

A. !elonging

!. Psychedelic

. 3aety

'. Esteem

+15. "he -an* sotare pro)ect has a num-er o *ey sta*eholders ho haveprovided input to the direction o the pro)ect. Which o the olloing -estdescri-es a sta*eholder on a pro)ect?

A. 3omeone ho is impacted -y the pro)ect



!. 3toc*holders o the company

. 3enior management

'. >unctional management

+16. In the perormance o human resources unctions on a pro)ect, hich o theolloing is not a process that ould -e done -y the pro)ect manager?

A. 'evelop 9uman resource plan

!. "eam motivation

. 'evelop pro)ect "eam

'. Ac%uire pro)ect "eam

+(:. "he pro)ect manager is assigned to a ne pro)ect. 3he is using aresponsi-ility assignment matrix J$AMK ater recently attending a pro)ectmanagement training class. What -eneft ill this provide to her on the pro)ect?

A. Inormation a-out ho is responsi-le or hat or*

!. Who does hat or* and hen they are to do it

. At hat location the or* is done

'. What se%uence the resources are to perorm the tas*s in

+(1. "he pro)ect manager is planning ho many people he ill need on theconstruction pro)ect. "his ill more than li*ely re%uire more than one person itheach s*ill set. 9e is revieing the level o e#ort o each s*ill set needed eachmonth on the pro)ect. What ill he li*ely use to visually represent this data?

A. $esource 9istogram

!. $esponsi-ility Assignment Matrix J$AMK

. PE$" chart

'. Pareto diagram

+((. "o important pro)ect team mem-ers are disagreeing a-out a potentialsolution. "he pro)ect manager gets involved and tries to remind them o hothey have or*ed together -eore and created great results. "his is an exampleo hat type o con4ict $esolution?

A. ompromise

!. 3moothing

. Withdraal





+(2. What ill the pro)ect manager create as a result o creating the pro)ectteam?

A. Perormance improvements

!. "eam8-uilding activities

. 3moothing

'. "he team -ecoming riends ater the pro)ect is complete

+(5. "he pro)ect manager is involved in 9uman $esources planning on a pro)ect.All the olloing ould expect to -e created except;;

A. "eam development

!. $ole and responsi-ility assignments


'. rganisational chart

+(6. "he pro)ect manager on the systems alignment pro)ect is characteried -yhis penchant or delegation is a very positive managerial tool. the olloing,hich -est descri-es e#ective delegation?

A. E#ective delegation involves e#ective communicationL a clear defnition o theor* to -e done, the steps needed to accomplish the or*, the time rame inhich the or* is to -e done, and descriptions o the evaluating process, the

milestones, and expected results are all necessary

!. E#ective delegation involves e#ective communicationL a clear defnition o theor* to -e done, the time rame in hich the o* is to -e done, and descriptionso the evaluation process, the milestones, and expected results are necessary

. E#ective delegation involves e#ective communicationL a clear defnition o theor* to -e done, the time rame in hich the or* is to -e done, anddescriptions o the evaluation process and expected results are necessary

'. E#ective delegation involves e#ective communicationL a clear defnition o the

or* to -e done, the steps needed to accomplish the or*, the time rame inhich the or* is to -e done, and descriptions o the evaluation process andexpected results are all necessary.

++:. "he pro)ect has had some challenges. Mem-ers o the team have neededconstant supervision to perorm the activities or hich they are responsi-le,they do not seem to trust management, and oten appear unmotivated. "his isan example o hat?

A. Insu<cient pro)ect team training

!. "heory 7 environment

. Insu<cient team -uilding



'. "heory V environment

++1. "he pro)ect manager role is evolving rom its ocus on planning, directing,and organiing to;;?

A. Evolving team perormance, managing *ey sta*eholder expectations,coaching, and motivating

!. Evolving team perormance, managing *ey sta*eholder expectations, cross8training, coaching, mentoring, and monitoring

. Evolving team perormance, managing *ey sta*eholder expectations, cross8training, coaching, and motivating

'. Evolving team perormance, managing *ey sta*eholder expectations,coaching, mentoring, and motivating

++(. What can a responsi-ility assignment matrix eliminate?

A. onusion a-out ho is responsi-le or hat

!. onusion a-out the order o the activity

. onusion a-out ho is on the team

'. onusion a-out the durations o the activity

+++. 'uring the develop 9uman $esource plan o a critical pro)ect, the pro)ect

management team is creating a responsi-ility assignment matrix. What -eneftdoes this provide or the team?

A. "he team ill *no the location in hich the or* is perormed

!. "he team ill *no the se%uence in hich the resources are to perorm theactivities

. "he team ill *no ho is responsi-le or hat or*

'. "he team ill *no ho does hat or* and hen they are to do it

++/. "he pro)ect manager o the systems upgrade pro)ect uses a variety opoer types. Which o the olloing is an example o penalty poer?

A. "he pro)ect manager instructs the team leaders to prepare status reports orthe ee*ly meeting

!. "he pro)ect manager ta*es the most productive team mem-er to lunch at anexpensive restaurant

. "he pro)ect manager announces that those ho do not complete their tas*s ina timely manner ithout sacrifcing %uality ill -e ineligi-le or a -onus



'. "he pro)ect managerDs degree and prior or* experience ere in systemsengineering

++0. "he pro)ect manager is ta*ing a leave o a-sence and the company has )ustdesignated his replacement. "he ne pro)ect manager is *non as a acilitator. the olloing, hich -est descri-es negative characteristics o this type omanager?

A. "his style o management is ocused more on the -ig picture than the detailsand may let details slip that impact the timeliness o the pro)ect

!. "his style o management is not proactive and may ail to avert issues in atimely manner

. "his style o management is ocused on helping employees ta*e on ne s*illsand roles hich may create %uality issues

'. "his style o management is ocused on specifc activities and goals and mayail to see opportunities that arise in the pro)ect.

++."he pro)ect manager is ta*ing a leave o a-sence and the company has )ustdesignated his replacement. "he ne pro)ect manager is *non as a mentor. ne descri-es negative characteristics o this type o manager?

A. "his style o management is ocused more on the -ig picture than the detailsand may let details slip that impact the timeliness o the pro)ect

!. "his style o management is not proactive and may ail to avert issues in atimely manner acilitator

. "his style o management is ocused on helping employees ta*e on ne s*illsand roles hich may create %uality issues

'. "his style o management is ocused on specifc activities and goals and mayail to see opportunities that arise in the pro)ect

++2. "he pro)ect manager is ta*ing a leave o a-sence and the company has )ustdesignated his replacement. "he ne pro)ect manager is *non as a visionary. the olloing, hich -est descri-es negative characteristics o this type omanager?

A. "his style o management is not proactive and may ail to avert issues in atimely manner acilitator

!. "his style o management is ocused more on the -ig picture than the detailsand may let details slip that impact the timeliness o the pro)ect

. "his style o management is ocused on specifc activities and goals and mayail to see opportunities that arises in the pro)ect

'. "his style o management is ocused on helping employees ta*e on ne s*illsand roles hich may create %uality issues









. Estimate Activity $esources

'. 9iring and intervieing

+/5. "he international mining company is -eginning 'evelop 9uman $esourceplan or the Cgano valley precious metal extraction pro)ect. What *ey tools andtechni%ues are availa-le to the pro)ect manager and his team as they create thehuman resource plan?

A. rganisational theory, organiation chart and position descriptions, andnetor*ing

!. Beadership s*ills, netor*ing, organisational theory, and organisation chartsand position descriptions. rganisation charts and position descriptions, netor*ing, and organiationals*ills

'. Cetor*ing, organiational charts and position descriptions, leadership s*ills,and organisational s*ills.

+/6. A num-er o *ey sta*eholders have provided input to the direction o thene athletic shoe development pro)ect. Which o the olloing -est descri-es asta*eholder?

A. some one ho -enefts rom the pro)ect

!. 3omeone ho has a managerial role in the pro)ect

. 3omeone ho impacts the pro)ect

'. 3omeone ho is impacted -y the pro)ect

+0:. "he I" inrastructure pro)ect manager is perorming the initial process in thehuman resource *noledge area. Which are the inputs he ill consider duringthis process?

A. $esource calendars, pro)ect sta# assignments, and pro)ect management plan

!. "raining, resource calendars, pro)ect management plan, organisational theory,

and pro)ect sta# assignments

. rganisational theory, resource calendars, pro)ect management plan, andpro)ect sta# assignments

'. Pro)ect sta# assignments, pro)ect management plan, training, and resourcecalendars

+01. N*michaels has a customer pro)ect at the fnancial services company is inthe planning stage. "he purpose o the pro)ect is to insure that each employee isaare o his responsi-ilities to his customers are co8or*ers. "o date, the pro)ect

manager and her team have made excellent progress. At this time, they are



fnaliing *ey outputs or develop human resource plan. the olloingstatements, hich is correct?

A. "he *ey output o the develop human resource plan is the human resourceplan

!. "he *ey output o the develop human resource plan is the sta<ngmanagement plan

. "he *ey output o the Ac%uire pro)ect team is the human resource plan

'. "he *ey output o the Ac%uire pro)ect team is the sta<ng management plan

+0(. A popular motivational theory is MacgregorDs theory 7. Motivational theoriesare useul or motivating employees and creating a productive or*environment. the olloing, hich -est descri-es "heory 7?

A. Ba-or ill or* is given a sense o achievement, poer, and a<liation

!. Ba-or is not motivated, needs to -e told hat to do, and management mustsupervise

. I la-or can and ants to see the ultimate reason or doing the or* J-igpictureK, management can set the expectation and lead rather than manage

'. Ba-ourDs prime motivation to or* is to meet -asic needs, -ut ill or*responsi-ly to meet higher needs such as esteem

+0+. Which o the olloing is not a component o the communication model?

A. $eceiver

!. 3ender

. Message

'. Banguage

+0/. "he pro)ect manager has scheduled ee*ly status meetings ith the team. "he meetings have -een unorganied ith multiple people addressing their on

needs and ta*ing longer than planned ith no discipline. Which o the olloingould improve the meeting?

A. reate and pu-lish an agenda

!. reate and pu-lish an agenda, and esta-lish the leader o the meeting

. 3end the team to communication training

'. 'etermine ho is in charge o the meeting

+00. "he pro)ect manager is or*ing ith the team to create a decomposition o

the pro)ect or*. "he results o this e#ort ill help determine resource needs,



ho long the pro)ect should ta*e, and ho much it should cost. What is the teamcreating?

A. =antt chart

!. 3chedule

. $esponsi-ility assignment matrix


+0. All the olloing could -e considered mediums or communication, excepthich?

A. Hideo conerence

!. Message

. Email

'. 3ta# meetings

+02. "he pro)ect manager spends a lot o time in meetings and tal*ing ith teammem-ers a-out the execution o the pro)ect. Approximately ho much o apro)ect managerDs )o- is spent communicating?

A. +:

!. 0:

. 6:

'. 1::

+05. What type o reports shos hat has -een completed to date pro)ect?

A. Earned value report

!. 3tatus report

. Hariance report

'. Progress report

+06. What type o reports shos hat has -een completed compared to hatshould have -een completed on the pro)ect?

A. 3tatus report

!. Earned value report

. Progress report

'. Hariance report



+:. "he pro)ect team is or*ing together on the repaving pro)ect. "he pro)ectmanager has delivered a report that descri-es ho much or* should have -eenaccomplished, ho much or* is actually accomplished, and the actual cost tocomplete the or*. What type o report is this?

A. 3tatus report

!. Progress report

. Hariance report

'. Earned value report

+1. In reporting perormance on the pro)ect, the pro)ect manager needs hicho the olloing?

A. Issue logs

!. hange re%uests

. 3tatus reports

'. Wor* perormance inormation

+(. What type o report shos hat is expected to -e completed in the nextto ee*s on the pro)ect?

A. 3tatus report

!. Progress report

. >orecast report


++. All the olloing ould -e good reasons to cancel a meeting, except hich?

A. A *ey team mem-er had to attend a di#erent meeting

!. "he topic partially changed and the presentation material asnDt complete yet

. A unctional manager anted to meet ith the pro)ect manager at the sametime

'. "he agenda asnDt pu-lished until right -eore the meeting

+/. All the olloing could -e considered mediums or communication -y apro)ect team mem-er, except hich?

A. 3ta# meeting

!. Email



. Message

'. Hideo conerence

+0. Which o the olloing do the pro)ect manager and team need to -egincreating the communications management plan?

A. Pro)ect scope statement

!. 3ta*eholder analysis

. >ormal communication

'. ommunication inrastructure

+. "he ireless security system pro)ect is having pro-lems ith people not*noing a-out meetings and not involved in approval o pro)ect delivera-les. "he

pro)ect is in the process o -eing audited -y the PM. What document ouldli*ely sho inormation that could fx this pro-lem?

A. Pro)ect management plan

!. ommunication management plan

. Inormation 'istri-ution system

'. Perormance reporting plan

+2. "he pro)ect has our people on it. >our more are added. What is the total

num-er o communication channels added to the pro)ect?

A. (( channels

!. channels

. 1: channel'. 0 channels

+5. Which o the olloing ould a pro)ect manager need to create a pro)ectprogress report?

A. Pro)ect archives

!. 3tatus reports

. Wor* results

'. hange re%uest

+6. 7ou are the pro)ect manager on a medical pro)ect. 7ou have -een analyingpro)ect data rom the last to ee* reporting period. "he main data you have-een loo*ing at involves the value o the or* that should have -een done, hat

as done, and hat as paid or it. What type o report ormat are you loo*ingat?



A. 3tatus report

!. Hariance report

. Perormance report

'. Progress report

+2:. "he pro)ect manager is reporting perormance on a pro)ect to thesta*eholders. 3he is reporting status on the scope, cost, and schedule o thepro)ect. What type o report is this?

A. 3tatus report


. Progress $eport

'. Hariance $eport

+21. What type o report ould the pro)ect manager use to sho hat isexpected to -e complete in the next month on the pro)ect?

A. 3tatus report


. Progress report

'. >orecast report

+2(. Which o the olloing ould a pro)ect manager use to trac* sta*eholderneeds and open items on a pro)ect?

A. hange control process

!. Issue log

. Perorm integrated change control

'. Pro)ect management plan

+2+. Which o the olloing is a *ey input o plan communications process?

A. ommunication models hich documents the codingQdecoding techni%uesavaila-le or pro)ect documentation

!. ommunication technology hich documents the communication vehiclesavaila-le or the pro)ect

. 3ta*eholder registers hich contains a list o sta*eholders and their needs



'. Pro)ect charter hich indicates -usiness areas and individuals associated iththe pro)ect

+2/. 3ta*eholder management strategy entails managing to increase supportrom and minimie the negative impact o sta*eholders. Pro)ect managers otencreate an analysis matrix as a strategy tool during the identiy sta*eholdersprocess. What are typical matrix entries?

A. 3ta*eholder name, level o interest in the pro)ect, level o impact on thepro)ect, strategies to gain support or minimie negative impact.

!. 3ta*eholder name, level o interest in the pro)ect, political in4uence ithin theorganiation, strategies to gain support or minimie negative impact

. 3ta*eholder name, level o interest in the pro)ect, level o impact on thepro)ect, 3trategies to gain support or minimie negative impact, re%uirements orlevel o communication

'. 3ta*eholder name, level o interest in the pro)ect, political in4uence ithin theorganisation, strategies to gain support or minimie negative impact,re%uirements or level o communication

+20. the olloing, hich are the *ey tools availa-le or use during theidentiying sta*eholderDs process?

A. 3ta*eholder analysis and expert )udgement

!. 3ta*eholder analysis, sta*eholder management strategy chart, and expert

)udgement

. 3ta*eholder analysis, poerQinterest grid, and expert )udgement

'. 3ta*eholder analysis, sta*eholder management strategy chart, poerQinterestgrid, and expert )udgement

+2. "he pro)ect team is creating the pro)ect management plan or the securityreduction pro)ect. As it is assessing the communication needs o the pro)ect,hat is o most value to the team?

A. ommunication models, hich document the codingQdecoding techni%uesavaila-le or pro)ect documentation

!. 3ta*eholder register, hich contains a list o sta*eholders and their needs

. ommunication technology, hich documents the communication vehiclesavaila-le or the pro)ect '. Pro)ect charter, hich indicates -usiness areas and individuals associatedith the pro)ect

+22. "he *ey outputs o the identiy sta*eholder process are;;;?

A. 3ta*eholder $egister, sta*eholder analysis chart, and sta*eholdermanagement strategy



!. 3ta*eholder register, sta*eholder Analysis chart, and sta*eholdermanagement plan

. 3ta*eholder register and sta*eholder management plan

'. 3ta*eholder register and sta*eholder management strategy

+25. the olloing, hich are the *ey tools availa-le or use during the'istri-ute inormation process?

A. communication methods and inormation distri-ution tools

!. ommunication model, communication methods, and inormation distri-ution

. ommunication model, communication processes, communication methods,and inormation distri-ution tools

'. ommunication model, communication processes, communication -loc*ers,communication methods, and inormation distri-ution tools

+26. the olloing, hich are the *ey tools and techni%ues o the plancommunication process?

A. ommunications analysis, communication technology, communication,communication methods, and communication models

!. ommunications re%uirement analysis, inormation distri-ution tools,communication technology, communication methods, and communication

models

. ommunications analysis, inormation distri-ution tools, communicationtechnology, communications methods, and communication models

'. ommunications re%uirements analysis, communication technology,communication methods, and communication models

+5:. "he pro)ect manager sent a communication to the pro)ect manager o arelated pro)ect re%uesting a copy o the communications management plan usedon the related pro)ect. the olloing, hich -est descri-es the communication

type sent -y the pro)ect manager?

A. ormal, o<cial, internal, vertical communication

!. Inormal, uno<cial, internal, vertical communication

. >ormal, o<cial, internal, horiontal communication

'. >ormal, uno<cial, internal, horiontal communication

+51. All the olloing are examples o communication re%uirements on a pro)ectexcept;..

A. "he product unctionality re%uired -y the primary customer



!. Pro)ect status meeting time and location

. Cames and contact inormation or the mem-ers o the pro)ect change control-oard

'. 3teps to ta*e regarding a pro)ect change re%uest

+5(. on4ict resolution is an example o, or component o, hich o theolloing?

A. ommunication s*ills commonly used -y management

!. ommunication process types

. 3ta*eholder management strategy

'. 'imensions o communication Activity

+5+. the olloing, hich are the *ey tools availa-le or use during the reportperormance process?

A. >orecasting methods, communication methods, perormance data gathering,and reporting systems

!. >orecasting methods, communication methods, or* perormancemeasurements, and reporting systems

. >orecasting methods, communication methods, variance analysis, and

reporting systems

'. >orecasting methods, communication methods, and reporting systems

+5/. As a pro)ect manager, you are managing a pro)ect that has manydelivera-les rom outside vendors. ne vendor has -een in negotiations ith aunion that could cause the vendor to stop production on one o your delivera-les.A rumour is out that the vendorDs plant ill -e shutting don -ecause o a stri*e.What is the -est course o action you should ta*e?

A. 3tart contacting other vendors as a -ac*up plan

!. Initiate the ris* response plan created or this vendor

. hange vendors as soon as one is ound

'. ontact the vendor and discuss this pro-lem

+50. the olloing, hich are the *ey tools availa-le or use during themanage sta*eholders process?

A. Issue logs, sta*eholder analysis, and approved changed re%uests

!. ommunication methods, interpersonal s*ills, and management s*ills



. Issue logs, sta*eholder analysis, reporting systems, and approved changere%uests

'. ommunication methods, sta*eholder analysis, interpersonal s*ills, andmanagement s*ills

+5. "he mar*eting -rochure redesigned pro)ect is entering the managesta*eholders expectations process to e#ectively manage sta*eholdersexpectations?

A. ommunication methods, analysis s*ills, and management s*ills

!. ommunication methods, ommunication s*ills, and management s*ills

. ommunication methods and management s*ills

'. ommunication methods, interpersonal s*ills, and management s*ills

+52. the olloing, hich are the *ey outputs o the manage sta*eholders

Expectations process?

A. rganisational process assets updates, change re%uests, pro)ect management

plan updates and updated sta*eholder registry

!. Cone o the anser

. rganisational process assets updates, change re%uests, and pro)ect

management plan updates

'. rganisational process assets updates, change re%uests, and updated

sta*eholder registry

+55. the olloing, hich are the *ey inputs o the 'istri-ution Inormation

process?

A. Pro)ect management plan, sta*eholder register, and perormance reports

!. Pro)ect management plan and perormance reports

. Pro)ect management plan, sta*eholder register, communications management

plan, and perormance reports

'. Cone o the anser

+56. 'uring the identiy sta*eholders process, the pro)ect manager o the

security pro)ect has hat *ey tools and techni%ues at his disposal?

A. 3ta*eholder analysis, sta*eholder management strategy chart, and expert

)udgement





A. "he topic o the meeting as expanded, so the presentation material as

incomplete

!. A *ey team mem-er had to attend a di#erent meeting

. A unctional manager anted to meet ith the pro)ect manager at the same

time

'. "he agenda asnDt pu-lished until right -eore the meeting

+6/. In perorming management o the pro)ect, the pro)ect manager spends a

large percentage o her time communicating. Which o the olloing is the -est

advantage o doing this on the pro)ect?

A. An accurate communication management plan

!. A "heory 7 management style

. A greater emphasis on successul integration o the various pieces o the

pro)ect

'. A detailed pro)ect fle

+60. "he pro)ect to deliver secure, individualied e-8-ased reporting

capa-ilities is especially sensitive to getting the 'istri-ute Inormation process

right. the olloing, hich are the *ey inputs that ill -e utilied during this

process?

A. Pro)ect management plan, sta*eholder register, and perormance reports

!. 3ta*eholder registers and pro)ect management plan

. Perormance reports and pro)ect management plan

'. 3ta*eholder register, pro)ect management plan, communications

management plan and perormance reports

+6. All o the pro)ect participants rely heavily on perormance reports, although

each participant might ocus on one or to o the fve -asic reports. ne o thefve -asic reports is the progress report. the olloing, hich is the -est

description o this type o report?

A. "he report contains inormation related to uture pro)ect occurrences

!. "he report contains inormation related to recent pro)ect occurrences

. "he report contains inormation related to the present overall state o the

pro)ect

'. "he report contains inormation related to the state o the schedule, -udget,and scope o the pro)ect at various parts o time






. A detailed pro)ect fle

'. A greater emphasis on successul integration o the various pieces o the

pro)ect

/:1. A re%uest or a copy o the communications management plan as sent to

the pro)ect manager o the systems upgrade pro)ect rom the pro)ect manager o

the electrical upgrade pro)ect. Which o the olloing is the -est description o

the re%uest?

A. &no<cial, inormal, internal, vertical communication

!. 9oriontal, ormal, uno<cial, internal, communication

. Internal, ormal, o<cial, vertical communication

'. >ormal, o<cial, internal, horiontal communication

/:(. In defning ris*, it is more accurate that ris* can -e hich o the olloing?

A. A possi-le positive event

!. A possi-le negative event

. An issue

'. Ansers JAK and J!K

/:+. "he pro)ect manager and team are planning the pro)ect. "hey are presently

identiying things that could go di#erently than planned. "hey are also trying to

identiy arning signs hich sho that these events could -e on the verge o

occurring. What process is the team doing?

A. Perorm @ualitative $is* Analysis

!. Identiy $is*s

. Perorm @uality ontrol

'. Manage sta*eholder Expectations

/:/. "he construction company has -een aarded a (:M contract to -uild a

shopping community center. "he company is relatively small, and this contract is

-igger than anything it has -een aarded to date. "o ensure that it can

e#ectively complete the contract and not )eopardie other than or*, it has

chosen to partner ith another company to do the or*. "his tactic is an

example o hat type o ris* response strategy?

A. Mitigate

!. Accept



. Exploit

'. 3hare

/:0. "he civil engineering pro)ect has -een relatively smooth. "he costs

perormance index is presently :.6+ and the schedule perormance index is :.56.

$is* could have -een managed -etter rom the start o this pro)ect. 20 through

the execution o the pro)ect management plan, the pro)ect manager assigned

three people to do nothing -ut monitor or ris*s and or* ith the people ho

ill implement the ris* response plans. What are these people called?

A. 3ponsor

!. $is*8averse

. Pro)ect manager

'. $is* oners

/:. "he telecom pro)ect is scheduled to run until yearDs end. "here is the

possi-ility that the union collective -argaining agreement ill not -e reneed

immediately upon its expiration next month. I this happens, senior management

has decided to negotiate %uic*ly or a resolution ith the union -ecause union

la-or plays a *ey part in the pro)ectDs success, and the pro)ect fnish date cannot

slip. "his is an example o hat type o ris* response?

A. Mitigate

!. "ranser

. Accept

'. Avoid

/:2. "he netor* pro)ect has -een very challenging. "he cost perormance index

is presently :.60 and the schedule perormance index is :.61. $is* could have

-een managed -etter rom the start o this pro)ect. 9alay through the

execution o the pro)ect management plan, the pro)ect manager assigned one

person to do nothing -ut monitor or ris*s and or* ith the people ho

implemented the ris* response plans. Which o the olloing is not a tool and

techni%ue o the process monitoring and control ris*s?

A. hange re%uests

!. $is* reassessment

. $eserve analysis

'. $is* audit



/:5. "he reservation system has -een or*ing ell. "oday, the main data-ase

engine crashed, preventing the airline rom creating reservations or its 4ights.

"he ris* response didnDt fx the pro-lem. Which o the olloing steps does the

airline perorm frst?

A. Ad)ust the ris* response plan

!. 'etermine hy the pro-lem happened

. >ix the pro-lem ith a or*around

'. 'etermine hy the ris* response plan ailed

/:6. "he %uality team is having pro-lems getting the product to test per

re%uirements and test plan. "he results are very uncharacteristic. "he team

suspects that there are a couple o pieces o the pro)ect not interacting asplanned ith each other. Which o the olloing could sho i this is the case?

A. Pareto diagram

!. $un chart

. 3catter diagram

'. ontrol chart

/1:. Which o the olloing -est descri-es ris* revies?

A. 'etermining hat ris*s are on the pro)ect?

!. 'etermining hat the characteristics o the ris*s are on the pro)ect

. 'etermining the validity o the documentation ris*s and loo*ing or any ne

ris*s that could occur

'. 'etermining ho ill implementing a ris* response plan

/11. "he consulting company has created the scope o or* or the pro)ect. It is

in the process o creating a schedule and -udget. It has added time into the

-udget or more computers and sotare that are usually needed -eyond hat is

initially orecast. "hese items are an example o hat?

A. &n*non un*nons

!. non un*nons

. $is* management



'. Management $eserve

/1(. "he printing company has added a ne line or its laminating -usiness. "his

involves ne technology to laminate -oo* covers %uic*er and cheaper. "hey are

anticipating this ill allo them ma*e a greater type o product and improve

output e<ciency. Adding this line is an example o hat?

A. !usiness ris*

!. I3 6:::

. onormance to %uality

'. Insura-le ris*

/1+. n the electric company pro)ect, the government implemented a regulatorychange associated ith the electricity su-8station upgrade pro)ect that re%uired

the company to spend an additional /::,::: &3 on the pro)ect. "his type o

cost and activity -est relates to hich o the olloing?

A. non un*nons

!. &n*non un*nons

. Management $eserve

'. $is* management

/1/. "he electrical pro)ect is scheduled to run until the end o the year. "here is

possi-ility that the union collective contract ill not -e reneed immediately

upon its expiration in the next month. I this happens, senior management has

decided to shit )o- responsi-ilities around ith the non8union personnel so they

could -e involved in the union roles on the pro)ect as ell as their regular

responsi-ilities. "his ould include replacing the union or*ers during *ey on call

periods associated ith the poer grid. "he goal ould -e to minimie the

schedule slippage on the pro)ect as the union negotiation is not in their control. "his is an example o hat type o ris* response?

A. "ranser

!. Avoid

. Accept

'. Mitigate



/10. "he automotive redesign pro)ect is scheduled to run until the end o the

year. "here is the possi-ility that the union collective -argaining agreement ill

not -e reneed immediately upon its expiration in the next month. I this

happens, senior management has decided to give in to union demands -ecause

union la-or plays a *ey part in the success o the pro)ect, and the pro)ect fnish

date cannot slip -ecause o a government re%uired date. "his is an example o

hat type o ris* response?

A. Mitigate

!. "ranser

. Accept

'. Avoid

/1. "he point o sale pro)ect has experienced a lot o issues and changes. "he

cost perormance index is presently :.52 and the schedule perormance index is

:.50. $is* could have -een managed -etter rom the start o this pro)ect -ut

management didnDt vie it a priority. 9alay through the execution o the

pro)ect management plan, the pro)ect manager assigned to people to do

nothing -ut monitor or ris*s and or* ith the people ho implemented the ris*

response plans. What ould -e a main goal to achieve rom ris* monitoring and

controlling?

A. orrective Action

!. @uantitative Analysis

. verall $is* ran*ing or the pro)ect

'. @ualitative Analysis

/12. "he 'epartment o 'eense is involved in perorming ris* revies as part o

its overall ris* strategy. Which o the olloing -est descri-es $is* $evies?


!. 'etermining the validity o the documented ris*s and loo*ing or any ne ris*s

that could occur

. 'etermining ho ill implement a $is* $esponse plan

'. 'etermining hat the characteristics o the ris*s are on the pro)ect.

/15. "he ecommerce system has -een processing 0:,::: transactions per hour. "oday, the main application crashed, preventing the ulflment o customer



orders. "he ris* response didnDt fx the pro-lem. Which o the olloing steps

ould they perorm frst?

A. >ix the pro-lem

!. Ad)ust the ris* response plan

. 'etermine hy the pro-lem happened


/16. "he team on the router and sitch upgrade pro)ect is involved in planning

the pro)ect. It is perorming ris* response planning and assigning ris* oners.

What is the main responsi-ility o the ris* oner?

A. Betting the pro)ect manager *no that the ris* has happened

!. Implementing a ris* response plan i the ris* events occurs

. Watching or additional ris*s on the pro)ect

'. Watching or ris* triggers and telling the pro)ect manager i they happen

/(:. "he pro)ect manager is discussing ris* ith a ris*8averse sta*eholder on the

mar*et expansion pro)ect. "he sta*eholder has -een exposed to pro)ect

management concepts, -ut ants to *no more a-out contingency reserves. "he pro)ect manager explains that contingency reserves are created specifcally

or;;

A. $is* events you cannot logically orecast or the pro)ect

!. $is* events you *no can occur on the pro)ect

. $is* events that do occur ith a cumulative cost greater than the amount set

aside in contingency reserves

'. $is* events that do occur ith a cumulative cost greater than the amount setaside in management reserves

/(1. "he pro)ect manager and the team created the ris* register. Which o the

olloing -est descri-es the process they have )ust completed?

A. Plan $is* $esponse hich entails determining hat ill -e done i ris* events

occur and ho ill -e responsi-le or executing those actions

!. Identiy $is* hich entails determining hat ris*s and triggers could occur on

the pro)ect



. Perorm @ualitative ris* analysis hich entails assigning pro-a-ility and

impact ratings to each ris*

'. Monitor and control ris* management hich entails o-serving pro)ect

activities or ris*s and ris* triggers and implementing the means to control them

/((. A pro)ect is in the planning stage. "he pro)ect manager and her team are

perorming @uantitative $is* Analysis, specifcally considering the pro-a-ility and

impacts o ris*s. "he team is revieing hat tools and techni%ues can -e used.

All o the olloing are tools and techni%ues used in @ualitative $is* Analysis

except or;;.

A. Monte carlo simulation

!. Pro-a-ility distri-ution

. Earned Monetary value JEMHK

'. 'ecision trees

/(+. In discussing ris* ith his pro)ect team, the pro)ect manager -egins the

conversation -y defning ris*. Which o the olloing is the most accurate

defnition o ris*?

A. Ansers and J!K

!. A negative issue that occurs as a result o uncertain actors

'. A possi-le positive event

/(/. All the olloing are outputs o the process plan ris* response except;;.

A. $is* related contract decisions

!. Pro)ect management plan updates

. $is* register updates

'. $is* management plan

/(0. "he reservation system has -een or*ing ell. "oday, the main data-ase


"he ris* response didnDt fx the pro-lem, so the airline must respond. Which o

the olloing should it perorm frst?

A. 'etermine hy the ris* response plan ailed







. Plan $is* $esponses hich entails determining hat ill -e done i ris* events


'. Monitor and control $is* management hich entails o-serving pro)ect

activities or ris*s and ris* triggers and implementing the means to control them

/+(. "he inormation "echnology system or the national deense system has

-een or*ing ell. "oday, the main server ignited in 4ames. "his disa-led the

east coast -order patrol radar or our states. Implementation o the ris*

response plan didnDt fx the pro-lem. Which o the olloing steps ould they

perorm frst?

A. >ix the pro-lem

!. Ad)ust the $is* $esponse plan



/++. "he pro)ect manager and his team have )ust completed the identiying

$is*s process or the $osacea ut-rea* Prevention Medication pro)ect. "hey have

categoried the ris*s into categories and applied a graphical ormat to the

inormation. What have they created?

A. $is* pro-a-ilities and impact matrix

!. $is* chec*list analysis chart

. Prioritied list o %uantifed ris*s

'. $is* -rea*don structure

/+/. In response to unoreseen occurrences impacting the sotare development

pro)ect, the pro)ect manager and her team have created a num-er o changere%uests. the olloing, hich -est descri-es the process they have )ust

completed?

A. Perorm @ualitative $is* Analysis hich entails assigning pro-a-ility and

impact rating to each ris*

!. Monitor and control ris* hich entails o-serving pro)ect activities or ris*s and

ris* triggers and implementing the means to control them

. Plan $is* $esponses hich entails determining hat ill -e done i ris* events




'. Identiy $is* hich entails determining hat ris*s and triggers could occur on

the pro)ect

/+0. alculate expected monetary value o the olloingL :./ pro-a-ility o

+,:::, :.+ pro-a-ility o 80::, :.( pro-a-ility o 20:, :.1 pro-a-ility o

0,:::.

A. (,:(.0:

!. 5,(0:

. 1,2::

'. (,:::

/+. "he pro)ect manager and his team have )ust fnished updating the ris*

register or the pro)ect to centralie all reporting unctionality. the olloing,

hich is the -est description o updating the ris* register?

A. -serving pro)ect activities or ris*s and ris* triggers and implementing the

means to control them

!. &pdating ris*s, ris* pro-a-ility and impact, planned responses and ris* oners

. Adding ne ris*s hich may result in the representation o existing ris*s

'. &pdating ris*s, ris* categoriation, ris* causes, and ris* urgency

/+2. 7our company is evaluating to pro)ects or consideration. Pro)ect A has a

0: pro-a-ility o 20,::: and a 0: pro-a-ility o 85,:::. Pro)ect ! has a /:

pro-a-ility o :,::: and a : pro-a-ility o 81(,:::. Which o the pro)ects

do you select -ased on the greatest expected monetary value?

A. Pro)ect A

!. Pro)ect !

. Pro)ect A and ! are o even value

'. "he expected monetary value is not high enough on either to ma*e a

selection

/+5. Which o the olloing are examples o non8competitive orms o

procurement?

A. @ualifed sellers list



!. 3ingle source

. 3creening system

'. Evaluation

/+6. 7ou are the pro)ect manager on a deense pro)ect. "he -uyer ants to get

an idea on ho much they ill pay on cost overruns. With the olloing varia-les,

calculate the point o total assumptionL Expected ost0::,0::R Expected

proft10:,10:R "arget price0:,0:R !uyerQshare $atio0:Q0:R ceiling

price20:,20:R Maximum overrun10:.

A. 2::,2::

!. 0:,0:

. 2+0,2+0

'. +:,+:

//:. >ixed8price contracts are also *non as hich o the olloing?

A. ost8plus

!. Bump8sum

. Purchase order

'. "ime and materials

//1. 7ou are the pro)ect manager or*ing ith the customer on a call centre

implementation. 7ou are re%uired to purchase and integrate a or*4o sotare

product into the call centre. As the pro)ect manager, you ant one price rom the

vendors or the purchase and implementation o this product. What type o

document should -e used?

A. Invitation or -id JI>!K

!. $e%uest or %uote J$>@K

. $e%uest or proposal J$>PK

'. $e%uest or inormation J$>IK

//(. All the olloing are advantages o centralied contracting, except hich?

A. Bac* o career path or contract administrators





//. "he pro)ect ill -e using a company to provide the technicians or a national

netor* upgrade pro)ect. Presently, the team is negotiating a contract that ill

help select the vendor. In hat process is the team involved?

A. Administer procurements

!. Plan procurement

. lose procurement

'. onduct procurement

//2. All the olloing are advantages o using a -idders conerence, except

hich?

A. pportunity or vendors to in%uire a-out the procurement

!. Assurance that vendors have a clear, common understanding o the

procurement

. pportunity or vendors to in%uire a-out the -ids o other sellers

'. pportunity or vendors to respond to %uestions that have -een incorporated

into the procurement document

//5. A pro)ect ill -e using a company to provide technicians or a nationalnetor* upgrade pro)ect. Presently, the pro)ect manager is in contract

negotiation ith a vendor and the negotiations have -een very di<cult. In hat

process is the pro)ect manager involved?

A. Plan procurements

!. onduct procurements

. Administer procurements


//6. "he pro)ect ill -e using a company to provide the technicians or a

national netor* upgrade pro)ect. Presently, the team is meeting ith potential

vendors, shoing them more details associated ith the or* o the pro)ect, as

ell as ansering any %uestions they have a-out the or* -eore their proposals

are su-mitted, hat is this called?

A. !idders conerence

!. $e%uest or inormation



. 3elect sellers

'. onduct procurements

/0:. A single8phase medical sotare pro)ect is in the process o closing. "here

are a num-er o processes coming together as things fnish up. Which o the

olloing is correct?

A. lose procurement comes -eore close pro)ect o phase

!. lose pro)ect or phase happens only i the pro)ect is completed as planned

. lose pro)ect or phase and close procurement happens at the same time

'. lose pro)ect or phase comes -eore close procurements

/01. "he retail chain ill -e using a vendor to provide engineers or a security

camera netor* design and implementation. "he team is determining the details

needed or the documentation that ill help select the company to provide the

services. "his also includes evaluation criteria or comparing the proposals

received. In hat process is the team involved?

A. Plan contracting

!. Plan procurement

. 3elect sellers


/0(. In evaluating contracts, there are a num-er o components that ma*e a

contract enorcea-le. All the olloing items are needed to ma*e a contract legal,

except hich?

A. An o#er

!. Begal purpose

. Cegotiation

'. onsideration

(0+. "he retail chain is using a vendor to provide engineers or a security

cameras netor* design and implementation. Presently, the team is negotiating

a contract that ill help select the vendor. "hey are negotiating criteria that ill



reard the engineers or netor* perormance. "his is a ne type o approach

the company is utiliing. What -est descri-ed this type o criteria?

A. 3pecial provision

!. 3tandard "erms

. 3tandard conditions

'. 'etailed Cegotiations

/0/. "he retail chain is using a vendor to provide engineers or a security

camera netor* design and implementation. "he sellers received a detailed

description o hat the -uyer ants, including details associated ith a re%uest

or a customied solution. What type o document is -eing provided to the

sellers?

A. $e%uest or proposal J$>PK

!. $e%uest or inormation J$>IK

. $e%uest or @uote J$>@K

'. Invitation or !id JI>!K

/00. In considering a ma*e8o8-uy analysis ith -usiness goals, your company

has all the olloing are reasons or outsourcing or*, except hich?

A. 7our company doesnDt have excess capacity or the or*

!. 7our company doesnDt possess the s*ills needed or the or*

. 7our company has excess capacity or the or*

'. 7our company isnDt concerned a-out protecting the inormation associated

ith the or*

/0. 7ou are the pro)ect manager or*ing ith the customer on a data

arehouse development pro)ect. 7our company is responsi-le or the internal

personnel and their hours o e#ort. "he customer needs some modifcations to

the scope o the pro)ect due to some ne unctionality -eing availa-le that

asnDt availa-le hen the pro)ect started. "his modifcation ill re%uire the

scope o the or* to the contract to -e modifed. Who can modiy the contract?

A. "he pro)ect manager or the -uyer

!. ontract administrator

. "he pro)ect manager or the -uyer and seller





!. lose pro)ect or phase ill come -eore close procurements

. lose pro)ect or phase and close procurements happen at the same time

'. lose procurement ill come -eore close pro)ect or phase

/1. All the olloing are reasons or outsourcing or* except;;

A. 7our company doesnDt have excessive capacity or the or*

!. 7our company doesnDt possess the s*ill needed or the or*

. 7our company has excessive capacity or the or*


ith the or*

/(. "he pro)ect team is discussing i it should develop or -uy a sotare

pac*age. "here is one ee* o slac* time in the pro)ect and in8house expertise

ill re%uire ten days or development. What is the most logical determine o the

discussion?

A. "he sotare pac*age should -e outsourced -ecause the company doesnDt

have excessive capacity or the or*

!. "he sotare pac*age should -e outsourced -ecause the company doesnDtpossess the s*ills needed or the or*

. "he sotare pac*age should -e developed in8house -ecause the company

has excessive capacity or the or*

'. "he sotare pac*age should -e developed in8house -ecause the company is

concerned a-out protecting the inormation associated ith the or*.

/+. A home-uyer has negotiated a contract ith a -uilder to construct a houseor 0:. 'ue to eather conditions, the actual cost is 02: share. What is

the total value o the contract?

A. 02:

!. 00:

. 0:

'. 00

//. A city is -uying services rom a construction company to -uild a nereeay or /M over three years. At the start o each year, the amount



4uctuates relative to the national cost o living. "his is an example o hat type

o contract?

A. >ixed8price8cost o living8ad)ust

!. >ixed8price8 economic8price8ad)ust

. ost8plus8economic8price8ad)ust

'. ost8plus8incentive8ee

/0. 7ou are purchasing 2 des*top computers, monitors, and a standard

des*top sotare pac*age or an upcoming pro)ect. What type o contract ill

you li*ely use?

A. >ixed8price -ecause the price ill -e loc*ed in

!. Cet +: -ecause interest charges are avoided i you pay the entire cost ithin

+: days

. Purchase order -ecause it is a general purchase vehicle or commodity

purchases

'. Cet 6: -ecause interest charges are avoided i you pay the entire cost ithin

6: days

/. 7ou are the pro)ect manager or*ing ith the customer on a call centre

implementation. 7our company is responsi-le or the call centre inrastructure.

"he customer needs some modifcations to scope o the pro)ect due to the

availa-ility o ne unctionality. "his modifcation re%uires that the scope o or*

to the contract -e modifed. Who can modiy the contract?

A. "he contract administrator or the company

!. "he pro)ect manager or the seller

. "he pro)ect managers or the -uyer and seller

'. "he pro)ect manager or the -uyer

/2. "he contract administrator must *no hat is defned in a contract and

legal opinion. "here are specifc areas o importance that the pro)ect manager

should -e aare o. Which o the olloing is not important part o contract

interpretation;;?

A. Any changes made to the contract prior to execution should -e handrittenand initialled -y all parties



!. "he contract supersedes all agreements made prior to contract execution

. Any agreement to modiy the contract should -e created and added as an

attachment to the contract

'. 3pecifc details associated ith %ualifcation criteria or the or* should -e

defned at an appropriate level o detail

/5. "he company is in the process o selecting a vendor to provide the

hardare and sotare or a national I" upgrade pro)ect. A -idderDs conerence

as held and a ormal presentation as given to three ma)or I" companies. What

is the purpose o the -iddersD conerence?

A. "o o-tain clarifcation on any potential issues

!. All the ansers

. "o let potential sellers as* %uestions

'. "o expose all potential sellers to each %uestion as*ed -y a potential seller,

long ith its anser

/6. A contract is -eing negotiated ith a single source provider and the -uyer

has employed multiple strategies. "he olloing are examples o negotiation

strategies except;;

A. #ering services at a lo cost, -ut raising the cost at signing

!. &sing one seller against another to attain the -est price o terms

. 3tating that the person ith approval authority is not availa-le

'. &sing a fctitious or real deadline to attempt to get a party to sign the contract

/2:. ater months o negotiated, a seller is selected and a procurement contractis aarded to Itty !itty Machine ompany to -uild our computers. "he contract

contains all the olloing components except;.

A. $oles and responsi-ility

!. Annual maintenance

. 3tatement o or* or delivera-les

'. 3chedule and milestones



/21. A contract is -eing negotiated ith a single source provider that ill

contain special provisions since the or* is -eing perormed at a loss so the

provider can gain experience in the mar*et. the olloing, hich -est

represents a special provision?

A. Payment terms, including ar-itration remedies

!. Intellectual property rights and re%uired non8disclosure documentation

. A-ility to su-8contract

'. riteria around hich the provider o services can reer to the or*

/2(. the olloing, hat -est represents a contract component and the reason

or including it in a contract -eteen a -uyer and vendor in connection ith the

purchase o a de-it card add8on system?

A. 3hare -ecause the -uyer needs the or* done in a timely manner

!. Incentive -ecause the -uyer needs the costs to come in as lo as possi-le

. Incentive -ecause the -uyer needs the or* done in a timely manner

'. 3hare -ecause the -uyer needs the costs to come in as lo as possi-le

/2+. A pro)ect is entering closing phase. "he contract administrator has -eennotifed -y the pro)ect manager to -egin closing the contracts. What must -e

completed -eore the contracts can -e closed?

A. Procurement perormance revies and ormal acceptance

!. hange re%uests and ormal acceptance

. Halidation o the contract terms and conditions and ormal acceptance

'. >ormal acceptance rom the seller

/2/. A single8phase medical sotare pro)ect is in the process o closing. "here


olloing is correct?

A. lose procurements comes -eore close pro)ect or phase

!. lose pro)ect or phase occurs only i the pro)ect is completed as planned

. lose pro)ect or phase and close procurements occurs at the same time

'. lose pro)ect or phase comes -eore close procurements



/20. 7our company has a single source non8competitive procurement policy in

place or temp services. What is the primary mechanism re%uired or the via-ility

o this policy?

A. A mechanism that insures there is no price gouging

!.A mechanism that insures there is no inappropriate relationship -eteen the

procurer and the source

. A mechanism that insures there are no *ic*8-ac*s

'. A mechanism that insures that there is no impropriety or unreasona-le pricing

/2. "he contract ith a single source provider contains special provisions-ecause the or* is -eing perormed at a loss so the provider can gain

experience in the mar*et. the olloing, hich is the -est description o

special provision?

A. riteria to hich the provider o services can reer in connection ith the or*

!. A-ility to su-8contract

. Intellectual property rights and re%uired non8disclosure documentation

'. Payment term, including ar-itration remedies

/22. "he pro)ect to renovate and expand the pu-lishing companyDs digital art

studio is su-stantially -ehind schedule due to design changes. "he artists are

croded into the editorsD space and the oner is very concerned over the impact

on -oth groups hich is maniesting itsel in strained relations -eteen the to

groups and pre8production errors. "he company must have the renovation

completed ithin to months -ecause renovation expansion o the editorDs

space is scheduled to start then. As a result, the company and the contractor are

renegotiating the contract types, hich ill result in a in8in situation or thecompany and contractor?

A. >ixed8price8economic8price8ad)ust

!. ost8plus8ee

. ost8plus8incentive8ee

'. >ixed8price8incentive ee



/25. "he pro)ect manager has -een negotiating ith an integrated circuit vendor

or the last six months. "he vendor received the statement o or* and has

responded ith a proposal using fxed ee pricing. "he pro)ect manager ansers

-ac* ith a letter o intent. Why did the pro)ect manager send this letter?

A. "he pro)ect manager plans to -uy rom the vendor

!. "he pro)ect manager plans to -uy the vendor

. "he pro)ect manager plans to sue the vendor

'. "he pro)ect manager plans to re%uest a -id rom the vendor.

/26. A pharmaceutical companyDs re -randing pro)ect is in the process o closing.

"he pro)ect re%uired materials designed -oth in8house and -y a variety o

vendors. Which o the olloing is correct?

A. lose pro)ect or phase comes -eore close procurements

!. lose procurements comes -eore close pro)ect or phase

. lose pro)ect or phase and lose procurements occur at the same time

'. lose pro)ect or phase occurs only i the pro)ect is completed as planned

/5:. 7ou are the pro)ect manager on a deense pro)ect. "he -uyer ants to getan idea o ho much he ill pay or cost overruns. With the olloing varia-les,

calculate the point o total assumptionsL Expected ost20,:::R Expected

Proft+2,0::R "arget price6+,20:R !uyerQ3hare $atio:Q/:R eiling

price11(,(0:R Maximum verrun10:

A. 1:0,5+0.++

!. 1:0,5++.++

. 1:0,5+:.++

'. 1:0,(0:.++

/51. "he pro)ect to streamline the manuacturing processes is closing. "he

pro)ect manager has notifed the contract administrator to -egin closing the

contracts. !eore closing the contracts, hat must occur?

A. >ormal acceptance rom the seller

!. Halidation o the contract terms and conditions and ormal acceptance

. Procurement perormance revies and ormal acceptance



'. hange re%uests and ormal acceptance

/5(. 7ou learn that someone has -een hired as a PMP In8process. 7ou as* him

a-out this provision -ecause you are not amiliar ith an FIn8processD

specialiation in PMP certifcation. "he employer apparently assumed that this

provision as a specialiation in the certifcation hen actually the person -eing

hired as simply trying to indicate that he as studying or the exam. What

ould have -est eliminated this conusion?

A. "he employer should have *non more a-out the PMP certifcation

!. "he person -eing intervieed should have clarifed the status to the employer

hen the conusion -ecame apparent

. "he employee should have *ept %uiet until he passed the test

'. "he employee should have confrmed the certifcation on the PMI e- site

/5+. 7our pro)ect needs a video editing sotare program. "he client has given

you this pro)ect to test your a-ility to deliver. It doesnDt pay that much, -ut i you

do ell, you ill li*ely get more pro)ects doesnDt allo you the luxury o -uying

this sotare. What is the -est ay to ac%uire the sotare?

A. =et a copy rom a fend and -uy it or uture pro)ects i needed again

!. rder a copy rom the company or an authoried reseller

. 'onload a copy rom a fle sharing system

'. &se a demo copy rom the sotare company

/5/. A pro)ect manager is in the execution phase o a highly visi-le pro)ect and a

ma)or milestone is due in one ee*. "he pro)ect manager has discovered that a

vendorDs delivered or this milestone ill -e to ee*s late. What should the

pro)ect manager do?

A. Meet ith the team and -rainstorm ho to create a or*around or this

pro-lem

!. $eport the status o the missed milestone

. 9alt all payment to the vendor until the delivera-le is received

'. 'o not report this pro-lem in the status meeting



/50. 7ou have -een helping a senior pro)ect manager at your company to

-ecome a pro)ect management proessional. 7ou have -ecome aare that this

manager has met the re%uirements -y alsiying the num-er o pro)ect

management training hours on the PMP application. As a po)ect management

proessional, hat are you re%uired to do?

A. $eport this discrepancy to the areaDs PMI chapter

!. $eport this activity to senior management

. $eport this activity to PMI or corrective action

'. Ignore this situation -ecause the pro)ect manager is very in4uential at your

company

/5. As part o proessional and social responsi-ility, a pro)ect manager must-alance the sta*e holderDs interests. A customer has re%uested a change in a

pro)ect that is in the -eginning stages o closure. What is the frst thing that the

pro)ect manager should convey to the customer?

A. "hat she ill not add the re%uest changes to the pro)ect -ecause it is a-out to

close

!. "hat she ill need a product description so she can provide the customer ith

time and cost estimates

. "hat she ill chec* ith senior management to determine i the changes may-e added

'. "hat she ill add the re%uest changes to the pro)ect

/52. A pro)ect manager is managing a pro)ect that has three development

groups in the &, 3. Napan, and Australia. "his ill -e a challenge -ecause o the

time di#erence and cultures. "he pro)ect team has -een ragmented and isolated

-ecause o the cultural challenges as ell as the pro)ect issues that have created

some con4ict. 3enior management and the sponsor realie that team8-uilding iscritical to help educate those ho are not amiliar ith the di#erent cultures, and

the sooner this is resolved, the sooner the team ill start perorming -etter. Who

is responsi-le or this process?

A. 3enior management

!. 3ponsor

. 3ta*eholders

'. Pro)ect manager



/55. 7ou are a pro)ect manager at 'eey, cheatum, and 9oe and have -een

assigned to a ma)or data-ase pro)ect. "he pro)ect is on -udget and ahead o

schedule, -ut you are constantly in con4ict ith a mem-er o your pro)ect team.

"his team mem-er is sa-otaging the pro)ect and contantly causing con4ict. What

ould -e the -est solution to resolve this pro-lem?

A. >iring the team mem-er rom the pro)ect as soon as possi-le

!. $eporting this to senior management

. $eporting this pro-lem to senior management ith a solution o replacing this

team mem-er

'. 9olding a team meeting to vote i the team mem-er should -e removed

/56. In evaluating your internet upgrade pro)ect, you ould use hich o theolloing frst to determining i the pro)ect should continue?

A. Why is the pro)ect -eing done or hat is the -usiness need?

!. What does the statement o or* say?

. What does the pro)ect management plan say?

'. What does the charter say?

/6:. A pro)ect manager has -een assigned to manage a pro)ect to develop a

$I3 processor in a oreign country. "he pro)ect manager must -e on8site or

eight months. "he pro)ect manager is having pro-lems ad)usting to this )o- and

environment he is around every day. What could cause this pro-lem?

A. ost di#erences

!. "ime di#erences

. Banguage di#erences

'. ulture di#erences

/61. "he sponsor is conducting a meeting and a pro)ect manager is reporting

that his pro)ect is -ehind schedule -y three ee*s and under -udget -y 5: &3.

7ou discover rom the PM that the pro)ect is -ehind schedule -y eight ee*s

and is over -udget. What should you do?

A. As* the PM to investigate the pro)ect status

!. Cotiy senior management



. $eport the pro)ect manager to PMI

'. $evie ith the pro)ect manager ho this status as produced

/6(. What are the fve process groups used in the PMI methodology?

A. Initiating, planning, Executing, "esting, 3igno#

!. Initiating, planning, Executing, Monitoring and controlling, losing

. Initiating, planning, Executing, "esting, losure

'. $e%uirements, system 'evelopment, "esting, &A", 3igno#

/6+. A ne pro)ect has )ust completed the initiating process group. "he planning

process group is getting ready to -egin. Which process has )ust -een


A. 'evelop pro)ect charter and collect $e%uirements

!. 'evelop pro)ect charter and 'irect and Manage pro)ect Execution

. 'evelop Pro)ect management plan and 'irect and manage pro)ect Execution

'. Identiy sta*e holders and ollect $e%uirements

/6/. What is created in the initiating process =roup?

A. Pro)ect charter, re%uirements documentation

!. Pro)ect scope statement, various management plans

. Pro)ect charter, pro)ect scope statement

'. Pro)ect charter, sta*e holder register, sta*eholder management plan

/60. "he pro)ect ill -e starting the execution process group next ee*. "he

pro)ect sponsor and pro)ect manager have a meeting scheduled ith the team

and the -usiness units that are impacted -y the pro)ect. "hey explain hat is

expected to happen on the pro)ect and ho each o the people can help

contri-ute to the success o the pro)ect. What is this event called?

A. "eam -uilding

!. ic* o# meeting

. Pro)ect management plan development

'. Perorm %uality assurance and veriy scope



/6. "he sotare development pro)ect is going through planning. In evaluating

the triple constraint, hich o the olloing has the highest priority?

A. ost

!. "hey are all e%ual unless otherise stated in the pro)ect charter

. 3cope

'. "ime

/62. Which o the olloing is an output o initiating?

A. Wor* results

!. A sign contract

. orrective action

'. Assignment o the pro)ect manager

/65. Pro)ect A has an CPH o 10 over three years. Pro)ect ! has an CPH o

++: over six years. Pro)ect has an CPH o 12: over six years. Which o the

olloing do you select?

A. Pro)ect A

!. Pro)ect !

. Pro)ect

'. Pro)ect A and c

/66. Pro)ect A has an CPH o (20 over (.0 years. Pro)ect ! has an I$$ o +.(.Pro)ect has a !$ o :.56L1. Pro)ect ' has our people on it and is encountering

scope creep. Which o the olloing pro)ects stands the greatest chance o

getting cancelled?

A. Pro)ect A

!. Pro)ect !

. Pro)ect

'. Pro)ect '

0::. When the initiating process is complete, hat ill -e created?



A. harter

!. orrective action

. A signed contract

'. Wor* results

0:1. What are the fve process groups used in the PM!S =uide?

A. Initiating, planning, Executing, "esting, losure

!. Initiating, planning, Executing, "esting, 3ign8o#

. Initiating, planning, Executing, Monitoring and controlling, closure

'. $e%uirements, system development, "esting, &A"

0:(. A construction pro)ect has )ust completed the initiating process. Planning is


hich are they ready to start?

A. "he pro)ect execution and monitoring and controlling

!. "he charter and pro)ect execution

. "he pro)ect management plan and pro)ect execution

'. "he charter and pro)ect planning

0:+. "he pro)ect manager ill -e starting the execution phase o the construction

add8on pro)ect next ee*. "he pro)ect sponsor and pro)ect manager have a

meeting scheduled ith the team and the departments that are impacted -y the

pro)ect. "hey explain hat the pro)ect is expected to accomplish and ho each o

the people can help contri-ute to the success o the pro)ect. What is this event

called?

A. A ver-al charter

!. Pro)ect management plan development

. ic*8o# meeting

'. Initiation



0:/. "he construction pro)ect is in the middle o the executing phase. In

evaluating the triple constraint hich o the olloing is o the greatest

importance?

A. "hey are all e%ual unless otherise stated in the charter

!. "ime

. @uality

'. ost

0:0. "he team is involved in determining hat the scope management plan or

the pro)ect ill -e. Which o the olloing ill they need to start this?

A. Pro)ect charter

!. Wor* -rea*don structure

. ontrol scope system

'. hange $e%uests

0:. What are the fve phases o a pro)ect management lie cycle?

A. Initiating, planning, Executing. Monitoring and controlling, closing

!. Initiating, planning, Executing, "esting, 3ign8o#

. $e%uirements, system development, "esting, &A"

'. Initiating, planning, Executing, "esting, losure

0:2. What is created in the initiating process group?

A. Pro)ect charter, pro)ect scope statement

!. Pro)ect charter, sta*e8holder register, sta*e8holder management plan

. Pro)ect charter, re%uirements documentation

'. pro)ect scope statement, various management plans

0:5. What are the fve process groups used in the PMI methodology?

A. $e%uirements, system 'evelopment, "esting, closure



!. Initiating, planning, Executing, "esting, losure

. Initiating, planning, Executing. Monitoring and controlling, closing

'. Initiating, planning, Executing, "esting, 3ign8o#

0:6. "he company is determining hich proposed pro)ects it should pursue

during a severe economic donturn. the olloing, hich is the most li*ely

pro)ect it ill appove?

A. A pro)ect that is proposed in response to a legal re%uirement

!. A pro)ect that is proposed in response to -usiness pro-lem

. A pro)ect that is proposed in response to a -usiness opportunity

'. A pro)ect that is proposed in response to a technological advance

01:. =iven the complex nature o pro)ects, hich area o change generally has

the highest impact?

A. A change in the mar*et or hich the or* o the pro)ect is intended

!. A change in the company that is creating the pro)ect

. A change in the pro)ect

'. A change in the team on the pro)ect

011. "he telecom company is doing a %uarterly portolio revie. =iven the state

o the struggling economy a lot o companies are tightening their parameters or


pursue a pro)ect?

A. "o minimie employee churn

!. "o ensure that all servers at distri-ution centres are less than to years old


'. "o increase mar*et penetration or the Asian Mar*et -y /:

01(. "he telecom company is determining hich pro)ect should -e approved

during the severe economic recession. the olloing, hich is the least li*ely




A. A pro)ect proposed in response to a legal re%uirement

!. A pro)ect proposed in response to a -usiness pro-lem

. A pro)ect proposed in response to a technology advance

'. A pro)ect proposed in response to a -usiness opportunity

01+. "he company is implementing an enterprise reporting system. "his system

ill integrate a num-er o -usiness units. As a result, it ill -e very resource8

intensive and could cause reprioritiation o other pro)ects that it ill replace.

Which o the olloing ill -e o greatest concern to the pro)ect manager?

A. Whether the ne pro)ect ill impact the schedule or his pro)ect

!. Whether the ne pro)ect ill impact the -udget or his pro)ect

. Whether the ne pro)ect ill impact the -usiness case or his pro)ect

'. Whether the ne pro)ect ill impact the resources or his pro)ect

01/. What is the range o a rough order o magnitude J$MK estimate?

A. 81: to U 1:

!. 80 to U 1:

. 80: to U 0:

'. 8+:: to U 20

010. 7ou are doing some analysis associated ith pro)ect selection. "here is a lot


romL Pro)ect A ith an I$$ o 1:.0, pro)ect ! ith an I$$ o 12, pro)ect ith

an I$$ o 1/, and pro)ect ' ith an I$$ o 1(. I you can select only one

pro)ect, hich do you choose?

A. Pro)ect !

!. Pro)ect A

. Pro)ect '

'. Pro)ect



01. 7ou are in initiation phase o a pro)ect and are doing an estimate or a

pro)ect that re%uires a ma)or sotare pac*age or a healthcare system. What is

the estimate range to use or this pro)ect?

A. 80 to U 1:

!. 8(0 to U 50

. 81: to U (0

'. 8(0 to U 20

012. Pro)ect A has an CPH o 10 over three years. Pro)ect ! has an CPH o

++: over six years. Pro)ect has an CPH o 12: over six years. Which o the


A. Pro)ect A

!. Pro)ect !

. Pro)ect

'. Pro)ect A and

015. Pro)ect A has an CPH o (20 over (.0 years. Pro)ect ! has an I$$ o +.(.

Pro)ect has a !$ o :.56L1. Pro)ect ' has our people on it and is encounteringscope creep. Which o the olloing pro)ects stand the greatest chance o getting

cancelled?

A. Pro)ect !

!. Pro)ect A

. Pro)ect '

'. Pro)ect

016. the olloing, hich are primary reasons that pro)ects are created?

A. As a response to a strategic imperative, a legal re%uirement, a mar*et

demand, or a customer need

!. As a response to a technology advance, a legal re%uirement, a strategic

imperative, a -usiness opportunity, or a -usiness pro-lem

. As a response to a legal re%uirement, a -usiness pro-lem, a technology

advance, or -usiness opportunity



'. As a response to a mar*et demand, a customer need, or a legal re%uirement

0(:. In perorming a pro)ect, the team ill ocus on the pro)ect lie cycle and the

pro)ect management lie cycle. What are the phases o a pro)ect management

lie cycle JPMBK.

A. Initiating, planning, Executing, "esting, losure

!. $e%uirements, 3ystem 'evelopment, "esting, &A"

. Initiating, planning, Executing, "esting, 3igno#

'. Initiating, Planning, Executing, Monitoring and controlling, losure

0(1. "he pac*aged oods company has selected you as the pro)ect manager or

the pro)ect to create a ne healthy product line. "he company anticipates

introducing the product line in three years. "he pro)ect is the result o?

A. Program planning

!. Portolio planning

. Product lie cycle planning

'. 3trategic planning

0((. the olloing, hich is the most comprehensive statement regarding the



A. perations management is responsi-le or the continued support o the

product, service, or result

!. perations management is responsi-le or the day to day activities o running

the -usiness

. All o the anser

'. perations management is responsi-le or incorporating the pro)ect into

normal operations

0(+. A leading glo-al supplier o products or automo-iles is shocasing its

products and solutions or vehicle saety and perormance e<ciency at an

international automotive event held in Asia in an e#ort to garner a greater share

o the mar*et. "he pro)ect to plan and execute the supplierDs participation has

)ust completed the 'irect and manages pro)ect execution process or the pro)ect.What did the pro)ect manager and his team create?



A. 'elivera-les, pro)ect management plan updates, change re%uests, and pro)ect

statement o or*

!. Pro)ect management plan updates, or* perormance inormation,

delivera-les, and change re%uests status updates.

. Wor* perormance inormation, delivera-les, pro)ect management plan


'. hange re%uests status updates, pro)ect statement o or*, pro)ect

management plan updates, and delivera-les

0(/. 'ue to the economic donturn, the pro)ect selection committee has -een

instructed to limit their selection to one pro)ect over and a-ove those pro)ects

hich ulfl legal re%uirements. the pro)ect re%uests not related to legal

ulflmentL pro)ect A has an I$$ o 6.(0, pro)ect ' has an I$$ o 15. Which

pro)ect is the committee most li*ely to select?

A. Pro)ect A

!. Pro)ect !

. Pro)ect

'. Pro)ect '

0(0. A ma)or &.3 drug company has overextended its resources in its attempt to

-rea* into a ne pharmaceutical mar*et. While the mar*et is one o the most

lucrative mar*ets in the orld, it is plagued ith volatile regulations and extreme

corruption. !ecause o this, it is imposing very tight parameters or the approval

o ne pro)ects or the remainder o the year. Which o the olloing pro)ects is

the most li*ely to -e re)ected?

A. A pro)ect proposed in response to a technological advance

!. A pro)ect proposed in response to a -usiness opportunity

. A pro)ect proposed in response to a legal re%uirement

'. A pro)ect proposed in response to a -usiness pro-lem

0(. A glo-al technology company has introduced visual tools and sta#ed its I"

department ith highly trained individuals to help transorm its legacy enterprise

applications into agile applications. "he pro)ect to upgrade the accounting

application has -een initiated. Its pro)ect charter lists a airly aggressive

implementation date, our -usiness units as sponsors, and limits the percentage



o the I" sta# that can -e dedicated to the pro)ect. the olloing, hat has the

greatest potential or creating issues during the pro)ect?

A. Managing change

!. "he creation o the or* -rea*don structure

. "he implementation team

'. on4icting goals o the sponsors

0(2. A ma)or Asian conglomerate specialiing in ma)or inrastructure

construction, inrastructure investment, and natural resources development has

-een aarded a second construction contract at a hydropoer plant -ringing the

total aard to /: million. "he frst contract is or dam construction and the

second contract is or completion o a large section o the headrace tunnel. "hepro)ect manager or the second pro)ect has decided to implement a or*

authoriation system to ta*e advantage o its main -eneft. the olloing,

hich -est descri-es that -eneft?

A. "o serve as a time8trac*ing system

!. "o sho hat or* is to -e done during the pro)ect

. "o sho ho is responsi-le or hat or*

'. "o control gold plating

0(5. 'uring the identiy sta*e holders process, the pro)ect manager o the

security pro)ect has hat *ey tool and techni%ues at his disposal?

A. 3ta*e holder analysis, sta*eholder management strategy chart, and expert

)udgement

!. PoerQinterest grid, sta*e holder analysis, and expert )udgement

. 3ta*e holder management strategy chart, sta*e holder analysis,poerQinterest grid, and expert )udgement


0(6. "he pro)ect team is planning an upgrade to a clientDs e- site and

inrastructure. 'uring planning, the team mem-ers are conronted ith cost

options or a data communications line to connect to the servers. "hey decide to

-ase their analysis on lie cycle costing. What is the advantage and disadvantage

o this approach?



A. "he company may spend more money over the lie o the line, -ut the pro)ect

costs ill decrease

!. "he related pro)ect costs are transerred to the company so the pro)ect is not

negatively impacted, -ut the company -udget is

. "here is no advantage or disadvantage

'. "he pro)ect costs may increase, -ut company might save money in the long

term

0+:. Activity A is orth 5::, is 1:: complete, and actually cost 5::. Activity

! is orth +::, is 6: complete, and actually cost /5: so ar. Activity is

orth 5::, is 20 complete, and has cost 2:: so ar. "he total -udget is

/,:::. What is the estimate at completion or the pro)ect?

A. /,2/(.0/

!. /,2:0.55

. /,21.61

'. /,2/(.(

0+1. "he company is revieing pro)ects or via-ility. "he negative economic

outloo* mandates that cost is a ma)or consideration hen determining via-ility.

Pro)ect A has a !$ o :.6(L1. Pro)ect ! has an CPH o (0: over (years. Pro)ect

has an I$$ o +./0. Pro)ect ' is encountering scope creep. the olloing

pro)ects, hich is the most li*ely cancellation candidate?

A. pro)ect !

!. Pro)ect A

. Pro)ect '

'. Pro)ect

0+(. Which o the olloing is the defnition o program management?

A. Managing related or similar pro)ects in a coordinated ay

!. "he process o computer program management

. Managing a television program

'. 'one or a purpose



0++. Which o the olloing is an advantage o a unctional organisation?


!. !usiness unit competency

. 9aving a place to go hen the pro)ect starts

'. 9aving to o-tain approval rom pro)ect management

0+/. As a pro)ect manager, you are managing a pro)ect that has many

delivera-les rom outside constractor orgot to ac%uire a -uilding permit or

plum-ing or* to -e done on the pro)ect. "he city -uilding inspector is no

re%uesting to see the -uilding permit. Who is ultimately responsi-le or ac%uiringthe -uilding permit?

A. ontractor

!. Pro)ect manager

. Plum-er

'. ity inspector

0+0. Which o the olloing is an advantage o a pro)ectied organisation?



. A place to go hen the pro)ect is complete

'. 9aving to get approval rom unctional management

0+. What is the di#erence -eteen a pro)ect management lie cycle and a

pro)ect lie cycle?

A. "he pro)ect management lie cycle is the pro)ect management piece o the

pro)ect and the lie cycle is the process o completing the or* o the pro)ect

!. "he pro)ect management lie cycle is the process o completing the or* o


pro)ect

. "he pro)ect management lie cycle is done in the pro)ect and the pro)ect liecycle is done ater the pro)ect is complete







0//. All the olloing are -rea*don structures used in pro)ect management

except;..

A. !ill o materials

!. ommunication -rea*don structure

. $is* -rea*don structure

'. $esource -rea*don structure

0/0. Which o the olloing -rea*don structure are used in pro)ect scope

management?

A. $is* -rea*don structure

!. !ill o materials

. $esource -rea*don structure


0/. "he pro)ect team has )ust -egun defning hat is involved in the pro)ect.

"his is *non as hat?

A. 'efne scope

!. Heriying that the planned scope is ade%uately controlled -y defned scope,

customer, and %uality centric paradigms

. Plan scope

'. ontrol scope

0/2. "he pro)ect manager is creating an estimate or raised 4ooring in an I"

computer room that is -eing -uilt. "he customer is no creating his -udget orthe next calendar year and needs this estimate as soon as possi-le. A senior

pro)ect manager has managed many pro)ects that re%uired raised 4oors and is

considered an expert. 7ou solicit his help on the estimate. Which o the olloing

types o estimates is the pro)ect manager using?

A. 'elphi "echnology

!. !ottom8up

. Parametric

'. Analogous



0/5. 7ou are the pro)ect manager on a deense pro)ect and are creating a

netor* diagram. Activity A J+ daysK and Activity ! J daysK can start

immediately. Activity J( daysK can start ater Activity A is complete. Activity '

J1 dayK and Activity > J( daysK can start ater Activity ! is complete. Activity EJdaysK can start ater Activity and Activity ' are complete. Activity = J0 daysK

can start ater Activity ' and Activity > are complete. When Activity E and

Activity = are complete, the pro)ect is done. What is the critical path?

A. !>=

!. !'=

. !'E

'. AE

0/6. Which o the olloing -est descri-es lag?

A. "he amount o time an activity can -e delayed ithout delaying the pro)ect

fnish date

A. "he amount o time an activity can -e delayed ithout delaying the pro)ect

fnish date

!. >loat

. A delay inserted -eteen activities

' .3lac*

00:. 7ou are a pro)ect manager ho ill -e using =E$" as an estimating method.

!y defnition, =E$" has loops and conditional -ranches. Which o the olloing is

not a unction o =E$" analysis?

A. 3ome activities may -e ast tac*ed

!. 3ome activities may not -e perormed

. 3ome activities may not -e perormed

'. 3ome activities may -e perormed more than once

001. "he I" initiative pro)ect is on schedule and under -udget. "he customer is





management ants to see here the pro)ect stands. Which o the olloing do

you sho them?

A. Wor* -rea*don structure

!. Cetor* diagram

. Milestone chart

'. =antt chart

00(. "he !$ pro)ect comparison unction utilies hat varia-lesJsK?

A. $evenue and proft

!. Proft margin

. !eneft and proft

'. $evenue and cost

00+. "he inrastructure pro)ect is -ehind schedule and over -udget. 3o ar, +M

has -een spent on the pro)ect. "he sponsor is considering i it should allo the

pro)ect to continue. What should he consider the +M that has -een spent so ar?

A. "he -udgeted cost o or* perormed

!. pportunity cost

. "he amount or phase 1

'. 3un* cost

00/. Which process involves user cost estimates and the schedule to determine

hen these costs are expected to occur during the pro)ect?

A. ost !aseline

!. 'etermine !udget

. ontrol costs

'. Estimate costs

000. "he pro)ect team is planning an upgrade to a clientDs e- site and

inrastructure. 'uring planning, the team mem-ers discover that the la- herethe staging server is to reside does not have su<cient space, orcing the client to



lease another -uilding. "his -uilding ill also -e shared ith another

department. What type o cost is this?

A. 'irect

!. Haria-le

. Indirect fxed

'. Indirect

00. alculate the variance or the olloingL Pessimistic (:, ptimistic 1:,

$ealistic 12.

A. 0

!. (.25

. 0.2


002. All the olloing are advantages o testing a sample instead o a population,

except hich?

A. It is less destructive

!. It is %uic*er

. It is very thorough

'. It is cheaper

005. 7ou are perorming the plan @uality process on a pro)ect. "he sponsor puts

into the pro)ect charter that the %uality standard anted on the pro)ect is UQ8 (

sigma. "his translates to hat ?

A. 60./

!. 5.(

. 66.2+

'. 0:

006. Who created the %uality methodology "otal @uality management?



A. Nuran

!. Nohnson

. ros-y

'. 'eming

0:. "he company is implementing a %uality improvement standard on its ne

pro)ect, trying to improve the culture to ma*e it conorm to %uality standards

-etter. "he company vies the need to shit company mentality to a proactive

approach %uality. Which o the olloing results ould a company ith a

proactive %uality approach C" experience?

A. Increased arranty support

!. =reater %uality standard

. Bess inventory needed

'. 'ecreased arranty support

01. "he team is involved in defning hat is needed to ensure %uality or its

pro)ect. ne team mem-er says, F'o it right the frst timeG. Another team

mem-er says, FBetDs incorporate a method that reduces errors and helps the

company ma*e money. FWhat -est descri-es this process?

A. >itness or use

!. Tero 'eects

. aien

'. "@M

0(. "he pro)ect is very challenging and has -een very trying on a lot o people.

3ome *ey team mem-ers are considering leaving the pro)ect and returning to

their old )o-s at the company. Which o the olloing is a *ey motivator to *eep

them on the pro)ect?

A. Per*s

!. ompromise

. "heory 7 motivation strategy

'. >ringe -enefts



0+. Which o the olloing is not a li*ely resource or a technology pro)ect?

A. Pro)ect manager

!. onerence room near the team location

. omputer programmer

'. >unctional manager

0/. Which o the olloing -est shos reporting relationship on a pro)ect?

A. $esource histogram


. rganisational -rea*don structure J!3K


00. What can a responsi-ility assignment matrix eliminate?

A. onusion on ho long the activities are

!. onusion on ho is on the team

. onusion on hat order activities come in

'. onusion on ho is responsi-le or doing hat

0. 3enior management has promoted the electrical engineer to the position o

engineering pro)ect manager, certain that his superior results as a s*illed

engineer ill transer to the role o managing engineers. "his is an example o

hat?

A. ManagementDs reard poer

!. 9alo theory

. 3el8Actualiation

'. "heory 7 environment

02. In communication model, ho is responsi-le or ensuring that the receiverhas received and understood the message correctly?



A. !oth the sender and receiver

!. pro)ect manager

. $eceiver

'. 3ender

05. Which o the olloing is the -est orm o communication or cancelling a

pro)ect?

A. Email

!. Her-al

. Inormal ritten

'. >ormal ritten

06. All the olloing are examples o communication re%uirements on a pro)ect,

except hich?

A. Pro)ect status meeting time and location

!. "he product unctionality re%uired -y the primary customer

. 3teps to ta*e regarding a pro)ect change re%uest

'. Cames and contact inormation or the mem-ers o the pro)ect change control

-oard

02:. "he pro)ect manager is or*ing ith the team to create a decomposition o

the pro)ect or*. "he results o this e#ort ill help determine resource needs,

ho long the pro)ect should ta*e, and ho much it should cost. What is the team

creating?

A. schedule

!. =antt chart



021. Which o the olloing is not a component o the communication model?

A. $eceiver



!. Message

. Banguage

'. 3ender

02(. "he E o your company is strongly considering entering a mar*et that is

relatively untested. I your company enters the mar*et successully, the reard

could -e %uite signifcant. I the entry ails, the company could go -an*rupt.

What is the E considered?

A. $is* see*er

!. $is*8averse

. "o -e meeting stoc*holder expectations

'. $is*8neutral

02+. "he civil engineering pro)ect has -een relatively smooth. "he cost

perormance index is presenting :.6+ and the schedule perormance index is

:.56. $is* could have -een managed -etter rom the start o this pro)ect. 20

through the execution o the pro)ect management plan, the pro)ect manager

assigned three people to do nothing -ut monitor or ris*s and or* ith the

people ho ill implement the ris* response plans. What are these peoplecalled?

A. $is*8averse

!. 3ponsor

. $is* oners

'. Pro)ect manager

020. "he pro)ect manager and the team are in the process o identiying $is*s on

the pro)ect. "hey have learned recently that ris* categoriation ill help organie

ris*s -etter and potentially allo them to see ris*s that might have -een missed

otherise. Which o the olloing is the -est example o ris* categories?

A. 3cope, time, cost

!. External. Internal, technology, personnel

. @uality, schedule, -udget

'. Initiating, planning, Executing, monitoring and controlling, closing



02. 7ou are a pro)ect manager o a home remodelling pro)ect. "he -udget at

completion or this pro)ect. "he -udget at completion or this pro)ect is 0,:::.

!y loo*ing at your schedule, you should -e 00 complete, -ut you are only /:

done. What is your earned value?

A. ((,:::

!. ((,/::

. +:,/::

'. +:,5::

022. "he construction company has -een aarded a (:M contract to -uild ashopping community centre. "he company is relatively small, and this contract is

-igger than anything it has -een aarded to date. "o ensure that it can

e#ectively complete the contract and not )eopardie other or*, it has chosen to

partner ith another company to do the or*. "his tactic is an example o hat

type o ris* response strategy?

A. 3hare

!. Accept

. Mitigate

'. Exploit

025. "he pro)ect manager has -een negotiating ith a vendor or the last to

months. "he vendor received the statement o or* and has responded ith a

proposal using cost8plus8fxed8ee. "he pro)ect manager ansers -ac* ith a

letter o intent. Why did the pro)ect manager send this letter?

A. "he pro)ect manager plans to -uy rom the vendor

!. "he pro)ect manager plans to re%uest a -id rom the vendor

. "he pro)ect manager plans to -uy the vendor

'. "he pro)ect manager plans to sue the vendor

026. Why is a cost8plus8percentage o cost contract -ad or the -uyer?

A. It provides no reason or the seller to control cost

!. It provides no reason or the -uyer to control cost



. It re%uires the seller to audit all cost incurred

'. It re%uires use o a more detailed re%uest or proposal J$>PK

05:. "he pro)ect manager is creating an estimate or -uilding a company WAC

Jide area netor*K. As a pro)ect manager, you have underta*en the ma*e8or8

-uy decision and determine that the WAC implementation should -e outsourced

-ecause your company does not have the expertise. Ater receiving all the

vendor proposals, you fnd that to o the proposals speciy cost8plus8fxed8ee,

to other o the vendors speciy fxed8price, another to speciy cost8plus8

incentive8ee, and the last to speciy time and materials. Which o the proposals

present the least pro-a-ility o loss or the company?

A. Proposals that use time and materials

!. Proposals that use cost8plus8incentive8ee

. Proposals that use fxed8price

'. Proposals that use cost8plus8fxed8ee

051. 7ou are the oner o a house painting company. 7ou occasionally have the

need or an automated paint sprayer. "his tool sells or 1,(0: and costs (: a

day to maintain. 7ou can rent one or 10: a day ith maintenance included.

9o many days ould you need to use this tool -eore it ma*es sense to -uy thetool instead o rent?

A. "elve days

!. 3ix days

. "en days

'. Eight days

05(. "he pro)ect ill -e using a vendor to purchase a netor* solution or a

national netor* upgrade pro)ect. "he -uyer o the solution is providing a list o

re%uirements that the solution needs to -e a-le to accomplish hen the solution

is complete. What type o scope o or* is -eing provided to the sellers?

A. 'esign

!. >unctionality

. ost8plus

'. Analogous



05+. Which o the olloing is an example o a standard?

A. "he average speed that someone drives to or*

!. 2::M! capacity or a '8$M


'. "he num-er o slides in your last presentation

05/. In pro)ect management, there are a num-er o *ey roles associated ith

pro)ect success. Which role ould the pro)ect manager or* ith or more

unding on the pro)ect and involve in the signo# process?

A. "he stoc*holders


. "he department manager

'. "he sponsor

050. What is the main delivera-le rom the planning phase o a pro)ect?

A. A signed contract

!. Wor* results

. harter

'. Pro)ect management plan

05. "he data arehouse pro)ect is reorganied to re4ect a pro)ectied structure.

Which o the olloing ould -e considered an advantage or the team

mem-ers?



. 9aving to get approval rom unctional management

'. A place to go hen the pro)ect is complete

052. Which o the olloing environments ould ma*e the -est use o cross8

unctional or* teams?



A. A data arehouse practice

!. An o#shore company

. A pro)ect that utilied all groups across a company

'. &nion8approved or*place

055. "he pro)ect charter or the grocery store expansion pro)ect has )ust -een

signed o#. "here ere items in the charter that descri-ed mar*et conditions

hich could a#ect the pro)ect and also time and cost limitations on the pro)ect.

"hese are examples o hat?

A. onstraints

!. Authority level o the pro)ect manager

. Economic consumption

'. Assumptions

056. In esta-lishing pro)ect management communication inrastructure, hich o

the olloing ould -e typically used?

A. Instant messaging system

!. ommunication system


'. Inormation 'istri-ution planning

06:. "he team has -een having issues ith or* -eing done as intended

-ecause o scope misinterpretation. "hey are considering using a or*

authoriation system. What is the purpose o utiliing a or* authoriation

system?

A. "o sho ho is responsi-le or hat or*

!. "o serve as a time trac*ing system

. "o control =old plating

'. "o sho hat or* is to -e done in the pro)ect





060. "he team is involved in -rea*ing the or* o the pro)ect into smaller pieces.

A. reating the W!3 and 'efne Activity

!. ontrol costs

. ontrol schedule

'. ollect $e%uirements and control scope

06. "he pro)ect team has )ust started -rea*ing don the components o We-

development pro)ect into smaller pieces that are easier manage. Ater doing this,

hat level o decomposition ill they ultimately stop at?

A. Heriying scope

!. 'efning scope

. 'efning activities

'. reating the W!3

062. A ne toll ay and -ridge pro)ect is -eing planned to go over la*e

a-aunsee. "his pro)ect involves creating six ne lanes ithin the existing roadand adding three toll -ooths along ith the -ridge. !ecause o here the ne

pro)ect is -eing -uilt, it is impossi-le to shut don lanes o tra<c during the

ee*days. "he lanes can -e shut don only during the evenings ater midnight

or on ee*ends. "his is an example o hat?

A. onstraints

!. 3uccessul -uyer negotiations

. Cegotiation points

'. Assumptions

065. "he sotare team is -uilding a ne application or their company. "his is a

ne product type at their company, and the mar*et or the product is extremely

unsta-le and volatile. According to the product manager, a *ey to success ill -e

4exi-ility to adapt the product to the mar*et changes that ill occur during

sotare development. Which scheduling type -est fts this need?

A. rashing

!. $olling ave planning



. Precedence diagramming

'. >ast trac*ing

066. "he construction team is -ehind schedule on their pro)ect. "he customer is

considering giving the pro)ect to another company to complete i they cannot get

the pro)ect -ac* on trac*. "he team is considering re8se%uencing the critical path

areas on the Cetor* diagram to shorten the length o the schedule. "his is an

example o hat?

A. 3ta# Ac%uisition

!. $e8planning

. >ast trac*ing

'. rashing

::. "he road construction pro)ect is going ell. "here is a scope change adding

our ne exists and to additional lanes, as a result, a ne team is -rought in to

assist the existing team in the ne scope o the pro)ect. &pon arriving, the team

as*s to see here the pro)ect currently stands. What are they as*ing or?

A. Wor* !rea*don structure

!. Cetor* diagram

. Milestone chart

'. =antt chart

:1. N Michaels 9omes is -uilding a customerDs dream house. 9oever, the

general contractor has to attend to another development. "his causes a three

ee* delay -ecause she has no -ac*up and is re%uired to -e there or the plans.

"his event causes a delay in the completion o the house. "his is an example ohat?

A. rashing

!. External 'ependencies

. Bag

'. Mandatory 'ependencies



:(. Pro)ect A has a CPH o /(0 &3 over (.0 years. Pro)ect ! has an I$$ o

6.(. Pro)ect has a !$ o :.6:L1. Pro)ect ' has ourteen people on it and is

encountering scope creep and churn. Which o the olloing pro)ects ould stand

the greatest chance o getting cancelled?

A. Pro)ect A

!. Pro)ect !

. Pro)ect

'. Pro)ect '

:+. "he arehouse expansion pro)ect is in the middle o planning hen the

pro)ect manager presents a status reporting method to the team. ItDs called

Earned value "echni%ue. "o attain -uy8in rom the team, the pro)ect manager-egins to explain hat Earned value status reporting can do or the pro)ect,

explain that it ill measure hich o the olloing?

A. 3cope and cost

!. 3cope and "ime

. "ime and cost

'. 3cope, "ime, and cost

:/. "he electrical cre discovers that an additional circuit is needed to supply

the appropriate electricity to the ne in)ection molding machine at the plastic

actory. "his circuit ill -e used only on this machine, and only products rom the

*ii product line ill -e made on the machine. What type o cost ould this -e

the product line?

A. 'irect

!. Indirect

. Haria-le

'. Indirect fxed

:0. ompany8ide access -adges are an example o hat type o pro)ect?

A. varia-le

!. Haria-le indirect

. >ixed direct





. 1::

'. 1 or 1::

1:. "he construction engineer is doing %uestiona-le or* on his tas*s on the

remodelling pro)ect. "he pro)ect manager has spo*en to him a-out it a e times

to no resolution. >unctional management has -een made aare o this issue as

ell. Who is responsi-le or the %uality o the or* o the construction

engineering?

A. "he construction Engineer

!. Pro)ect manager

. 3enior management


11. "he pro)ect manager and a sotare developer are discussing %uality. "he

pro)ect manager explains he )ust got -ac* rom PMP training -ased on the

PM!S =uide X >ourth Edition. 9o il he defne %uality?

A. "he degree to hich a set o inherent characteristics ulfl re%uirements

!. onormance to use and ftness o re%uirements



1(. "he construction pro)ect has some challenges. "he pro)ect manager has

continually had to tell the team hat to do. "he team mem-ers also do not seem

to trust management that much and oten appear unmotivated. "his is an

example o hat?

A. "heory V environment

!. !ad perormance

. "heory 7 environment

'. >orcing

1+. "he pro)ect manager is in the process o planning the pro)ect. "he company

ants to ensure the team mem-ers *no ho is accounta-le or completion o



various tas*s and processes associated ith the pro)ects. What document can he

include in the pro)ect management plan that ill help eliminate this pro-lem?

A. $esponsi-ility Assignment matrix

!. rganisation chart

. 3ta<ng plan

'. =antt chart

1/. In perorming 9uman $esources management on a pro)ect, an

organisational -rea*don structure J!3K is also *non as hat?

A. rganiational chart


. $esponsi-ility Assignment Matrix

'. $esources 9istogram

10. "he pro)ect manager tells a team mem-er on the pro)ect that she can

attend some training or a ne computer program. 9e urther explains that this

ne s*ill ill -e used -y the company in the uture. 9e lets the team mem-er

*no that he approved this training -ecause this training -ecause o the goodor* the team mem-er has done on the pro)ect. "his is an example o hat type

o poer?

A. $eard

!. >ormal

. ompromise

'. Aard

1. "he pro)ect manager is having issues ith a *ey team mem-er meeting

deadlines. "he team mem-er has a sensitive personality that doesnDt deal ith

issues ell, -ut the pro)ect cannot slip -ecause o this either. What type o

con4ict $esolution techni%ue ill have the orst impact ith the team mem-er?

A. >ormal

!. 3moothing

. Penalty



'. >orcing

12. "he pro)ect has our people on it. >our more are added. What is the total


A. (( hannels

!. hannels

. 1: hannels

'. 0 hannels

15. "he pro)ect is approximately 2: complete and in the middle o execution.

"he pro)ect manager is communicating ith sta*eholders regarding the status o

the pro)ect. Which is he li*ely to use to use to ensure proper communication is

delivered?

A. Inormation $etrieval 3ystem

!. ommunication management plan

. >ormal communication

'. Her-al communication

16. Which o the olloing does the pro)ect manager and team need to -egin

creating the communications management plan?

A. >ormal communication

!. ommunication inrastructure

. Pro)ect scope statement

'. 3ta*e holder analysis

(:. All the olloing are examples o communication inrastructure that a

pro)ect manager could encounter on a pro)ect, except hich?

A. onerence rooms

!. 3preadsheet applications

. Intranet site

'. E8mail system



(1. "he charter on a pro)ect ould -e vieed as hat type o communication?

A. >ormal

!. >ormal ritten

. ontract

'. Her-al

((. "he printing company has added a ne line or its laminating -usiness.

"his involves ne technology to laminate -oo* covers %uic*er and cheaper. "hey

are anticipating this ill allo them to ma*e a greater type o product and

improve e<ciency. Adding this line is an example o hat?

A. !usiness ris*

!. I3 6:::


'. Insura-le ris*

(+. 7our company is evaluating to pro)ects or consideration. Pro)ect A has a/: pro-a-ility o 810,::: &3 and a : pro-a-ility o 5:,::: &3. Pro)ect !

has a 2: pro-a-ility o 0,::: &3 and a +: pro-a-ility o 810,::: &3.

Which o the pro)ects ould you select -ased on the greatest expected monetary

value?

A. Pro)ect A and ! are o even value

!. "he expected monetary value is not high enough on either to ma*e a selection

. Pro)ect A

'. Pro)ect !

(/. "he pro)ect manager and his team are in the planning phase o the reverse

logistics pro)ect, identiying things that could go di#erently than planned. "hey

are also trying to identiy arning signs that ould sho that these events could

occur. What is the doing?

A. onormance to %uality

!. Pro-lem solving



. $is* analysis

'. Identiying ris*s

(0. In ris* management, the ris* register contains a num-er o items. $is*s and

triggers are to o the items the pro)ect manager ill reerence rom the ris*

register. When evaluating a $is* "rigger, hich o the olloing is most accurate?

A. A trigger is an indicator that a ris* event has occurred

!. A trigger is an indicator that a ris* event could occur

. A trigger is an indicator that a ris* event ill occur

'. A trigger is the same as a ris*

(. "he airplane design pro)ect is scheduled to run until the end o the year.

"here is the possi-ility that the union contract ill not -e reneed upon its

expiration in the next month. I this happens, senior management has decided to

outsource the or* o#shore -ecause it has no input to negotiations ith the

union and no assurance ho long the stri*e could last. "he date cannot slip on

the schedule so options are limited. "his is an example o hat type o ris*

response?

A. Avoid

!. "ranser

. Mitigate

'. Accept

(2. 7ouDve hired a company to produce a course curriculum -ut arenDt sure o

the detail needed. It agrees to pay the supplier or costs and a ee o 0. &3.

What type o contact is this?

A. "ime and materials

!. >ixed price

. ost plus

'. ost plus fxed ee

(5. 7our company is or*ing ith a sta<ng company or supplementing aninternet developer o your neest pro)ect. "he cost is 5: &3 per hour. "he



developer ill or* on the pro)ect until it is complete, then the contract ill end.

What type o contract is this?

A. >ixed price

!. ost plus incentive ee

. ost plus

'. "ime and materials

(6. "o contract o<cers are discussing the -est type o contract to use or

purchasing commodity type items. ne person is saying a unilateral contract is

-est. Which o the olloing -est descri-es a unilateral contract?

A. "he -uyer and seller esta-lish contract parameters during a single negotiationsession

!. "he seller esta-lishes a not to exceed price or the -uyer to accept or re)ect

. "he seller esta-lishes a not to exceed price or the seller to accept or re)ect

'. "he seller esta-lishes a price, and the -uyer simply has to purchase the item

+:. 7our company is involved in an integrated circuit pro)ect in hich the

inormation and intellectual property associated ith it are highly sensitiveresulting in the only product in this mar*et. "he pro)ect ill involve people rom a

variety o s*ill sets on the pro)ect. =iven this, hich o the olloing ould ma*e

the most sense hen planning the pro)ect?

A. "he company ma*ing the product internally

!. utsourcing to an o#shore development acility so your local competitors

onDt *no your intellectual property details

. 9aving only the creators o the idea or* on the pro)ect to control ho *nos

a-out the intellectual property

'. "he company outsourcing and having the partner sign a non8disclosure

agreement

+1. 7our company is involved in an integrated circuit pro)ect in hich the

inormation and intellectual property associated ith it are highly sensitive

resulting in the only product in this mar*et. "he pro)ect ill involve people rom a

variety o s*ill set on the pro)ect. =iven this, hich o the olloing ould ma*e

the most sense hen planning the pro)ect?



A. "he company ma*ing the product internally

!. utsourcing to an o#shore development acility so your local competitors


. 9aving only the creators o the idea or* on the pro)ect to control ho *nos


'. "he company outsourcing and having the partner sign a non8disclosure

agreement

+(. "he contract is expected to cost (5: &3. Actual costs are (/: &3.

"here is a 0:Q0: share or cost savings. What is the total value o the contract?

A. (/: &3

!. (: &3

. +:: &3

'. (5: &3

++. What is the typical role o senior management on a pro)ect?

A. 3upport the pro)ect

!. Pay or it

. 3upport the pro)ect and resolve resource and other con4icts

'. $esolve resource and other con4icts

+/. A retail expansion pro)ect is going relatively ell, -ut the people doing or*

on the pro)ect are complaining that it seems as though they anser to to

-osses on the pro)ect, each ith con4icting agendas. "his is an example o hat

type o pro)ect environment?

A. Matrix

!. Pro)ectied

. "ight matrix

'. >unctional





+6. "he pro)ect manager and her team are or*ing on the creation o the

pro)ect management plan. As they evaluate hat should -e in the document,

they express various opinions. Which o the olloing -est descri-es hat should

-e in the pro)ect management plan?

A. 3chedule, -udget, various management plans, and change management plan

!. 3chedule, -udget, ris* register, various management plan, and change

management plan


'. 3chedule, -udget, various management plan, and approved and re)ected

change re%uests

/:. 7our supervisor as*s or a copy o pro)ect management plan and hen you

provide it to him, he says, FI didnDt as* or all this inormation Nust give me hat

I as*ed orG 7ou donDt understand hy he is saying this. Which anser -elo

-est descri-es this situation?

A. 9e really ants a schedule, not a pro)ect management plan

!. 9e lac*s pro)ect management training

. "here is a communication -rea*don

'. 9e really ants a synopsis o the pro)ect management plan hich is called a

pro)ect charter

/1. All the olloing are typically components o the pro)ect management plan

except;.

A. "he schedule management plan

!. "he -udget management plan


'. "he re%uirements management plan

/(. "he team has completed the planning process group and received approval

rom the sponsor and senior management to move to the Executing process

group. 'uring the executing processes, the team ill they compare their or*

to;;


!. "he pro)ect actual



. "he pro)ect variance

'. "he sta*eholder expectations

/+. 'ue to the complexity o the pro)ect to design and manuacture ro-otic

guard dogs or use at remote government sites, a num-er o -rea*through

structures ill -e used. the olloing -rea*don structures and descriptions,

hich is correct?

A. $is* -rea*don structure, hich lists ris*s grouped -y pro-a-ility o

occurrence and listed -y severity o impact

!. rganiational -rea*don structure, hich graphically illustrates ho pro)ect

management is structured to accomplish pro)ect activities

. !ill o materials, hich lists the cost o components, assem-lies, and su-8assem-les, used to -uild the product

'. $esource -rea*don structure, hich shos the type o resources used on the

pro)ect

//. "he pro)ect manager and his team are deciding hat tools and techni%ues

they ill use or the collect $e%uirements process. the olloing, hich are the

most li*ely tools and techni%ues they ill use?

A. @uestionnaires and surveys, direction rom the *ey sta*eholders, ocus groups,

and intervies

!. @uestionnaires and surveys, acilitated or*shops, ocus groups and

intervies

. @uestionnaires and surveys, acilitated or*shops, expert )udgment, ocus

groups, and intervies

'. @uestionnaires and surveys, acilitated or*shops, direction rom the *ey

sta*eholders, and intervies.

/0. What is the most signifcant -eneft o having the pro)ect management

teamDs assistance in creating the or* -rea*don structure?

A. It esta-lishes the pro)ect managerDs authority

!. It helps generate a more accurate -udget

. It helps attain -uy8in rom the team

'. It helps generate a more accurate schedule



+. 'uring the create W!3 process or the fnancial reporting improvement

process, the team could create all the olloing -rea*don structure as planning

evolves except;.

A. ommunication -rea*don structure

!. !ill o materials

. $esource -rea*don structure


/2. "he city has approved an initiative to upgrade its inrastructure. ne o the

initiativeDs pro)ects is the redesign and construction o an old and dangerous

overpass. "he pro)ect manager and his team are creating activity duration

estimates. Which tools and techni%ues ill they li*ely use during this process?

A. Analogous estimating, parametric estimating, three8point estimates,

par*insonDs la, and reserve analysis

!. Analogous estimating, parametric estimating, three8point estimates, reserve

analysis, par*insonDs la, and expert )udgement

. Analogous estimating, parametric estimating, three8point estimates, reserve

analysis, and expert )udgement

'. Analogous estimating, parametric estimating, three8point estimates, andreserve analysis

/5. the olloing di#erences -eteen the activity8on8node diagramming

method and the arro diagramming method hich is the most accurate?

A. "he activity8on8arro method may only have one predecessor type and the

activity8on8node method may have / predecessor types

!. "he activity8on8arro method is more modern than the activity8on8node

method

. "he activity8on8arro8 method is alays used ith pro)ect scheduling sotare

and the activity8on8node method is manual

'. "he activity8on8arro method is a precedence diagramming method and the

activity8on8node method is not

/6. "he pro)ect manager is creating an estimate or a data arehouse. "his is

something he is %uite experienced at. "he client needs the estimate %uic*ly.Which o the olloing types o estimates is he li*ely to provide?





0/. Which process aggregates estimated costs rom the individual or*

pac*ages or activities to create a summary and detailed -rea*don o pro)ect

costs?

A. 'etermine !udget

!. Earned value management

. ontrol costs

'. Estimate costs

00. "he pro)ect manager has scheduled several meetings to acilitate

inormation sharing ith the customer and the pro)ect management team. "he

meetings have -een unorganied, chaotic, and lac*ing direction. Which o the

olloing is least li*ely to improve the meetings?

A. 'etermination o ho is in charge o the meeting

!. 3ending the team to communication training

. reating and pu-lishing an agenda and esta-lishing the leader o the meeting

'. reating and pu-lishing an agenda

0. "he pro)ect planning is progressing on schedule. "he pro)ect manager andthe team meet regularly and are ready to estimate cost. It is important that an

accurate estimate -e created. What estimating method should the team use?

A. !ottom8up estimating

!. Parametric estimating

. Analogous estimating

'. Estimate costs

02. In preparing his team or the %uality improvement initiative, the pro)ect

manager is holding a %uality meeting. 9e intends to open the meeting ith a

-rie slide sho, hich ill include highlighting several %uality concepts. !eore

he discusses the concepts, he as*s the team to match the concept ith its

creator. Which o the olloing contains the correct matches?

A. "@M and W.Edards 'eming, >itness or use and Noseph )uran, ero 'eects

and Philip ros-y

!. "@M and )oseph )uran, ftness or use and W. Edard 'eming, ero 'eects

and Philip ros-y



. "@M and Philip ros-y, ftness or use and W. Edards 'eming, ero 'eects

and )oseph )uran

'. "@M and W. Edard 'eming, ftness or use and Philip ros-y, ero deects

and )oseph )uran

05. "he sum o all pro-a-ilities e%uals hat?

A. 1

!. 1::

. 1::

'. 1 or 1::

06. "he team is determining hat is needed on the pro)ect, ocusing on

developing a product -ased on the customer8defned re%uirements. What is this

activity called?

A. Heriy scope

!. Meeting the customer needs

. @ualitative analysis

'. 'efnition o %uality

:. "he pro)ect team is involved in defning hat is needed to ensure %uality or

the pro)ect and is trying to determine hat the cost o %uality ould -e or the

pro)ect. ost o %uality is -ased on hat?

A. "@M versus *aien

!. onormance versus Con8conormances

. Tero 'eects versus 'eects

'. =old plating versus Approved changes

1. "he pro)ect manager needs to motivate his team and revies MasloDs

9ierarchy o Ceeds as a -asis or his motivational strategy. Which o the olloing

are the components o masloDs hierarchy o needs?

A. Physiological, achievement, esteem, psychological, saety, and sel8actualiation



!. Physiological, -elonging, esteem, saety, and sel8actualiation

. Physiological, achievement, esteem, saety, and sel8actualiation

'. Physiological, -elonging, esteem, psychological saety, and sel8actualiation

(. "he pro)ect manager o the systems upgrade pro)ect uses a variety o

poer types. Which o the olloing is an example o ormal poer?

A. "he pro)ect manager instructs the team leaders to prepare status reports or

the ee*ly meeting

!. "he pro)ect manager ta*es the most productive team mem-er to lunch at an

expensive restaurant

. "he pro)ect manager announces that those ho do not complete their tas*s ina timely manner ithout sacrifcing %uality ill -e ineligi-le or a -onus

'. "he pro)ect managerDs degree and prior or* experience ere in systems

engineering

+. the olloing, hich are the *ey tools and techni%ues o the 'evelop

9uman $esource plan process?

A. Cetor*ing, organisational s*ills, and organisation charts and position

description

!. Cetor*ing, organisational theory, and organisation charts and position

descriptions

. Cetor*ing, organisational theory, leadership s*ills, and organisation charts

and position descriptions

'. Cetor*ing, organisational s*ills, leadership s*ills and organisation charts and

position descriptions

/. "he retail netor* upgrade pro)ect has a num-er o *ey sta*eholders ho

have provided input to the direction o the pro)ect. Which o the olloing -est

descri-es a sta*eholder?

A. 3omeone ho impacts the pro)ect


. 3omeone ho -enefts rom the pro)ect



'. 3omeone ho impacted -y the pro)ect

0. Motivational theories are useul or motivating employees and creating a

productive or* environment. A popular theory is Mac=regorDs theory 7. the

olloing, hich -est explains this theory?

A. I la-or can and ants to see the ultimate reason or doing the or* J-ig

pictureK, management can set the expectation and lead rather than manage

!. Ba-or is not motivated, needs to -e told hat to do, and management must

supervise

. Ba-or ill or* is given a sense o achievement, poer, and a<liation

'. Ba-orDs prime motivation to or* is to meet -asic needs, -ut ill or*

responsi-ly to meet higher needs such as esteem

. "he pro)ect manager has scheduled several meetings to acilitate

inormation sharing ith the pro)ect management team and the customer. "he

meeting have -een unorganised, chaotic, and lac*ing direction. Which o the

olloing ould improve the meeting?

A. 3end the team to communication training

!. 'etermine ho is in charge o the meeting

. reate and pu-lish an agenda

'. reate and pu-lish an agenda, and esta-lish the leader o the meeting

2. 3even people report to the pro)ect manager. "hree more people are added

to the pro)ect. 9o many communication channels ere added to the pro)ect?

A. 0 channels

!. (5 channels

. 00 hannels

'. (2 hannels

5. on4ict resolution is an example o, or component o , hich o the

olloing?

'imensions o communication Activity



!. ommunication s*ills commonly used -y management

. 3ta*eholder management strategy

'. ommunication process types

6. "he pro)ect manager has scheduled ee*ly status meetings ith the team.

"he meetings have -een unorganied ith multiple people addressing their on

needs and ta*ing longer than planned ith no discipline. Which o the olloing

ould improve the meetings?

A. reate and pu-lish an agenda, and esta-lish the leader o the meeting

!. reate and pu-lish an agenda

. 'etermine ho is in charge o the meeting

'. 3end the team to communication training

2:. Although the communications model only contains three components, there

is another acet o communications that must -e considered. the olloing,

hich -est descri-es that other acet?

A. Medium, specifcally the techni%ue that dictates the ormat o a message

!. onfrmation, specifcally trac*ing communication receipt

. >eed-ac*, specifcally in regard to message interpretation

'. Medium, specifcally the special usages o a proessional group

21. "he ris* management plan is created to help the team identiy ris*s and

triggers, esta-lish ris* responses, esta-lish ris* oners and their responsi-ilities,

and plan the control and monitoring o ris* responses. "o documents are

typically created ithin the plan and used ithin separate ris* processes. 3electris* processes. 3elect the to documents and the associated processes?

A. "he ris* -rea*don structure used in the ris* identifcation process and the

ris* pro-a-ilities and impact rating matrix used in the @uantitative $is* Analysis

process

!. "he ris* -rea*don structure used in the ris* identifcation process and the

pro-a-ilities ta-le used in the @uantitative ris* analysis process

. "he ris* -rea*don structure used in the ris* identifcation process and

pro-a-ilities ta-le used in the @ualitative ris* analysis process



'. "he ris* -rea*don structure used in the ris* identifcation process and the

ris* pro-a-ilities and impact rating matrix used in the @ualitative ris* analysis

process

2(. the olloing, hich is the primary tool used in creating the ris*

management plan?

A. Planning meetings and analysis

!. Inormation gathering techni%ues

. 'ata gathering and representation techni%ues

'. $is* urgency assessment

2+. A pro)ect is in the planning stage. "he pro)ect manager and her team are

perorming @uantitative $is* analysis, specifcally considering the pro-a-ility and

impact o ris*s. "he team is revieing hat tools and techni%ues can -e used. All

o the olloing are tools and techni%ues used in @uantitative ris* analysis

except or;..

A. 'ecision trees

!. Earned value management JEHMK

. Pro-a-ilities ta-le

'. Monte carlo simulation

2/. 7our company is evaluating to pro)ects or consideration. Pro)ect A has a

/: pro-a-ility o 6,::: and a : pro-a-ility o 81:,:::. Pro)ect ! has a

: pro-a-ility o 0,::: and a /: pro-a-ility o 810,:::. Which o the

pro)ects do you select -ased on the greatest expected monetary value?

A. Pro)ect A

!. Pro)ect !

. Pro)ect A and ! are o even value

'. "he expected monetary value is not high enough on either to ma*e a

selection

20. "he pro)ect manager and the team created the ris* register. Which o the

olloing -est descri-es the process they have )ust completed?



A. Identiy ris* hich entails determining hat ris*s and triggers could occur on

the pro)ect

!. Plan ris* responses hich entail determining hat ill -e done i ris* events


. Monitor and control ris* management hich entails o-serving pro)ect activities

or ris*s and ris* triggers and implementing the means to control them

'. Perorm @ualitative ris* analysis hich entails assigning pro-a-ility and

impact rating to each ris*

2. An oner has an agreement ith a contractor to remodel a *itchen -ased

on time and materials. "he pro)ectDs duration as scheduled or 5 months.

urrently, the pro)ect is to months -ehind schedule due to changes in the

design. "he oner must have the )o- completed in months. "he contractor and

the oner are renegotiating the contract. Which o the olloing contract types

ill create a in8in situation or the oner and the contractor?

A. ost8plus8incentive8ee

!. >ixed8price8economic8price8ad)ust

. >ixed8price8incentive ee

'. ost8plus8ee

22. 7ou are the pro)ect manager on a deense pro)ect. "he -uyer ants to get

an idea on ho much they ill pay on cost overruns. With the olloing varia-les,

calculate the point o total assumptionL Expected cost 0::,0::R Expected

proft 10:,10:R "arget price 0:,0:R !uyerQshare $atio 0:Q0:R ceiling

price 20:,20:R Maximum overrun 10:

A. 0:,0:

!. 2::,2::

. +:,+:

'. 2+0,2+0

25. Which o the olloing -est descri-es a unilateral contract?

A. "he -uyer esta-lishes a not8to8exceed price or the seller to accept or re)ect

!. "he seller esta-lishes a not8to8exceed price or the -uyer to accept or re)ect

. "he seller esta-lishes a price, and the -uyer simply has to purchase the item



'. "he -uyer and seller esta-lish contract parameters during a single negotiation

session

26. 7ou are the oner o a construction company. As you -egin or* on a large

-uilding that covers (:,::: s%uare eet, you need to rent a -ac*hoe tractor to

clear the property. "his is the third time you have needed the -ac*hoe, and you

ant to *no i you should -uy o rent it. A ne -ac*hoe sells or 16,::: and

costs +: a day to maintain. 7ou rent one or 1(0 a day ith the maintenance

included. 9o many days ould you need to use this tool -eore it ma*es sense

to -uy instead o rent?

A. (:: days

!. (0: days

. 1:: days

'. 10: days

5:. "he company has -een plagued -y disorganied pro)ects that are not in

alignment ith -usiness goals, and not ocused on interactivity -eteen the

pro)ects here applica-le. "hey ant to have a -etter ocus on grouping related

pro)ects together -y -usiness unit and product lines to help maximie e<ciency

and profta-ility. Which o the olloing -est descri-es hat they are trying to

accomplish?

A. Portolio management

!. perations management


'. management -y o-)ectives

51. Which o the olloing fts the description o the person ho ill pay or the

or* and possi-ly on it hen it is complete?

A. Product manager

!. I

. 3enior management

'. ustomer



5(. A career minded -usiness analyst or a pac*aged ood producer has -een

designated to participate in a high profle, high priority pro)ect. !ecause the

company is a strong matrix organisation, the analyst has a ma)or concern a-out

or*ing on the pro)ect. the olloing, hich is the most li*ely concern she

ould have?

A. Wor*ing long hours -ecause the pro)ect is a high priority

!. Wor*ing ith other -usiness analyst ho might -e more experienced, hich

could re4ect poorly on her perormance

. Experiencing delays in career advancement as a direct result o a-sence rom

her department

'. Wor*ing ith other -usiness analyst ho might -e less experienced, hich

could re%uire her to ta*e up the slac* or them

5+. A career minded -usiness analyst or a pac*aged ood producer has -een

designated as a ull time participant in a high profle, high priority pro)ect. "he

pac*aged ood producer is a unctional organisation. 9o does the organisational

structure -eneft the analyst i she participates in the pro)ect?

A. &pon completion o the pro)ect, she can return to her department

!. 'uring the pro)ect, she can avoid mundane tas*s

. &pon completion o the pro)ect, she can expect more visi-ility in herdepartment due to the contacts she made as a pro)ect participant

'. 'uring the pro)ect, she can continue to perorm or* or her unctional

manager ma*ing the transition -ac* to the department

5/. Which o the olloing is not a regulation?

A. "he average num-er o losing tic*ets in a ee*

!. "he -uilding code or a city

. "he documented ay to dispose o old paint

'. "he ooming or an industrial area

50. "he pro)ect charter or the pro)ect to create a e-8-ased policy manual

includes details concerning the sotare that must -e used and the times the

content can -e uploaded to the testing servers. What is another name or these

details?




!. Assumptions that impact the pro)ect



5. What is the most accurate -eneft -elo or using a or* authoriation

system?

A. "o sho hat or* is to -e done in the pro)ect

!. "o help ensure that or* is done in the appropriate se%uence


'. "o sho ho is responsi-le or hat or*

52. 3enior management at the fnancial service frm is extremely conservative

hen it comes to pro)ect approval. the olloing, hich reason to pursue a

pro)ect is the least sensi-le?

A. "o increase mar*et penetration -y +

!. "o increase customer satisaction -y

. "o comply ith regulations

'. "o accommodate the sponsor

55. A provider o ireless enterprise applications has created a system that



management?

A. 3ystem used to store versions o sotare code

!. Procedures used to document and control product or service characteristics

. 3ystem used to store versions o pro)ect documentation

'. Interace o an automated pro)ect management system created to set up

pro)ect varia-les



56. With more customer sitching to ca-le or ireless phone service rom land

line service, a ma)or home phone service provider has invested -illions in a

ireless spectrum to -uild the countryDs largest and astest cell phone netor*.

"he pro)ect to mar*et the netor* is underay. "he pro)ect manager has made a

ma)or e#ort to o-tain concurrence ith the re%uirements and scope defnition

rom the *ey sta*eholders. Why ould he do this?

A. "o get cost centres to -ill or or* as itDs completed

!. "o get signo# rom the sta*eholders -eore planning

. "o minimie scope changes

'. "o consider all the *ey sta*eholdersD needs hen identiying re%uirements and

scope

6:. A pro)ect manager has completed the defne scope process. "he customer

and sponsor have shortened the schedule -y eight ee*s and decided that the

or* -rea*don structure ill -e cut in hal. What ould -e the -est action the

pro)ect manager should ta*e?

A. 'iscuss ith the customer and sponsor the ramifcations o having the W!3

not re4ect the true or* o the pro)ect

!. Provide the customer and sponsor an updated schedule and -udget

. !egin execution o the pro)ect

'. all a meeting and notiy the team o the change in schedule

61. 'uring the 'efne Activities process or the su-division development

pro)ect, the pro)ect manager and his team are determining the tools and

techni%ues they ill utilie. the olloing, hich tools and techni%ues are

availa-le?

A. Activity lists, decomposition, rolling ave planning, expert )udgement, and

templates

!. $olling ave planning, activity lists, expert )udgement, and decomposition

. 'ecomposition, templates, rolling ave planning, and expert )udgement

'. Expert )udgement, rolling ave planning, and decomposition



6(. "he *noledge -ase pro)ect has a limited amount o resources and the

pro)ect manager ants to ensure they are used in the most e<cient manner

possi-le. "o e#ect this, he ill apply resource levelling ater the schedule is -uilt.

the olloing, hich is the -est description o this method?

A. "rac*ing the day to day details o the pro)ect resources can -e reassigned asneeded

!. $evieing a resource allocation chart or pea*s and valleys and ma*ing

ad)ustments to create a level use o resources

. $evieing the logic -ar chart to determine the optimal assignment o

resources

'. -taining an optimal -alance -eteen delivery deadlines and resource

utiliation

6+. alculate the variance or the olloingL Pessimistic 1+, ptimistic 0,

$ealistic

A. 1.22

!. /

. 5

'. (

6/. "he netor* diagram or the pro)ect to create logical e8mail groups has

three paths that have duration o (6 days and to paths that have duration o 1:

daysL respectively the longest and shortest durations or the pro)ect. Which o

the olloing is a true statement?

A. I the shortest paths are the same length, there can -e multiple critical paths

and the more critical paths there are on a pro)ect, the greater the increase o ris*

to the pro)ect

!. I the shortest paths are the same length, the path ith the least num-er o

activities is the critical path

. I the longest paths are the same length, there can -e multiple critical paths

and the more critical paths there are on the pro)ect, the greater the increase o

ris* to the pro)ect

'. I the longest paths are the same length, the path ith the greatest num-er o

activities is the critical path.



60. "he pro)ect manager and his team are analying the di#erences -eteen

the activity8on8node diagramming method and the arro diagramming method.

the olloing, hich represents the most accurate -eteen the methods?

A. "he activity8on8node method is manual, hile the activity8on8arro method is

alays used ith pro)ect scheduling sotare.

!. "he activity8on8node method is not a precedence diagramming method, hile

the activity8on8arro method is a precedence diagramming method

. "he activity8on8node method is not as modern as the activity8on8arro method

'. "he activity8on8node method may have our predecessor types, hile the

activity8on8arro method may only have one predecessor type

6. the olloing, hich is an example o a varia-le, indirect cost or the

fnance companyDs intranet upgrade pro)ect?

A. >ees to mar*eting company to create a get started *it or ne intranet

!. ompany8ide sotare licensing ees

. >ees to print materials in the get started *it or the ne intranet

'. 3alaries o su-)ect matter experts or pro)ect.

62. the olloing, hich is an example o a fxed, direct cost or the fnance

companyDs intranet upgrade pro)ect?


!. 3alaries o su-)ect matter experts or pro)ect.

. >ees to print materials in the get started *it or the ne intranet

'. >ees to mar*eting company to create a get started *it or ne intranet

65. 7ou are the pro)ect manager o an engineering pro)ect or a cellular -ase

station ith a one8year schedule as defned -y the pro)ect management plan.

7ou need a spectrum analyer. 'uring the procurement process, you have

decided to rent this e%uipment. "he rental cost 0: per month. What type o

cost is this?

A. Indirect

!. 'irect





as not created per the pro)ect re%uirements. the olloing, hich could -e

used to reconcile this situation?

A. omplete testing matrix

!. 'etailed pro)ect improvement plan

. learly defned standards o acceptance completion criteria

'. Acceptance %uality management methodology specifcation

2:+. 7ou are perorming the plan @uality process on a pro)ect. "he sponsor puts

into the pro)ect charter that the @uality standard anted on the pro)ect is UQ8 +

sigma. "his translates to hat ?

A. 66.2+

!. 66./

. 65.2+

'. 60./

2:/. "he control chart has an upper control limit o seven and loer control limit

o three. What is the upper specifcation limit?

A. !eteen three and seven

!. =reater than three and less than seven

. Cone o the ansers

'. =reater than seven

2:0. "he pro)ect to design an active ear line using developed, plant8-ased

-reatha-le a-ric recently its pro)ect manager. "he ne pro)ect manager is*non as a mentor. the olloing, hich -est descri-es negative

characteristics o this type o manager?

A. "he mentor is not proactive and may ail to avert issues in a timely manner

>acilitator

!. "he mentor is ocused on helping employees ta*e on ne s*ills and roles

hich may create %uality issues

. "he mentor is ocused on specifc activities and goals and may ail to see

opportunities that arise in the pro)ect



'. "he mentor is ocused more on the -ig picture than the details and may let

details slip that impact the timeliness o the pro)ect

2:. "he pro)ect to integrate the mar*eting departments o to merged rivals

under the direction o ne management is plagued ith pro-lems. Even the

pro)ect management team is experiencing issuesL many team mem-ers are

unmotivated and need constant supervision to perorm the activities or hich

they are responsi-le and distrust o management is rie. "his is an example o

hat?

A. Insu<cient pro)ect team training

!. "heory V environment

. Insu<cient team -uilding


2:2. "he international mining company is -eginning 'evelop 9uman $esource

plan or the Cgano valley precious metal extraction pro)ect. What *ey tools and

techni%ues are availa-le to the pro)ect manager and his team as they create the

human resource plan?

A. Beadership s*ills, netor*ing, organisation charts and position descriptions

!. rganisation theory, organisation charts and position descriptions, and

netor*ing

. Cetor*ing, organisation charts and position descriptions, leadership s*ills,

and organisational s*ills

'. rganiation charts and position descriptions, netor*ing, and organisational

s*ills

2:5. "he pro)ect has fve people on it. >our more are added. What is the total


A. hannels

!. + hannels

. ( hannels

'. 10 hannels



2:6. "he expansion pro)ect re%uires extensive communication ith sta*eholders.

n hat ill the pro)ect manager rely to determine hat inormation should -e

communicated and ho should receive the communications?

A. ommunication technology, models, and methods

!. ommunications re%uirements analysisY

. ommunication management plan

'. 3ta*eholder management strategy

21:. "he re8-randing pro)ect as championed -y a senior manager ho as

recently hired rom the competition. Although the reasons or re8-randing are

)ustifed, some long8term mem-ers o senior management are very resistant to

the re8-randing, especially since it as championed -y a recent competitor. "hepro)ect manager realies the importance o con4ict resolution to the success o

this pro)ect. the olloing, hich -est descri-es the category con4ict

resolution?

A. 'imensions o communication Activity

!. ommunication process "ypes

. ommunication 3*ills commonly used -y management

'. 3ta*eholder management strategy

211. ommunication issues are -ecoming o-vious in the netor* inrastructure

pro)ect. Pro)ect participants are not aare o meetings and *ey personnel are not

involved in approval o pro)ect delivera-les. In an e#ort to get the pro)ect on

tract, it is -eing audited or health. the olloing, hich document is li*ely to

contain inormation that could correct the issues?


!. Inormation distri-ution plan

. ommunication management plan

'. Perormance reporting plan

21(. "he fnancial company has )ust approved a pro)ect that aligns ith the ne

mar*et8driven strategy. "he pro)ect manager is aare that a num-er o

sta*eholders are ris* revie meeting or the sta*eholders and explains to them

ho the ris*s ere categoried. the olloing, hich *ey tool or techni%ue asnot appropriate or decomposing ris*?



A. In4uence diagrams

!. $is* Analysis diagrams

. ause and e#ect diagrams

'. Ishi*aa diagrams

21+. "he pro)ect manager and his team have created the ris* management plan

or the pro)ect to align all mar*eting e#orts ith the ne strategy adopted -y the

company. "he purpose o the plan is to acilitate the identifcation o ris*s and

triggers, the esta-lishment o ris* responses, the esta-lishment o ris* oners

and their responsi-ilities, and planning o control and monitoring o ris* and ris*

responses. oncurrently ith the creation o the ris* management plan, they

created to documents that ill -e used in separate ris* processes. the

olloing, hich are the to documents and their associated processes?

A. "he ris* -rea*don structure used in the identity ris*s processes and the ris*

pro-a-ilities and impact rating matrix used in the perormance @ualitative ris*

analysis process

!. "he ris* -rea*don structure used in the identiy ris*s process and the ris*

pro-a-ilities and impact rating matrix used in the perorm @uantitative ris*

analysis process

. "he ris* -rea*don structure used in the identiy ris*s process and the

pro-a-ilities ta-le used in the perorm @uantitative ris* analysis process

'. "he ris* -rea*don structure used in the identiy ris*s process and the

pro-a-ilities ta-le used in the perorm @uantitative ris* analysis process

21/. alculate EMH rom the olloingL :./ pro-a-ility o 5,:::, :.+ pro-a-ility

o 8/,0::, :.( pro-a-ility o +,:::, :.1 pro-a-ility o 0::

A. (,6::

!. +,/::

. ,5::

'. 2,:::

210. "he pro)ect manager and his team are perorming the ris* process. A *ey

tool availa-le to them is 3W" analysis. Why ould the team use this tool?

A. "o determine potential ris*s



!. "o identiy and evaluate potential ris*s and triggers

. "o analye the pro)ect environment

'. "o determine potential ris* exposure

21. 'uring the identity ris* process, the pro)ect manager and the team

categorie ris*s in an e#ort to determine ris*s they may have missed. the

olloing, hich is the -est example o ris* categories?

A. External, internal, technology, personnel

!. @uality, schedule, -udget

. Initiating, planning, Executing, monitoring and controlling, closing

'. 3cope, time, cost

212. "he appliance manuacturing company utilies component parts in many o

the products hich results rom its pro)ects. Most o the components are o#8the X

shel products so the manuacturing company uses a unilateral contract. Which

o the olloing -est descri-es a unilateral contract?

A. "he seller esta-lishes a not8to8exceed price or the -uyer to accept or re)ect

!. "he seller esta-lishes a price, and the -uyer simply has to purchase the item

. "he -uyer and seller esta-lish contract parameters during a single negotiation

session

'. "he -uyer esta-lishes a not8to8exceed price or the seller to accept or re)ect

215. A services seller ill provide the technicians re%uired or a ma)or ood

distri-utorDs international systems upgrade pro)ect. "he distri-utor ill provide a

detailed description o hat it re%uires rom the seller in connection ith thepro)ect. What type o document ill the distri-utor provide to the seller?

A. $e%uest or inormation J$>IK

! . $e%uest or %uote J$>@K

. $e%uest or proposals J$>PK

'. Invitation or -id JI>!K



216. "he pro)ect to re8design the corporate executive suite re%uires the purchase

o 10 executive des*s and credenas, 10 secretarial des*s and credenas, +:

des*top computers, monitors, and sotare pac*ages, 10 printers, and ( colour

printers ith an additional 10,::: or artor* and accessories. What type o

contract ill the procurement department li*ely use?

A. Cet 6: -ecause interest charges are avoided i you pay the entire cost ithin

6: days

!. Cet +: -ecause interest charge are avoided i you pay the entire cost ithin

+: days

. >ixed8price -ecause the price ill -e loc*ed in

'. Purchased order -ecause it is a general purchase vehicle or commodity

purchases

2(:. "he pro)ect to landscape the ne shopping area re%uires a trencher

machine. "he landscape company has another large pro)ect in the or*s that ill

re%uire the machine and could use it on its smaller pro)ects also. A ne trencher

machine sells or (:,::: and cost (: a day to maintain. 7ou can rent one or

1:: a day ith the maintenance included. 9o many days ould you need to

use this tool -eore it ma*es sense to -uy instead o rent?

A. 1:: days

!. 1(0 days

. (:: days

'. (0: days

2(1. 7ou are the pro)ect manager or a highay construction pro)ect. 7ou have

)ust fnished putting together all the various plans into an integrated complete


A. 'irect and manage pro)ect execution

!. 'evelop pro)ect charter

. 'evelop pro)ect management plan

'. Perorm integrated change control

2((. "he team is involved in defning hat is needed to ensure that the %uality

process ill capture the intended results o the testing. "his activity is *non ashat?



A. Measuring the output o the pro)ect


. Plan @uality

'. Perorm @uality Assurance

2(+. What does the perorm @uality assurance process involve?

A. Auditing the %uality re%uirements and control measurements to ensure

appropriate standards are used

!. Identiying %uality re%uirements or the pro)ect and product, and auditing

them appropriately

. Implementing predefned and validated methodologies to recording the results

o %uality activities

'. Evaluating proposed %uality initiative considering actors such as expected

customer satisaction, the cost o conormance, and the cost o non8conormance

2(/. "he team is validating that the %uality plan or the pro)ect uses the most

current -est practices, tools, techni%ues, and processes. What are they doing?

A. ontinuous improvement

!. preventative action

. @uality audit

'. Hoice o the customer

2(0. "he pro)ect is going through perorm @uality assurance. Which o the

olloing is a *ey tool that ill -e utilied in this process?

A. @uality improvement

!. @uality audits

. @uality testing


2(. What is the main -eneft expected rom team development?

A. Increased social interaction



!. Increased team perormance

. A more concise and accurate pro)ect plan

'. $educed employee turnover

2(2. "he developing pro)ect team process is directly related to pro)ect success.

In hat process group does this occur?

A. Executing

!. All process groups

. Monitoring and controlling

'. Planning

2(5. 'eveloping the human resource plan occurs during the planning o a

pro)ect. Which o the olloing is not expected to -e created during this process?

A. $ole and responsi-ility assignments

!. "eam development

. Pro)ect organiational chart

'. 3ta<ng management plan

2(6. "he pro)ect manager has some issues on the team -eteen to developers

ho disagree a-out ho something should -e done. What is the -est method to

resolve the con4ict?

A. Pro-lem solving

!. ompromise

. reard

'. Withdraal

2+:. "he team is going through some resource over8utiliation issues on the

pro)ect. "he data-ase administrators are or*ing excessive hours. "he pro)ect

manager has gone -ac* to planning to re8evaluate the situation. Which o the

olloing can provide help in seeing ho the issue is?

A. ontrol chart



!. $esource histogram


'. Pareto diagram

2+1. A pro)ect ill -e using a company to provide technicians or a national

netor* upgrade pro)ect. Presently, the pro)ect manager is in contract

negotiation ith a vendor and the negotiations have -een very di<cult. In hat

process is the pro)ect manager involved?

A. Plan procurements

!. lose procurements

. onduct procurements

'. Administer procurements

2+(. "he pro)ect ill -e using a company to provide the technicians or a national

netor* upgrade pro)ect. Presently, the team is meeting ith potential vendor,

shoing them more details associated ith the or* o the pro)ect, as ell as

ansering any %uestions they have a-out the or* -eore their proposals are

su-mitted. What is this called?

A. 3elect sellers

!. $e%uest or inormation

. onduct procurements

'. !idders conerence

2++. All the olloing are advantages o using a -idders conerence, except

hich?



procurement


'. opportunity or vendors to respond to %uestions that have -een incorporated




2+/. "he pro)ect ill -e using a company to provide the technicians or a

national netor* up pro)ect. Presently, the team is negotiating a contract that

ill help select the vendor. In hat process is the team involved?

A. Administer procurement

!. Plan procurements

. lose procurements


2+0. n a large scale glo-al technology upgrade pro)ect, ho is responsi-le or


A. "he pro)ect manager

!. "he company that as aarded the outsourcing contract

. "he team

'. "he pro)ect manager and the team

2+. 7ou are the pro)ect manager or a high speed data communications pro)ect.

7ou have )ust fnished putting together all the various plans into an integrated

document. Which o the olloing ill you do next?


!. 'irect and manage pro)ect execution

. harter signo#


2+2. "he total @uality management team is in the process o ensuring that the%uality plan or the pro)ect ill measure the product o the pro)ect as intended.

What are the mem-ers doing?

A. @uality planning

!. @uality control

. @uality Audit

'. @uality management



2+5. "he pro)ect manager and a team mem-er are discussing %uality control and

%uality assurance. "hey are de-ating the di#erences -eteen these to %uality

processes. What does @uality Assurance involve?

A. 'efning the %uality rules as they relate to the pro)ect

!. Heriy that the %uality plan ill help achieve the desired results

. Measuring the output o the pro)ect

'. eeping the customer happy

2+6. "he pro)ect is going through @uality assurance. Which o the olloing is a

*ey tool that the pro)ect manager ill use in perorming this or* on the pro)ect?

A. @uality Audits

!. @uality improvement

. @uality management plan

'. @uality testing

2/:. "he pro)ect manager is involved planning a real estate pro)ect or a -ig

land development. "here have -een a num-er o resource issues so ar on the

pro)ect. "he pro)ect manager is evaluating hat as used in esta-lishing themanagement o the pro)ect team. All the olloing should -e considered or

managing the pro)ect team except;;

A. =round $ules

!. Pro)ect rganisation charts

. Wor* perormance inormation

'. Pro)ect sta# Assignment

2/1. "he pro)ect manager is ocusing on the evolution o the pro)ect team into a

ell perorming organisation. 9e is ocusing on turning the group o people into a

ell perorming or* team. When does this occur in a pro)ect?

A. 'uring planning

!. 'uring execution

. "hroughout the pro)ect

'. 'uring o# hours events



2/(. "he pro)ect manager is in involved in 9uman resources planning on a

pro)ect. All the olloing ould expect to -e created except;;

A. "eam development

!. $ole and responsi-ility assignments


'. rganiational chart

2/+. the senior pro)ect manager at the company is helping loo* out or a neer

pro)ect manager ho is or*ing on another pro)ect. "hey meet every e days to

see ho the neer pro)ect managerDs pro)ect is perorming as ell as discussingconcepts that should help ma*e the less experienced pro)ect manager more

experienced. "his is an example o hat?

A. orcing

!. Mentoring

. An intern program

'. Motivational "heory

2/0. All the olloing are example o developing the pro)ect team except;;..

A. perormance revies

!. Attending a sporting event as a group

. reating the W!3 o the pro)ect

'. A team lunch

2/. "he retail chain is using a vendor to provide engineers or a security camera

netor* design and implementation. Presently, the team is involved in

negotiating a contract that ill result in selection o a vendor to perorm the or*

under the contract. In hat process is the team involved?

A. onduct procurements

!. Administer procurements

. Plan procurements




2/2. "he retail chain is using a vendor to provide engineers or a security camera

netor* design and implementation. "he team has received six proposals rom

companies interested in doing the or*. In hat process is the team involved?

A. 3elect sellers

!. Plan contracting

. Plan procurements

'. conduct procurements

2/5. Aside rom the act that the sponsor changed tice, the e8commerce pro)ect

has gone ell. "he pro)ect is perorming monitoring and controlling o the pro)ect

or*. What ill they ocus on most?

A. Pro)ect management plan, Approved change re%uests, and perormance

reports

!. Pro)ect management plan, pro)ect schedule, Approved change re%uests, and

perormance reports

. pro)ect management plan, pro)ect schedule, and perormance reports

'. pro)ect management plan and perormance reports

2/6. 7ou are the pro)ect manager or a high ay construction pro)ect. 7ou have

)ust fnished integrating the various management plans into a complete






20:. "he pro)ect to improve the insurance section o the customer service

division is very complex in terms o updating organisational process assets.

Which o the olloing -est descri-es the appropriate time to update these

assets?



A. &pdates should occur as validation data is availa-le rom the perorm @uality

assurance process

!. &pdates should occur during the perorm @uality assurance process

. &pdates should occur during the perorm @uality control process

'. &pdates should occur as validation data is availa-le rom the perorm @uality

control process

201. "he pro)ect manager o the n8line loan Application interace pro)ect

instructs his team to ensure that the perorm @uality assurance process is

perormed thoroughly. What is involved in this process involves?

A. Auditing the %uality processes to ensure appropriate standards are used

!. Identiying %uality re%uirements or the pro)ect and product, and auditing

them appropriately

. Implementing predefned and validated methodologies to recording the results


'. Evaluating proposed %uality initiatives considering actors such as expected


20(. "he pro)ect is going through perorm @uality assurance. Which o the

olloing is a *ey tool that ill -e utilied in this process?

A. @uality analysis hich is used to optimie pro)ect execution and achieve high

process %uality

!. @uality management plan hich provides accepta-le %uality management

methodology inormation

. ost -eneft analysis hich are used to analye ho to minimie reor* due to

lac* o %uality and ho to maximie satisaction and productivity

'. @uality audits hich help veriy process and output compliance

20+. the olloing, hich is -est description o the relationship -eteen

%uality control measurements and the perorm @uality assurance process?

A. "hey can -e ed into the perorm %uality assurance process to validate the

e<ciency and cost e#ectiveness o perorm %uality control

!. "hey are an output o the perorm %uality assurance process

. !oth A and



'. "hey are an output o the perorm %uality control process

20/. As a pro)ect manager is or*ing through the lie cycle o the pro)ect, hich

o the olloing -est descri-es ho his approach to managing the pro)ect could

evolve?

A. 'irecting, coaching, acilitation, and support

!. 'irecting, mentoring, acilitation, and support

. 'irecting, coaching, delegation, acilitation, and support

'. 'irecting, coaching, delegation, acilitation, and support

200. 7ou are a pro)ect manager at 'eey, cheatum, and 9oe and assigned to a

ma)or construction pro)ect. "he pro)ect is on schedule and under -udget, -ut you

are constantly in con4ict ith a mem-er o your pro)ect team. "his team mem-er

is sa-otaging the pro)ect. What is the -est solution to resolve this pro-lem?

A. $eporting this pro-lem to senior management

!. 9olding a team meeting to vote i the team mem-er should -e removed

. $eporting this pro-lem to senior management ith a solution o replacing this

team mem-er

'. >iring the team mem-er rom the pro)ect as soon as possi-le

20. the olloing, hich are the *ey tools and techni%ues o the 'evelop

pro)ect team process?

A. "eam8-uilding activities, co8location, training, ground rules, interpersonal

s*ills, and recognition and reard

!. "eam8-uilding activities, co8location, training, ground rules, managements*ills, and recognition and reard

. "eam8-uilding activities, co8location, training, ground rules, scheduling s*ills,

and recognition and reard

'. "eam8-uilding activities, co8location, training, ground rules, communication


202. the olloing, hich are the *ey inputs o the 'evelop Pro)ect "eam

process?



A. Pro)ect management plan, training, resource calendars, and pro)ect sta#

assignments

!. Pro)ect management plan, resource calendars, and pro)ect sta# assignments

. Pro)ect management plan, training, organisational theory, resource calendars,


'. Pro)ect management plan, organisational theory, resource calendars, and

pro)ect sta# assignments

205. "he pro)ect manager on the green energy reneal pro)ect is in the process

o rearding the to most productive team mem-ers. Which o the olloing

seems to -e the -est example o a reard or the team mem-ers?

A. "he pro)ect manager announces that those ho do not complete their tas*s in

a timely manner ithout sacrifcing %uality ill -e ineligi-le or a -onus

!. "he pro)ect manager instructs the team leaders to prepare status reports or

the ee*ly meeting

. "he pro)ect managerDs degree and prior or* experience ere in systems

engineering

'. "he pro)ect manager sends the to most productive team mem-ers to some

training on a ne technology.

206. the olloing, hich are the *ey inputs o the 'istri-ute inormation

process?

A. Pro)ect management plan and perormance reports

!. Pro)ect management plan, sta*eholder register, and perormance reports

. Cone o the olloing

'. Pro)ect management plan, sta*eholder register, communication management


2:. A contract is -eing negotiated ith a single source provider that ill contain

special provisions since the or* is -eing perormed at a loss so the provider can

gain experience in the mar*et. the olloing, hich -est represents a special

provision?

A. A-ility to su-8contract

!. riteria around hich the provider o services can reer to the or*

. Payment term, including ar-itration remedies



'. Intellectual property rights and re%uired non8disclosure documentation

21. All the olloing are advantages o using a -idderDs conerence except;;.



procurement

. pportunity or vendors to in%uire a-out the -id o other sellers



2(. A contract is -eing negotiated ith a single source provider and the -uyer

has employed multiple strategies. "he olloing are examples o negotiation

strategies except;;

A. &sing a fctitious or real deadline to attempt to get a party to sign the contract

!. 3tating that the person ith approval authority is not availa-le

. &sing one seller against to attain the -est price or terms

'. #ering services at a lo cost, -ut raising the cost at signing

2+. What is created during the executing processes?

A. Pro)ect management system

!. Wor* results

. !alancing o sta*eholder interests

'. orrective actions

2/. the olloing, hich -est represents PMIDs methodology?

A. "he fve main process groups are initiating, planning, executing, monitoring

and controlling, and closing

!. "he fve main process groups Jinitiating, planning, executing, monitoring and

controlling, and closingK are applica-le to every pro)ect

. "he fve main process groups must -e perormed in the olloing orderL

Initiating, planning, executing, monitoring and controlling, and closing



'. "he fve main process groups Jinitiating, planning, executing, monitoring and

controlling, and closingK are applica-le to pro)ect, program, and portolio, and

portolio management

20. "he enhanced integration pro)ect or a e-8-ased payrollQhuman resources

service company and its su-sidiary, a -enefts enrolment and administration

technology company, as initialied to e#ect the seamless transer o data is

anticipated to result in a cost and time savings or customers and increased data

accuracy. As the pro)ect moves into the executing process group, hich o the

olloing ill the team use as the -asis or comparison?

A. "he pro)ect variance

!. "he pro)ect -aseline

. "he expectations o sta*eholder


2. the olloing, in accordance ith -est practices, ho should create the



A. "he pro)ect manager alone

!. "he pro)ect manager and the pro)ect management team

. "he pro)ect oner alone

'. "he oner o the pro)ect, the pro)ect manager, and the pro)ect management

team

22. What does the perorm @uality assurance process involves?

A. Identiying %uality re%uirements or the pro)ect result and auditing themappropriately

!. Auditing the %uality processes to ensure appropriate standards are used

. Evaluating proposed %uality initiatives -y considering actors such as

expected customer satisaction, the cost o conormance, and the cost o non8

conormance

'. Implementing predefned and validated methodologies to determine that the

pro)ect results meet the pro)ect expectations



25. "he team is involved in determining hat is needed to have the %uality

process capture the intended results o the testing o the product. "his is *non

as hat?

A. Planning @uality

!. Perorm @uality assurance

. Measuring the output o the pro)ect

'. Perorm @uality control

26. "he pro)ect to improve the inventory section o the manuacturing and

distri-ution division is extremely complex in terms o updating organisational

process assets. the olloing, hich -est descri-es hen these assets should

-e updated?

A. &pdated should occur as validation data is availa-le rom the perorm @uality

control process

!. &pdated should occur as validation data rom the perorm @uality assurance

process

. &pdated should occur during the perorm @uality assurance pocess

'. &pdated should occur during the perorm @uality control process

22:. "he sotare development pro)ect is entering the perorm @uality

Assurance process. Which o the olloing *ey tools is most li*ely to -e utilied in

this process?

A. @uality audits hich help veriy process and output compliance

!. @uality analysis hich is used to optimie pro)ect execution and achieve high

process %uality

. @uality management plan hich provides acceptance %uality managementmethodology inormation

'. ost -eneft analysis hich is used to analye ho to minimie reor* due to

lac* o %uality and ho to maximie satisaction and productivity

221. !eore the pro)ect manager tac*les the develop pro)ect "eam process, he

must complete another 9uman $esource process. the olloing, hich are the

tools and techni%ues availa-le or his use in the other process?



A. rganisational charts and position descriptions, netor*ing, negotiation, pre8

assignment, and organisational theory

!. Ac%uisition, negotiation, interpersonal s*ills, pre8assignment, and virtual

teams

. Pre8assignment, ac%uisition, virtual teams, and negotiation

'. rganisation theory, negotiation, interpersonal s*ills, netor*ing, pre8

assignment, and virtual teams

22(. As the team develops into a perorming organisation, it evolves. the

olloing, hat is most li*ely to occur during the storm stage o the evolution?

A. on4ict ill li*ely occur as team mem-ers gain momentum as a group

!. on4ict ill li*ely occur as roles are defned

. on4ict ill li*ely occur as the roles are reassigned hen someone leaves the

team

'. on4ict ill li*ely occur as team mem-ers -ecome amiliar ith each other

22+. "he pro)ect to create an advertising campaign or a dating e-8site has

recently replaced its pro)ect manager. "he ne pro)ect manager -elieves

strongly in team development and is already scheduling activities to promote

this. What is the main -eneft the pro)ect ill derive rom this ne direction?

A. Increased team perormance

!. A more concise and accurate pro)ect plan

. $educed employee turnover

'. Increased social interaction -eteen mem-ers o the team

22/. In connection ith a recent ac%uisition, the human resource management

plan has -een created and the pro)ect to merge the accounting departments is

a-out to start. $esumes are -eing revieed and some people have -een

intervieed. "he lead candidate or the accounting systems director position has

-een o#ered a position. In hat process is the pro)ect manager involved?

A. 'evelop pro)ect "eam

!. Ac%uire pro)ect "eam

. Estimate Activity resources




220. All o the pro)ect participants rely heavily on perormance reports, although

each participant might ocus on one o to o the fve -asic reports. ne o the

fve -asic reports is the progress report. the olloing, hich is the -est





pro)ect

'. "he report contains inormation related to the state o the schedule, -udget,

and scope o the pro)ect at various parts o time

22. "he pro)ect too deliver secure, individualied e-8-ased reporting

capa-ilities is especially sensitive to getting the distri-ute inormation process

right. the olloing, hich are the *ey inputs that ill -e utilied during this

process?

A. 3ta*eholder register, pro)ect management plan, communication management




'. 3ta*eholder register and pro)ect management plan

222. "he procurement departmentDs AHP as using a chec*list to ensure that the

-asic components o a contract ere contained in the agreement -eteen his

company and the seller. Which components ere on the chec*list?

A. onsidering, capacity, acceptance, o#er, legal purpose

!. #er, legal purpose, capacity, consideration, closure

. Begal purpose, capacity, -id, consideration, acceptance

'. Acceptance, capacity, legal documents, consideration, o#er

225. "he company is holding a -idders conerence or our vendors. the

olloing, hich is the -est reason or holding the conerence?



A. "o prepare the vendor or the -idding process and to ensure that the vendors

compete on a level playing feld

!. "o prepare the vendor or proposal creation -y exposing it to the %uestion

as*ed -y each potential seller, along ith the anser

. "o prepare the vendor or proposal creation -y providing clarifcation o

potential issues and ansering each vendorDs %uestion in the presence o all the

vendors

'. "o prepare the vendor or the -idding process -y providing each vendor ith

the inormation they need to participate

226. "he company is holding a -idders conerence or our vendors. the

olloing, hich is not an advantage o doing this?

A. "he conerence provides an opportunity or vendors to hear the %uestions

posed -y other -idders and the ansers to those %uestions

!. "he conerence provides an opportunity or vendors to in%uire a-out the -ids

o other sellers

. "he conerence provides an opportunity or vendors to in%uire a-out the

procurement

'. "he conerence assures that vendors have a clear, common understanding o

the procurement

25:. Which process updates process and manages changes to the schedule

-aseline?


!. reate pro)ect management plan


'. ontrol schedule

251. What is the ideal pro)ect manager unction regarding pro)ect changes?




needs to see



'. "o expedite all change re%uests to the change control -oard

25(. What are the fve phases o a pro)ect management lie cycle?

A. Initiating, planning, Executing, monitor and controlling, closing

!. $e%uirements, system 'evelopment, "esting, &A"

. Initiating, planning, Executing, "esting, losure

'. Initiating, planning, Executing, "esting, 3igno#

25+. Which o the olloing is the most important )o- or the pro)ect manager?

A. ontrolling unnecessary change

!. ontrolling sta*eholders

. Exceeding customer expectations

'. reating the pro)ect management plan

25/. What is the typical role o senior management on a pro)ect?

A. Pay or it

!. 3upport the pro)ect

. $esolve resource and other con4icts

'. 3upport the pro)ect and resolve resource and other con4icts

250. Which o the olloing is the -est description o confguration management?

A. Procurement to document and control product or service characteristics




varia-les

25. "he internet pro)ect is a-out 0 complete and has had its challenges. As

o the last status report, it appears to -e on trac* regarding cost, schedule, and



scope. 3enior management tells you that the sponsor has some serious concerns

a-out the pro)ect. 7ou donDt understand hy, -ased on the last status report.

What is the -est thing to do frst?

A. Ignore senior management -ecause the pro)ect is in good shape

!. Evaluate the schedule and -udget to veriy the triple constraint health o the

pro)ect

. Meet ith the sponsor and fnd out hat their concerns are

'. "ell senior management that the pro)ect is in good shape

252. Which o the olloing is not an input to the perorm integrated change

control process?

A. hange control meetings

!. Wor* perormance plan

. "he pro)ect management plan

'. hange re%uests

255. What is the main -eneft o utiliing a or* authoriation system?


!. "o sho hat a or* is to -e done in the pro)ect



256. "he road construction pro)ect ha s -een going on or over a year ith a

great deal o change and issues involved. "he or* is no complete andsatisactory to the -est o the pro)ect managerDs *noledge. Which process ill

help close the pro)ect?

A. Heriy scope

!. $elease $esources

. ollect $e%uirements

'. ontrol sta*eholder expectations



26:. What can a W!3 dictionary do or the pro)ect?

A. Provide an activity list

!. ontrol gold plating

. 'efne hatDs in and out o scope or the pro)ect?

'. Provide ormal acceptance

261. "here has -een a great delay in aiting to get the pro)ect charter approved.

ItDs fnally complete and you are assigned as the pro)ect manager. 3enior

management ants you to -egin the planning process group as soon as possi-le.

I you are in the process o planning the pro)ect, hen should you schedule veriy

scope?

A. When the pro)ect management plan is aaiting signo#

!. When the or* o the pro)ect is done

. At the end o every phase on the pro)ect

'. Ater the sponsor defnes hat they ant the pro)ect to create

26(. "he pro)ect manager is or*ing ith the customer to gain ormal

acceptance on the pro)ect delivera-les are not meeting pro)ect goals and areunusa-le in their present orm. &pon revieing documentation, the customer

tells the pro)ect manager that the re%uirements are not accurate, to meet the

needs or hich the pro)ect as underta*en. Which o the olloing ill help fx

this pro-lem?

A. 'efne scope

!. Heriy scope

. reate W!3

'. ontrol scope

26+. "he pro)ect to create a ne data-ase system is approximately halay

complete hen a senior manager changes needs to occur needs to occur ith

the scope o the pro)ect or the system ill not unction in his department hen

itDs rolled out. 9e urther explains this change is going to delay the anticipated

fnish date o the pro)ect. Ater he explains the details o the proposed change in

scope, hat do you do frst?

A. Implement change control to incorporate the ne or*



!. Bet him *no hat the delay to the pro)ect ill -e

. Meet ith the team to determine the impact

'. "ell him FnoG -ecause it ill change the fnish date o the pro)ect

26/. Activity A is orth +::, is 1:: complete, and actually cost +0:. Activity

! is orth 1::, is 60 complete, and actually cost 50 so ar. Activity is orth

(::, is 20 complete, and has cost 120 so ar. "otal -udget is 1,0::. What is

the cost perormance index or the pro)ect?

A. :.5/

!. :.56

. 1.1

'. 1.1(

260. Activity A is orth +::, is 1:: complete, and actually cost +0:. Activity


1::, is 20 complete, and has cost 120 so ar. "otal -udget is 1,0::. What is

the schedule variance or the pro)ect?

A. :.5/

!. :.56

. 800.::

'. 00.::

26. "he fnance department is -uilding a ne call centre or its ne auto

fnance division. =iven that this is its frst venture utiliing a call centre, there are

a num-er o ne processes that need to -e created. Which o the olloing canhelp in documenting ho to handle customerDs various needs hen they call the

call centre?

A. ontrol chart

!. @uality audit

. hec*list

'. >locharting



262. "he fnance department is -uilding a call centre or its ne auto fnance

division. =iven that this is its frst venture utiliing a call centre, a num-er o ne

processes have -een created. Which o the olloing help veriy that these

processes are -eing accomplished?

A. hec* list

!. Process 4o

. ontrol chart

'. @uality audit

265. "he company is in the testing phase o its pro)ect, trac*ing deects that

come in rom -eta customers ho are testing the pro)ect. =iven the nature o a

ne pro)ect, a variety o deects is -eing discovered over time. Which chart ordiagram helps display these?

A. Pareto chart

!. $un chart

. >ish-one diagram

'. >lochart

266. 7ou need something to help sho %uantity o deect, as ell as the

cumulative percentage they represent in a graphical ormat to help you prioritie

here to spend time correcting issues. Which o the olloing tools ould provide

this inormation?

A. Pareto diagram

!. Ishi*aa diagram

. >ish-one diagram

'. >lochart

5::. "he team is involved in defning hat is needed to ensure %uality or the

pro)ect, evaluating di#erent tools to use in plan @uality. All the olloing tools are

used in plan @uality, except hich?

A. @uality control data

!. 'esign o experiments

. >lo charts



'. ost8-eneft analysis

5:1. "he pro)ect manager is planning ho many people he ill need on the

pro)ect. "here is a lot o data-ase creation and computer programming involved.

"his ill very li*ely re%uire more than one person ith each s*ill set. 9e is

revieing the hours o each s*ill set that ill -e needed each ee* on the

pro)ect. What ill he li*ely use to visually represent this data?

A. $esponsi-ility assignment matrix J$AMK

!. =antt J!arK chart

. PE$" chart


5:(. Which o the olloing is not an example o team development?

A. Attending a sporting event as a group

!. reating the W!3 o the pro)ect

. Perormance revies

'. A team lunch

5:+. Which o the olloing is not an example o team development?

A. Attending a sporting event as a group

!. reating the W!3 o the pro)ect

. Perormance revies

'. A team lunch

5:/. What type o reports shos hat is expected to -e completed in the next

to ee*s on the pro)ect?

A. 3tatus report

!. Progress report

. >orecast report




5:0. Which o the olloing is a good tool to stay current ith sta*eholder needs

and pro-lems?

A. Issue log

!. hange control system

. $e%uirements documentation

'. $is* register

5:. What type o reports shos hat has -een completed to data on the

pro)ect?

A. Earned value report

!. 3tatus report

. Hariance report

'. Progress report

5:2. 7ou are the pro)ect manager on a deence pro)ect. 7ou have -een analying

pro)ect data rom the last reporting period. "he main data you have -een loo*ingat is earned value, actual cost, and planned value. What type o report ormat

are you vieing?

A. Hariance report

!. Perormance report

. 3tatus report

'. Progress report

5:5. "he pro)ect team is or*ing together on the toll ay repaving pro)ect. "he

pro)ect manager has delivered a report that descri-es ho much or* should

have -een accomplished, ho much or* is actually accomplished, and the

actual cost to complete the or*. What type o report is this?

A. Hariance report

!. Progress report

. Earned value report



'. 3tatus report

5:6. "he data-ase pro)ect team mem-ers are planning the pro)ect. "hey are

involved in plan $is* $esponses, assigning ris* oners. What is the ris* oner

responsi-le or?

A. Watching or ris* triggers and telling the pro)ect manager i they happen

!. Watching or additional ris*s on the pro)ect

. Implementing a ris* response i the ris* event occurs

'. Betting the pro)ect manager *no that the ris* has happened

51:. "he %uality team is having pro-lems getting the product to test per the

re%uirements and test plan. "he results are very uncharacteristic. "he team

suspects that there are a couple o pieces o the pro)ect not interacting as

planned ith each other. Which o the olloing could sho i this is the case?

A. 3catter diagram

!. ontrol chart

. Pareto diagram

'. $un chart

511. "he netor* pro)ect has -een very challenging. "he cost perormance index

is presently :.60 and the schedule perormance index :.61. $is* could have -een

managed -etter rom the start o this pro)ect. 9alay through the execution o

the pro)ect management plan, the pro)ect manager assigned one person to do

nothing -ut monitor or ris*s and or* ith the people ho implemented the ris*

response plans. Which o the olloing is not a tool and techni%ue o the process

Monitoring and control $is*s?

A. hange re%uests

!. $is* reassessment

. $eserve analysis

'. $is* audit

51(. "he reservation system has -een or*ing ell. "oday, the main data-ase




"he ris* response didnDt fx the pro-lem. Which o the olloing steps does the

airline perorm frst?

A. >ix the pro-lem ith a or*around

!. 'etermine hy the ris* response plan ailed

. Ad)ust the ris* response plan

'. 'etermine hy the pro-lem happened

51+. Which o the olloing -est descri-es ris* revies?

A. 'etermining hat the characteristics o the ris*s are on the pro)ect

!. 'etermining hat ris*s are on the pro)ect?

. 'etermining ho ill implementing a ris* response plan

'. 'etermining the validity o the documented ris*s and loo*ing or any ne

ris*s that could occur

51/. In hat process =roup does Administer procurements occur?

A. losing

!. Monitoring and ontrolling

. Planning

'. Executing

510. 7ou are the pro)ect manager or*ing ith the customer on a call centre


"he customer needs some ne unctionality -eing availa-le that asnDt availa-le

hen the pro)ect started. "his modifcation re%uires that the scope o or* to thecontract -e modifed. Who can modiy the contract?


!. ontract administrator


'. "he pro)ect manager or the seller



51. "he pro)ect ill -e using a company to provide the technicians or a national

netor* upgrade pro)ect. Presently, the team is in the middle o the execution o

the contract. !oth parties are communicating via status reports. "he seller has

su-mitted the frst payment re%uest. In hat process is the team involved?

A. onduct procurements


. Administer procurements

'. Plan procurements

512. Which o the olloing is the most important )o- or the pro)ect manager on

a glo-al inrastructure upgrade pro)ect?



. reating the pro)ect management plan


515. I the team is in the process o updating a schedule on a pro)ect ith actual

rom the pro)ect, hich o the olloing ould they use?

A. ontrol schedule

!. Wor* -rea*don structure

. "ime management plan

'. 3chedule management plan

516. Which o the olloing -est descri-es a pro)ect managerDs position onchange on a pro)ect?



c. Expedite all change re%uests to the change control !oard

'. Protect the change control -oard rom seeing any more change than they

need to



5(:. What ill the pro)ect team create as a result o perorming monitoring and

control on a pro)ect?

A. orrective Action

!. Pro)ect product

. harter

'. ontrolling 3ta*eholders

5(1. "he pro)ect manager is meeting ith -usiness area oners impacted -y his




manager is setting pro)ect expectations so that their expectations are not out oline ith planning. "he -est description o this is hat?

A. hange ontrol !oard

!. 3ta*eholder identifcation

. "eam mem-er analysis

'. 3ta*eholder management

5((. "he customer has )ust attended the ee*ly meeting or the mar*eting

pro)ect and has stated that the mar*et is changing or the product -eing created.

As a result o this change, the customer has re%uested a signifcant change to

the pro)ect. "he pro)ect is : complete. What does the pro)ect manager do?

A. Ma*e the ne or* a ne pro)ect and release the pro)ect as is to the mar*et

!. "ell the customer the pro)ect is too close to -eing complete to integrate the

change

. Ignore the customer hoping the change ill disappear

'. Evaluate the impact to the pro)ect and let the customer *no the options and

impact o the change

5(+. Which o the olloing ould -e re%uired to initiate a change control

system?

A. 3igno#

!. Impact analysis



. Approved changes

'. hange $e%uests

5(/. "he electronic monitoring e%uipment pro)ect has entered closure. As the

pro)ect manager and the team prepare or closure, they are told that scope

verifcation ill -e *ey to the success o the pro)ect. Why is this?

A. 3cope verifcation is used to veriy that the pro)ect team understands the

scope o the pro)ect

!. 3cope verifcation validates that the sponsor signed the scope statement at

the -eginning o planning

. 3cope verifcation should have -een done earlier in the pro)ect and since it

asnDt done then, itDs important to complete it -eore the pro)ect is complete

'. 3cope verifcation is the process o comparing hat the pro)ect created to the

scope statement, product description, and anything else that helps ensure the

results o the pro)ect ill unction as intended

5(0. "he pro)ect to upgrade the customer care system is approximately 20

complete hen a senior manager says that a ma)or change needs to occur ith

the scope o the pro)ect or the system ill -e useless hen itDs rolled out. 9e

urther explains this ould delay the anticipated fnish date o the pro)ect. Aterhe explains the details o the proposed change in scope, hat do you do frst?

A. Bet him *no hat the delay to the pro)ect ould -e

!. Implement a change control to incorporate the ne or*

. "ell him no, -ecause it ill change the fnish date o the pro)ect

'. Meet ith the team to determine the impact

5(. "he medical sotare pro)ect has -een going on or to years ith a large

num-er o changes and issues. "he pro)ect manager is getting ready or the

pro)ect to -e completed. Which o the olloing ill help close the pro)ect?

A. 3cope verifcation


. Planning or the next pro)ect

'. "eam development



5(2. I the pro)ect manager is concerned a-out satisying a customer, hich o

the olloing ill they pay the most attention to?

A. Wor* -rea*don structure JW!3K

!. 3cope verifcation

. A signed contract

'. =old plating

5(5. "he pro)ect manager is or*ing ith the customer to gain ormal

acceptance on the pro)ect delivera-les. "he customer is saying that fve o the

delivera-les are not aligned ith pro)ect goals, and are unusa-le in their present

orm. Which o the olloing ill -e used to correct the pro-lem?

A. "eam8-uilding

!. 3cope analysis

. Heriy scope

'. ontrol scope

5(6. In the original Cetor* diagram %uestion, i "as* ' increases rom fve to

eight days, hat is the critical Path, and hat is the length?

A. !'=9, (1 days

!. !>9, 15 days

. A>9, 1 days

'. !'>9, (: days

5+:. "he road construction pro)ect is telve ee*s -ehind schedule ith tenteam mem-ers or*ing on it. >ive o these team mem-ers are or*ing on the

critical path related items. What is the slac* o the critical path?

A. +:

!. Cegative telve ee*s


'. : JeroK



5+1. &sing the original Cetor* diagram %uestion, hat is the 3lac* o "as* '?

A. >our days


. "o days

'. ne day

5+(. "he pro)ect manager is evaluating data rom a control chart and discovers

nine consecutive data points on one side o the control chart. "his is called hat?

A. "oo loose o specifcation limits

!. Acceptance measurements

. "oo tight o control limits

'. A violation o the seven $un $ule

5++. "he economic pro)ect is in the middle o @uality control. Which o the

olloing is a tool that the pro)ect manager ill use in this area?

A. $eor*

!. Acceptance decisions

. Inspection


5+/. "he company is in the scope verifcation phase o its pro)ect. It is trac*ing

deects that come in rom customers ho are testing the pro)ect, given the

nature o a ne pro)ect, they have a variety o deects that are -eing discovered.

rganiing and prioritiing the deects is -ecoming a challenge and they ant to-e more proactive a-out it -eore it gets out o control. What ould help them

organie this -etter?

A. >lochart

!. Pareto diagram

. >ish-one diagram

'. Ishi*aa diagram



5+0. "o important pro)ect team mem-ers are disagreeing a-out a potential

solution. "he pro)ect manager gets involved and tries to remind them o ho

they have or*ed together -eore and created great results. "his is an example

o hat type o con4ict $esolution?

A. $eerent

!. Withdraal

. 3moothing

'. ompromise

5+. "he team is going through some resource over8utiliation issues on the

pro)ect. "he linemen are or*ing excessive hours installing electrical and data

communication lines. "he pro)ect manager has gone -ac* to planning to re8evaluate the situation. Which o the olloing can provide help in seeing ho

serious the issue is?

A. ontrol chart

!. Pareto diagram

. $esource 9istogram

'. 3ta<ng management plan

5+2. "he pro)ect manager is planning ho many people he ill need on the

construction pro)ect. "his ill more than li*ely re%uire more than one person ith

each s*ill set. 9e is revieing the level o e#ort o each s*ill set needed each

month on the pro)ect. What ill he li*ely use to visually represent this data?

A. $esponsi-ility Assignment matrix J$AMK

!. $esource 9istogram

. Pareto diagram

'. PE$" chart

5+5. Which o the olloing ould a pro)ect manager need to create a pro)ect

progress report?

A. Wor* results

!. hange $e%uest

. Pro)ect archives



'. 3tatus reports

5+6. What type o report ill the pro)ect manager use to see hat has -een

completed so ar on the sotare pro)ect?

A. 3tatus report


. Progress report

'. Hariance report

5/:. What type o report ould the pro)ect manager use to sho hat is

expected to -e complete in the next month on the pro)ect?

A. 3tatus report

!. Progress report

. >orecast report


5/1. 7ou are the pro)ect manager on a medical pro)ect. 7ou have -een analying

pro)ect data rom the last to ee* reporting period. "he main data you have

-een loo*ing at involves the value o the or* that should have -een done, and

hat as paid or it. What type o report ormat are you loo*ing at?

A. Progress report

!. 3tatus report

. Perormance report

'. Hariance report

5/(. What type o report ould the team mem-er read to sho hat as

completed in the last month on the pro)ect?

A. 3tatus report

!. Earned Halue report

. Progress report

'. Hariance report



5/+. "he ecommerce system has -een processing 0:,::: transactions per hour.

"oday, the main application ailed, preventing the ulflment o customer orders.

"he ris* response didnDt fx the pro-lem. Which o the olloing steps ould they

perorm frst?

A. 'etermine hy the pro-lem happened


. 'etermine hy the ris* response plan ailed

'. >ix the pro-lem

5//. "he 'epartment o 'eence is involved in perorming ris* revies as part o

its overall ris* strategy. Which o the olloing -est descri-es $is* $evies?


!. 'etermining the validity o the document ris*s and loo*ing or any ne ris*s

that could occur

. 'etermining ho ill implement a $is* $esponse Plan

'. 'etermining hat the characteristics o the ris*s are on the pro)ect

5/0. "he team on the router and sitch upgrade pro)ect is involved in planning

the pro)ect is involved in planning the pro)ect. It is perorming ris* response

planning and assigning ris* oners. What is the main responsi-ility o the ris*

oner?

A. Watching or ris* triggers and telling the pro)ect manager i they happen

!. Implementing a ris* response plan i the ris* event occurs

. Betting the pro)ect manager *no that the ris* has happened

'. Watching or additional ris*s on the pro)ect.

5/. "he retail chain is using a vendor to provide engineers or a security camera

netor* design and implementation. "he team has -een completing the or*

they agreed upon. !oth parties are communicating via status reports. "he seller

has su-mitted the frst payment re%uest. In hat process is the team involved?

A. Administer procurement


. Plan procurements




5/2. 7ou are the pro)ect manager or*ing ith the customer on a data

arehouse development pro)ect. 7our company is responsi-le or the internal

personnel and their hours o e#ort. "he customer needs some modifcations to

the scope o the pro)ect due to some ne unctionality -eing availa-le thatasnDt availa-le hen the pro)ect started. "his modifcation ill re%uire the

scope o or* to the contract to -e modifed. Who can modiy the contract?


!. ontact Administrator


'. "he pro)ect manager or the seller

5/5. "as* A is orth /::, is 60 complete, and actually cost +60. "as* ! is

orth +0:, is 6: complete, and actually cost ++: so ar. "as* is orth

(20, is 1:: complete, and has cost +1: so ar. "he total -udget is (0::.

What is the cost perormance index or the tas*s listed?

A. :.6+2

!. :.6/

. 1.1

'. 1.1:

5/6. "as* A is orth /::, is 60 complete, and actually cost +60. "as* ! is



What is the variance at completion or the tas*s listed?

A. 1++.:6

!. (5.:6

. (0::

'. 815.:6

50:. "as* A is orth /::, is 60 complete, and actually cost +60. "as* ! is


(20, is 1:: complete, and has cost +1: so ar. "he total -udget is (0::.What is the schedule variance or the tas*s listed?



A. 80.::

!. 800.::

. :.5/

'. :.55

501. "as* A is orth /::, is 60 complete, and actually cost +60. "as* ! is



What is the total Earned Halue or the tas*s listed?

A. 1:+0.::

!. 1:(0

. 862:.::

'. 62:.::

50(. "as* A is orth /::, is 60 complete, and actually cost +60. "as* ! is



What is the estimate to complete or the tas*s listed?

A. 1++.:6

!. 1:(0

. 62:

'. (5.:6

50+. the olloing, hich is the most comprehensive defnition o monitoring

and controlling?

A. "o control the activities needed to successully complete the pro)ect

!. "o monitor the planned expenditures and to ensure controls are in place to

conclude the pro)ect ithin -udget

. "o monitor plan resources and ma*e replacements as needed

'. "o chec* or variances rom the plan and ma*e appropriate ad)ustments hen

variances are encountered



50/. "he pro)ect manager has encountered serious issues ith the pro)ect to

streamline operations. "he pro)ect is over -udget and -ehind schedule. "he

sponsor has some pro)ect management experience and is a-le to help the

pro)ect manager determine the source o the pro-lem. Ironically the source o

the pro-lems is the pro)ect managerDs ailure to successully meet a -asic pro)ect

management challenge to the pro)ect manager?

A. ontrolling sta*eholders expectations

!. ontrolling time

. ontrolling cost

'. ontrolling unnecessary change

500. "he pro)ect manager and unctional manager are having a disagreement onresource allocation or a ne -road-and pro)ect. "he unctional manager ants

the resource or an operational issue that needs attention, and the pro)ect

manager ants the resource to or* on the pro)ect so it stays on schedule as

planned. Which o the olloing roles can help resolve this pro-lem?

A. Pro)ect management

!. 3ponsor

. 3enior management


50. "he pro)ect at the fnancial institution are su-)ect to -oth standards and

regulations. the olloing, hich is an example o a standard?

A. Wee*ly progress reports or sta*eholders

!. 3lides or the ris* management meeting

. Hirtual teams

'. >acilitated or*shops

502. In an e#ort to develop ne technologies that ill increase oil recovery, a

research alliance -eteen a petroleum company and a university has announced

preliminary results. &sing mathematical models, the alliance has put orth cost

e<cient recovery solutions or the felds studied. "he petroleum company is no

pursuing the solutions. 7ou are the pro)ect manager or the !liden >ield in Alas*a

and are or*ing ith the -est feld manager ill -e reassigned to a higherpriority pro)ect. 7ou inorm the E that the resourceDs involvement on your



pro)ect is critical to the pro)ectDs success, -ut the E ill not reconsider. the

olloing, hich is the most prudent action you should ta*e?

A. ontinue to lo--y or the person to -e returned to your pro)ect

!. ontinue as the original plan, -ut ithout the resource

. Evaluate the impact o the personDs a-sence on the pro)ect and communicate


'. hange the scope o the pro)ect to accommodate or the loss o the resource

505. "he pro)ect management "eam is or*ing in the executing and

monitoringQcontrolling phases o the pro)ect. "here are our sponsors and +/

sta*eholders on the pro)ect. Which o the olloing is the most li*ely to ocus on

communication at this point in the pro)ect to ensure the pro)ect achieves the%uality standards esta-lished in planning?

A. In negotiating the pro)ect manager assignment

!. 'uring planning revisions

. At *ey interace points here the various or* pac*ages come together

'. When the change control -oard J!K meets

506. A large grocery chain has approved a pro)ect to expand its line o natural

and organic products rom (: products to +:: products. A ne mem-er o senior

management re%uested the pro)ect manager to provide her ith a copy o the

pro)ect management plan. &pon receipt, she complained that she didnDt ant all

that inormation. What do you thin* she really anted?

A. A schedule, not a pro)ect management plan

!. A milestone register, not a pro)ect management plan

. A ris* -aseline, not a pro)ect management plan

'. A synopsis o the pro)ect management plan hich is called a pro)ect charter

5:. In discussing the pro)ect management inormation system JPMI3K or the

pro)ect to deploy a ne system or the Accounting 'epartment, hich o the

olloing re%uirements ould -e considered the most important to the pro)ect

manager and his team?

A. "he system must accommodate the need to update the charter o accountsor procurement items



!. "he system must accommodate the need to update payroll or the pro)ect

management team

. "he system must accommodate the need to send the right inormation to the

right people in a timely and appropriate manner

'. "he system must accommodate the need to access unctional management


51. "he pro)ect is going ell until a sta*eholder re%uests a signifcant change

-ased on a modifcation in the stoc*holderDs -usiness process. Ater meeting ith

the team to determine impact it appears that the change ill li*ely dou-le the

length o the pro)ect -ecause o the complexity associated ith the change. "he

change re%uest and its impact analysis are going -eore the change control

-oard J!K or revie and potential approval. What is the purpose o the changecontrol -oard J!K?

A. "o analye changes that is re%uested or the pro)ect

!. "o or* ith the change control manager or analying changes

. "o control change -y approval o needed changes and re)ection o unneeded

changes to the pro)ect

'. "o eliminate as many changes as possi-le on the pro)ect

5(. "o gain ormal acceptance o the delivera-les or the pro)ect to upgrade the

companyDs air 4eet, the pro)ect manager or*s ith the customer. "he customer

claims that three o the delivera-les do not meet pro)ect goals and are unusa-le

in their present orm. the olloing, hich process ensures that delivera-les

re4ect the needs o the customer?

A. "he control scope process

!. "he veriy scope process

. the Analye scope process

'. the =ather re%uirements process

5+. As a pro)ect manager, you are managing a pro)ect that has 60 pages o

re%uirements. "he pro)ect is or a high profle customer that spends more that

(,0:: a year ith your company. 7ou have completed this pro)ect on -udget.

"he customer is not pleased ith the product that as -uilt as they say it onDt

or* as they need it to. What should the pro)ect manage do?



A. 9old a pro)ect %uality meeting to determine hy the pro)ect does not satisy

the customer

!. $eund 1: o the cost o the pro)ect -ac* to the customer

. $evie the scope and determine hy it did not satisy the customer

'. 9old a pro)ect ris* meeting to determine hy the pro)ect does not satisy the

customer

5/. "he orldDs premier -oo*seller has approved a pro)ect to create a e-site

that ill contain over 1::: ho8to8guide ritten -y experts, act8chec*ed, and

enhanced ith illustrations. "he guides ill -e in html ormat or ree vieing on8

line and ill -e sold in pd ormat. 3ome guides ill -e availa-le or sale in

laminated chart ormat online and at the retail stores. "he site ill -e supported

-y advertising, sale o ull colour P'>s, and sale o laminated charts. "he pro)ect

manager and his team are in the process o veriying pro)ect scope. What inputs

ill they consider?

A. $e%uirements documentation, pro)ect management plan, re%uirements

tracea-ility matrix, validated delivera-les

!. $e%uirements tracea-ility matrix, pro)ect charter, re%uirements

documentation

. Pro)ect management plan, re%uirements documentation, re%uirements

tracea-ility matrix, or* perormance inormation

'. Pro)ect scope statement, re%uirements documentation, re%uirements

tracea-ility matrix

50. As a pro)ect manager, you are managing a pro)ect that has a very detailed

set o re%uirements that ere generated ith a lot o meetings ith the

customer. "he customer didnDt see the value in these meetings, -ut agreed to

them or the -eneft o the pro)ect. "he pro)ect is or one o your high profle

customers, one ho spends more that 2,:::,::: a year ith your company. "o

attain customer satisaction, hat must -e met?

A. ompleting the pro)ect ith the product having inherent characteristics that

ulfl the re%uirements that it as to -e -uilt around

!. ompleting product re%uirements

. ompleting the pro)ect on schedule and on -udget

'. ompleting the pro)ectDs scope



5. "he pro)ect to develop a more e#ective medical device or racture

management has ten team mem-ers and is three ee*s ahead o schedule. >our

o the team mem-ers are or*ing on critical8path related items. In discussing

pro)ect ith a *ey sponsor, the pro)ect manager credits those our team

mem-ers ith the excellent progress and verifes the slac* o the critical path.

What is the slac*?

A. Cegative three ee*s

!. "here is insu<cient inormation to determine the slac*

. Plus three ee*s

'. : JTeroK

52. "he management team or the pro)ect to pac*age vinyl records ith codesto donload the MP+ versions has )ust completed the se%uence Activities

process and is deciding hat tools and techni%ues availa-le to them?

A. Pro)ect management sotare, alternative analysis, three8point analysis,

-ottom8up estimating, and expert )udgment

!. !ottom8up estimating, pro)ect management sotare, expert )udgment,

pu-lished estimating date, and alternative analysis

. Pu-lished estimating date, expert )udgment, top8don estimating, alternative

analysis, and pro)ect management sotare

'. Expert )udgment, alternative analysis, top8don estimating, pro)ect

management sotare, and three8point analysis

55. "he pro)ect manager advocates su-mitting Earned value status reporting to

the pro)ect sponsor. "he sponsor is unamiliar ith this type o reporting and

re%uests an explanation. "he pro)ect manager explains that Earned value status

reporting ill measure hat?

A. 3cope and cost

!. 3cope and time

. "ime and cost

'. 3cope, time and cost

56. "he pro)ect management team or the pro)ect to move the proprietary

application sotare rom H! to UU needs to determine i the pro)ect is aheado schedule. Which o the olloing metrics should it use?



A. ost variance JHK

!. ost perormance index JPIK

. 3chedule perormance index J3PIK

'. !udget at completion J!AK

52:. Pro)ect A has an CPH o :* over three years. Pro)ect ! has an CPH o

++:* over six years. Pro)ect has an CPH o +/:* over six years. Which o the


A. Pro)ect

!. Pro)ect ! and

. Pro)ect A

'. Pro)ect !

521. "as* A is orth 0::, is 5: complete, and actually cost 0::. "as* ! is

orth /0:, is 20 complete, and actually cost /:( so ar. "as* is orth

::, is 6: complete, and has cost 00: so ar. "he total -udget is +:::.

What is the cost perormance index or the tas*s listed?

A. 1.11

!. 1.1:

. :.5/

'. :.55

52(. "o isolate %uality slippage on the pro)ect, the management team is

analying deects. At this point, they have isolated to varia-les via the data eel

that the impact o one varia-le on the other has exacer-ated the pro-lem. "o

determine i there is a relationship -eteen the to varia-les, the management

team ill use hich o these?

A. 3catter diagram -ecause the closer the output resem-les a diagonal line, the

more dependent the varia-les are

!. $un chart -ecause the closer the loer control limit is to UQ8+ sigma, the more

dependent the varia-les are

. Pareto diagram -ecause the closer the percentages are on the separate

pro-lems, the more dependent the varia-les are



'. ontrol chart -ecause the closer the upper control limit is to UQ8+ sigma, the

more dependent the varia-les are

52+. "o esta-lish process output over time or the manuacture upgrade pro)ect,

the pro)ect manager and his team plots a chart -ased on the data availa-le. n

one side o the mean, the plotted chart contains seven consecutive data points.

What determine can -e made -ased on the plotted chart?

A. "he control limits are accepta-le

!. "he control limits are too loose

. "he control limits are too tight

'. Cone o the ansers

52/. "he pro)ect oner is extremely concerned a-out the correctness and

acceptance o the or* results. the olloing, hat processes are related to

correctness and results? the olloing, hat processes are related to

correctness and results acceptance?

A. Heriy scope and perorm @uality control

!. ontrol scope and veriy scope

. Administrative closure and perorm @uality Assurance

'. Plan @uality and perorm @uality control

520. Ater the plan @uality process or the clean coal pro)ect, the pro)ect

manager and his team are using an Ishi*aa diagram. What is the purpose o

utiliing this diagram?

A. "o evaluate pro)ect activities hich have the potential to create deects and

assess the deects hich are creating %uality issues

!. Cone o the ansers

. "o revie symptoms to determine the source o the deects and assess the

deects hich are creating %uality issues

'. "o evaluating pro)ect activities hich have the potential to create deects and

revie symptoms to determine the source o the deects


each participant might ocus on one or to o the fve -asic reports. ne o the



fve -asic reports is the status report. the olloing, hich is the -est





pro)ect



522. "he pro)ect to move all existing data rom a 4at data-ase to a relational

data-ase is in the distri-ute inormation process. Which *ey tools are availa-le

during this process?

A. Inormation distri-ution tools and communication methods

!. ommunications processes, communication model, communication methods,

and inormation distri-ution tools

. ommunication methods, communication model, and inormation distri-ution

tools

'. ommunication -loc*ers, communication model, communication processes,

communication methods, and inormation distri-ution tools

525. "he pro)ect manager has scheduled ee*ly status meetings ith the team

and three customer contacts. "he meetings have -een disorganised ith people

addressing their on needs and ta*ing longer than needed on unplanned items

ith no discipline. Which o the olloing ould improve the meetings?

A. reate and pu-lish an agenda

!. reate and pu-lish an agenda, and esta-lish the leader o the meeting

. 3end the team to communication training

'. 'etermining ho is in charge o the meeting


each participant might ocus on one or to o the fve -asic reports. ne o the

fve -asic reports is the orecast reports. ne o the fve -asic reports is the

orecast report. the olloing, hich is the -est description o this type o

report?






pro)ect



55:. the olloing, hich are the *ey outputs o the manage sta*eholders

expectations process?

A. $esolved issues, approved change re%uests, approved corrective actions, and

undated sta*eholder registry

!. &pdated sta*eholder registry, resolved issues, approved corrective actions,

and change re%uests

. Approved corrective actions, resolved issues, and approved change re%uests

'. Approved change re%uests, resolved issues, and updated sta*eholder registry

551. "he pro)ect to create mar*et8-ased pricing or the international outer ear

manuacturing company is very complex. 'uring the plan ris* responses process,

the pro)ect manager and his team assign ris* oners. What is the primary

responsi-ility o each ris* oner?

A. Watching or ris* triggers and telling the pro)ect manager i they occur

!. Watching or additional ris*s on the pro)ect

. Betting the pro)ect manager *no that the ris* has occurred

'. Implementing a ris* response i the ris* event occurs

55(. "he pro)ect manager and his team have )ust completed the identiying ris*s

process or the $osacea out-rea* prevention medication pro)ect. "hey have

categoried the ris*s into categories and applied a graphical ormat to the

inormation. What have they created?

A. $is* chec*list analysis chart

!. $is* pro-a-ilities and impact matrix

. $is* -rea*don structure

'. Prioritied list o %uantifed ris*s



55+. "he pro)ect to upgrade the existing system rolled8out the frst delivera-le, a

module crashed the entire system. In spite o extensive testing, the module

crashed the entire system. "he ris* response plan implementation did not fx the

pro-lem. the olloing steps, hich should -e perormed frst?

A. 'etermine hy the pro-lem occurred

!. 'etermine hy the ris* response plan ailed

. >ix the pro-lem

'. Ad)ust the ris* response plan

55/. A clothing manuacturer is negotiating a contract ith a vendor to providesynthetic material or the pro)ect. "he manuacturer ill avoid a cost8plus8

percentage o the cost contract. Why is that type o contract disadvantageous or

the -uyer?

A. It provides no reason or the -uyer to control cost

!. It provides no reason or the seller to control cost

. It re%uires use o a more detailed re%uest or proposal J$>PK

'. It re%uires the seller to audit all costs incurred

550. As a pro)ect manager, you are managing a pro)ect that has -een in

negotiations ith a partner or more fnancing that could cause the vendor to

stop production on one o your delivera-les i they donDt reach an agreement. A

rumor is out that the vendorDs plant ill -e shutting don -ecause o this issue.

What is the -est course o action to ta*e?

A. Initiate the ris* response plan created or this vendor

!. 3tart contracting other vendors as a -ac*up plan

. ontact the vendor and discuss this pro-lem

'. hange vendors as soon as one is ound

55. "he type o agreement to -uild a sae, modern recreation area or the

grammar school at (::,::: is a cost plus incentive ee contract ith a 0:Q0:

share. 'ue to delays in o-taining the e%uipment, the actual cost is (:0,:::.

What is the total value o the contract?

A. 162,(0:.::





. "o control change -y approval o needed changes and re)ection o unneeded


'. "o eliminate as many changes as possi-le on the pro)ect

561. "he internet pro)ect is 0 complete, more or less, and has had its

challenges. 3enior management tells you that the sponsor has some serious

concerns a-out the pro)ect. !ased on the last status report, hich re4ected that

the pro)ect is on trac* regarding cost, schedule, and scope, you donDt understand

the sponsorDs concern. What should you do frst?

A. "ell senior management that the pro)ect is in good shape

!. Meet ith the sponsor a-out her concerns

. Evaluate the schedule and -udget to veriy the triple constraint health o thepro)ect

'. Ignore senior management -ecause the pro)ect is in good shape

56(. Which o the olloing is an output o a change control system?

A. Approved changes

!. 3igno#

. Impact analysis

'. hange re%uests

56+. "he pro)ect manager or the electric engine improvement pro)ect has



A. "o sho hat or* is to -e done during the pro)ect


. "o control gold plating

'. "o serve as a time8trac*ing system

56/. "he pro)ect to create a ne data-ase system is approximately halay

complete hen a senior manager says that a ma)or change needs to occur ith

the scope o the pro)ect or the system ill not unction in his department henitDs rolled out. 9e urther explains this change is going to delay the anticipated









A. $un chart -ecause it indicates output over time and provides the opportunity

to determine trends and variances

!. pareto diagram -ecause the closer the percentages are on the separate

pro-lems, the easier it is to determine trends and variances

. ontrol chart -ecause it indicates output and highlights trends and variances

'. 3catter diagram -ecause the closer the output resem-les a diagonal line, the

more o-vious trends and variances

6:0. "he company that on the procurement contract is providing additional

unctionality and reporting in an e#ort to in more -usiness rom the customer.

Which o the olloing -est descri-es this situation?

A. "he company is gold plating hich is not a good practice -ecause it createsunreasona-le expectations on the part o the customer

!. the ompany is gold plating hich is a good practice -ecause it increases the

prospect o -eing aarded uture contracts ith that customer

. "he company is gold plating hich is not a good practice -ecause it violates

the standard o delivering the exact product, service, or result that is fnalied in

the pro)ect charter

'. "he company is gold plating hich is a good practice -ecause it exceeds the

standard o delivering the exact product, service, or result that is fnalied in thepro)ect charter

6:. "he pro)ect manager is ta*ing a leave o a-sence and the company has )ust

designated his replacement. "he ne pro)ect manager is *non as a acilitator.

the olloing, hich -est descri-es negative characteristics o this type o

manager?

A. "his style o management is ocused more on the -ig picture than the details

and may let details slip that the impact the timeliness o the pro)ect

!. "his style o management is not proactive and may ail to avert issues in a

timely manner

. "his style o management is ocused on helping employees ta*e on ne s*ills

and roles hich may create %uality issues

'. "his style o management is ocused on specifc activities and goals and may

ail to see opportunities that arise in the pro)ect



6:2. "he pro)ect manager o the systems upgrade pro)ect uses a variety o

poer types. Which o the olloing is an example o Expert Poer?

A. "he pro)ect manager ta*es the most productive team mem-er to lunch at an



the ee*ly meeting

. "he pro)ect managerDs degree and prior or* experience ere in systems

engineering

'. "he pro)ect manager announces that those ho do not complete their tas*s in


6:5. "he pro)ect manager o the system upgrade pro)ect uses a variety o poertypes. Which o the olloing is an example o penalty poer?

A. "he pro)ect manager ta*es the most productive team mem-er to lunch at an


!. "he pro)ect managerDs degree and prior or* experience ere in systems

engineering

. "he pro)ect manager announces that those ho do not complete their tas*s in


'. "he pro)ect manager instructs the team leaders to prepare status reports or

the ee*ly

6:6. "he pro)ect manager is ta*ing a leave o a-sence and the company has )ust

designated his replacement. "he ne pro)ect manager is *non as a visionary.

the olloing, hich -est descri-es negative characteristics o this type o

manager?

A. "his style o management is not proactive and may ail to avert issues in atimely manner >acilitator

!. "his style o management is ocused more on the -ig picture than the details

and may let details slip that impact the timeliness o the pro)ect

. "his style o management is ocused on specifc activities and goals and may

ail to see opportunities that arise in the pro)ect

'. "his style o management is ocused on helping employees ta*e on ne s*ills

and roles hich may create %uality issues



61:. the olloing, hich are the *ey outputs o the manage sta*eholders

process?

A. $esolved issues, approved corrective actions, and updated sta*eholder

registry

!. $esolved issues, approved change re%uests, and approved corrective actions

. $esolved issues, approved change re%uests, approved corrective actions, and

updated sta*eholder registry

'. $esolved issues, approved change re%uests, and updated sta*eholder registry

611. the olloing, hich are the *ey tools availa-le or use during the $eport

perormance process?

A. >orecasting methods, communication methods, or* perormance

measurements, and reporting systems

!. >orecasting methods, communication methods, perormance data gathering,

and reporting systems

. >orecasting methods, communication methods, and reporting systems

'. >orecasting methods, communication methods, variance analysis, and

reporting systems

61(. As a pro)ect manager, you are managing a pro)ect that has many

delivera-les rom outside vendors. ne vendor has -een in negotiations ith a

union that could cause the vendor to stop production on one o your delivera-les.

A rumor is out that the vendorDs plant ill -e shutting don -ecause o a stri*e.

What is the -est course o action you should ta*e?

A. hange vendors as soon as one is ound

!. Initiate the ris* response plan created or this vendor

. ontact the vendor and discuss this pro-lem

'. 3tart contacting other vendors as a -ac*up plan

61+. "here are fve -asic perormance reports. the olloing, hich -est

descri-es the contents o a status report?

A. Inormation related to the state o the schedule, -udget, and scope o the

pro)ect at various parts o time

!. Inormation related to the present overall state o the pro)ect?



. Inormation related to uture pro)ect occurrences

'. Inormation related to recent pro)ect occurrences

61/. "here are fve -asic perormance reports. the olloing, hich -est

descri-es the contents o a variance report?

A. Inormation related to the di#erence -eteen planned and actual occurrences

!. Inormation related to the state o the schedule, -udget, and scope o the

pro)ect at variance parts o time

. Inormation related to recent pro)ect occurrences

'. Inormation related to uture pro)ect occurrences

610. "he inormation technology system or the national poer grid has -een

or*ing ell. "oday, the main control processor crashed, disa-ling the est coast

delivery o poer to our states. Implementation o the ris* response plan didnDt

fx the pro-lem. Which o the olloing steps do they perorm frst?


!. >ix the pro-lem



61. "he team implemented a ris* response plan hen a vendor as una-le to

ulfl a contract commitment. "he response as to choose another vendor.

9oever, in this industry, itDs hard to fnd a good company, and the one selected

isnDt that much -etter. "he ne company is somehat -etter at meeting the

terms o the contract, -ut still has some issues rom time to time. What -est

descri-es these issues?

A. Wor*around

!. 3econdary ris*

. $is* response plan

'. $esidual ris*



612. "he pro)ect manager and the team created change re%uests as a result o

unoreseen occurrences. Which o the olloing -est descri-es the process they

have )ust completed?

A. Plan $is* $esponses hich entails determining hat ill -e done i ris* events


!. Identiy $is* hich entails determining hat ris*s and triggers could occur on

the pro)ect

. Perorm @ualitative ris* analysis hich entails assigning pro-a-ility and


'. Monitor and control ris* hich entails o-serving pro)ect activities or ris*s and

ris* triggers and implementing the means to control them

615. "he reservation system has -een or*ing ell. "oday, the main data-ase

engine has issued a Fdata-ase near capacityG arning. "he customer has

escalated this to a priority one tic*et and notifed the pro)ect manager. "he

arning has triggered a ris* event. Who is responsi-le or processing this ris*

event?

A. 'ata-ase Analyst

!. Pro)ect manager

. $is* revie !oard

'. $is* oner

616. 7ou are the pro)ect manager or*ing ith the customer on a call centre


"he customer needs some modifcations to the scope o the pro)ect due to the

availa-ility o ne unctionality. "his modifcation re%uires that the scope o or*

to the contract -e modifed. Who can modiy the contract?

A. "he contract administrator or the company

!. "he pro)ect manager or the -uyer

. "he pro)ect manager or the seller

'. "he pro)ect managers or the -uyer and seller

6(:. "he contract administrator must *no hat is defned in a contract and

legal opinion. "here are specifc areas o importance that the pro)ect manager



should -e aare o. Which o the olloing is not important part o contract

interpretation;;;.?

A. 3pecifc details associated ith %ualifcation criteria or the or* should -e

defned at an appropriate level o details

!. Any agreement to modiy the contract should -e created and added as an

attachment to the contract

. "he contract supersedes all agreements made prior to contract execution

'. Any changes made to the contract prior to execution should -e handritten

and initialled -y all parties

6(1. Activity A is orth +::, is 1:: complete, and actually cost +0:. Activity

! is orth 1::, is 60 complete, and actually cost 50 so ar. Activity is orth(::, is 20 complete, and has cost 120 so ar. "he total -udget is 1,0::.

What is the cost variance or the pro)ect?

A. 0.::

!. :.5/

. 802.0:

'. 80.::

6((. Activity A is orth (::, is 1:: complete, and actually cost (::. Activity

! is orth 20, is 6: complete, and actually cost 1(: so ar. Activity is orth

(::, is 20 complete, and has cost 120 so ar. "he total -udget is 1,:::.

What is the cost perormance index or the pro)ect?

A. :.55

!. 1.1(

. 1.1

'. :.5/

6(+. Which o the olloing is an example o fxed ormula status reporting?

A. PH multiplied -y complete

!. =etting status updates rom the pro)ect team



. +:Q2: rule

'. "he pro)ect manager updating the status reports %uantitatively

6(/. Which o the olloing is used to control cost8related items on a pro)ect?

A. ontrol costs

!. !udget management plan

. ost management plan

'. Wo* -rea*don structure

6(0. Activity A is orth +::, is 1:: complete, and actually cost +0:. Activity


(::, is 20 complete, and has cost 120 so ar. "otal -udget is 1,0::. What is

the schedule variance or the pro)ect?

A. 800.::

!. :.56

. 00.::

'. :.5/

6(. 7our netor* upgrade pro)ect is almost complete. 7ou have outsourced the

remote upgrades to three di#erent companies or completion. As the pro)ect

closes don, hat comes frst?

A. Assignment o contracts or the next phase


. $elease o resources


6(2. "he pro)ect is in phase o doing procurement audits. It is important to

identiy successes and ailures o the procurement process. "his identifcation is

important or ormal acceptance and closure. What process is the pro)ect in?


!. losing



. lose pro)ect


6(5. "he pro)ect manager has or*ed diligently to complete the pro)ect scope on

time and -udget. "he team has completed the or* o the pro)ect and is getting

signo# rom the customer. When theyDve achieved this, hat theyDve achieved

this, hat ill they have accomplished?

A. Heriy scope

!. >ormal acceptance

. lose procurements

'. Archive pro)ect documentation

6(6. 7our ireless access pro)ect is almost complete. 7ou have outsourced the

netor* fne8tuning to an out8o8state company to complete. As the pro)ect

closes don, hat ill -e completed last?



. Assignment o contracts or the next phase


6+:. "he pro)ect manager is closing the pro)ect and ants to discuss ith the

pro)ect team the success and ailures o the pro)ect and document this

inormation. "his activity is *non as hat?

A. Bessons learned

!. Pro)ect reports

. Perormance reporting

'. Pro)ect archives

6+1. A single8phase medical sotare pro)ect is in the process o closing. "here


olloing is correct?

A. lose pro)ect or phase happens only i the pro)ect is completed as planned



!. lose procurements comes -eore close pro)ect or phase

. lose pro)ect or phase comes -eore close procurements

'. lose pro)ect or phase and close procurements happen at the same time

6+(. What ill the development team have created as a result o completing the

or* o the pro)ect?

A. Pro)ect product


. harter

'. Wor* results

6++. A single8phase construction pro)ect is in the process o closing. "here are a

num-er o processes coming together as things fnish up to complete the or* o

the pro)ect. Which o the olloing is correct?

A. lose pro)ect or phase happens only i the pro)ect is completed as planned

!. lose pro)ect or phase ill come -eore close procurements

. lose pro)ect or phase and close procurements happen at the same time

'. lose procurements ill come -eore close pro)ect or phase

6+/. "he green energy generator upgrade pro)ect has -een completed. As a

result o the recent economic stimulus pac*age that as approved, some

ad)ustments to scope ere made in order to gain approval rom the sponsors.

"he pro)ect manager and her team are in the process o creating the pro)ect

archives. the olloing, hich -est descri-es pro)ect archives?

A. Pro)ect documents that record hat occurred during the pro)ect, hat changes

ere approved, and hat decisions ere made?

!. Pro)ect documents that record hat occurred during the pro)ect, hat changes

ere approved, -asic pro)ect statistics Jscope, time, and costK, and hat

decisions ere made

. Pro)ect documents that record hat occurred during the pro)ect, -asic pro)ect




'. Pro)ect documents that record hat occurred during the pro)ect and hat

changes ere approved and re)ected

6+0. "he team has )ust completed the process o revieing ho the -ridge

expansion pro)ect or*ed. "he team mem-ers analyed hat or*ed ell and

hat didnDt. "hey evaluated the planning, Executing, and changes that ere

approved and re)ected. "hey documented ho various sta*eholders supported

the pro)ect. What process did they perorm?





6+. 7ou are the fnance controller ith your company. 7our )o- is to analye

pro)ects hen they close. "his could -e the result o hen a pro)ect is complete o

-y any other means. When do you expect to close a pro)ect?

A. When a pro)ect runs out o money

!. All the ansers

. When a pro)ect completes scope verifcation

'. When a pro)ect is cancelled

6+2. "he team has )ust completed the or* on a pro)ect that contracted ith a

num-er o vendors. A contract fle as created during the procurement process.

What items must -e contained in this fle?

A. >or each contract, the -idding documentation, the contract, the approved

changes, and the ormal acceptance

!. >or each contract, the contract, the approved changes, and the ormal

acceptance

. >or each contract, the -idding documentation, the amended contract, and the

ormal acceptance

'. >or each contract, the amended contract and the ormal acceptance



6+5. A single8phase medical sotare pro)ect is in the process o closing. "here


olloing is correct?

A. lose pro)ect or phase occurs only i the pro)ect is completed as planned

!. lose pro)ect o phase comes -eore close procurements

. lose pro)ect or phase and close procurements occur at the same time

'. lose procurements comes -eore close pro)ect or phase

6+6. A pro)ect is entering closing phase. "he contract administrator has -een

notifed -y the pro)ect manager to -egin closing the contracts. What must -e

completed -eore the contracts can -e closed?

A. Procurement perormance revies and ormal acceptance

!. hange re%uests and ormal acceptance

. Halidation o the contract terms and conditions and ormal acceptance

'. >ormal acceptance rom the seller

6/:. "he pro)ect to develop an interactive computer reading program or

toddlers has -een completed and pro)ect archives created, What -est descri-es

documents that ma*e up the pro)ect archives?

A. 'ocuments that record hat occurred during the pro)ect, -asic pro)ect


!. 'ocuments that record hat occurred during the pro)ect and hat changes

ere approved and re)ected

. 'ocuments that record hat occurred during the pro)ect, hat changes ereapproved, -asic pro)ect statistics Jscope, time, and costK, and hat decisions

ere made

'. 'ocuments that record hat occurred during the pro)ect, hat changes ere

approved, and hat decisions ere made

6/1. A glo-al leader in the manuacture o construction and mining e%uipment

has made a ma)or commitment to an Asian country, recently moving its pacifc

manuacturing operations to its capital and constructing a large paving productsplant in the country. "he initial pro)ect to purchase and install the e%uipment or



the plant has )ust -een closed. the olloing, hat -est descri-es the point

hen the pro)ect is closed?

A. "he point at hich the veriy scope process is completed or the pro)ect is

cancelled

!. "he point at hich the veriy scope process is completed or the pro)ect team is

released

. "he point at hich the veriy scope process is completed, the pro)ect is

cancelled, or pro)ect unds are depleted

'. "he point at hich the veriy scope process is completed, the pro)ect is

completed, the pro)ect is cancelled, the pro)ect team is released, or pro)ect unds

are depleted

6/(. 7our 'H' training pro)ect is almost complete. 7ou have outsourced the 'H'

creation to an out8o8state company to complete. As the pro)ect closes don,

hat ill -e completed last?


!. Assignment o contracts or the next phase

. losing procurements


6/+. 'uring the planning stage o the pro)ect to deploy a netor* management

solution that ill manage system capacity across physical and virtual servers,

the pro)ect manager and his team ma*e assumptions or scheduling and

-udgeting. What is the most li*ely source or those assumptions?

A. Pertinent human resource and procurement

!. Bessons learned rom prior pro)ects

. Expert )udgement and unctional management input

'. $esource list and chart o accounts

6//. 7ou are the pro)ect manager on a deence pro)ect. "he -uyer ants to get

an idea o ho much he ill pay or cost overruns. With the olloing varia-les,

calculate the point o total assumptionL Expected cost 20,:::R Expected proft

+2,0::R "arget price 6+,20:R !uyerQshare :Q/:R ceiling price

11(,(0:R maximum overruns 10:.



A. 1:0,5+0.++

!. 1:0,5++.++

. 1:0,5+:.++

'. 1:0,(0:.++

6/0. "he pro)ect to streamline the manuacturing processes is closing. "he

pro)ect manager has notifed the contract administrator to -egin closing the

contracts. !eore closing the contract, hat must occur?

A. >ormal acceptance rom the seller

!. Halidation o the contract terms and conditions and ormal acceptance

. Procurement perormance revies and ormal acceptance

'. hange re%uests and ormal acceptance

6/. Which o the olloing is an input to identiy $is*s?

A. $e%uest or inormation J$>IK

!. Pro)ect scope

. $eserve

'. 3cope !aseline

6/2. Which o the olloing is an output o plan @uality?

A. Process Analysis

!. Pro)ect 'ocument updates

. 'esign o experiments

'. ost8!eneft Analysis

6/5. Which o the olloing is an input to identiy ris*s?

A. Planned value JPHK

!. Activity cost estimates

. Percent complete





60+. =iven the olloing fgures on a pro)ect, calculate the earned valueL current

spending e<ciency 1.1L actual cost 1,+15

A. 1,+0:

!. 1,/0:

. 1,0(0

'. 1,0::

60/. =iven the olloing fgures on a pro)ect, calculate the actual costL earned

value +0,:::R current spending e<ciency 1.+

A. (,52+

!. (,665

. (,62+

'. (,6(+

600. =ive the olloing fgures on a pro)ect, calculate the current spending

e<ciencyL earned value /0,:::R actual cost +:,:::

A. 1./

!. 1.0

. 1.+

'. 1.2

60. "he pro)ect manager has tenty8to people reporting to him. >ive more

people are added to the pro)ect. 9o many communication channels ere added

to the pro)ect?

A. +25 channels

!. (0+ channels

. :2 channels

'. 1(0 channels

602. "he pro)ect manager has thirty people reporting to him. 9o manycommunication channels are there?



A. /0

!. +2(

. 2//

'. 111

605. "he pro)ect manager has tenty8our people reporting to him. 9o many

communication channels are there?

A. /+0 channels

!. 2(: channels

. 1+0 channels

'. +:: channels

606. "he pro)ect manager has thirteen people reporting to him. 9o many


A. 61

!. 2+

. 1/

'. (15

6:. "he pro)ect manager has thirty people reporting to him. 9o many


A. 1+: channels

!. 111 channels

. /0 channels

'. 060 channels

61. alculate the expected monetary value o the olloingL :./ pro-a-ility o

(2,+:: &3, :.+ pro-a-ility o 15,::: &3, :.( pro-a-ility o 66,(:: &3, :.1

pro-a-ility o 1/,:: &3.



A. /0,+:: &3

!. +2,(: &3

. /1,6:: &3

'. 5/,:: &3

6(. 7ou are the oner o a landscaping company. As you -egin or* on a

medium8sied pro)ect, you need to rent a lan tractor. "his is the frst time you

have needed the tractor, and you ant to *no i you should -uy or rent it. A

ne lan tractor sells or (,::: and costs (: a day to maintain. 7ou can rent

one or 0: a day ith the maintenance included. 9o many days ould you

need this tool -eore it ould ma*e sense to -uy instead o rent?

A. 2 days

!. 5 days

. 21 days

'. 0 days

6+. 7ou are the oner o a house painting company. 7ou occasionally have the

needed or a porta-le generator. "his tool sells or 1,:: and ould cost +: a

day to maintain. 7ou can rent one or 1(0 a day ith maintenance included.

9o many days ould you need to use this tool -eore it ould ma*e sense to

-uy the tool instead o rent it?

A. 12 days

!. 15 days

. (1 days

'. 10 days

6/. 7ou are the oner o a construction company. As you -egin or* on a small

pro)ect, you need to rent a carpet stretcher. "his is the third time you have

needed the stretcher, and you ant to *no i you should -uy o rent it. A ne

carpet stretcher sells or /00 and costs /: a day to maintain. 7ou can rent one

or 20 a day ith the maintenance included. 9o many days ould you need to

use this tool -eore it ould ma*e sense to -uy instead o rent?

A. 1+ days

!. 1/ days



. 12 days

'. 11 days

60. A pro)ect manager as assigned to manage a pro)ect to upgrade a -ill

payment system or their companyDs e-site. "he pro)ect ill cost the company

0/,6:: over the next ( months. It is pro)ected that revenue and commission

rom transactions rom the e-site ill earn the company 0,:: per month.

9o much time ill it ta*e to recover the cost or this pro)ect?

A. 1: months

!. 0 months

. 10 months

'. (0 months

6. A pro)ect manager as assigned to manage a pro)ect to upgrade a -ill

payment system or their companyDs e-site. "he pro)ect ill cost the company

0,::: over the next 0 months. It is pro)ected that revenue and commission

rom transactions rom the e-site ill earn the company 0,::: per month.


A. 2 months

!. 1+ months

. ++ months

'. (: months

62. A pro)ect manager as assigned to manage a pro)ect to develop a data-ase

system or their companyDs -ro*erage e-site. "he pro)ect ill cost the company

0/+,::: over the next / years. It is pro)ected that revenue and commissionrom transactions rom the e-site ill earn the company 6,5:: per month.


A. (5 months

!. 1/: months

. 5/ months

'. 0 months



65. A pro)ect manager as assigned to manage a pro)ect to integrate real8time

content to their companyDs -ro*erage e-site. "he pro)ect ill cost the company

0(,::: over the next 16 months. It is pro)ected that revenue and commission

rom transactions rom the e-site ill earn the company /,0:: per month.


A. months

!. 1( months

. (6 months

'. 12 months

66. alculate the three8point estimate or the olloingL pessimistic (,

optimistic 12, $ealistic (:.

A. (:.0:

!. 1.0:

. (.(0

'. (1

62:. alculate the three8point estimate or the olloingL pessimistic 1(,ptimistic 2, $ealistic 1:

A. :.5+

!. 6.5+

. 6.2

'. :.6

621. alculate the standard deviation or the olloingL pessimistic 10,

ptimistic 2, $ealistic 6.

A. 6.2

!. 1.++

. 1.25

'. 1:.++



62(. alculate the standard deviation or the olloingL Pessimistic (0,

ptimistic 1+, $ealistic 10.

A. (

!. 12.2

. /

'. 1.++

62+. alculate the standard deviation or the olloingL Pessimistic 1(,

ptimistic /, $ealistic 6

A. 1.++

!. 5.2

. 5.++

'. 1.25

62/. 7ou are the pro)ect manager on a deence pro)ect. "he -uyer ants to get

an idea on ho much they ill pay on cost overruns. With the olloing varia-les

in mind, calculate the point o total assumptionL Expected cost (0:,:::R

Expected proft +2,0::R "arget price (52,0::R !uyerQshare $atio 0:Q0:Reiling price +1(,0::R Maximum overrun 1(0

A. (50,:::.::

!. +::,:::.::

. (2:,:::.::

'. +10,:::.::

620. 7ou are the pro)ect manager on a deence pro)ect. "he -uyer ants to get


in mind, calculate the point o total assumptionL Expected cost 1(0,:::R

Expected proft (0,:::R "arget price 10:,:::R !uyerQshare $atio 50Q10R

ceiling price 1(,0::R Maximum overruns 1+:

A. 1+(,2(:.06

!. 1(0,2+0.(6

. 1/,61.15



'. 1+6,2:0.55

62. 7ou are the pro)ect manager on a deence pro)ect. "he -uyer ants to get


in mind, calculate the point o total assumptionL Expected cost (::,:::R

Expected proft 5:,:::R "arget price (5:,:::R !uyerQshare $atio /:Q:R

ceiling price ((:,:::R Maximum overruns 11:

A. 0:,:::.::

!. /2,0::.::

. 0(,0::.::

'. /0,:::.::

622. An item costs 52:. A depreciation schedule needs to -e set up or this item

over a fve8year schedule ith a value o : at the end o fve years. 3tandard

depreciation ill -e used in the calculation. What is the amount per year this

item ill depreciate?

A. /,+0:.::

!. /+0.::

. 52:.::

'. 12/.::

625. A ne printer that costs ,0:: has )ust -een purchased or your companyDs

graphics department. "he department head is told that she needs to set up a

depreciation schedule or the printer over a three8year period ith a value o :

at the end o this period. 3he ill use standard depreciation in the calculation.

What is the amount per year the printer ill depreciate?

A. (,1.2

!. 16,0::.::

. ,0::.::

'. +,(0:.::

626. An item costs 52:. A depreciation schedule needs to -e set up or this item

over a fve8year schedule ith a value o : at the end o fve years. 3tandard



depreciation ill -e used in the calculation. What is the amount per year this

item ill depreciate?

A. /,+0:.::

!. 12/.::

. /+0.::

'. 52:.::

65:. A server that cost 2,2:: has )ust -een purchased or your companyDs

helpdes* department. "he department head is told that she needs to set up a

depreciation schedule or the ne server over a three8year period ith a value o

: at the end o this period. 3he ill use standard depreciation in the calculation.

What is the amount per year the server ill depreciate?

A. (+,1::.::

!. (,0.2

. +,50:.::

'. 2,2::.::

651. 7ou are leading the data-ase pro)ect. "he cost o your pro)ect is /5,:::.What is the order o magnitude estimate?

A. +,::: to 5/,:::

!. +5,/:: to 0(,5::

. /+,(:: to 00,(::

'. (/,::: to 6,:::

65(. Pro)ect W has a $I o 1(.::, pro)ect V has a $I o +.1:, pro)ect 7 has a

$I o 11.::, and pro)ect T has a $I o +:./:. the olloing, hich ould

yield the highest return on investment?

A. Pro)ect V

!. Pro)ect T

. Pro)ect 7



'. Pro)ect W

65+. 7ou are leading the data-ase pro)ect. "he cost o your pro)ect is

+::,:::.What is the order o magnitude estimate?

A. 10:,::: to ::,:::

!. ((0,::: to 0(0,:::

. (2:,::: to +/0,:::

'. (/:,::: to ++:,:::

65/. Pro)ect W has a $I o 1+.1:, pro)ect V has a $I o (./:, pro)ect 7 has

a $I o /.::, and pro)ect T has a $I o 11.::. the olloing, hich ould

yield the loest return on ilnvestment?

A. Pro)ect 7

!. Pro)ect W

. Pro)ect V

'. Pro)ect T

650. 7ou ere assigned to -e the pro)ect manager o a deence pro)ect. "he cost

o your pro)ect is (0:,:::. What is the rough order o magnitude estimate?

A. 152,0:: to /+2,0::

!. 1(0,::: to 0::,:::

. (::,::: to (20,:::

'. ((0,::: to (52,0::

65. 7ou ere assigned to -e the pro)ect manager o a deence pro)ect. "he cost

o your pro)ect is 1(0,:::. What is the rough order o magnitude estimate?

A. (,0:: to (0:,:::

!. 6+,20: to (15,20:

. 11(,0:: to 1/+,20:

'. 1::,::: to 1+2,0::



652. "he internet upgrade pro)ect as assigned to you. "he cost o your pro)ect

is 120,:::. What is the defnitive estimate?

A. 52,0:: to +0:,:::

!. 1+1,(0: to +:,(0:

. 102,0:: to (:1,(0:

'. 1/:,::: to 16(,0::

655. 7ou are doing some analysis associated ith pro)ect selection. "here is a lot


romL Pro)ect W ith an I$$ o (6.(, Pro)ect V ith an I$$ o 16, Pro)ect 7 ithan I$$ o , and pro)ect T ith an I$$ o +/. Which pro)ect ould you least

li*ely not choose?

A. Pro)ect V

!. Pro)ect T

. Pro)ect 7

'. Pro)ect W

656. Pro)ect W has a $I o +,0::, pro)ect V has a $I o 0,/::, Pro)ect 7

has a $I o /6,6::, and pro)ect T has a $I o ((,5::. =iven the olloing

amounts, hich o the olloing ould you least li*ely select -ased on return on

investment?

A. Pro)ect V

!. Pro)ect W

. Pro)ect T

'. Pro)ect 7

66:. Pro)ect W has a !$ o :.65L1, Pro)ect V has a !$ o :.11L1, Pro)ect 7 has a

!$ or 1.65L1, Pro)ect T has a !$ or (.65L1. Which o the olloing you ould

least li*ely select -ased on !eneft cost ratio?



A. Pro)ect V

!. Pro)ect T

. Pro)ect 7

'. Pro)ect W

661. A contract has -een signed and is expected to cost 2:,::: &3 over a to8

year engagement. At pro)ect completion, the actual costs ere 2,6:: &3, -ut

the pro)ect as -ehind schedule due to delay in shipping. "here is a 2:Q+:

share or any cost savings. What is the total value o the contract?

A. 50,+ &3

!. 5,0+: &3

. 25,51: &3

'. 1,22 &3

66(. A contract has -een signed and is expected to cost 00,::: &3 over a to8

year engagement. At pro)ect completion, the actual costs ere 0(,(0: &3, -ut

the pro)ect as -ehind schedule due to a delay in shipping. "here is a /:Q:


A. 2,+20 &3

!. 1,650 &3

. /5,01: &3

'. 0+,6:: &3

66+. "he contract is expected to cost 0:,::: &3. Actual costs are /(,0:: &3.

"here is a 2:Q+: share or any cost savings. What is the total value o the

contract?

A. //,20: &3

!. 00,6+5 &3

. /:,(20 &3

'. 01,/+ &3



66/. "he contract is expected to cost :,::: &3. Actual costs are 00,5:: &3.

"here is a 0:Q0: share or any cost savings. What is the total value o the

contract?

A. 2(,+20 &3

!. 02,6:: &3

. ,050 &3

'. 0(,11: &3

660. A contract has -een signed and is expected to cost 5:,::: &3 over a to8

year engagement. At pro)ect completion, the actual costs ere /,::: &3, -ut

the pro)ect as -ehind schedule due to a delay in shipping. "here is a +:Q2:


A. 2,5: &3

!. 5,/5: &3

. 20,(:: &3

'. 6/,::: &3

66. A contractor gave you an estimate or your patio pro)ect. 9is rate is +0 per

hourR it ould ta*e him 1: hours to fnish his portion o )o-. What is the total

value o the contract ta*ing into consideration an additional 0:: or materials?

A. 5:.::

!. 50:.::

. 1,//0.::

'. 6+0.::

662. 7ou have contracted a pro)ect coordinator or a short8term pro)ect. 9er rate

is 0: per hourR it ould ta*e her 0 hours to fnish her portion o the pro)ect.

What is the total value o the contract?

A. (0:.::

!. (::.::

. (20.::



'. /(0.::

665. 7ou are contracted a pro)ect coordinator or a short8term pro)ect. 9er rate is

0: per hourR it ould ta*e her 10 hours to fnish her portion o the pro)ect. What

is the total value o the contract ta*ing into consideration an additional /:: or

materials?

A. 6(:.::

!. 1,10:.::

. 1,600.::

'. 1,(0.::

666. A landscape gave you an estimate or redesigning your garden. 9is rate is

0 per hourR it ould ta*e him 50 hours to fnish the )o-. What is the total value

o the contract ta*ing into consideration an additional 1:: or materials?

A. /,0::.::

!. 0,(0.::

. 6,0(.0:

'. ,152.0:

1:::. 7our have contracted an interior designer to renovate your living room. 9er

rate is 50 per hourR it ould ta*e her 0 hours to fnish the )o-. What is the total

value o the contract ta*ing into consideration an additional (0: or materials?

A. ,+0(.0:

!. 6,512.0:

. 0,220.::

'. /,(:.::

1::1. "he data arehouse pro)ect is a-out halay complete at a ma)or retail

client. 7our company is doing the implementation and has telve team mem-ers

in various locations across three di#erent -uildings. ommunication and team8

-uilding has -een a real challenge. Which o the olloing ould fx or improve

this pro-lem?

A. hanging the organisation to a unctional structure



!. o8location

. $eplacing the pro)ect manager

'. 9iring pro)ect coordinators

1::(. Which o the olloing is an example o an Enterprise Environmental

>actor?

A. Pro)ect lie cycle documentation

!. 3ta*e holders ris* tolerance

. 3tandard perormance

'. >inancial, change, and ris* control procedures

1::+. A ne pro)ect has )ust completed the initiating process group. "he

planning process group is getting ready to -egin. Which process has )ust -een



!. 'evelop pro)ect management plan and direct and manage pro)ect execution



1::/. What is the name o the comprehensive document created during the

planning process group?



. Pro)ect charter

'. Pro)ect scope statement

1::0. Which o the olloing roles helps support the pro)ect and resolves

resource con4icts?


!. >unctional management




'. 3ponsor

1::. Which o the olloing is an output o a change control system?

A. Approved changes

!. 3igno#

. Impact analysis

'. hange re%uests

1::2. =iven the complex nature o pro)ects, hich area o change generally has

the highest impact?

A. A change in the company that is creating the pro)ect

!. A change in the mar*et or hich the or* o the pro)ect is intended

. A change in the team on the pro)ect

'. A change in the pro)ect

1::5. 'uring the monitor and control pro)ect or* process or the meaningul

curriculum pro)ect, the pro)ect manager and his team are considering

perormance inormation. the olloing, hich -est descri-es hat they ill

do ith this inormation?

A. 'etermine ho ill have access to the inormation

!. All o the ansers

. 'ocument and trac* the inormation

'. ollect, measure, and interpret the inormation

1::6. "he team has completed the planning process group and received

approval rom the sponsor and senior management to move to the executing

process group. 'uring the executing processes, the team ill they compare their

or* to;..

A. "he sta*e holder expectations




. "he pro)ect actual

'. "he pro)ect -aseline

1:1:. "he approval o the pro)ect charter has -een delayed or ee*s due to

mar*et 4uctuation. &pon approval, you are assigned as the pro)ect manager and

senior management ants you to -egin the planning process group immediately.

When ill you schedule veriy scope?

A. Ater the sponsor defnes hat they ant the pro)ect to create

!. At the end o every phase on the pro)ect

. When the or* o the pro)ect is done

'. When the pro)ect management plan is aaiting signo#

1:11. "he pro)ect manager and his team have )ust collected re%uirements or a

ne system pro)ect. What have they created?

A. $e%uirements tracea-ility matrix, re%uirements management plan,

re%uirements documentation, prototypes o the ma)or screens

!. $e%uirement tracea-ility matrix, re%uirements management plan,

re%uirements documentation, updated pro)ect management plan

. $e%uirements tracea-ility matrix, re%uirement management plan, scope

management plan

'. $e%uirements tracea-ility matrix, re%uirements management plan,

re%uirements documentation

1:1(. All the olloing are true a-out a or* -rea*don structure JW!3K

except;.

A. "he pro)ect management team and the pro)ect manager should -e involved in

creating it

!. It ill resem-le an organisational chart in appearance hen complete

. Activity se%uencing o W!3 components re%uires parallel or concurrent

dependencies

'. It is a decomposition o the or* o the pro)ect



1:1+. the olloing di#erences -eteen the activity8on8node diagramming

method and the arro diagramming method hich is the most accurate?

A. "he activity8on8arro method is more modern than the activity8on8node

method

!. "he activity8on8arro method may only have one predecessor type and the

activity8on8node method may have / predecessor types

. "he activity8on8arro method is a precedence diagramming method and the

activity8on8node method is not

'. "he activity8on8arro method is alays used ith pro)ect scheduling sotare

and the activity8on8node method is manual

1:1/. What does a responsi-ility assignment matrix do or the pro)ect manager?

A. 3hos ho is to perorm the or* and ho long it ill ta*e

!. 3hos ho is to perorm or* in certain areas o the pro)ect

. 3hos hat order the activities come in

'. 3hos ho is on the pro)ect

1:10. 7ou are the pro)ect manager on a pro)ect. 7ou have the or* -rea*don

structure and have -egun su-dividing the pro)ect or* pac*ages into smaller,

more managea-le components. "he output rom this process is critical or

creating the netor* diagram and duration estimates. What process are you

executing and hat is the output?

A. 'efne Activities and activity list

!. 3e%uence Activities and netor* diagram

. develop schedule and pro)ect schedule

'. Estimate Activity durations and duration estimates

1:1. alculate the variance or the olloingL Pessimistic 1(, ptimistic (,

$ealistic 0

A. (.26

!. 0


'. 0.2



1:12. "he estimate activity 'uration process is -eginning or the e-

development pro)ect. What ill the pro)ect manager and his team utilie to

create the estimates?

A. Activity list, activity duration estimates, resource calendars, pro)ect scope

statement, activity resource re%uirements

!. Activity list, resource calendars, pro)ect scope statement, activity resource

re%uirements

. Activity list, activity duration estimates, resource calendars, pro)ect scope

statement, pro)ect management plan, activity resource re%uirements

'. Activity list, resource calendars, pro)ect scope statement, pro)ect

management plan, activity resource re%uirements

1:15. "he I" initiative pro)ect is on schedule and under -udget. "he customer is



management ants to see here the pro)ect stands. Which o the olloing do

you sho them?

A. Milestone chart

!. =antt chart


'. Cetor* diagram

1:16. According to the PM! =uide ourth edition, hich o the olloing are

examples o a schedule?

A. Activity lists, Wor* -rea*don structures, and =antt charts

!. Activity list, Cetor* diagrams, and =antt charts

. Cetor* diagrams, or* -rea*don structures, and =antt charts

'. Activity lists, Cetor* 'iagrams, and or* -rea*don structures

1:(:. In the original netor* diagram %uestion, i Activity = decreases rom fve


A. !'=, 1( days



!. AE, 1/ days

. !>=, 1+ days

'. !'E, 1/ days

1:(1. "he highay pro)ect is in the middle o planning hen the pro)ect manager

presents a status reporting method to the team. "he team mem-ers havenDt

heard o this method -eore. ItDs called earned value. "o attain -uy8in rom the

team, the pro)ect manager -egins to explain hat earned value status reporting

can do or the pro)ect, explaining that it ill measure hich o the olloing?

A. "ime and cost

!. 3cope, time, and cost

. 3cope and cost

'. 3cope and time

1:((. 7ou have 1,::: today and can earn 5. In uture years, ho much money

ill this -e orth?

A. 55+


. 1,(:(

'. 1,120

1:(+. Which o the olloing shos the rate at hich the pro)ect is progressing

compared to hat as planned?

A. 3chedule variance

!. =antt chart

. Hariance report

'. 3chedule perormance index

1:(/. Which o the olloing metrics tells you i you are ahead o schedule?

A. ost variance JHK



!. !udget at completion J!AK

. 3chedule perormance index J3PIK

'. ost perormance index JPIK

1:(0. Which o the olloing is an example o fxed ormula status reporting?

A. =etting status updates rom the pro)ect team

!. PH multiplied -y complete

. "he pro)ect manager updating the status reports %uantitatively

'. +:Q2: rule

1:(. "here is a variance in the manuacturing process that is causing concern

among the team. 3ome results have -een a-ove the specifcation limits, and

some ithin the control tolerances. 7ou ant to learn more a-out the output o

the process over the last month. Which o the olloing items is the most useul

or this purpose?

A. $un chart -ecause it indicates output over time and provides the opportunity

to determine trends and variances

!. Pareto diagram -ecause the closer the percentages are on the separatepro-lems, the easier it is to determine trends and variances

. ontrol chart -ecause it indicates output and highlights trends and variances

'. 3catter diagram -ecause the closer the output resem-les a diagonal line, the

more o-vious trends and variances

1:(2. "he pro)ect manager o a $M application upgrade pro)ect is a six sigma

-lac* -elt and a strong supporter o "@M. Which o the olloing is least li*ely to-e experienced on this pro)ect?

A. !eing proactive. Cot reactive

!. &tiliing leadership and accounta-ility

. Minimiing proactive %uality spending

'. onstant improvement



1:(5. "he team is determining hat is needed on the pro)ect, ocusing on

developing a product -ased on the customer8defned re%uirements. What is this

activity called?

A. Meeting the customers needs

!. Heriy scope

. 'efnition o %uality

'. @ualitative analysis

1:(6. "he company is in the testing phase o its pro)ect. It is trac*ing deects

discovered -y customers ho are testing the pro)ect. =iven the nature o a ne

pro)ect, a variety o deects are -eing discovered. rganiing and prioritiing the

deects is -ecoming a challenge. What tools helps organie this type oinormation and hy?

A. "he pareto diagram is a cumulative history o issues prioritied -y re%uency

!. "he 4ochart is a cumulative history o issues prioritied -y impact on the

pro)ect

. A run chart is a cumulative history o issues prioritied -y re%uency

'. A scatter diagram is a cumulative history o issues prioritied -y impact on the

pro)ect

1:+:. "he pro)ect manager is ocusing on developing the pro)ect team mem-ers

to optimie perormance. "here are a num-er o stages they ill experience on

the ay to maximum output. "he team is going through the norm stage right

no. Which o the olloing -est descri-es hat the team mem-ers are

experiencing?

A. on4ict as their roles are defned

!. on4ict as they -ecome amiliar ith each other

. on4ict as they are gaining momentum as a group

'. on4ict as roles are reassigned as someone leaves the team

1:+1. Beadership and managerial style evolve ithin the pro)ect management

lie cycle. the olloing, hich is the -est description o the evolution o

leadership and managerial style?

A. 'irecting, coaching, delegation, acilitation, and support



!. 'irecting, mentoring, acilitation, and support

. 'irecting, mentoring, delegation, acilitation, and support

'. 'irecting, coaching, acilitation, and support

1:+(. 3enior management has promoted their -est electrical engineer to the

position o engineering pro)ect manager. "he promotion as -ased on the 9alo

"heory. the olloing, hat is the -est defnition o the 9alo theory?

A. An e#ective employee in a discipline ill -ecome an e#ective employee in

another discipline

!. An e#ective employee in a discipline ill -ecome an e#ective manager in that

discipline

. An e#ective employee in a discipline ill -ecome an e#ective employee in

another discipline ith training

'. An e#ective employee in a discipline ill -ecome an e#ective manager in that

discipline ith training

1:++. "he pro)ect manager o the systems upgrade pro)ect uses a variety o

poer types. Which o the olloing is an example o penalty poer?

A. "he pro)ect manager announces that those ho do not complete their tas*s in


!. "he pro)ect managerDs degree and prior or* experience ere in systems

engineering

. "he pro)ect manager instructs the team leaders to prepare status reports or

the ee*ly meeting

'. "he pro)ect manager ta*es the most productive team mem-er to lunch at an


1:+/. the olloing, hich are the *ey tools and techni%ues o the Ac%uire


A. Ac%uisition, negotiation, netor*ing, pre8assignment, and virtual teams

!. Ac%uisition, negotiation, interpersonal s*ills, netor*ing, pre8assignment, and

virtual teams

. Ac%uisition, negotiation, interpersonal s*ills. Pre8assignment and virtual teams

'. Ac%uisition, negotiation, pre8assignment, and virtual teams



1:+0. the olloing, hich are the *ey tools availa-le or use during the

identity sta*eholders process?

A. 3ta*eholder analysis and expert )udgement

!. 3ta*eholder analysis, sta*eholder management strategy chart, and expert

)udgement

. 3ta*eholder analysis, poerQinterest grid, and expert )udgement

'. 3ta*eholder analysis, sta*eholder management strategy chart, poerQinterest

grid, and expert )udgement

1:+. "here are fve -asic perormance reports. the olloing, hich -estdescri-es the contents o a status report?

A. Inormation related to the present overall state o the pro)ect





1:+2. the olloing, hich are the *ey tools and techni%ues o the plan

communications process?

A. ommunications re%uirements analysis, inormation distri-ution tools

!. ommunications re%uirements analysis, communication technology,

communication methods, and communication models

. ommunications analysis, inormation distri-ution tools, communication

technology, communication methods, and communication models

'. ommunication analysis, communication technology, communication

methods, and communication models

1:+5. "he pro)ect manager sent a communication to the pro)ect manger o a

related pro)ect re%uesting a copy o the communications management plan used

on the related pro)ect. the olloing, hich -est descri-es the communication

type sent -y the pro)ect manager?

A. >ormal, o<cial, internal, vertical communication



!. Inormal, uno<cial, internal, vertical communication

. >ormal, o<cial, internal, horiontal communication

'. >ormal, uno<cial, internal, horiontal communication

1:+6. As a pro)ect manager, you are managing a pro)ect that has many



A rumor is out that the vendorDs plant ill -e shutting don -ecause o a stri*e.


A. ontact the vendor and discuss this pro-lem

!. 3tart contacting other vendors as a -ac*up plan

. hange vendors as soon as one is ound

'. Initiate the ris* response plan created or this vendor

1:/:. "he pro)ect manager and the team have made ris*8related contract

decisions and updated the ris* register and pro)ect management plan. Which o

the olloing -est descri-es the process they have )ust completed?

A. Monitor and control ris* management hich entails o-serving pro)ect activities

or ris* and ris* triggers and implementing the means to control them

!. Perorm @ualitative ris* analysis hich entails assigning pro-a-ility and


. Identiy ris* hich entails determining hat ris*s and triggers could occur on

the pro)ect

'. Plan ris* response hich entails determining hat ill -e done i ris* events


1:/1. Perorm @ualitative ris* analysis uses a variety o tools or analysis. Which

o the olloing is most closely associated ith this process?

A. A pro-a-ility and impact matrix

!. "he expected monetary value JEMHK ormula

. "emplates or or*around documentation

'. $is* triggers determination



1:/(. "he pro)ect manager and the team are perorming the identity ris*s

process. "hey have learned recently that ris* categoriation ill help organie



A. Initiating, planning, Executing, monitoring and controlling, closing

!. 3cope, time, cost

. @uality, schedule, -udget

'. External, internal, technology, personnel

1:/+."he company is concerned a-out its position during the economic

donturn. Its E is a ris* ta*er. several strategies on the ta-le or

consideration, hich is he most li*ely to pursue?

A. "rying ne mar*et that do not re%uire signifcant investment hile mandating

traditional F-elt8tighteningG procedures


. Mandating that senior management lay the ground or* or a reduction in

orce in the event it is necessary

'. Entering a relatively untested mar*et in the hope o signifcant reard

1://.In discussing ris* ith his pro)ect team, the pro)ect manager -egins the

conversation -y defning ris*. Which o the olloing is the most accurate

defnition o ris*?

A. A possi-le negative event

!. A possi-le positive event

. Ansers and J!K

'. A negative issue that occurs as a result o uncertain actors

1:/0. All the olloing are reasons or outsourcing or* except;;

A. 7our company doesnDt have excessive capacity or the or*

!. 7our company doesnDt possess the s*ill needed or the or*

. 7our company has excessive capacity or the or*




ith the or*

1:/. "he pro)ect ill -e using a vendor to purchase netor* upgrade pro)ect.

"he -uyer o the e%uipment is providing the list o models and %uantity o each

piece o e%uipment that it ants to purchase. "he pro)ect manager is considering

hat type o procure document to use. What type o document ill not -e

considered?

A. $e%uest or comments J$>K



'. $e%uest or %uote J$>@K

1:/2. All the olloing items are re%uirement o a legal contract legal except;..

A. A purpose or the contract

!. A proposition to exchange something o value or something o value

. A -uyer and seller ith the capacity to enter into a contract

'. A -uyer illingness to accept a sellerDs o#er

1:/5. "he pro)ect ill -e using a company to provide the technicians or a

national netor* upgrade pro)ect. "he services -uyer is providing to the

prospective services seller a greatly detailed description o hat it ants the

seller to do on the pro)ect. What type o document is -eing provided to the

seller?

A. $e%uest or proposals J$>PK


. $e%uest or %uote J$>@K

'. Invitation or -id JI>!K

1:/6. 7our company is involved in a ne pro)ect that has highly sensitive

inormation and intellectual property. "he ne pro)ect is pro)ected to increase

inventory -y 1:. =iven this, hich o the olloing ma*es the most sense hen

planning the pro)ect?



A. utsourcing and having the partner sign a non8disclosure agreement

!. 9aving only the creators o the idea or* on the pro)ect to control ho *nos


. utsourcing to an o#shore development acility so your local competitors


'. Ma*ing the product internally

1:0:. 7ou are a pro)ect manager involved in procuring (,:::,::: o

inrastructure e%uipment. As negotiations -egin -eteen you company and the

vendor, you realise that you -rother or*s or this company, -ut not in the

department that manuactures the e%uipment. What is your proessional and

social responsi-ility?

A. $emain on the pro)ect, -ut remove yoursel rom the negotiations

!. $emain on the pro)ect, -ut help another pro)ect manager negotiate the

contract

. Alert management and ollo its direction on the situation

'. $emain on the pro)ect since your -rother or*s in a di#erent department

1:01. As a pro)ect manager, you frst priority is to accomplish the or* o the

pro)ect. Ater this or* is achieved, you exercise proessional and social

responsi-ility -y helping pro)ect team mem-ers gain experience and *noledge

-ased on the or* and activities on the pro)ect. What is the -est method you can

use to help them gain this experience and *noledge?

A. $evie the assumptions used on the pro)ect ith the team

!. "horoughly discuss the pro)ect constraints ith the team

. $evie and discuss historical inormation ith the team

'. Analye and discuss lessons learned ith the team

1:0(. A pro)ect manager is managing a pro)ect that has three development

groups in the &.3., Napan, and Australia. "his ill -e a challenge -ecause o the

time di#erence and cultures. What is the -est thing the pro)ect manager can do

to minimie the di#erence in culture -eteen the groups?

A. !uy a -oo* or each team mem-er on the culture o the people o the &.3.,

Napan, and Australia



!. 'o team8-uilding through video conerencing

. 'o team8-uilding hile the mem-ers co8locate to one site during planning

phase

'. 9ave the pro)ect manager study the cultures o each nation

1:0+. A career minded -usiness analyst or a pac*aged ood producer has -een

designated to participate in a high profle, high priority pro)ect. "he company is a

pro)ectied organisation. 9o does the organisational structure -eneft the

analyst?

A. 3he ill gain -usiness unit competency

!. 3he ill -e a-le to ocus on the pro)ect ithout the distraction o departmental

or*

. &pon completion o the pro)ect, she can return to her department

'. More visi-ility ith her unctional manager

1:0/. the olloing, hich is the most comprehensive defnition o a pro)ect?

A. A colla-orative enterprise that delivers a product, service, or result

!. An environment created to deliver a product, service, or result

. An initiative that has a specifc purpose, creates specifc results, and is

temporary in nature

'. An initiative that has a specifc purpose, creates specifc results, has a defnite

start and end date, and is temporary

1:00. Which o the roles ould control resources in a -alanced matrix

environment?


!. 3ponsor

. 3enior management


1:0. Which o the olloing is not a regulation?



A. $etention o records or schedule I and II drugs

!. Bead8-ased paint haard reduction act

. Memorialiing all pro)ect related meetings

'. Airorthiness standards

1:02. "he international mining company is -eginning human resource execution

or the Cgano valley precious metal extraction pro)ect. the olloing, hich

are the *ey tools and techni%ues availa-le to the pro)ect manager?

A. "raining, scheduling s*ills, team8-uilding activities, ground rules, co8location,

recognition and reard.

!. o8location, team8-uilding activities, ground rules, training, communications*ills, and recognition and reard

. Management s*ills, training, team8-uilding activities, co8location, recognition

and reard, and ground rules

'. =round rules, team8-uilding activities, co8location, recognition and reard,

interpersonal s*ills, and training

1:05. Every one has a customer pro)ect at the fnancial services company is in

the planning stage. "he purpose o the pro)ect is to insure that each employee is

aare o his responsi-ilities to his customers, even i those customers are co8

or*ers. At this time, they are fnaliing *ey outputs or develop human resource

plan. the olloing statements, hich is correct?

A. "he *ey output o the develop human resource plan is the human resource

plan

!. "he *ey output o the develop human resource plan is the sta<ng

management plan

. "he *ey out put o the ac%uire pro)ect team is the human resource plan

'. "he *ey output o the ac%uire pro)ect team is the sta<ng management plan

1:06. As the team develops into a perorming organisation, it evolves. the


A. on4ict ill li*ely occur as team mem-ers gain momentum as a group

!. on4ict ill li*ely occur as roles are defned




team

'. on4ict ill li*ely occur as team mem-ers -ecome amiliar ith each other

1::. "he pro)ect manager o the pro)ect to develop proprietary sotare or the

accounting department uses his poer to advance the pro)ect. the olloing,

hich is the -est example o the pro)ect managerDs reard poer?

A. "he pro)ect manager has a degree and 1: years experience in fnancial

accounting


the ee*ly meeting

. "he pro)ect manager presents the most productive team mem-er ith areserved par*ing place near the entrance or one month

'. "he pro)ect manager announces that a -onus ill only -e given to those ho

complete assigned tas*s in a timely manner ithout sacrifcing %uality

1:1. "he electronics pro)ect is going through planning to create a less costly

version o an existing product. In evaluating the triple constraint, hich o the

olloing is the highest priority?

A. "ime

!. 3cope

. "hey are all e%ual unless otherise stated in the charter

'. ost

1:(. 7ou are the chie pro)ect manager o the PM ith your company. 7our )o-

is to analye pro)ects hen they close and validate the e#ectiveness o thepro)ect e#ort. "he pro)ect closing could -e the result o hen a pro)ect is

complete or -y any other means. When ould you expect to close a pro)ect?

A. When a pro)ect runs out o money

!. All o the ansers

. When a pro)ect completes veriy scope

'. When a pro)ect is cancelled



1:+. 7ou are the pro)ect manager or*ing ith the customerDs netor* upgrade

implementation. 7our company is responsi-le or the installation and testing o

hardare and iring. "he customer has re%uested modifcations to the scope o

the pro)ect due to the availa-ility o ne unctionality and that means

modifcations to the contract. Who can modiy the contract?


!. "he pro)ect manager or the seller

. "he contract Administrator or the company

'. "he pro)ect managers or the -uyer and seller

1:/. "he company is purchasing 2 des*top computers, 2 monitors, 2

standard des*top sotare pac*ages, and 2 content management sotarepac*ages to accommodate the participants in an upcoming pro)ect to e#ectively

manage internal and regulatory inormation. What type o contract ill it li*ely

use?

A. Purchase order -ecause it is a general purchase vehicle or commodity

purchases

!. >ixed8price -ecause the price ill -e loc*ed in

. Cet +: -ecause interest charges are avoided i you pay the entire cost ithin

+: days

'. Cet 6: -ecause interest charges are avoided i you pay the entire cost ithin

6: days

1:0. 7our company has a single source non8competitive procurement policy in

place or temp services. What is the primary mechanism re%uired or the via-ility

o this policy?

A. A mechanism that insures that there is no impropriety or unreasona-le pricing

!. A mechanism that insures there is no price gouging

. A mechanism that insures there are no *ic*8-ac*s

'. A mechanism that insures there is no inappropriate relationship -eteen the


1:. "he produce companyDs pro)ect to upgrade the rerigeration units

nationally ill use a vendor to purchase and install the units. "he vendor isproviding a list o the unit models it intends to purchase, along ith the %uantity



or each unit. "he pro)ect manager must determine the appropriate procurement

document or the situation. What type o document ill the pro)ect manager not

consider hen ma*ing her determination?

A. $e%uest or comments J$>K

!. $e%uest or @uote J$>@K


'. $e%uest or inormation J$>IK

1:2. A pro)ect manager has -een assigned to manage a pro)ect to develop a

$I3 processor in a oreign country. "he pro)ect manager must -e on8site or

eight months. "he pro)ect manager is having pro-lems ad)usting to this )o- and

the environment he is around every day. What could cause this pro-lem?

A. "ime di#erence

!. ost di#erences

. ulture di#erences

'. Banguage di#erences

1:5. 7ou are the pro)ect manager or a pro)ect that has ten main delivera-les.ne delivera-le is a ne version o a video merging system. 7ou have completed

the pro)ect on time and on -udget. A vendor is no starting the rollout o the

ne sotare to its customers. "he vendor has scheduled you to help ith the

rollout. What is your response to the vendor?

A. As* or a schedule to see hat the timeliness are or each installation

!. ontact the vendor to discuss the fnancial cost or your help

. onsult your manager on your schedule

'. "ell the vendor that the scope o the pro)ect has -een ulflled, the pro)ect is

closed and you are no longer availa-le

1:6. A pro)ect manager is in the execution phase o a high visi-le pro)ect and a

ma)or milestone is due in three ee*s. "he pro)ect manager has discovered that

the vendorDs delivera-les or this milestone ill -e fve ee*s late. What should

the pro)ect manager do?

A. $eport the status o the milestone

!. 'o not report this pro-lem in the status meeting



. 9alt all payments to the vendor until the delivera-le is received

'. Meet ith the team and -rainstorm ho to create a or*around or this

pro-lem

1:2:. A team mem-er has come to you and reported that or* due today is

going to -e fve ee*s late. "he team mem-er has re%uested that you do not

report this to senior management. What is your proessional responsi-ility to the

pro)ect?

A. Issue a status report that does not contain this inormation

!. $eport status accurately and timely

. "he manager has helped you so you onDt report the slip, hoping it gets -ac*

on schedule

'. Wait until you have some goods nes to report ith the -ad nes

1:21. 'uring product testing or the loan processing system, a variety o deects

are -eing discovered. rganising and prioritiing these deects is -ecoming a

challenge. the olloing tools, hich ould -e o greatest use to the pro)ect


A. "he pareto diagram provides a cumulative history o issues prioritied -yre%uency

!. A run chart provides a cumulative history o issues prioritied -y re%uency

. "he 4ochart provides a cumulative history o issues prioritied -y impact on

the pro)ect

'. A scatter diagram provides a cumulative history o issues prioritied -y impact

on the pro)ect

1:2(. "he security system company re%uires its management to em-race the

"@M philosophy. ne o its current pro)ects involves the development o a ully

automated security system that uses eye scanning to grant access to specifc

areas. Which approach ill the company most li*ely ta*e during testing o the

system?

A. 3ample testing, -ecause the cost o population testing is prohi-itive

!. Population testing, -ecause o the num-er o parts in the scanning system

. Population testing, -ecause the cost o population testing is prohi-itive





policy ith additional coverage or damage rom sprin*lers, clean up, and loss o

revenue. Adding this insurance is an example o hat?

A. onormance to %uality

!. onormance to I3 6:::

. Addressing pure ris*

'. Addressing -usiness ris*

1:22. "he pro)ect manager and his team are holding their frst ris* meeting ith

su-)ect matter experts J3MEsK. "he pro)ect manager starts the meeting o# -y

going over ris* related defnitions and hands out a reerence card ith the

defnitions to all 3MEs. What is the most li*ely ris* defnition he ill include in the

hand out?

A. A possi-le positive event

!. A possi-le negative event

. A negative issue that occur as a result o uncertain actors

'. A possi-le positive or negative event

1:25. "here are a num-er o -rea*don structures that can -e created or apro)ect. Which o the olloing is a valid -rea*don structure ith an accurate

description?

A. !ill o materials, a listing o the components, assem-lies, and su-8assem-lies

used to -uild the product

!. $is* -rea*don structure, a listing o ris*s grouped -y pro-a-ility o

occurrence and ordered -y severity o impact

. $esource -rea*don structure, a graphical illustration o the availa-ility o

resources

'. rganiational -rea*don structure, a graphical illustration o the relationship

-eteen the structures o the pro)ect participants and the accomplishment o

pro)ect activities

1:26. A pro)ect manager has completed the scope statement o the pro)ect. "he

customer and sponsor have shortened the schedule -y our ee*s and decided

that the or* -rea*don structure ill -e excluded. "he pro)ect manager inorms

the customer and sponsor that this process creates the or* -rea*don



structure JW!3K or their pro)ect. Which anser -est explains hy the W!3 is so

important to a pro)ect?

A. It provides a hierarchical diagram o the pro)ect

!. It is used or estimating activities, cost, and resources

. It provides templates that can -e reused on other pro)ects

'. It helps in team commitment to the pro)ect

1:5:. A glo-al technology company has initiated a pro)ect to develop and deploy

a ne reporting system. "he pro)ect is nearing the hal8ay mar* hen the

pro)ect manager is inormed -y a mem-er o senior management that the

system ill not or* or his department unless there is a ma)or change in scope,

hat should the pro)ect manager do frst?

A. "ell the senior manager FnoG -ecause it ill negatively impact the schedule

!. Bet the senior manager *no ho the change ill delay the pro)ect

. Meet ith the team to determine the impact such a change ill have on the

pro)ect

'. Implement change control to incorporate the ne or*

1:51. A ma)or manuacturing company has initiated a pro)ect to determine the

-est course o action to ta*e in response to the ne Fgreen lasG recently

passed -y congress. "he company has many plants located in the &.3. and

overseas, some o hich have -een in place or decades and ill li*ely not -e

cost e#ective to modernie. "he E has arned that this pro)ect ill rise or all

-ased on e#ective communications. 'uring the plan communications process,

the pro)ect manager and his team ill rely on to *ey inputs. Which o the

olloing is a *ey input o the process?

A. ommunication models hich documents the codingQdecoding techni%uesavaila-le or pro)ect documentation

!. ommunications technology hich documents the communication vehicles

availa-le or the pro)ect

. 3ta*eholder registers hich contains a list o sta*eholders and their needs

'. Pro)ect charter hich indicates -usiness areas and individuals associated ith

the pro)ect



1:5(. In perorming management o the pro)ect, the pro)ect manager spends a

large percentage o her time communicating. Which o the olloing is the -est

advantage o doing this on the pro)ect?

A. An accurate communication management plan


. A greater emphasis on successul integration o the various pieces o the

pro)ect

'. A detailed pro)ect fle

1:5+. "he pro)ect to deliver secure, individualied e-8-ased reporting

capa-ilities is especially sensitive to getting the 'istri-ute inormation process

right. the olloing, hich are the *ey inputs that ill -e utilied during thisprocess?

A. 3ta*eholder register, pro)ect management plan, communications management




'. 3ta*eholder registers and pro)ect management plan

1:5/. "he pro)ect manager and his team are considering communication

re%uirements or the pro)ect to align all mar*eting e#orts ith the ne strategy

adopted -y the company. Which o the olloing is not an example o a

communication re%uirement?

A. 3teps to ta*e regarding a pro)ect change rea%uest

!. Cames and contact inormation or the mem-ers o the pro)ect change control

-oard

. Pro)ect status meeting time and location

'. "he pro)ect unctionality re%uired -y the primary customer

1:50. A re%uest or a copy o the communications management plan as sent to



the re%uest?

A. Internal, ormal, o<cial, vertical communication



!. >ormal, o<cial, internal, horiontal communication

. &no<cial, inormal, internal, vertical communication

'. 9oriontal, ormal, uno<cial, internal, communication

1:5. Activity A is orth 5::, is 1:: complete, and actually cost 5::.

Activity ! is orth +::, is 6: complete, and actually cost /5: so ar. Activity

is orth 5::, is 20 complete, and has cost 2:: so ar. "he total -udget is

/:::. What is the cost perormance index or the pro)ect?

A. :.55

!. :.5/

. 1.1/

'. 1.16

1:52. "as* A is orth 0::, is 5: complete, and actually cost 0::. "as* ! is

orth /0:, is 20 complete, and actually cost /:( so ar. "as* is orth

::, is 6: complete, and has cost 00: so ar. "he total -udget is +:::.

What is the total Earned value or the tas*s listed?

A. 1(22.0

!. 1/0(

. +:::

'. 100:

1:55. "he pro)ect management team or the pro)ect to move the proprietary

application sotare rom H! to U U needs to determine i the pro)ect is ahead

o schedule. Which o the olloing metrics should it use?

A. ost variance JHK

!. !udget at completion J!AK

. ost perormance index JPIK

'. 3chedule perormance index J3PIK

1:56. "he pro)ect manager o the retooling pro)ect has -een replaced -y thecompany in an e#ort to fnish the pro)ect ithin -udget. "he replacement pro)ect



manager must calculate the remaining amount cost o the pro)ect -ased on

spending e<ciency to date. What ormula ill the replacement pro)ect manager

use to ma*e this determination?

A. Estimate at completion

!. !udget remaining

. Estimate to complete

'. ost variance

1:6:. "he pro)ect manager and her team are deciding on the approach they ill

ta*e hen preparing reporting updates or the pro)ect to create rules or the

rules -ased system. "he team has determined that most o the activities to -e

included in the reports are less than to reporting periods. "o accommodate this,hich o the olloing is the -est ormat to use?

A. >orecast reporting

!. Earned value reporting

. Weighted milestone reporting

'. >ixed ormula progress reporting

1:61. In revieing the -enefts and challenges o a pro)ectied, matrix and

unctional organisation, hich o the olloing is considered an advantage o a

unctional organisation?

A. 9aving a place to go hen the pro)ect starts

!. 9aving to o-tain approval rom pro)ect management

. ptimiation or a single ocus on the pro)ect

'. !usiness unit competency

1:6(. A 1:! overseas company is implementing ormal pro)ect management in

its organisation. It has decided to implement a pro)ect management o<ce JPMK.

In creation o this structure they have strong executive support, a solid

methodology including templates, nely certifed pro)ect managers and a state

o the art time management system. Which o the olloing do they need frst to

ensure the -est pro-a-ility o success?

A. learly defned goals and o-)ectives or the PM

!. A detailed set o templates





1:6. "he pro)ect team has )ust started planning as a result o the charter -eing

signed. the olloing, hich does the charter not provide?

A. ontains or ma*e reerences to the pro)ect description

!. =ives the pro)ect existence

. 'efnes the scope statement

'. utlines the pro)ect managerDs authority

1:62. "here are a num-er o -rea*don structures that can -e created or a

pro)ect. Which o the olloing is a valid -rea*don structure ith an accurate

description?

A. $is* -rea*don structure, a listing o ris*s grouped -y pro-a-ility o

occurrence and ordered -y severity o impact

!. !ill o materials, a listing o the components, assem-lies, and su-8assem-lies

used to -uild the product

. rganisational -rea*don structure, a graphical illustration o the relationship

-eteen the structure o the pro)ect participants and the accomplishment o

pro)ect activities

'. $esource -rea*don structure, a graphical illustration o the availa-ility o

resources

1:65. "he security systems manuacturer has initiated a pro)ect to develop an

advanced explosives detection system that can -e integrated ith most ma)or

-aggage screening systems. 'uring the create W!3 process, the pro)ect

manager and his team are creating -rea*don structures. the olloing,

hich is not a valid -rea*don structure?

A. $is* -rea*don structure

!. $esource -rea*don structure

. !ill o materials

'. ommunication -rea*don structure

1:66. Which o the olloing -est descri-es the loest level o decomposition or

the or* -rea*don structure JW!3K?



A. !rea*ing don or* here the -ottom levels o the W!3 represent or*

pac*ages

!. !rea*ing don or* here itDs -udgeted, scheduled and completely and

clearly defned

. !rea*ing don or* here itDs -udgeted and scheduled

'. !rea*don or* here itDs completely and clearly defned

11::. As the pro)ect manager and team are involved in the perorm @ualititative

ris* analysis process, they are considering the impact and pro-a-ility o ris*s.

What tools and techni%ues are not availa-le or use during this process?

A. 'ecision trees

!. Monte carlo simulation

. Pro-a-ililities ta-les

'. Earned value management JEHMK

11:1. the olloing, hich is an example o a varia-le, indirectly cost or the



!. 3alaries o su-)ect matter experts or pro)ect

. >ees to print materials in the get started *it or ne intranet

'. >ees to mar*eting company to create a get started *it or ne intranet

11:(. 'uring the pro)ect planning pro)ect, the pro)ect team is or*ing ith the

accounting department to set up accounts that ill -e used to esta-lish and

trac* -udgets associated ith the or* o the pro)ect. "his is *non as hat?

A. Accounting codes

!. !udget coding

. W!3 num-ering

'. hart o accounts



11:+. "he pro)ect to design an active ear line using a nely developed, plant8

-ased -reatha-le a-ric recently replaced its pro)ect manager is *non as a

acilitator. the olloing, hich -est descri-es negative characteristics o this

type o manager?

A. "he acilitator is ocused on specifc activities and goals and may ail to seeopportunities that arise in the pro)ect

!. "he acilitator is not proactive and may ail to avert issues in a timely manner

. "he acilitator is ocused on helping employees ta*e on ne s*ills and roles

hich may create %uality issues

'. "he acilitator is ocused more on the -ig picture than the details and may let

details and may let details slip that impact the timeliness o the pro)ect

11:/. As the team develops into a perorming organisation, it evolves. the


A. on4ict ill li*ely occur as team mem-ers -ecome amiliar ith each other

!. on4ict ill li*ely occur as team mem-ers gain momentum as a group


team

'. on4ict ill li*ely occur as roles are defned

11:0. "o ensure a successul outcome to the ne sotare development pro)ect,

the pro)ect manager uses ormal poer. Which o the olloing is an example o

ormal poer?

A. "he pro)ect manager has internet access -loc*ed or those ho do not

complete their tas*s in a timely manner ithout sacrifcing %uality

!. "he pro)ect manager re%uires each team leader to deliver a 081: minute

presentation to complement the discussion topic or the ee*ly pro)ect meetings

. "he pro)ect manager or the pro)ect to upgrade the accounting system has 0

years o systems architecture engineering experience or a ortune 0::

accounting frm

'. "he pro)ect manager aards 1:: git cards to the most productive team

mem-er and the most innovative team mem-er hen a ma)or milestone is

reached



11:. In connection ith a recent ac%uisition, the human resource management



intervieed. "he lead candidate or the accounting system director position has


A. 'evelop pro)ect team

!. Ac%uire pro)ect team

. Estimate activity resources


11:2. "he pro)ect manager and his team are holding their frst ris* meeting ith

su-)ect matter experts J3MEsK. "he pro)ect manager starts the meeting o# -ygoing over ris*s related defnitions and hands out a reerence card ith the

defnitions to all 3MEs. What is the most li*ely ris* triggers defnition he ill

include in the hand out?

A. A ris* triggers is an indicator that a ris* event ill occur

!. A ris* triggers is an indicator that a ris* event has occurred

. A ris* trigger is the same as a ris*

'. A ris* trigger is an indicator that a ris* event could occur

11:5. "he pro)ect to develop mar*eting materials or the ne online lending

company is concluding the planning processes. "he pro)ect manager and her

team have )ust created the pro)ect management plan in accordance ith -est

practices. What -est descri-es hat they included in the plan?

A. Harious management plans, -udget, schedule, approved and re)ected change

re%uests

!. 3chedule, -udget, change management plan, and ris* register

. hange management plan, schedule, -udget, and various management plans

'. $is* register, -udget, various management plans, schedule, and change

management plan

11:6. ontinuous pro-a-ility distri-utions graphically represent uncertainty in

time and cost values and are used extensively in modelling and simulation.

the olloing, hich -est descri-es ho !eta 'istri-ution is used?



A. It is used or statistical or scientifc computing

!. It is used to model events hich must to ta*e place ithin an interval that has

a minimum and maximum value

. It is used or pro)ect related computing

'. It is used in -usiness modelling -ecause its parameters JMinimum, most li*ely,

and MaximumK are easily understanda-le

111:. "he team has )ust completed the process o revieing ho the -ridge

expansion pro)ect or*ed. "he team mem-ers analyed hat or*ed ell didnDt.

"hey evaluated the planning, Executing, and changes that ere approved and

re)ected. "hey documented ho various sta*eholders supported the pro)ect.

What process did they perorm?





1111. A large part o a pro)ect managerDs time is spent communicating. What is

the main -eneft o this activity to the pro)ect?

A. A greater emphasis on successul integration o the various pieces o the

pro)ect

!. A detailed pro)ect fle

. An accurate communications management plan

'. A theory 7 management style

111(. "he team has )ust completed the process o evaluating ho the pro)ect


evaluated the planning and executing. "hey documented ho the sponsor and

senior management supported the pro)ect. What process did they perorm?


!. losing the pro)ect or phase





111+. "he charter has )ust -een signed or the education inrastructure upgrade

pro)ect. "here are items in the pro)ect charter that include varia-les -ased on

past similar pro)ects and industry data. "hese varia-les ere used to help

esta-lish the high level parameters defned in the charter. Which o the olloing-est descri-es this?


!. Activity resource re%uirements

. Assumptions that impact the pro)ect


111/. 7ou are the pro)ect manager or a highay construction pro)ect. 7ou have







1110. "he pro)ect manager is creating an estimate or -uilding a company WAC

Jide area netor*K. It is something that is ne to the pro)ect manager and his

team, and they ant to ma*e sure all the or* o the pro)ect is covered. "hey

decide to create a -ottom8up estimate. All the olloing are advantages o this

type o estimate except;;.

A. It provides team -uy8in hen they help create it

!. It provides supporting detail o the estimate

. It has a greater degree o accuracy -ecause o the detail at hich it as

created

'. It ta*es a great amount o time to create

111. the olloing statements a-out the critical path, hich is accurate?

A. I head o schedule, a pro)ect can have negative slac*

!. "here can only -e one critical path per pro)ect



. "he critical path is the longest path on the pro)ect netor* diagram

'. "he least pro)ect ris* occurs on the critical path

1112. &sing the original netor* diagram %uestion, hat is the slac* o Activity

'?

A. "o days

!. ne day

. >our days


1115. As a pro)ect team is or*ing on creating the pro)ect management plan or

the oreclosure reduction pro)ect, they are creating the netor* diagram. Which

o the olloing -est descri-es hat the netor* diagram provides or the pro)ect

manager and her team?

A. "he order in hich the activities ill occur and the duration o each activity

!. "he schedule details o the pro)ect, including tas*s, durations, se%uence, and

resources

. "he order in hich the activities ill occur and the resources assigned to eachactivity

'. "he order in hich the pro)ect activities ill occur

1116. "he crossind oot-all stadium pro)ect is to ee*s ahead o schedule

ith three team mem-ers or*ing on it. "o o these team mem-ers are or*ing

on the critical path8related items. What is the slac* o the critical path?

A. Plus to ee*s


. : JTeroK

'. Cegative to ee*s

11(:. "he company is implementing a stricter and more proactive %uality

standard or pro)ects in an attempt to improve the %uality culture. nce

implemented, hich o the olloing impacts on the product support departmentis most li*ely to occur?



A. Increased arranty support

!. 'ecreased arranty support

. Increased inventory re%uirements

'. 'ecreased inventory re%uirements

11(1. "he pro)ect manager and his team are using an ishi*aa or fsh-one

diagram during the plan @uality process or the coal extraction pro)ect. the

olloing, hich -est descri-es the reason they are utiliing this diagram?

A. "o assess the deects hich are creating %uality issues?

!. "o evaluate pro)ect activities hich have the potential to create deects?

. "o revie symptoms to determine the source o the deects

'. ! and

11((. 7ou are a pro)ect manager trying to decide hat %uality approach to

implement at your company. 7ou have decided that it is in the -est interest o the

company to do testing hile in the developing phase to get immediate eed-ac*.

"his philosophy is *non as hat?


!. Perorm @uality assurance

. I3 6::: %uality system


11(+. "he fnance department is -uilding a call centre or its ne auto fnance

division. "he pro)ect manager and his team completed a model pro)ect

management plan. What components o the plan ill they most li*ely reerence

during the pro)ectDs perorm @uality ontrol process?

A. omplete testing matrix developed or auto loan call centres

!. Accepta-le %uality management methodology specifcs

. 'etailed process improvement plan

'. learly defned standards o accepta-le completion criteria



11(/. "here are fve -asic perormance reports. the olloing, hich -est

descri-es the contents o a progress report?

A. Inormation related to the di#erence -eteen planned and actual

occurrences?





11(0. Although the communications model only contains three components,there is another acet o communications that must -e considered. the

olloing, hich -est descri-es that other acet?

A. >eed-ac*, specifcally in regard to message interpretation

!. onfrmation, specifcally trac*ing communication receipt

. Medium, specifcally the special usages o a proessional group

'. Medium, specifcally the techni%ue that dictates the ormat o a message

11(. As a pro)ect manager, you are managing a pro)ect that has many



A rumour is out that the vendorDs plant ill -e shutting don -ecause o a stri*e.


A. 3tart contacting other vendors as a -ac*up plan

!. ontact the vendor and discuss this pro-lem

. Initiate the ris* response plan created or this vendor

'. hange vendors as soon as one is ound

11(2. "he pro)ect team is discussing i it should develop or -uy a sotare

pac*age. "here is one ee* o slac* time in the pro)ect and in8house expertise to

develop the pac*age. Analysis results indicate that in8house expertise ill re%uire

ten days or development. What is the most logical determination o the

discussion?



A. "he sotare pac*age should -e outsourced -ecause the company doesnDt

have excessive capacity or the or*

!. "he sotare pac*age should -e outsourced -ecause the company doesnDt

possess the s*ills needed or the or*

. "he sotare pac*age should -e developed in8house -ecause the company

has excessive capacity or the or*

'. "he sotare pac*age should -e developed in8house -ecause the company is

concerned a-out protecting the inormation associated ith the or*

11(5. All the olloing are advantages o centralied contracting except;;

A. areer path or contract administrators

!. Bac* o career path or contract administrators

. Expertise in the contracting area

'. ontract administrators have team8mates or contract8related support

11(6. "he pro)ect utilies a vendor to provide the technicians or a national

netor* upgrade pro)ect. "he -uyer agrees to pay the vendor an incentive ee.

the olloing, hich is the most logical reason the -uyer ould pay the ee?

A. "he -uyer ants to ensure that the vendor ill -e responsive to any issues

that arise during the upgrade

!. "he -uyer ants to ensure that the vendorDs standard o productivity is

aligned to that o the -uyer

. "he -uyer ants to ensure that the vendor ill or* ell ith the -uyerDs

employees


11+:. Which o the olloing -est descri-es a unilateral contract?

A. "he seller esta-lishes a price, and the -uyer simply has to purchase the item

!. "he -uyer and seller esta-lish contract parameters during a single negotiation

session

. "he -uyer esta-lishes a not8to8exceed price or the seller to accept or re)ect

'. "he seller esta-lishes a not8to8exceed price or the -uyer to accept or re)ect



11+1. 7ou are studying or your PMP certifcation ith a study group and a

mem-er o your study group and a mem-er o your study groups says he has a

copy o %uestions rom a PMP Examination. 7ou have -een studying the PMI code

o Ethics and proessional conduct. What is your primary responsi-ility asdescri-ed -y this document?

A. Inorm PMI o this possi-le violation

!. ontinue to study ith the group -ecause your exam time is next ee*

. ontinue to study ith them -ecause it has not -een proven that these are

exam %uestions

'. Inorm the group that you cannot study ith them -ecause these could -e

exam %uestions

11+(. As a condition o -eing hired as pro)ect manager or a deence company,

you must sign a non8disclosure agreement. the olloing, hich is the -est

description o this document?

A. "he signer agrees to a-ide -y the deence secrets sections o the standards

or the national industrial security program JCI3PK

!. "he signer agrees to accede to the terms o the deence security service J'33K

as detailed in the document

. "he signer agrees to limit discussions o the pro)ect to designated personnel

'. "he signer agrees to limit discussion o the pro)ect to designated personnel in

accordance ith the terms o the standards or the national industrial security

program JCI3PK

11++. A glo-al technology company has introduced visual tools and sta#ed its I"

department ith highly trained individuals to help transorm its legacy enterprise

applications into agile applications. "he pro)ect to upgrade the accounting

application has -een initiated. Its pro)ect charter lists a airly aggressive

implementation date, our -usiness units as sponsors, and Bimits the percentage

o the I" sta# that can -e dedicated to the pro)ect. the olloing, hat has the

greatest potential or creating issues during the pro)ect?

A. on4icting goals o the sponsors

!. the implementation team

. "he creation o the or* -rea*don structure



'. Managing change

11+/. the olloing, in accordance ith -est practices, ho should create the



A. "he pro)ect manager alone

!. "he pro)ect manager and the pro)ect management team

. "he pro)ect oner alone

'. "he oner o the pro)ect, the pro)ect manager, and the pro)ect management

team

11+0. What is the most accurate -eneft -elo or using a or* authoriation

system?


!. "o sho hat or* is to -e done in the pro)ect


'. "o help ensure that or* is done in the appropriate se%uence

11+. "he electronics pro)ect is going through planning to create a less costly

version o an existing product. In evaluating the triple constraint, hich o the

olloing is the highest priority?

A. 3cope

!. "ime

. ost

'. "hey are all e%ual unless otherise stated in the charter

11+2. "he pro)ect to develop a more e#ective medical device or racture

management has ten team mem-ers and is three ee*s ahead o schedule. >our

o the team mem-ers are or*ing on critical8path related items. In discussing

pro)ect ith a *ey sponsor, the pro)ect manager credits those our team

mem-ers ith the excellent progress and verifes the slac* o the critical path.

What is the slac*?

A. Cegative three ee*s



!. : JTeroK

. "here is insu<cient inormation to determine the slac*

'. Plus three ee*s

11+5. Beads and Bags can cause delays and acceleration in a schedule. "his can

-e helped hen the goals o the schedule change. Which o the olloing is the

-est example o a lag?

A. "he latest a telephone system can -e ordered rom the manuacturer ithout

delaying the pro)ect

!. "he critical path

. "he need or concrete to cure an additional day -ecause o the eather -eorepainting the par*ing lines

'. "he earliest a ne Ethernet sitch can -e ordered rom the manuacturer

11+6. "o determine the 4oat, hich ormula should you use?

A. Bate start8early start JB38E3K or late fnish8late start JB>8B3K

!. Bate fnish8early fnish JB>8E>K or late fnish8late start JB>8B3K

. Bate start8early start JB38E3K or early fnish8early start JE>8E3K

'. Bate fnish8early fnish JB>8E>K or late start8early start JB38E3K

11/:. "he revie o the pro)ect to develop an interactive computer reading


includedL an evaluation o planning, execution, approved changes, and re)ected

changesR an analysis o hat or*ed and hat didnDt and documentation o the

manner in hich the sta*eholders supported the pro)ect. the olloing, hichis the -est description o this process?


!. 'irecting and managing pro)ect or phase

. losing the pro)ect or phase




11/1. "he pro)ect manager is revieing testing output data rom the C&!&3

system. =enerally, the data loo*s good other than one issue. 9e o-serves seven

consecutive data points on one side o the mean in three areas on the control

chart, hat is this called?

A. "oo loose o specifcation limits

!. Accepta-le measurements

. Buc*y seven gets eleven

'. A violation o the seven run rule

11/(. 'uring testing, the pro)ect team should eliminate special cause variations

in a timely manner. 9o should the team address common cause variations?

A. ommon cause variations should -e addressed -eore special cause variations

!. ommon cause variation should -e ignored

. ommon cause variations should -e addressed through long8term process

improvements

'. ommon cause variations should also -e eliminated in a timely manner

11/+. 'uring product testing or the loan processing system, a variety o deectsare -eing discovered. rganiing and prioritiing these deects is -ecoming a

challenge. the olloing tools, hich ould -e o greatest use to the pro)ect


A. A run chart provides a cumulative history o issues prioritied -y re%uency

!. "he pareto diagram provides a cumulative history o issues prioritied -y

re%uency

. A scatter diagram provides a cumulative history o issues prioritied -y impact

on the pro)ect

'. "he 4ochart provides a cumulative history o issues prioritied -y impact on

the pro)ect

11//. N Michaels is *non or producing products ith consistently excellent

%uality. "he pro)ect manager and his team em-race the prevention versus

inspection approach to %uality. Which o the olloing is the -est description o

this approach?

A. A proactive to eliminate deects and potential deects rom the process



!. A proactive approach to increase the sta-ility and repeata-ility o a process

. A reactive approach to eliminate deects and potential deect rom the process

'. A reactive approach to increase the sta-ility and repeata-ility o a process

11/0. Nust8in8time inventory is -eing put into place at the auto parts

manuacturer. "he manuacturer -elieves policy ill not only help minimie

excess inventory cost, it ill also improve e<ciency. Ideally, hat is the amount

o the inventory needed or this type o process?

A. 1: o current levels

!. Tero plus a -u#er predefned -y the organisation

. Ideally, ero ith supplies o-tained only hen the product is -eing -uilt

'. "here is insu<cient inormation to determine the anser

11/. "en people report to the pro)ect manager. "o more people are added to

the pro)ect. 9o many communication channels ere added to the pro)ect?

A. (/ channels

!. (1 channels

. (( channels

'. (+ channels

11/2. "he pro)ect has seven people on it. "hree more are added. What is the

total num-er o communication channels added to the pro)ect?

A. (/ channels

!. /0 channels

. (1 channels

'. channels

11/5. the olloing, hich are the *ey outputs o the manage sta*eholders

expectations process?

A. Approved change re%uests, resolved issues and updated sta*eholder registry

!. Approved corrective actions, resolved issues, and approved change re%uests



. &pdated sta*eholder registry, resolved issues, approved corrective actions,

and change re%uests

'. $esolved issues, approved change re%uests, approved corrective actions and


11/6. "he pro)ect manager is hosting her frst -idderDs conerence. Which o the

olloing should she -e sure to not -e involved in at the -idderDs conerence?


!. Assurance that the vendors have a clear, common understanding o the

procurement




110:. A pharmaceutical companyDs re-randing pro)ects is in the process o

closing. "he pro)ect re%uired materials designed -oth in8house and -y a variety

o vendors. Which o the olloing is correct?

A. lose pro)ect or phase occurs only i the pro)ect is completed as planned

!. lose pro)ect or phase comes e -eore close procurements

. lose pro)ect or phase and close procurements occur at the same time

'. lose procurements comes -eore close pro)ect or phase

1101. A -uyer and seller are negotiating the type o contract they ill use or the

pro)ect to deploy the ne system nationally. !oth ant to o-tain the -est terms

possi-le ith minimal ris* and -oth ant to consummate the transaction. What

type o contract ould or* -est in this situation or the -uyer and or the seller?

A. >irm >ixed8price and fxed8price incentive

!. >irm fxed8price and cost8plus percentage o cost

. >irm fxed8price and time and materials

'. >irm fxed8price and cost8plus incentive ee

110(. What are the fve phases o a pro)ect management lie cycle?



A. Initiating, planning, executing, monitoring and controlling, closing

!. $e%uirements, system development, testing, &A"

. Initiating, planning, executing, testing, closure

'. Initiating, planning, executing, testing, signo#

110+. Which o the olloing roles controls resources and manages a -usiness

unit?


!. 3enior management

. 3ponsor

'. Pro)ect management

110/. What is the deal pro)ect manager unction regarding pro)ect changes?


!. "o delay changes re%uests to the change control -oard

. "o expedite all change re%uests to the change control -oard

'. "o prevent the change control -oard rom seeing any more change than it

needs to see

1100. What are fve process group used in PMI methodology?

A. Initiating, planning, executing, monitoring and controlling, closing

!. $e%uirements, system development, testing, &A"

. Initiating, planning, executing, testing, closure

'. Initiating, planning, executing, testing, signo#

110. In defning a milestone, hich o the olloing is most correct?

A. It defnes the phase o a pro)ect

!. It has duration o no more than one day

. It has duration o ero J:K



'. It has value in the pro)ect charter -ut not in the plan

1102. "he pro)ect team is involved in decomposition o the or* o the pro)ect.

What to things ill they create as a result o decomposition on the pro)ect?

A. Wor* pac*ages and activity lists

!. Activity lists and activity duration estimates

. Activity resource estimates and activity se%uences

'. Wor* pac*ages and activity se%uences

1105. "he !ig three recovery pro)ect has received 15.+! &3 in unding and a

detailed plan has -een created or execution. "he plan includes regulatory

oversight associated ith the pro)ect delivera-les. Which o the olloing -est

descri-es hen to execute scope verifcation?

A. Ater the sponsor defnes hat they ant the pro)ect to create


. Ater each delivera-les is completed

'. At the end o every phase on the pro)ect

1106. "he or* -rea*don structure represents hat?

A. "he schedule

!. "he decomposition o the activity list

. "he decomposition o the or* o the pro)ect

'. "he activity list o the pro)ect

11:. "he planning process group is progressing. "he team has involved a

num-er o expert options in trying to approximate the cost needed to complete

pro)ect activities. "his process is *non as?

A. ontrol costs

!. Estimate costs

. Analogous Estimating

'. 'etermine !udget



111. "he pro)ect team is planning an upgrade to a clientDs e- site and

inrastructure. 'uring planning, the team mem-ers discover that the la- here

the staging server is to reside does not have su<cient space, orcing the clients

to lease another -uilding. "his -uilding ill also -e shared ith anotherdepartment. What type o cost is this?

A. Indirect

!. 'irect

. Indirect fxed

'. Haria-le

11(. What is the range o a rough order o magnitude J$MK estimate?

A. 80: to U 0:

!. 8+:: to U20

. 81: to U 1:

'. 80 to U1:

11+. Activity A is orth (::, is 1:: complete, and actually cost (::.

Activity ! is orth 20, is 6: complete, and actually cost 1(: so ar. Activity

is orth (::, is 20 complete, and has cost 120 so ar. "he total -udget is

1,:::. What is the cost perormance index or the pro)ect?

A. :.55

!. :.5/

. 1.1(

'. 1.1

11/. "he pro)ect has had some challenges. Mem-ers o the team have needed

constant supervision to perorm the activities or hich they are responsi-le,

they do not seem to trust management, and oten appear unmotivated. "his is

an example o hat?

A. "heory V environment

!. "heory 7 environment



. Insu<cient pro)ect team training

'. Insu<cient team -uilding

110. the olloing, hich is the most complete defnition o the team

development lie cycle?

A. >orm, storm, norm, perorm, ad)ourn

!. >orm, storm, inorm, perorm, and ad)ourn

. >orm, storm, inorm, reorm, ad)ourn

'. >orm, storm, norm, reorm, ad)ourn

11. the olloing, hich are the *ey inputs o the develop pro)ect team sta#

process?

A. Pro)ect management plan, organisational theory, resource calendars, and

pro)ect sta# assignments

!. Pro)ect management plan, training, resource calendars, and pro)ect sta#

assignments

. Pro)ect management plan, training, organisational theory, resource calendars,


'. Pro)ect management plan, resource calendars, and pro)ect sta# assignments

112. the olloing, hich are the *ey tools and techni%ues o the develop


A. "eam8-uilding activities, co8location, training, ground rules, communication


!. "eam8-uilding activities, co8location, training, ground rules, scheduling s*ills,


. "eam8-uilding activities, co8location, training, ground rules, management


'. "eam8-uilding activities, co8location, training, ground rules, interpersonal


115. the olloing, hich is the primary tool used in creating the ris*management plan?



A. Planning meetings and analysis

!. Inormation gathering techni%ues

. 'ata gathering and representation techni%ues

'. $is* urgency assessment

116. A pro)ect is in the planning stage. "he pro)ect manager and her team are

perorming @uantitative $is* analysis, specifcally considering the pro-a-ility and

impact ris*s. "he team is revieing hat tools and techni%ues can -e used. All o

the olloing are tools and techni%ues used In @uantitative ris* analysis except

or;.

A. Pro-a-ility distri-ution

!. Monte carlo simulation

. 'ecision trees

'. Earned monetary value JEMHK

112:. "he construction company has -een aarded a /:M contract to -uild an

upscale community shopping centre. the olloing, hich is the -est example

o an exploit type o ris* response strategy?

A. "he company hires illegal aliens and pays them only (0 o the salary

received -y documented or*ers

!. "he company realies the ad)oining land ill increase in value upon

completion o the pro)ect, so it purchases the ad)oining land at current prices

c. "he company purchases materials -elo the grade specifed in the contract,

although satisying local -uilding standards

'. "he company hires illegal aliens and pay them scale, -ut does not provide the

-enefts given to the union or*ers

1121. 7ou are a pro)ect manager ho is involved in the procurement o police

cars and security e%uipment or the city government you or* in. As

negotiations -egin -eteen the city and the vendor, you realie that your

-rother or*s or this company -ut in a di#erent department. What is your

proessional responsi-ility?

A. $emove yoursel rom the pro)ect

!. !ecause he or*s in a di#erent, you can remain on the pro)ect



. $emain on the pro)ect, -ut remove yoursel rom the negotiations

'. $emain on the pro)ect, -ut help another pro)ect manager negotiate the

contract

112(. 7ou are the pro)ect manager or a pro)ect that has ten main delivera-les.

ne delivera-le is a ne version o a video merging system. 7ou have completed

the pro)ect on time and on -udget. A vendor is no starting the rollout o the

ne sotare to its customers. "he vendor has scheduled you to help ith the

rollout. What is your response to the vendor?

A. As* or a schedule to see hat the timeliness are or each installation

!. ontact the vendor to discuss the fnancial cost or your help

. onsult your manager on your schedule

'. "ell the vendor that the scope o the pro)ect has -een ulflled, the pro)ect is

closed, and you are no longer availa-le

112+. 7ou have -een helping a senior manager at your company to -ecome a

pro)ect management proessional, and you are aare that this manager has met

the re%uirements -y alsiying the num-er o pro)ect management training hours

on the PMP application. 9e *nos that you are aare o this and lets you *no

that your uture at the company ill -e negatively impacted i you donDt *eepthis a secret and support him. As a pro)ect management proessional, hat are

you re%uired to do?

A. $eport this discrepancy to the areaDs PMI chapter

!. $eport to senior management this activity

. $eport this activity to PMI or corrective action

'. Ignore this -ecause the manager is the senior pro)ect manager at your

company

112/. 7ou are a pro)ect manager at a utility company. 7ou have successully

completed the or* on a su-station pro)ect. As part o proessional responsi-ility

as a pro)ect manager, you should do hat?

A. 9ave a party cele-rating the successul completion o the pro)ect

!. "han* mem-ers or their contri-ution

. reate a letter o recommendation or team mem-ers or their personal fles



'. 9elp team mem-er gain *noledge and experience in pro)ect management

1120. A pro)ect manager is in the execution phase o a highly visi-le pro)ect and

a ma)or milestone is due in three ee*s. "he pro)ect manager has discovered

that a vendorDs delivera-le or this milestone ill -e fve ee*s late. What should

the pro)ect manager do?

A. Meet ith the team and -rainstorm ho to create a or*around or this

pro-lem

!. $eport the status o the missed milestone

. 9alt all payments to the vendor until the delivera-les is received

'. 'o not report this pro-lem in the status meeting

112. Which o the olloing roles controls resources and manages a -usiness

unit?



. 3ponsor


1122. A ! company is implementing ormal pro)ect management in its

organisation. It has decided to implement a pro)ect management o<ce JPMK. In

the creation o this structure, hich o the olloing is the -est option to have in

place to help ensure success o the organisation?

A. A solid time8reporting system or all the team mem-ers

!. ompetent pro)ect managers

. A detailed set o templates

'. learly defned goals and o-)ectives or the PM

1125. What is an organisation that controls pro)ect managers, documentation,

and policies called?

A. "ight matrix



!. Pro)ectied

. >unctional


1126. "he pro)ect team has -egun development on a very important pro)ect in a






approach?


!. "otal @uality management

. Extreme programming

'. Progressive ela-oration

115:. Which o the olloing is the most important )o- or the pro)ect manager?

A. ontrolling sta*eholders

!. ontrolling unnecessary change


'. Exceeding customer expectations

1151. "he pro)ect manager and his team are perorming the direct and manage

pro)ect execution process or the process, hich o the olloing -est descri-es

hat they ill produce?

A. 'elivera-les, or* perormance inormation, pro)ect management plan


!. 'elivera-les, pro)ect statement o or*, pro)ect management plan updates,

and change re%uest status updates

. 'elivera-les, or* perormance inormation, pro)ect management plan

updates, and change re%uest status updates

'. 'elivera-les, pro)ect statement o or*, pro)ect management plan updates,

and change re%uests



115(. "he pro)ect is going ell until a sta*eholder re%uests a signifcant change

-ased on a modifcation in the sta*e holderDs -usiness process. "he change could

totally alter the or* o the pro)ect. "he change re%uest and its impact analysis

are going -eore the change control -oard or revie and potential approval.What is the purpose o the change control -oard?

A. "o eliminate as many changes as possi-le on the pro)ect

!. "o control change -y approval o needed changes and re)ection o unneeded


. "o or* ith the change control manager or analying changes

'. "o analye changes that is re%uested or the pro)ect

115+. 'uring the monitor and control pro)ect or* process or the meaningul

curriculum pro)ect, the pro)ect manager and his team are considering

perormance inormation. the olloing, hich -est descri-es hat they ill

do this inormation?

A. 'etermine ho ill have access to the inormation

!. All o the ansers

. 'ocument and trac* the inormation

'. ollect, measure, and interpret the inormation

115/. Aside rom the act that the sponsor changed tice, the e8commerce

pro)ect has gone ell. "he pro)ect is perorming monitoring and controlling o the

pro)ect or*. What ill they ocus on most?

A. Pro)ect management plan, Approved change re%uests, and perormance

reports

!. Pro)ect management plan, pro)ect schedule, approved change re%uests, and

perormance reports

. Pro)ect management plan, pro)ect schedule, and perormance reports

'. Pro)ect management plan and perormance reports

1150. "he telecom company is doing a %uarterly portolio revie. =iven the state





pursue a pro)ect?

A. "o minimie employee churn

!. "o increase mar*et penetration or the Asian mar*et -y /:

. "o ensure that all servers at distri-ution centres are less than to years old

'. "o provide regulatory compliance

115. Pro)ect A is to months long, has three sta*e holders, and has completed

the planning process group. Pro)ect ! is 1( months long, has 1: sta*e holders,

and is in the monitoring and controlling process group. Pro)ect is 1( months

long, has three sta*eholders, and is in the planning process group. Which pro)ect

is most li*ely to experience scope creep?

A. Pro)ect A

!. Pro)ect !

. Pro)ect


1152. 'uring the create W!3 process or the fnancial reporting improvementprocess, as planning evolves, the team could create all the olloing -rea*don

structures except the ;.

A. !ill o materials

!. $esource -rea*don structure

. ris* -rea*don structure

'. @uality -rea*don structure

1155. "he approval o the pro)ect charter has -een delayed or ee*s due to

mar*et 4uctuation. &pon approval, you are assigned as the pro)ect manger and

senior management ants you to -egin the planning process group immediately.

When ill you schedule veriy scope?

A. When the pro)ect management plan is aaiting signo#


. At the end o every phase on the pro)ect



'. Ater the sponsor defnes hat they ant the pro)ect to create

1156. 7ou are the pro)ect manager on a "H transmission toer pro)ect. 'ue to

the rough terrain, the scope o the pro)ect had to -e modifed to compensate or

the re%uired oundation changes. 7ou need to veriy that these changes have

-een put in place. What -est helps you determine this?

A. Pro)ect scope statement updates

!. 3cope control system

. 3cope changes

'. $e%uirements management plan

116:. As the pro)ect team is or*ing on creating the pro)ect management plan

or the oreclosure reduction pro)ect, they are creating the netor* diagram.

Which o the olloing -est descri-es hat the netor* diagram provides or the

pro)ect manager and her team?

A. "he order in hich the activities ill occur and the duration o each activity

!. "he schedule details o the pro)ect, including tas*s, durations, se%uence, and

resources

. "he order in hich the activities ill occur and the resources assigned to each

activity

'. "he order in hich the pro)ect activities ill occur

1161. In the original netor* diagram %uestion, i Activity = decreases rom fve


A. !'=, 1( days

!. !>=, 1+ days

. !'E, 1/ days

'. AE, 1/ days

116(. "he pro)ect manager is creating an estimate or -uilding a company WAC

JWide area netor*K. It is something that is ne to the pro)ect manager and his

team, and they ant to ma*e sure all the or* o the pro)ect is covered. "hey

decide to create a -ottom8up estimate. All the olloing are advantages o this

type o estimate except;.



A. It provides team -uy8in hen they help create it

!. It provides supporting details o the estimate

. It has a greater degree o accuracy -ecause o the details at hich it as

created

'. It ta*es a great amount o time to create

116+. A pro)ect manager as assigned to manage a pro)ect to develop pin*

idgets or the pro)ect managerDs company. "he pro)ect ill cost the company

0:,::: over the next 1( months. It is pro)ected that the idgets ill earn the

company (:,0:: per month. 9o much time ill it ta*e to recover the cost or

this pro)ect?

A. +( months

!. (5 months


'. + months

116/. "he pro)ect manager has scheduled several meetings to acilitate

inormation sharing ith the customer and the pro)ect management team. "he

meetings have -een unorganied, chaotic, and lac*ing direction. Which o the

olloing is least li*ely to improve the meetings?

A. 'etermination o ho is in charge o the meeting

!. 3ending the team to communication training

. reating and pu-lishing an agenda and esta-lishing the leader o the meeting

'. reating and pu-lishing an agenda

1160. Which o the olloing metrics tells you i you are ahead o schedule?

A. ost perormance index JPIK

!. 3chedule perormance index J3PIK

. !udget at completion J!AK

'. ost variance JHK



116. "he company that on the procurement contract is providing additional

unctionality and reporting in an e#ort to in more -usiness rom the customer.

Which o the olloing -est descri-es this situation?

A. "he company is gold plating hich is a good practice -ecause it increases the

prospect o -eing aarded uture contracts ith that customer

!. "he company is gold plating hich is not a good practice -ecause it creates

unreasona-le expectations on the part o the customer

. "he company is gold plating hich is a good practice -ecause it exceeds the

standard o delivering the exact product, service, or result that is fnalied in the

pro)ect charter

'. "he company is gold plating hich is not a good practice -ecause it violates

the standard o delivering the exact product, service, or result that is fnalied in

the pro)ect charter

1162. "he team is involved in defning hat is needed to ensure %uality or its

pro)ect. ne team mem-er says, F'o it right the frst timeG. Another team

mem-er says, FBetDs incorporate a method that reduces errors and helps the

company ma*e money.GWhat -est descri-es this process?

A. >itness or use

!. Tero 'eects

. aiens

'. "@M

1165. "he pro)ect management team is or*ing in the Executing phase o the

pro)ect. "here are to sponsors and 1/ sta*eholders on the pro)ect. Which o the

olloing is the most li*ely to ocus on communication at this point in the pro)ect

to ensure the pro)ect achieves the %uality standards esta-lished in planning?

A. 'uring revision planning

!. At *ey interace points here the various or* pac*ages come together

. In negotiating the pro)ect manager assignment

'. When the change control -oard J!K meets

1166. "he pro)ect manager o the n8line loan Application interace pro)ect

instructs his team to ensure that the perorm @uality assurance process isperormed thoroughly. What is involved in this process involve?



A. Identiying %uality re%uirements or the pro)ect and product, and auditing

them appropriately


. Evaluating proposed %uality initiatives considering actors such as expected


'. Implementing predefned and validated methodologies to recording the results


1(::. 7ou are perorming the plan @uality process on a pro)ect. "he sponsor puts

into the pro)ect charter that the %uality standard anted on the pro)ect is UQ8 (

3igma. "his translates to hat ?

A. 60./

!. 5.(

. 66.2+

'. 0:

"he pro)ect manager has created the human resource management plan and is

getting ready to start the pro)ect soon. $esumes are -eing revieed and some

people have -een intervieed. "he lead candidate or the technical architecture

position has -een o#ered a position. In hat process is the pro)ect managerinvolved?

A. 'evelop pro)ect team

!. 9iring and intervieing

. Ac%uire pro)ect team

'. Estimate activity resources

1(:(. As the pro)ect manager is or*ing through the lie cycle o the pro)ect,

hich o the olloing -est descri-es ho his approach to managing the pro)ect

could evolve?

A. 'irecting, mentoring, acilitation, and support

!. 'irecting, coaching, acilitation, and support

. 'irecting, coaching, delegation, acilitation, and support

'. 'irecting, mentoring, delegation, acilitation, and support



1(:+. "he pro)ect is experiencing con4ict as the pro)ect evolves. the olloing,

hich is the most common set o tools the pro)ect manager can utilie to

minimie con4icts?

A. =round rules, group norms, and pro)ect management practices

!. =round rules, interpersonal s*ills, netor*ing, and pro)ect management

practices

. =round rules, group norms, netor*ing, and pro)ect management practices

'. =round rules, interpersonal s*ills, and pro)ect management practices

1(:/. the olloing, hich is the most complete defnition o the team

development lie cycle?

A. >orm, storm, inorm, perorm, and ad)ourn

!. >orm, storm, norm, perorm, and ad)ourn

. >orm, storm, norm, reorm, and ad)ourn

'. >orm, storm, inorm, reorm, and ad)ourn

1(:0. the olloing, hich are the *ey tools and techni%ues o the plan

communications process?

A. ommunications re%uirements analysis, inormation distri-ution tools,

communication technology, communication models

!. ommunication analysis, communication technology, communication

methods, and communication models

. ommunications re%uirements analysis, communication technology,

communication methods, and communication models

'. ommunications analysis, inormation distri-ution tools, communicationtechnology, communication methods, and communication models

1(:. "here are fve -asic perormance reports. the olloing, hich -est

descri-es the contents o a orecast report?

A. Inormation related to the present overall state o the pro)ect






'. inormation to related to uture pro)ect occurrences

1(:2. the olloing, hich are the *ey outputs o the manage sta*e holders

process?

A. $esolved issues, approved corrective actions, and updated sta*e holder

registry

!. $esolved issues, approved change re%uests, and updated sta*eholder registry

. $esolved issues, approved change re%uests, approved corrective actions

'. $esolved issues, approved change re%uests, approved corrective actions, and


1(:5. the olloing, hich are *ey tools availa-le or use during the manage

sta*e holders process?

A. ommunication methods, sta*e holder analysis, interpersonal s*ills, andmanagement s*ills

!. Issue logs, sta*e holder analysis, and approved change re%uests

. Issue logs, sta*e holder analysis, reporting systems, and approved change

re%uests

'. ommunication methods, interpersonal s*ills, and management s*ills

1(:6. ne o the activities a pro)ect manager perorms on a day to day -asis is

communicating ith individual team mem-ers, the team, company personnel,

vendors, and customers. Approximately ho much o a pro)ect mangerDs )o- is

spent communicating?

A. At least +:

!. Cot more than 0:

. Approximately 6:

'. 1::



1(1:. Perorm @uality ris* analysis uses a variety o tools or analysis. Which o

the olloing is most closely associated ith this process?

A. "he expected monetary value JEMHK

!. $is* trigger determination

. "emplates or or*around documentation

'. A pro-a-ility and impact matrix

1(11. "he team has an approved pro)ect charter and has started planning,

determining potential ris*s that could occur on the pro)ect. Which o the

olloing -est descri-e pro)ect ris*?

A. It can -e a positive event only

!. It can -e a negative event only

. It can -e something that has already happened

'. It can -e either a negative or positive event

1(1(. "he pro)ect manager and the team are perorming the identiy ris*sprocess. "hey have learned recently that ris* categoriation ill help organise



A. @uality, schedule, -udget

!. External, internal, technology, personnel

. Initiating, planning, executing, monitoring and controlling, closing

'. 3cope, time, cost

1(1+. "he reservation system has -een or*ing ell. "oday, the main data-ase


"he ris* response didnDt fx the pro-lem, so the airline must response. Which o

the olloing should it perorm frst?


!. >ix the pro-lem ith a or*around

. determine hy the pro-lem occurred




1(1/. !y defnition a contract is a mutually -inding legal agreement -eteen a

-uyer and seller. Which o the olloing is the component o a contract?

A. apacity, consideration, o#er, legal documents, acceptance

!. apacity, consideration, o#er, legal purpose, closure

. apacity, consideration, -id, legal purpose, acceptance

'. apacity, consideration, o#er, legal purpose, acceptance

1(10. A city is -uying services rom a construction company to -uild a ne

reeay or /M over three years. At the start o each year, the amount

4uctuates relative to the national cost o living. "his is an example o hat type

o contract?

A. ost8plus8economic8price8ad)ust

!. ost8plus8incentive8ee

. >ixed8price8cost o living8ad)ust

'. >ixed8price8economic8price8ad)ust

1(1. What is the primary mechanism that needs to -e in place or a single

source non8competitive procurement?

A. A mechanism that there is no impropriety or unreasona-le pricing

!. A mechanism that insures there is no inappropriate relationship -eteen the


. A mechanism that insures there is no price gouging

'. A mechanism that insures there are no *ic*8-ac*s



1(12. As a pro)ect manager you have a proessional responsi-ility to encourage

the groth o pro)ect management at your company or industry. Which o the

olloing actions ill not help ith this groth?

A. Mentor others ho ant to learn more a-out pro)ect management

!. reate hite papers on pro)ect management

. Provide senior management ith inormation ho moving or* to another

country helps their companies

'. "rain people on pro)ect management

1(15. A close riend o yours is -eing investigated -y PMI or his education and

training re%uirements listed on the certifcation application. 7ou *no he doesnDt

have a degree and hasnDt ta*en any training or the test re%uirement. PMI has-een trying to contact you in this investigation. Which o the olloing is the -est

solution?

A. ontact PMI and cooperate ith the investigation

!. Avoid any contact -y PMI so you so not have to testiy against your close

riend

. "ell PMI that you have no *noledge o the allegation

'. Explain to PMI that he is your close riend and that you ould rather not testiyagainst him

1(16. the olloing, hich is the most comprehensive defnition o pro)ect

management system?

A. 3otare to trac* schedules, -udget, and activities o a pro)ect

!. 3et o procurements, tools and techni%ues, and methodologies availa-le or

use in managing a pro)ect

. 3otare to acilitate pro)ect management

'. A series o activities proven to improve the overall health o a pro)ect

1((:. A career minded -usiness analyst or a pac*aged ood producer has -een

designated to participate in a high profle, high profle, high priority pro)ect. "he

company is a pro)ectied organisation. 9o does the organisational structure

-eneft analyst?

A. 3he ill gain -usiness unit competency



!. &pon completion o the pro)ect, she can return to her department

. More visi-ility ith her unctional manager

'. 3he ill -e a-le to ocus on the pro)ect ithout the distraction o departmental

or*

1((1. Which o the olloing is not a regulation?

A. "he average num-er o losing lottery tic*ets in a ee*

!. "he -uilding code or a city

. "he documented ay to dispose o old paint

'. "he oning or an industrial area

1(((. the olloing, hich is not an example o a pro)ect interacting ith

operations?

A. $etooling a actory to increase production e<ciency

!. pening a ne call centre

. Increasing the rose -ou%uet production in anticipation o motherDs day

demand

'. Preparing the document centre to utilie ne imaging hardare and sotare

1((+. In connection ith a recent ac%uisition, the human resource management



intervieed. "he lead candidate or the accounting systems director position has


A. Estimate activity resources

!. 9iring and intervieing

. 'evelop pro)ect team

'. Ac%uire pro)ect team

1((/. "he sponsor is revieing to di#erent pro)ects or approval. It has

determined that your company has enough resources to do only one pro)ect.



Pro)ect A is orth 5::,::: &3 and pro)ect ! is orth 1,0:,:::. What is the

opportunity cost o selecting Pro)ect !?

A. 5::,::: &3

!. 1,0:,::: &3


'. 50:,::: &3

1((0. "he revie o the pro)ect to develop an interactive computer reading


includedL an evaluation o planning, execution, approved changes, and re)ected

changesR an analysis o hat or*ed and hat didnDtR and documentation o the

manner in hich the sta*e holders supported the pro)ect. What as the pro)ectteam doing?





1((. A city is -uying services rom a construction company to -uild a ne

convention centre, sport complex, and arts district in an attempt to revive the

donton area. "he pro)ect is expected to ta*e over fve years to complete. At

the start o each year, the amount o the contract ill -e ad)usted -y the

national cost o living index. "his is an example o hat type o contract?

A. >ixed8price8cost o living8ad)ust

!. >ixed8price8economic8price8ad)ust

. ost8plus8economic8price8ad)ust

'. ost8plus8incentive8ee

1((2. 'uring the contract negotiation ith a single source provider, the -uyer

employs multiple negotiation strategies. the olloing, hich is not a

negotiation strategy? the olloing, hich is not a negotiation strategy?

A. 3tating that the person ith approval authority is not availa-le

!. #ering to pay the sellerDs as*ing price, and then loering the price at signing



. &sing a fctitious or real deadline to attempt to get a party to sign the contract

'. &sing one seller against another to attain the -est price or terms

1((5. 7ou are a pro)ect manager managing the -uilding o a housing

development. As the plum-ing is -eing installed, you cannot fnd a -uilding

permit. As the plum-ing is -eing installed, you cannot fnd a -uilding permit. As

the pro)ect manager, to hom do you report this violation?

A. "he state authority

!. "he local county authority

. "he local city authority

'. "he construction company

1((6. "he pro)ect manager o the pro)ect to develop a ully automated security

system that uses eye scanning to grant access to specifc people is concerned

a-out the complexity o the pro)ect and the pro)ect and the product. 9e ants to

evaluate the potential or deects at the outset o the pro)ect. Which *ey tool or

techni%ue should he use?

A. >ish-one diagram

!. >lochart

. ontrol chart

'. hec*list

1(+:. 'uring testing, the pro)ect team should eliminate special cause variations

!. ommon cause variation should -e ignored

. ommon cause variations should -e addressed through long8term process

improvements

'. ommon cause variations should also -e eliminated in a timely manner

1(+1. "he pro)ect manager is involved in pro)ect scope management. 3he ill -e

involved or the entire pro)ect management lie cycle. Which group o processes

ill she -e involved in perorming these activities?

A. 3cope orecasting, defne scope, veriy scope, and control scope



!. Initiation collects re%uirements, defne scope, and veriy scope, scope

management

. ollect re%uirements, defne scope, veriy scope, and perorm integrated

change control

'. ollect re%uirements, defne scope, create W!3, veriy scope, and control

scope

1(+(. "he pro)ect manager alays involves the team in the creation o the or*

-rea*don structure. What is the most signifcant -eneft derived rom this

approach?

A. =eneration o a more accurate schedule

!. Esta-lishment o the pro)ect managerDs authority

. =eneration o a more accurate -udget

'. !uy8in rom the team doing the or*

1(++. "he pro)ect manager or the hotel development pro)ect is utiliing a

responsi-ility assignment matrix J$AMK to help ma*e pro)ect execution go easier.

What ill this do or the pro)ect manager?

A. 3hos ho is to perorm the or* and ho long it ill ta*e

!. 3hos ho is to perorm or* in certain areas o the pro)ect

. 3hos hat order the tas*s come

'. 3hos ho is on the pro)ect

1(+/. "he PM is conducting a meeting and a ello pro)ect manager is

reporting that the pro)ect is on schedule and under -udget. 7ou discover rom thepro)ectDs team mem-ers that the pro)ect is -ehind schedule -y our ee*s and is

over -udget. What should you do?

A. $eport the pro)ect manager to PMI

!. $evie ith the pro)ect manager ho this statue as produced

. As* the PM to investigate the pro)ect status

'. Cotiy senior management



1(+0. When determining i a product needs to continue or -e altered, hat is the

num-er one %uestion that a pro)ect manager should as* a-out the pro)ect?

A. What is contained in the pro)ect charter?

!. What is contained in the pro)ect management plan?

. What is contained in the statement o or*?

'. Why is the pro)ect -eing done o hat is the -usiness need?

1(+. A re%uest or copy o the communications management plan as sent to



the re%uest?

A. Internal, ormal, o<cial, vertical communication

!. >ormal, o<cial, internal, horiontal communication

. &no<cial, inormal, internal, vertical communication

'. 9oriontal, ormal, uno<cial, internal communication

1(+2. the olloing, hich is an example o a varia-le, indirect cost or the


A. >ees to print materials in the get started *it or ne intranet

!. 3alaries o su-)ect matter experts or pro)ect

. >ees to mar*eting company to create a get started *it or ne intranet

'. ompany8ise sotare licensing ees

1(+5. 'uring the pro)ect planning process, the pro)ect team is or*ing ith theaccounting department to set up accounts that ill -e used to esta-lish and

trac* -udgets associated ith the or* o the pro)ect. "his is *non as hat?

A. W!3 num-ering

!. hart o accounts

. Accounting codes

'. !udget coding



1(+6. A provider o ireless enterprise applications has created a system that



management?

A. 3ystem used to store versions o sotare code

!. Procedures used to document and control product or service characteristics

. 3ystem used to store versions o pro)ect documentation

'. Interace o an automated pro)ect management system created to set up

pro)ect varia-les

1(/:. "he PM audits our pro)ects each month. ne o the our selected or

>e-ruary is a pro)ect to expand the existing content management system toinclude the regulatory manuals that impact the company. In perorming the

audit, hat are the ma)or areas o ocus or the PM?

A. 3chedule, pro)ect management plan, perormance reports, and approved

change re%uests

!. Perormance reports, pro)ect schedule, and pro)ect management plan

. Pro)ect management plan and perormance reports

'. Approved change re%uests, pro)ect management plan, and perormancereports

1(/1. In discussing the pro)ect management inormation system JPMI3K or the

pro)ect to deploy a ne system or the accounting department, hich o the

olloing re%uirements ould -e considered the most important to the pro)ect


A. "he system must accommodate the need to update payroll or the pro)ect

management team

!. "he system must accommodate the need to access unctional management


. "he system must accommodate the need to send the right inormation to the

right people in a timely and appropriate manner

'. "he system must accommodate the need to update the charter o accounts

or procurements items



1(/(. "here are fve team mem-ers or*ing on the pro)ect to update the e8

cyclopaedia. urrently the pro)ect is fve ee*s -ehind schedule ith three team

mem-ers dedicated to the completion o critical path activities. the olloing,

hich represents the slac* o the critical path?

A. >ive ee*s


. : JTeroK

1(/+. &sing the original netor* diagram %uestion, hat is the slac* o Activity

>?

A. "o days

!. ne day

. >our days


1(//. 7ou are the pro)ect manager on a voicemail upgrade pro)ect. 7ou have the

or* -rea*don structure and have -egun su-dividing the pro)ect or*pac*ages into smaller, more managea-le components. "he output rom this

process is critical to ensure accurate estimates regarding resource, schedule and

-udget. What process are you executing and hat is the output?

A. Estimate Activity 'urations Estimating and duration estimates

!. 'evelop schedule and pro)ect schedule

. 3e%uence activities and netor* diagram

'. 'efne activities and activity list

1(/0. "he pro)ect manager is creating an estimate or the par*ing structureDs

concrete o*. "he customer needs this estimate as soon as possi-le. "he pro)ect

manager solicits the assistance o the program manager in creating the -udget

-ecause the program manager has managed a large num-er o pro)ects ith

extensive concrete or* and is considered an expert. the olloing, hich

type o estimate ill -e created given this situation?

A. 'elphi "echni%ue

!. !ottom8up



. Analogous

'. Parametric

1(/. What does the perorm @uality Assurance process involves?

A. Identiying %uality re%uirements or the pro)ect result and auditing them

appropriately


. Evaluating proposed %uality initiatives -y considering actors such as

expected customer satisaction, the cost o conormance, and the cost o non8

conormance

'. Implementing predefned and validated methodologies to determine that the

pro)ect results meet the pro)ect expectations

1(/2. "he pro)ect manager o the mix and match ca-inet line pro)ect is holding a

%uality meeting to prepare his team or the ocus on %uality. 9e intends to

present a -rie slide sho a-out %uality. "he slide sho ill open ith PMIDs

defnition o %uality. Which o the olloing ill -e on that frst slide?

A. onormance to use and ftness o re%uirements

!. onormance to the re%uirements in the pro)ect charter


'. "he degree to hich a set o inherent characteristics ulfl re%uirements

1(/5. In analying the control chart, the pro)ect manager o-serves that there are

seven consecutive data points on one side o the mean. the olloing, hich isthe -est description o this occurrence?

A. 3pecifcation limits hich are too li-eral

!. 'ata point limit

. Accepta-le measurement

'. A violation o the seven $un $ule



1(/6. "he pro)ect to develop inormation system sotare to manage, trac*, and

report -lood products and medications is in the planning process. "he pro)ect

manager is preparing a presentation regarding the cost o %uality. What is the

-asis o cost %uality?

A. Tero 'eects

!. "@M

. =old plating

'. onormance or non8conormance

1(0:. Which o the olloing does the pro)ect manager need to create a variance

report?

A. 3tatus reports

!. !aseline measurements

. Pro)ect archives

'. hange re%uests

1(01. In addition to the three components contained in the communications

model, hat additional acet must -e considered hen applying the model?

A. onfrmation, specifcally trac*ing communication receipt

!. >eed-ac*, specifcally in regard to message interpretation

. Banguage, specifcally the special usages o a proessional group

'. Medium, specifcally the techni%ue that dictates the ormat o a message

1(0(. All o the pro)ect participants rely heavily on perormance reports,although each participant might ocus on one or to o the fve -asic reports.

ne o the fve -asic reports is the variance report. the olloing, hich is the

-est description o this type o report?

A. "he report contains inormation related to recent pro)ect occurrences

!. "he report contains inormation related to uture pro)ect occurrences

. "he report contains inormation related to the di#erence -eteen planned and

actual occurrences



'. "he report contains inormation related to the present overall state o the

pro)ect

1(0+. "he pro)ect manager and his team are a-out to -egin the report

perormance process. Which are the *ey outputs o the process they have )ust

completed?

A. rganiational process assets updates, updated sta*eholder registry, and

change re%uests


. Pro)ect management plan updates, organisational process assets updates,

change re%uests, and updated sta*eholder registry

'. hange re%uests, organiational process assets updates, and pro)ectmanagement plan updates

1(0/. "he pro)ect manager has -een negotiating ith an integrated circuit

vendor or the last six months. "he vendor received the statement o or* and

has responded ith a proposal using fxed ee pricing. "he pro)ect manager

ansers -ac* ith a letter o intent. Why did the pro)ect manager send this

letter?

A. "he pro)ect manager plans to sue the vendor

!. "he pro)ect manager plans to -uy the vendor

. "he pro)ect manager plans to re%uest a -id rom the vendor

'. "he pro)ect manager plans to -uy rom the vendor

1(00. As the oner o a landscaping service, you occasionally have the need or

an automated aerator. "he purchase price or an electric aerator is /,:::.::

ith a daily maintenance ee o (0. $ental o this tool is +:: a day and there

are no maintenance costs. 9o many days ould you need to use this tool

-eore it ma*es sense to -uy instead o rent?

A. 3ixteen days

!. >iteen days

. >ourteen days

'. "en days



1(0. "he pro)ect manager and his team have created a contract management

plan under the guidance o the procurement department. "he pro)ect is or the

development o a revolutionary medical device that ill re%uire components and

sotare that ill -e created -y vendors. the olloing, hich -est descri-es

the purpose o the contract management plan?

A. Provides guidance or approving any special provisions to the contract

!. Provides guidance or validating that the or* o the contract is complete

. Provides guidance or contract execution

'. Provides guidance or contract interpretation

1(02. "he pro)ect to -uild an art museum or the city is in the planning stages.

"he pro)ect manager has determined that the installation o the mar-le atereature should -e outsourced -ecause his company does not have the necessary

expertise. "he vendor proposals speciy di#erent contract typesL ost8plus8fxed8

price, cost8plus8incentive8ee, and time and materials. Which o the proposals

presents the least pro-a-ility o loss or the -uyer?

A. Proposals that use cost8plus8incentive8ee

!. Proposals that use fxed8price

. Proposals that use cost8plus8fxed8ee

'. Proposals that use time and materials

1(05. 7ou are the pro)ect manager on a deence pro)ect. "he -uyer ants to get

an idea o ho much he ill pay or cost overruns. With the olloing varia-les,

calculate the point o total assumptionL Expected cost /5:,:::R Expected

proft 1//,:::R "arget price ::,:::R !uyerQshare $atio 20Q(0R eiling

price (/,:::R Maximum overrun 1(0.

A. 01(,:::.::

!. /5+,+++.++

. 01+,+++.++

'. /5(,:::.::

1(06. As a pro)ect manager, you are managing a pro)ect that has manydelivera-les rom outside contractors. ne contractor orgot to ac%uire a -uilding



permit or plum-ing or* to -e done on the pro)ect. "he city -uilding inspector is

no re%uesting to see the -uilding permit. Who is ultimately responsi-le or

ac%uiring the -uilding permit?

A. ontractor

!. Pro)ect manager

. Plum-er

'. ity inspector

1(:. A -usiness analyst has a career path that has -een very important to her

throughout the 1: years o her career. 3he is put on a very important pro)ect ith

a strong matrix organisational structure. Which o the olloing is li*ely vieed


A. Wor*ing ith people ho have similar s*ills

!. !eing aay rom the group might ma*e career advancement in the

department more di<cult

. Cot -eing a-le to ta*e the !AP certifcation tests -ecause she ill -e so -usy

'. Wor*ing long hours -ecause the pro)ect is a high priority

1(1. "he company is implementing a ne pro)ect management approach. In the

past, its pro)ects have -een disorganised, not in alignment ith -usiness goals,

and not ocused on interactivity -eteen the pro)ects here applica-le. It ants

to have a -etter ocus on grouping8related pro)ects together -y -usiness unit and

product lines. Which o the olloing -est descri-es hat it is trying to

accomplish?

A. Management -y o-)ectives

!. Portolio management



1((. Which o the olloing is the most important )o- or the pro)ect manager?







1(+. What is an organiation that defnes standards, audits pro)ect, and helps

mentor pro)ect managers called?

A. !alanced matrix organiation

!. Pro)ectied organisation

. Pro)ect management o<ce

'. "ight matrix organiation

1(/. Which o the olloing is a heuristic or W!3 decomposition?

A. !rea*ing don or* unit it is done -y single resource

!. &sing an organiational structure appearance

. reating a W!3 in hich the summary activities are e%ual to the detail

underneath

'. !rea*ing or* don to a realistic level JWor* pac*ages -eing the loest levelK

1(0. 'uring the create W!3 process or the fnancial reporting improvement

process, as planning evolves, the team could create all the olloing -rea*don

structures except the;;

A. $esource -rea*don structure

!. !ill o materials

. @uality -rea*don structure


1(. "he approval o the pro)ect charter has -een delayed or ee*s due to

mar*et 4uctuation. &pon approval, you are assigned as the pro)ect manager and

senior managements ants you to -egin the planning process group

immediately. When ill you schedule veriy scope?

A. At the end o every phase on the pro)ect

!. Ater the sponsor defnes hat they ant the pro)ect to create

. When the pro)ect management plan is aaiting signo#



'. When the or* o the pro)ect is done

1(2. A pro)ect manager has complete the defne scope process and is no

creating the or* -rea*don structure. "he pro)ect manager and the pro)ect

team have spent the last ee* or*ing -rea*don structure. "hey have -ro*en

don the W!3 to an appropriate level o decomposition. Which o the olloing

-est descri-es this?

A. !rea*ing don or* here itDs -udget and scheduled

!. !rea*ing don or* here itDs completely and clearly defned

. !rea*ing don or* here the -ottom levels o the W!3 represents or*

pac*ages

'. !rea*ing don or* here itDs -udgeted, scheduled, and completely andclearly defned

1(5. n the digital healthcare inrastructure pro)ect, the PM is perorming an

audit o the pro)ect. As part o this audit, they are monitoring compliance ith

the pro)ect management plan and completed delivera-les. the olloing,

hich -est descri-es hat they ill do ith this inormation?

A. 'ocument and trac* the inormation

!. ollect, measure, and interpret the inormation

. All the ansers

'. 'etermine ho ill have access to the inormation

1(6. A pro)ect manager as assigned to manage a pro)ect to develop pin*

idgets or the pro)ect managerDs company. "he pro)ect ill cost the company

0:,::: over the next 1( months. It is pro)ected that the idgets ill earn the

company (:,0:: per month. 9o much time ill it ta*e to recover the cost or

this pro)ect?

A. +( months

!. (5 months


+ months



1(2:. Which process aggregates estimated costs rom the individual or*

pac*ages or activities to create a summary and activities to create a summary

and detailed -rea*don o pro)ects costs?

A. Estimate costs

!. ontrol costs

. Earned value management

'. 'etermine !udget

1(21. What is the range o a rough order o magnitude J$MK estimate?

A. 80: to U0:

!. 8+:: to U20

. 81: to U1:

'. 80 to U1:

1(2(. the olloing, hich are the *ey tools and techni%ues o the develop


A. "eam8-uilding activities, co8location, training, ground rules, interpersonals*ills, and recognition and reard

!. "eam8-uilding activities, co8location, training, ground rules, scheduling s*ills,


. "eam8-uilding activities, co8location, training, ground rules, communication


'. "eam8-uilding activities, co8location, training, ground rules, management


1(2+. "he retail netor* upgrade pro)ect has a num-er o *ey sta*eholders ho

have provided input to the direction o the pro)ect. Which o the olloing -est

descri-es a sta*eholder?

A. 3omeone ho -enefts rom the pro)ect


. 3omeone ho is impacted -y the pro)ect

'. 3omeone ho impacts the pro)ect



1(2/. "he pro)ect has had some challenges. Mem-ers o the team have needed

constant supervision to perorm the activities or hich they are responsi-le,

they do not seem to trust management, and oten appear unmotivated. "his is

an example o hat?

A. Insu<cient team -uilding

!. "heory V environment

. Insu<cient pro)ect team training


1(20. All the olloing are correct regarding ris* triggers except;;..

A. A trigger comes -eore a ris*

!. A trigger does not mean a ris* ill occur

. A trigger is an indicator that a ris* event ill occur

'. A trigger is an indicator that a ris* event could occur

1(2. "he manuacturing company has added a ne line or its electronic

assem-ly -usiness. It involves ne technology to -uild printed circuit -oards

more %uic*ly and ith eer errors. "he company anticipates that this ne

technology ill allo it to ma*e a greater type o products and improve the

e<ciency o its output. "he company is also increasing the amount o insurance

it has on its main acility -ecause there has -een 4ooding in the area in recent

years rom excessive rain. Adding this insurance is an example o hat?

A. Insura-le ris*

!. !usiness ris*


'. I3 6:::

1(22. "he inormation technology system or the national poer grid has -een

or*ing ell. "oday, the main control processor crashed, disa-ling the est coast

delivery poer to our states. Implementation o the ris* response plan didnDt fx

the pro-lem. Which o the olloing steps do they perorm frst?



A. >ix the pro-lem




1(25. A ris* rating matrix is used in hich o the olloing processes?

A. Wor*arounds

!. $is* triggers

. Perorm %uality ris* analysis

'. Expected monetary value JEMHK

1(25. "he pro)ect manager and team are planning a -an*ing sotare pro)ect.

"hey are discussing hat could go di#erently than planned on the pro)ect. "hey

are also trying to identiy arning signs hich sho that these events could -e

on the verge o occurring. What are these arning signs called?

A. "riggers

!. $is* analysis

. $is*s

'. Pro-lem solving

1(26. 7ou are managing a contact management sotare pro)ect and senior

management has come to you ith a ast -rea*ing pro)ect that could ma*e the

company have a signifcant mar*et share -oost. According to your currentpro)ect schedule, your current pro)ect is on the pace to -e completed in six

ee*s. What is the -est response you can tell senior management?

A. Managing -oth pro)ects as re%uested -y senior management

!. "elling senior management that you ill consider the pro)ect once it has a

charter

. Assigning the unctional manager on the pro)ect to fnish the current pro)ect

'. Implementing crashing and ast trac*ing to complete your current pro)ectahead o schedule so you can start immediately on this pro)ect



1(5:. 7our pro)ect needs a data-ase sotare program. "he client has given you

this pro)ect to test your a-ility to deliver. It doesnDt pat that much, -ut i you do

ell, you ill li*ely get more pro)ects rom client orth a lot more money. 7our

-udget on the pro)ect doesnDt allo you the money to -uy this sotare. What isthe -est ay to ac%uire the sotare?

A. rder a copy rom the company or an authoried reseller

!. =et a copy rom a riend and -uy it or uture pro)ects i needed again

. &se a demo copy

'. 'onload a copy rom a fle sharing system

1(51. As a pro)ect manager, your frst priority is to accomplish the or* o the

pro)ect. As a result o a pro)ect -eing complete, you have the opportunity to help

those on the pro)ect -ecome more educated on hat or*ed ell and hat

didnDt on the pro)ect. What is the -est anser or gaining this experience and

*noledge?

A. 9istorical inormation

!. Bessons learned

. Assumptions

'. onstraints

1(5(. In revieing the -enefts and challenges o a pro)ectied, matrix and

unctional organisation, hich o the olloing is considered an advantage o a

unctional organisation?


!. ptimiation or a single ocus on the pro)ect management

. 9aving to o-tain approval rom pro)ect management

'. 9aving a place to go hen the pro)ect starts

1(5+. A career minded -usiness analyst or a pac*aged ood producer has -een

designated to participate in a high priority pro)ect. !ecause the company is a

strong matrix organisation, the analyst has a ma)or concern a-out or*ing on

the pro)ect. the olloing, hich is the most li*ely concern she ould have?



A. Wor*ing ith other -usiness analyst ho might -e more experienced, hich

could re4ect poorly on her perormance

!. Wor*ing long hours -ecause the pro)ect is a high priority

. Wor*ing ith other -usiness analysts ho might -e less experienced, hich

could re%uire her to ta*e up the slac* or them

'. Experiencing delays in career advancement as a direct result o a-sence rom

her department

1(5/. What organisation could audit pro)ects in an organisation to help ensure

the health o the pro)ect and o#er suggestions or improvement i needed?

A. !alanced matrix organisation

!. Pro)ectied organisation

. Pro)ect management o<ce

'. "ight matrixed organisation

1(50. Which o the olloing is an example o an Enterprise Environmental

>actor?

A. Pro)ect lie cycle documentation

!. 3tandard perormance measurement criteria

. >inancial, change, and ris* control procedures

'. >luctuations o targeted mar*ets

1(5. A career minded -usiness analyst or a pac*aged ood producer has -een

designated as a ull time participant in a high profle, high priority pro)ect. "he

pac*aged ood producer is a unctional organisation. 9o does the organisational

structure -eneft the analyst i she participates in the pro)ect?

A. &pon completion o the pro)ect, she can expect more visi-ility in her

department due to the contacts she made as a pro)ect participant

!. 'uring the pro)ect, she can continue to perorm or* or her unctional

manager ma*ing the transition -ac* to the department easy

. &pon completion o the pro)ect, she can return to her department

'. 'uring the pro)ect, she can avoid mundane tas*s



1(52. A pro)ect manager has completed the 'efne scope progress. "he

customer and sponsor have shortened the schedule -y eight ee*s and decided

that the or* -rea*don structure ill -e cut in hal. What ould -e the -est

action the pro)ect manager should ta*e?

A. 'iscuss ith the customer and sponsor the ramifcations o having the W!3

not re4ect the true or* o the pro)ect




1(55. A pro)ect manager has completed the defne scope process. "he customer

and sponsor have shortened the schedule -y eight ee*s and decided that the

or* -rea*don structure ill -e cut in hal. What ould -e the -est action the

pro)ect manager should ta*e?

A. 'iscus ith the customer and sponsor the ramifcations o having the W!3 not

re4ect the true or* o the pro)ect




1(56. A health -enefts company has approved a pro)ect to develop a system

that ill identiy increases in health pro-lems among mem-ers ta*ing a given

drug so potential haards can -e addressed more rapidly. At the outset o the

defne scope process, the pro)ect manager should frst do hat?

A. reate a list o preerred vendors or outsourcing

!. reate the pro)ect scope statement in su<cient detail to ena-le urther

planning

. reate the or* -rea*don structure JW!3K

'. Heriy that all *ey sta*eholders have provided their input

1(6:. the olloing, hich is an example o a varia-le, indirect cost or the





!. >ees to mar*eting company to create a get started *it or ne intranet

. 3alaries o su-)ect matter experts or pro)ect

'. >ees to print materials in the get started *it or ne intranet

1(6:. "o develop a 'MA -ase station or your company, a pro)ect re%uires some

ne test e%uipment and ne test e%uipment and a ne 'UU complier. "he

fnance department explains that this is a capital purchase to -e depreciated

using the sum o the years digits. "his is an example o hat?

A. >ixed 'irect cost

!. 3traight8line 'epreciation

. 3tandard 'epreciation

'. Accelerated 'epreciation

1(61. Which o the olloing ormulas shos the remaining amount to -e spent

on the pro)ect -ased on current spending e<ciency?

A. EH X PH

!. EH X A

. EA X A

'. !A Q PI

1(6(. "he planning process group or the retooling pro)ect is progressing. "he

pro)ect management team has -rought in a num-er o experts to determine the

approximate cost o completing pro)ect activities. In hat process is the team

involved?

A. Analogous Estimating

!. 'etermine !udget

. Estimate costs

'. ontrol costs



1(6+. "he pro)ect manager o the pro)ect to develop propriety sotare or the

accounting department uses his poer to advance the pro)ect. the olloing,

hich is the -est example o the pro)ect managerDs reard poer?

A. "he pro)ect manager has a degree and 1: years experience in fnancial

accounting

!. "he pro)ect manager announces that a -onus ill only -e given to those ho

complete assigned tas*s in a timely manner ithout sacrifcing %uality

. "he pro)ect manager instructs the team leaders to prepare status reports or

the ee*ly meeting

'. "he pro)ect manager presents the most productive team mem-er ith a

reserved par*ing place near the entrance or one month

1(6/. A highly visi-le I" pro)ect has attracted some o the -rightest developers in

the company, hich has resulted in a high potential or con4ict. "he pro)ect

manager is very aare that her interpersonal s*ills can in4uence the pro)ectDs

outcome. What are the specifc interpersonal s*ills she is most li*ely to utilie?

A. Beadership s*ills, negotiation s*ills, and in4uencing s*ills

!. Accommodating s*ills, e#ective decision ma*ing s*ills, leadership s*ills, and

in4uencing s*ills

. negotiation s*ills, accommodating s*ills, leadership s*ills, and in4uencings*ills

'. In4uencing s*ills, leadership s*ills, and e#ective decision ma*ing s*ills

1(60. A pro)ect manager studying di#erent motivation theories is impressed

ith one theory hich states that people are not motivated -y money -ut -y sel

actualiation. "o hat theory is the pro)ect manager reerring?

A. Mc=regorDs "heory o V and 7

!. MasloDs hierarchy

. 9er-ergDs theory


1(6. "o get the -est or* rom the pro)ect manager team, the pro)ect manager

o the operations procedures intranet upgrade pro)ect uses penalty poer. Which

o the olloing is an example o penalty poer?





'. Addressing pure ris*

1(66. "he pro)ect to develop mar*eting materials or the ne online lending

company is concluding the planning processes. "he pro)ect manager and her

team have )ust created the pro)ect management plan in accordance ith -est

practices. What -est descri-es hat they included in the plan?

A. Harious management plans, -udget, schedule, and approved and re)ected

change re%uests

!. 3chedule, -udget, change management plan, and ris* register

. hange management plan, schedule, -udget, and various management plans

'. $is* register, -udget, various management plans, schedule, and change

management plan

1+::. 7our company is evaluating to pro)ects or consideration. Pro)ect A has a

0: pro-a-ility o 85,:::. Pro)ect ! has a /: pro-a-ility o :,::: and a :

pro-a-ility o 81(,:::. Which o the pro)ects do you select -ased on the

greatest expected monetary value?

A. Pro)ect !

!. Pro)ect A

. "he expected monetary value is not high enough on either to ma*e a selection

'. Pro)ect A and ! are o even value

1+:1. Which o the olloing is not a regulation?

A. "he -uilding code or a city

!. "he documented ay to dispose o old computers

. "he average speed on a street in a day

'. "he oning or and area

1+:(. What is the typical role o senior management on a pro)ect?

A. Pay or it




. $esolve resource and other con4icts

'. 3upport the pro)ect and resolve resource and other con4icts

1+:+. Who is accounta-le or creating and executing the pro)ect management

plan?

A. "he company that as aarded the outsourcing contract


. "he pro)ect manager and the pro)ect management team

'. "he team

1+:/. Which o the olloing uses cross8unctional or* teams?

A. An o#shore company

!. A data arehouse practice

. &nion8approved or*places

'. A pro)ect that utilies all groups across a company

1+:0. What is an organisation that controls pro)ect managers, documentation,

and policies called?

A. Pro)ect management o<ce

!. "ight matrix

. >unctional

'. Pro)ectied

1+:. Which o the olloing is an example o an enterprise environmental

actor?

A. 3tandard perormance measurement criteria

!. >inancial, change, and ris* control procedures

. Pro)ect lie cycle documentation



'. 3ta*eholder ris* tolerance

1+:2. "he pro)ect is in a pro)ectied environment. "here are signifcant

challenges ith the scope o the pro)ect. Pro)ect personnel have -een

complaining to senior management a-out the environment. In this type o

environment, ho controls the resources?

A. >unctional manager

!. Pro)ect manager

. Pro)ect coordinator


1+:5. A retail expansion pro)ect is going relatively ell, -ut the people doing

or* on the pro)ect are complaining that it seems as though they anser to to

-osses on the pro)ect, each ith con4icting agendas. "his is an example o hat

type o pro)ect environment?

A. >unctional

!. Matrix

. "ight matrix

'. Pro)ectied

1+:6. "he data arehouse pro)ect is a-out halay complete at a ma)or retail

client. 7our company is doing the implementation and has telve team mem-ers

in various locations across three di#erent -uildings. ommunication and team8


this pro-lem?

A. o8location

!. hanging the organisation to a unctional structure

. 9iring pro)ect coordinators

'. $eplacing the pro)ect manager

1+1:. Which o the olloing is an advantage o a unctional organisation?




!. Cot having a home hen the pro)ect is complete

. 9aving more than one pro)ect to o* on

'. 9aving more than one -oss

1+11. Which o the olloing is not an example o organisational culture and

style?

A. Accepting the ma)ority o change re%uests the customer su-mits

!. Wor*ing long hours, ta*ing or* home, and or*ing ee*ends

. Empoering local managers to ma*e most signifcant decisions

'. >ocusing most product development on a specifc mar*et segment

1+1(. Which o the olloing is an example o a standard?

A. "he num-er o slides in your last presentation

!. "he average speed that someone drives to or*


'. / =! capacity or a 'H'

1+1+. Which o the olloing sta*eholders typically FnsG the or* o the

pro)ect hen the pro)ect is complete?

A. 3toc*holders


. >unctional manager


1+1/. Which o the olloing is not a regulation?

A. "he average speed on a highay in a ee*

!. "he oning or an industrial area

. "he -uilding code or a city

'. "he documented ay to dispose o old paint



1+10. What is the ideal pro)ect manager unction regarding pro)ect changes?




needs to see

'. "o expedite all change re%uests to the change control -oard

1+1. "he pro)ect management lie cycle is similar to hich o the olloing?

A. Plan8'o8hec*8Act

!. &se case analysis

. Pro)ect lie cycle

'. 3'B

1+12. All the olloing are example o pro)ects interacting ith operations

except;;

A. Initiating the =o8live phase o a pro)ect

!. &pgrading a actory line ith ne computer components

. losing a large sales o<ce

'. Increasing output to meet unusually high customer demand

1+15. A -usiness analyst has a career path that has -een very important to her

throughout the 1: years o her career. 3he is put on a very important pro)ect itha strong matrix organisational structure. Which o the olloing is li*ely vieed


A. Wor*ing ith people ho have similar s*ills

!. Cot -eing a-le to ta*e the !AP certifcation tests -ecause she ill -e so -usy

. Wor*ing long hours -ecause the pro)ect is a high priority

'. !eing aay rom the group might ma*e career advancement in the

department more di<cult



1+16. "he pro)ect team has -egun development on a very important pro)ect in a



-egins. "he team chooses to ta*e an approach to plan as much as they can and-egin to create or* -ased on that e#ort, hile continuing the planning as they


approach?

A. Extreme programming

!. Progressive ela-oration



1+(:. 7ou are -rought into a planning meeting -y senior management at your

company. "hey inorm you that you have -een selected to -e the pro)ect

managers or a ne pro)ect that ill help the company create a ne product line

to -e introduced a-out our years rom no. "his pro)ect is the result o hat

type o planning?

A. Program planning

!. Portolio planning

. Product lie cycle planning

'. 3trategic planning

1+(1. A ne product has )ust completed the initiating process group. "he

planning process group is getting ready to -egin. Which process has )ust -een



!. 'evelop pro)ect management plan and manage pro)ect execution



1+((. What is created in the initiating process group?

A. Pro)ect scope statement, various management plans



!. Pro)ect charter, re%uirements documentation

. Pro)ect charter, sta*eholder register, sta*eholder management plan

'. Pro)ect charter, pro)ect scope statement

1+(+. Which o the olloing is the most important )o- or the pro)ect manager?





1+(/. Which o the olloing -est descri-es a sta*eholder on a pro)ect?


!. A team mem-er

. All the ansers

'. 3omeone ho or*s in an area impacted -y the or* o the pro)ect

1+(0. n a large medical -illing system pro)ect, the team is large and

communication has -een %uite a challenge to control. "he pro)ect expeditor has

-een used to help ith this pro-lem. What is one o the main di#erences

-eteen the pro)ect expeditor and pro)ect coordinator?

A. "he pro)ect expeditor is another title or the pro)ect coordinator

!. "he pro)ect expeditor has decision8ma*ing a-ility


'. "he pro)ect expeditor is another title or the pro)ect manager

1+(. As a pro)ect manager, you are managing a pro)ect that has many

delivera-les rom outside contractors. ne contractor orgot to ac%uire a -uilding

permit or plum-ing or* to -e done on the pro)ect. "he city -uilding inspector is

no re%uesting to see the -uilding permit .Who is ultimately responsi-le or

ac%uiring the -uilding permit?

A. Pro)ect manager



!. ontractor

. ity inspector

'. Plum-er

1+(2. Which is name o the comprehensive document created during the

planning process group?

A. Pro)ect charter

!. Pro)ect scope statement

. Pro)ect management plan

'. A signed contracted

1+(5. What is an organisation that defnes standards, audits pro)ects, and help

mentor pro)ect managers called?

A. Pro)ectied organisation

!. !alanced matrix organisation

. "ight matrix organisation


1+(6. Which o the olloing roles helps support the pro)ect and resolves

resource con4icts?

A. 3ponsor




1++:. What is the di#erence -eteen pro)ect management lie cycle and pro)ect

lie cycle?

A. "he pro)ect management lie cycle is done in the pro)ect and the pro)ect lie

cycle is done ater the pro)ect is complete



!. "he pro)ect management lie cycle is the process o completing the or* o


pro)ect.

. "hey are the same

'. "he pro)ect management lie cycle is the pro)ect management piece o the

pro)ect and the pro)ect lie cycle is the process o completing the or* o the

pro)ect

1++1. Which o the olloing is the defnition o program management?

A. Managing a television program

!. 'one or a purpose

. Managing related or similar pro)ects in a coordinated ay

'. "he process o computer program management

1++(. Which o the olloing roles controls resources and manages a -usiness

unit?


!. >unctional management


'. 3ponsor

1+++. Which o the olloing is the prioritied order o the pro)ect constraints?

A. "ime, ris*, cost

!. @uality, time, cost

. 3cope, time, -udget

'. "hey are all o e%ual importance unless stated otherise

1++/. Which o the olloing is an advantage o a pro)ectied organiation?







1++6. n a -an*ing system pro)ect, the team is large and communication has

-een out o control. "he pro)ect expeditor has -een used to help ith this

pro-lem. What is one o the main di#erences -eteen the pro)ect expeditor and

pro)ect coordinator?

A. "he pro)ect expeditor is another title or the pro)ect manager

!. "he pro)ect expeditor is another title or pro)ect coordinator


'. "he pro)ect expeditor has decision8ma*ing a-ility

1+/:. "o people at o* are discussing roles and responsi-ilities as they relate

to the company and the pro)ects it has. "hey are discussing the role o the

pro)ect manager and the unctional manager. What is the main role o the

unctional manager?

A. "o control resources

!. "o manage the pro)ect hen the pro)ect manager isnDt availa-le

. "o defne -usiness processes

'. "o manage the pro)ect managers

1+/1. "he pro)ect management lie cycle is most similar to hich o the

olloing?

A. 3'B


. &se case analysis

'. Plan8'o8hec*8Act

1+/(. "he unctional manager is or*ing on planning the data centre pro)ect

ith the neest pro)ect manager at the company. In discussing this, the

unctional manager is ocusing on the costs associated ith running the data

centre ater it is created, and or ho many years the data centre ill -e used.

What -est descri-es hat the unctional manager is ocusing on?

A. Product lie cycle




. Program management lie cycle

'. Pro)ect management lie cycle

1+/+. "he point o sale pro)ect is 20 complete at a ma)or retail client. 7our

company is doing the implementation and has tenty three team mem-ers in

various locations across fve di#erent -uildings. ommunication and team8


this pro-lem?

A. $eplacing the pro)ect manager

!. 9iring pro)ect coordinators

. hanging the organisation to a unctional structure

'. o8location

1+//. In a travel agency upgrade pro)ect manager has -een extremely -usy.

3enior management has -egun to -ecome more involved. What is the typical

role o senior management on a pro)ect?

A. Pays or it


. $esolves resources and other con4icts

'. 3upports the pro)ect and resolves resource and other con4ict

1+/0. "he data arehouse pro)ect is reorganised to re4ect a pro)ectied

structure. Which o the olloing ould -e considered an advantage or the team

mem-ers?



. A place to go hen the pro)ect is complete

'. 9aving to get approval rom unctional management

1+/. "he pro)ect team is in the process o setting expectations ith thesta*eholders on the pro)ect. Which o the olloing -est descri-es a sta*eholder?




!. A team mem-er

. All the ansers

'. 3omeone ho or*s in an area impacted -y the or* o the pro)ect

1+/2. All the olloing are regulations except;;;..

A. "he oning or an area

!. "he average speed on a street in a day

. "he documented ay to dispose o old computers

'. "he -uilding code or a city

1+/5. In creating the pro)ect management plan or a construction pro)ect, a team

ould typically -e involved in creating all the olloing except;;.

A. $is* management plan

!. !udget

. Inormation 'istri-ution plan

'. 3chedule

1+/6. What ill the pro)ect team create as a result o perorming monitoring and

controlling on a pro)ect?

A. ontrolling sta*eholders

!. harter

. Pro)ect product

'. orrective Action

1+0:. In considering the triple constraint or a pro)ect, hich o the olloing

ould the team fnd o most importance?

A. @uality then "ime then cost

!. "ime then scope then cost



. "hey are all o e%ual importance unless otherise

'. 3cope

1+01. Which o the olloing is considered an advantage o a unctional

organisation i you are an accountant?


!. 9aving more than one pro)ect to or* on

. 9aving more than one -oss

'. Cot having a home hen the pro)ect is complete

1+0(. Which o the olloing is an example o a standard?

A. the average speed that someone drives to or*

!. "he num-er o slides in your last presentation

. 2::M! capacity or a '8$M

'. "he shade o paint selected to paint your o<ce

1+0+. In pro)ect management, there are a num-er o *ey roles associated ith

pro)ect success. Which role ould the pro)ect manager or* ith or more

unding on the pro)ect and involve in the signo# process?

A. "he department manager

!. "he sponsor

. "he stoc*holders

'. "he pro)ect manager

1+0/. A construction pro)ect has )ust completed the initiation process. Planning is


hich are they ready to start?

A. "he pro)ect management plan and pro)ect execution

!. "he charter and pro)ect planning



. "he pro)ect execution and monitoring and controlling

'. "he charter and pro)ect execution

1+00. What is the main delivera-le rom the planning phase o a pro)ect?

A. harter

!. Wor* results

. Pro)ect management plan

'. A sign contract

1+0. A -usiness analyst has a career path that has -een very important to her

throughout the telve years o her career. 3he is put on a pro)ect ith a

pro)ectied structure. Which o the olloing is li*ely vieed as a negative o

-eing on the pro)ect?

A. Cot -eing a-le to ta*e the !AP certifcation tests -ecause she ill -e so -usy

!. Wor*ing ith people ho have similar s*ills

. !eing aay rom the group and on a pro)ect that might ma*e it more di<cult

to get promoted

'. Wor*ing long hours -ecause the pro)ect is a high priority

1+02. I the team is in the process o updating a schedule on a pro)ect ith

actual rom the pro)ect, hich o the olloing ould they use?

A. 3chedule management plan

!. ontrol schedule

. "ime management plan


1+05. What ill the development team have created as a result o completing

the or* o the pro)ect?

A. Wor* results

!. harter

. A signed contract



'. Pro)ect product

1+06. Which o the olloing -est descri-es utiliing program management

across an organisation?

A. Managing a television program

!. 'one or a purpose

. Managing o related or similar pro)ects in a coordinated ay

'. "he process o computer program management

1+:. Which o the olloing is the most important )o- or the pro)ect manager

on a glo-al inrastructure upgrade pro)ect?





1+1. 7ou are -rought into a planning meeting -y senior management at your

company. "hey inorm you that you have selected to -e the pro)ect managers or

a ne pro)ect that ill help the company ac%uire a ne company that ill fll a

mar*et need they have -een trying to fll or fve years. "his pro)ect is the result

o hat type o planning?

A. Portolio planning

!. Program planning

. 3trategic planning

'. Product lie cycle

1+(. When the initiating process is complete, hat ill -e created?

A. harter

!. Wor* results

. orrective action

'. A signed contract



1++. n a large scale glo-al technology upgrade pro)ect, ho is responsi-le or


A. "he company that as aarded the outsourcing contract


. "he pro)ect manager and the team

'. "he team

1+/. Which o the olloing -est descri-es a pro)ect managerDs position on

change on a pro)ect?



. Expedite all change re%uests to the change control -oard

'. Protect the change control -oard rom seeing more change than they need to

1+0. "he ecommerce pro)ect is nearing completion. "he team is involved in

various activities to close the pro)ect. "hey are grouping together various

documents associated ith records, contracts, internal pro)ect documentation,

and client8related documentation. What are they in the process o creating?

A. ontract fle

!. Archives

. Bessons learned

'. Pro)ect closure

1+. "he company is implementing an enterprise time system across the entire

company. "his ill integrate a num-er o -usiness units. As a result, it ill -e

very resource8consuming, change a lot o the -usiness processes and could

cause reprioritiation o other pro)ects that it ill replace o modiy. Which o the

olloing ould concern you most?

A. 9o many resources you can *eep

!. 9o your raise or promotion might -e impacted -y not -eing on the pro)ect



. What impact the ne pro)ect is expected to have on your -iggest pro)ect

'. 9o many resources you might lose to the ne pro)ect

1+2. All the olloing ould -e included in the pro)ect management plan

except;..

A. !udget management plan

!. 3chedule management plan

. 3cope management plan

'. $is* management plan

1+5. "he e8commerce pro)ect has gone ell other than the act that the sponsor

changed three di#erent times. "he pro)ect is in closure. All the olloing ould -e

created in closing except;;


!. Bessons learned

. Pro)ect archives

'. ontract Audit

1+6. "he pro)ect manager and the team have )ust completed a post pro)ect

meeting to evaluate successes and ailures on the pro)ect so they can apply hat

they learned to uture pro)ects. "his is *non as hat?

A. Bessons leaned

!. ontract Audit

. losing the pro)ect


1+2:. "he pro)ect manager is meeting ith -usiness area oners impacted -y






manager is setting pro)ect expectations so that their expectations are not out o

line ith planning. "he -est description o this is hat?

A. hange control -oard

!. 3ta*eholder identifcation

. "eam mem-er analysis

'. 3ta*eholder management

1+21. 7our point o sale upgrade pro)ect is almost complete. 7ou have outsourced

the remote installation to three di#erent companies to complete. As the pro)ect

closes don, hat ill -e done frst?



. lose procurements

'. Assignment o contracts or the next phase

1+2(. Which o the olloing ould -e re%uired to initiate a change controlsystem?

A. 3igno#

!. Impact analysis

. Approved changes

'. hange re%uests

1+2+. "he customer has )ust attended the ee*ly meeting or the mar*eting

pro)ect and has stated that the mar*et is changing or the product -eing created.

As a result o this change, the customer has re%uested a signifcant change to

the pro)ect. "he pro)ect is : complete. What does the pro)ect manager do?

A. Ma*e the ne o* a ne pro)ect and release the pro)ect as is to the mar*et.

!. Evaluate the impact to the pro)ect and let the customer *no the options and

impact o the change

. "ell the customer the pro)ect is too close to -eing complete to integrate thechange



'. Ignore the customer hoping the change ill disappear

1+2/. 7ou are the pro)ect manager on a retail P3 system pro)ect or )ungle )im

!oo*store. 7ou are ortunate in having the top technical consultant in the

company on your pro)ect. "he corporate head%uarters also decides to implement

an enterprise reporting system. At the last minute, the E pulls your *ey

resource or the ne enterprise pro)ect. Ater unsuccessully lo--ying to *eep the

resource on your pro)ect, you concede. What is the -est thing to do next?

A. ontinue to lo--y or the person to -ac* on your pro)ect

!. Evaluate the impact o the person not -eing on the pro)ect and communicate


. ontinue as the original plan, -ut ithout the resource

'. hange the scope o the pro)ect to accommodate or the loss o the resource

1+20. When ould it ma*e the most sense to close a pro)ect?

A. All the ansers

!. When a pro)ect runs out o money

. When a pro)ect is cancelled

'. When a pro)ect completes scope verifcation

1+2. In esta-lishing pro)ect management communication inrastructure, hich

o the olloing ould -e typically used?

A. Inormation 'istri-ution planning

!. Pro)ect management inormation system JPMI3K

. ommunication system

'. Instant messaging system

1+22. "he customer has re%uested a fve8ee* delay on the pro)ect hile they

re-uild a arehouse used or manuacturing a *ey piece o the pro)ect. "his

delay asnDt planned, -ut the pro)ect couldnDt continue ithout it. "he company

is limited on availa-le resources. "his delay ill -e -est shon in hat?



A. $esponsi-ility Assignment matrix

!. !udget

. Wor* !rea*don structure JW!3K

'. Cetor* diagram

1+25. "he team has )ust completed the or* on the data-ase pro)ect. It has -een

a long pro)ect ith signifcant changes -eing re%uested -y the customer. Which

o the olloing is the -est step to complete next?

A. Bessons learned

!. Procurement audit

. >ormal acceptance


1+26. onfguration management involved hich o the olloing as related to

pro)ect management?

A. A thorough change control system to ensure the pro)ect produces the desired

results




varia-les

1+5:. "he construction pro)ect is a-out 00 complete and has had its

challenges. As o the last status report, it appears to -e on trac* regarding cost,

schedule, and scope. 7ou come to understand that the sponsor has some serious

concerns a-out the pro)ect. 7ou donDt understand hy, -ased on the last status

report. What ould -e the -est thing to do thing to do frst?

A. Meet ith the sponsor and fnd out hat their concerns are

!. "ell senior management that the pro)ect is in good shape

. Ignore senior management as the pro)ect is in good shape

'. Evaluate the schedule and -udget to veriy the triple constraint health o the

pro)ect



1+51."he team has -een having issues ith or* -eing done as intended

-ecause o scope misinterpretation. "hey are considering using a or*

Authoriation system. What is the main purpose o utiliing a or* Authoriation

system?

A. "o serve as a time trac*ing system


. "o sho hat o* is to -e done in the pro)ect

'. "o control =old plating

1+5(. "he pro)ect manager and team have -een or*ing hard to accomplish the

milestone o the pro)ect or*. !ecause ormal acceptance is a goal, hat ill

their e#orts -e compared to?

A. "he actuals

!. "he -aseline

. "he order o magnitude estimate

'. "he variance

1+5+. "he team has )ust completed the process o evaluating ho the pro)ect


evaluated the planning, executing and change re%uest. "hey documented ho

the sponsor and senior management supported the pro)ect. What phase o the

pro)ect are they in the process o completing?

A. Executing

!. Bessons learned

. losure

'. ontrolling

1+5/. Which o the olloing -est descri-es a milestone?

A. It is used to defne the phase o a pro)ect

!. It has value in the charter -ut not in the plan



. It has duration o no more than one day

'. It has duration o ero J:K

1+50. 7ou are the pro)ect manager or a high speed data communications

pro)ect. 7ou have )ust fnished putting together all the various plans into an

integrated document. Which o the olloing ill you do next?




'. harter signo#

1+5. Nmichaels has signo# the charter or the pro)ect ater evaluating the need

or the pro)ect. 9e did this -ecause he ill pay or the pro)ect, and on hat is

created hen the or* is complete. What is his role on this pro)ect?




'. 3ponsor

1+52. "he pro)ect manager or the electric engine improvement pro)ect has




!. "o sho hat or* is to -e done during the pro)ect





1+55. Pro)ect management roles not only descri-e pro)ect participation levels or

various personnel, they also indicate responsi-ility. Which o the olloing is the

most accurate in terms o its description?

A. Pro)ect management reports directly to the E

!. "he sponsor pays or the pro)ect and could on the or* o the pro)ect hen it

is complete

. >unctional management manages the unctionality o the pro)ect

'. 3enior management has ultimate control over pro)ect personnel

1+56. As a -est practice, ho should create the pro)ect management plan?

A. Pro)ect manager alone

!. Pro)ect manager and the pro)ect management team

. "he pro)ect manager, the pro)ect management team, and the oner o the

pro)ect

'. "he pro)ect oner alone

1+6:. =iven the complex nature o pro)ects, hich area o change generally has

the highest impact?

A. A change in the mar*et or hich the or* o the pro)ect is intended

!. A change in the company that is creating the pro)ect

. A change in the pro)ect

'. A change in the team on the pro)ect

1+61. "he telecom company is doing a %uarterly portolio revie. =iven the state



pursue a pro)ect?

A. "o increase mar*et penetration or the Asian mar*et -y /:

!. "o minimie employee churn




'. "o ensure that all servers at distri-ution centres are less than to years old

1+6(. All the olloing are typically components o the pro)ect management plan

except;.

A. "he -udget management plan

!. "he re%uirement management plan


'. "he schedule management plan

1+6+. 7ou are the pro)ect manager or a highay construction pro)ect. 7ou have







1+6/. "he company is determining hich proposed pro)ects it should pursue

during a severe economic donturn. the olloing, hich is the most li*ely


A. A Pro)ect that is proposed in response to a legal re%uirement

!. A pro)ect that is proposed in response to a technological advance

. A pro)ect that is proposed in response to a -usiness pro-lem

'. A pro)ect that is proposed in response to a -usiness opportunity

1+60. 7our supervisor as*s or copy o the pro)ect management plan and hen

you provide it to him, he says, ODI didnDt as* or all this inormation Nust give me

hat I as*ed orG 7ou donDt understand hy he is saying this. Which anser

-elo -est descri-es this situation?

A. 9e lac*s pro)ect management training





Documents

1000 Pmp Questions1