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You have just been assigned a project in process. The previous PM has been promo ted and has given you his files on the project. In a folder marked Private youf ind: A. His personal expense reports associated with the project costs B. Thestrategy for dealing with project stakeholders --->right answer C. The project team directory of email address and home phone numbers D. A personal thank-you note from your manager thanking the previous PM for his service The Stakeholder Management Strategy is often kept in reserve for the PM to use d iscretely. It may contain sensitive information about individuals. Who are stakeholders? A. Sponsor, Customer, Project Manager B. Project Team and Project Steering Committee C.Project Team, Customer, General Public, Sponsor, and other Project Manag ers ---> Right answer D. Customer and Sponsor This question is vague and all answers are technically correct. You can expect t o see this type of question on the PMP exam as well. In this case, every answer lists stakeholders, but 'C' is the bestanswer because it is the most complete l ist. Stakeholders are anyone affected by your project, working on your project, or interested in your project. Sandra,having work performance information from her team members, has used earn ed value analysis to determine the progress of the project in terms of time and cost. She is now compiling that information for distribution to senior managemen t. Inwhich knowledge area is she working? A. B. C. D. Integration Management Report Performance---> Right answer Communication Management Distribute Information

She is executing the process of Report Performance in the Communications Managem ent knowledge area. 'B' is incorrect because it's the process - not the knowledg e area. 'A' is a knowledge area, but not the one that specifically deals with

pe rformance reporting. 'D' sounds like a good choice, because Sandra is distributi ng information, but the specific tools being used are tools of the Report Perfor mance process, not Distribute Information. Also, 'D' is another process - not a knowledge area. ll of the following are true regarding issues on a projectexcept: A. Issues B. Issues C. Issues D. Issues ensus has been should be assigned an owner and a target completion date. should be documented in the issue log.may arise from stakeholders internal or external to the project. may be removedfrom the issue log only after key stakeholder cons reached.---> Right answer

Choices 'A', 'B', and 'C' are all correct; however, choice 'D' is not a good fit . Consensus is not the criteria for resolving or removing issues. See section 10

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.4.1.4 for more information on issues and issue logs. Which of the following statements is TRUE regarding issues? A. All issues must be resolved in order for the project to be closed. B. The issue log is a tool for stakeholders to manage project issues. C. Each issue should be assigned to a single owner..---> Right answer D. Issue management may be treated as a sub-project on larger, more complexprojects. Each issue should be assigned to an owner and be assigned a target completion da te. 'A' is incorrect since a project could be closed (successfully) and still ha ve outstanding issues. Sometimes the issues are out of the project manager's con trol. 'B' is incorrect since the issue log is not for the stakeholders - it is f or the project manager to use to manage issues. 'D' is incorrect because issues are managed within the context of a project. If you were even considering creati ng a separate project to manage issues, your project is probablybeyond hope. Lessons learned should contain: A. B. C. D. > Right The collectivewisdom of the team Feedback from the customer as to what you could have done better Information to be used as an input into administrative closure Analysis of the variances that occurred from the project's baseline..--answer

This is important! Lessons learned focuses on variances from the plan and what w ould be done differently in the future in order to avoid those variances. Whatare two skills used in ensuring that no issues are not resolved in a timely andproactive manner? A. B. C. D. Attention to detail and organization skills Communication skills and Management skills Interpersonal skills and organizational skills Management skills and interpersonal skills..---> Right answer

Soft skills such as interpersonal and management skills are important in relatin g to individuals, building trust, and delivering a clear message. Each of the sk ills listed in 'A', 'B', and 'C' would be good, but PMI specifies the two skills in 'D' as tools used in the Manage Stakeholder Expectations process, which is d escribed by the activities in the question. Which of the following is FALSE regarding Distribute Information? A. Distribute B. Distribute ght answer C. Distribute . D. Distribute Information is an executing process. Information ends when the product has been accepted...---> Ri Information may involve unexpected requests from stakeholders Information carries out the communications management plan.

Did you get tricked by this one? Distribute Information doesn't always end whenacceptance has occurred, so this is the answer that doesn't fit. Some stakeholde

 rs will need information distributed on the closure of the contracts and project s. 'A' is true, because Distribute Information is an executing process. 'C' is t

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rue because Distribute Information carries out predetermined communication, butalso will be used to respond to unplanned requests from stakeholders. 'D' is tru e because Distribute Information is the process that executes the communications management plan. The first two efforts of the project manager in any project should be: A. To develop the project plan and to assemble a project team B. To investigate who the right people are that can steer the project and t o be documented in the company as the project manager...---> Right answer C. To collect therequirements from key people and to obtain clear authoriz ation to lead the project D. To register with the project management office as the PM on this projectand to have a face-to-face meeting with the project sponsor Each of the possible answers has credible logic and importance to the project. K eep in mind the PMI process framework when thinking about the sequence of effort s in a project. The initiating processes are Develop Project Charter and Identif y Stakeholders, which are described by the correct answer. Communications skills would be used most during which of the following processes ? A. B. C. D. Distribute Information...---> Right answer Status Meetings Report Performance Control Communications

Your communications skills are used as a tool in Distribute Information. You sho uld have eliminated 'B' and 'D' because they were not real processes. 'C' might have been tricky for you, but it is incorrect because the process of Report Perf ormance mainly produces the performance reports, which factually state the statu s of the project. Distribute Information can cover many more topics and requires more in the way of skill and communication ability. The stakeholder register is important to which knowledge areas? A. B. C. D. Communications and Scope Sco

pe, Quality, Risk, and Communications...---> Right answer Scope, Risk, and Communications Communications, Scope, and Quality

The stakeholder register is used as an input in the following five processes: Co llect Requirements (Scope), Plan Communications (Communications), Plan Quality( Quality), and Identify Risks (Risk). 'B' is the correct answer. This is an IMPOR TANT input! On a stakeholder analysis grid of Influence and impact, the scale is one to five with five being the highest on each coordinate. The project sponsor would have what rating on the grid? A. B. C. D. Infl Infl Infl Infl = = = =2.1 and Imp 5 and Imp = 4.7 and Imp 4.6 and Imp = 4.8 1 = 6.3 = 4.3...---> Right answer

The project sponsor is a stakeholder that would have high ratings on both axes o

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f an Influence-Impact grid. 'A' and 'B' do not fit this criteria and 'C' is offscale. Which statement is not true regarding the strategy of managing project stakehold ers? A. The stakeholder management strategy is considered a project document. B. A project onlooker that has enough influence to hurt your project should prompt you as the PM to create a mitigation plan. C. The management strategy for project stakeholders should be accessible to the project team so they will know how to handle the stakeholders....---> Right answer D. A sponsor's advocate in senior management should be kept notified of the key aspects of the project tomaximize his support in management meetings. Usually a document that can be very sensitive such as in this case is reserved f or use by the project manager only. The other statements about the stakeholder m anagement strategy are valid. Which of the following is NOT a valid way to reduce risk? A. B. C. D. Select a contract type that reduces risk Insure against the risk Create a workaround for therisk...---> Right answer Plan to mitigate the risk

Read these questions carefully! The workaround is what you do after the risk occ urs, so it does not reduce the risk as the question specified. 'A', 'B', and 'D' all focus on reducing risk by transferring or mitigating it. What is the order in which the following processes should be performed? A. Perform Quantitative Risk Analysis, Perform Qualitative Risk Analysis, P lan Risk Responses B. Perform Qualitative Risk Analysis, Perform Quantitative Risk Analysis, p lan Risk Responses...---> Right answer C. Plan Risk Responses, Perform Qualitative Risk Analysis, Perform Quantita tive Risk Analysis D. Plan Risk Responses, Perform Quantitative Risk Analysis, Perform Qualita tive Risk Analysis This question should have

 been easier than it probably first appeared. Your firs t clue is to know that Plan Risk Responses only happens after you have analyzed your risks, which eliminates 'C' and 'D'. Then you can narrow it down further by recalling that PerformQualitative Risk Analysis is performed before Perform Qu antitative Risk Analysis. This means that the qualities of the risks are analyze d before you seek to quantify them. What should you do when new risk situations arise while the project is underway? A. B. C. D. Add them Evaluate Add them Complete to the Risk Register...---> Right answer them with the team, the sponsor, and the customer to Lessons Learned documents a change request for them

You are managing the construction of a data center, but the location is in an ar ea highly prone to earthquakes. In order to deal with this risk, you have chosen

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a type of building and foundation that is particularly earthquake resistant. This is an example of: A. B. C. D. Risk Risk Risk Risk transfer avoidance mitigation ...---> Right answer acceptance

The best answer here is 'C' risk mitigation since you are taking steps to lessen the risk. 'A' is incorrect because you are not transferring the risk to anyoneelse. 'B' is incorrect because you would need to relocate in order to completely avoid the risk of earthquake. 'D' is incorrect because you are not merely accep ting the risk - you are taking steps to make it less severe. All of these are reasonable answers, but the one you would ALWAYS do and should do first, is to add them to the risk register. Eventually you may evaluate them, although not always with the sponsor or customer. You will also likely add them to the Lessons Learned repository, although, again, that's not the first thing to be done. New risks do not usually require a change request, but are simply ad ded to the register and then processed in the analysis processes. Which of the following would NOT be contained in the risk management plan? A. B. C. D. A risk breakdown structure A description of the overall approach to risk on the project Risk roles and responsibilities A list of identified risks...---> Right answer

The risk management plan does not contain the identified risks. It is more gener al and high-level than that. The identified risks will be listed in the risk reg ister, produced after the risk management plan Which statement is the MOST true regarding the rolling of a die twice in a row? A. Rolling a six on the first roll reduces the probability of rolling a six on the second roll because it is hi

ghly improbable to roll six twice in a row. B. The probability of rolling a sixtwo times in a row is the same as the p robability of rolling a six on the second roll after rolling a six the first tim e. C. Rolling a three the first roll is mutually exclusive of rolling a three on the second roll. D. Statistically speaking, the chance of rolling a six on the second roll o f a die is 17 percent or17 sixes out of a hundred rolls....---> Right answer On any roll of the die, the probability of rolling a six is 1/6, or 17%. 'C' is incorrect because mutuallyexclusive means that one choice precludes another; ho wever, it is possible to roll three twice in a row, so these events are not mutu ally exclusive. 'B' is incorrect because the probability of rolling six twice in a row is 2.8% (1/6 times 1/6) and the probability of rolling a six on the secon d roll is 17%. 'A' is incorrect because the first roll of the die has no influen ce on the probability of rolling a six on the second roll. Projects managed by the Forte Corporation se

em to run into a lot of trouble. To address this, the company has asked Maya tolook into this and suggest a resolut ion. Maya has reviewed the risk registers of 30 projects, and has noted that mos t of them identified many risks, completewith response plans. Next, she examine d the effectiveness of the response plans in preventing the risk from occurring. She is starting to realize that the strategies chosen by the PMs don't always w

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ork. What tool did Maya use to help her with this analysis? A. B. C. D. Monitorand Control Risks Earned Value Analysis Audits...---> Right answer Variance Analysis

Audits are used to examine and document the effectiveness of risk response plans and of the risk management process. Monitor and Control Risks (A) is a process, not a tool. Earned Value Analysis (B) and Variance Analysis (D) are both toolsof Monitor and Control Risks, but these tools focus on the difference between th e planned response and the actual response. There are two separate questions to be considered: Are we following the response plan, and is the response plan work ing? Variance Analysis focuses on Are we following the plan? An audit assesses I s the plan working? Which information gathering technique is usually performed by a multi-disciplina ry set of experts not on the project team under the leadership of a facilitator? A. B. C. D. Brainstorming...---> Right answer Delphi technique Monte Carlo analysis Root cause identification

Choices 'A', 'B', and 'D' are all information gathering techniques used in Ident ify Risks, but brainstorming is the only one that fits the description. The Delp hi technique is not done under the leadership of a facilitator, and although roo t cause identification has some similarities, it is not as good of a match as br ainstorming. Monte Carlo analysis is not a good choice here since it typically d oes not involve a team. You have just finished a thorough Monte Carlo analysis for your project. Which o f the following would the analysis MOST likely identify? A. B. C. D. Divergent paths causing risk Points of schedule risk...---> R

ight answer Points of schedule conflict that lead to risk Gaps in the project path that could create risk

One of the things Monte Carlo analysis would show you is where schedule risk exi sts on the project. 'A' is incorrect because it is typically convergent and not divergent tasks that create schedule risk. 'C' is incorrect because it is not lo oking for schedule conflicts - those would be corrected in Develop Schedule. 'D' is incorrect because gaps in the project path do not, by themselves, cause risk . Your project team has completed identifying risks that might impact the new proj ect. Some time and effort have gone into performing qualitative risk analysis, a nd the risk register has been updated with the results. The project teammembers have all suggested next steps to help quantify each risk. Which team member's s uggestion would be the BEST next approach? A. Carry out SWOT analysis an

d document the total SWOT score for each risk in the risk register. B. Perform a risk urgency assessment for high-impact risks. C. Compute the dollar impact ofeach risk event using expected monetary val ue analysis....---> Right answer

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D. Use the technique of Monte Carlo analysis to categorize the risks relati ve to expected risk expenses. The best next step is to quantify each identified risk using one of the tools or techniques described for Perform Quantitative Risk Analysis. 'C' describes comp uting the expected monetary value - that's a valid tool of this process. (PMBOK 11.4.2) 'A' is incorrect as SWOT analysis relates toidentifying risks. 'B' is a great idea but should be performed during qualitative risk analysis. According to the question, that process is complete, so 'B' isincorrect. 'D' is a bogus i dea - Monte Carlo analysis is not a tool used as described for this process of q uantitative risk analysis. What will likely happento the number of risks in the Risk Register? A. It increases as the project progresses....---> Right answer B. It decreases as response plans are developed C. It probably will neither increase nor decrease D. The number doesn't change but the amount of information for each risk wi ll likely increase. You will have themost risk at the beginning of the project, but will continue t o identify new risks (Identify Risks) throughout the life of the project. Theref ore, the numberof risks will increase over the life of the project. As response plans are developed, those plans are added to the Risk Register, but the risks are not removedwhen a response plan has been developed. Of the following lists, which most correctly reflects the input, tool, and outpu t flow when monitoring and controlling risks? A. Work performance information, variance and trend analysis, approved chan ge requests B. Risk register, risk audits, risk register updates....---> Right answer C. Performance reports, work performance measurement, change requestsD. Risk register, risk reassessment, status meetings 'A' is incorrect because 'approved' change requests would be an output of Perfor m Integrated Change Contro

l. 'C' is incorrect because work performance measureme nts are outputs of Control Scope, Control Schedule, and Control Costs, but never a tool. 'D' is incorrect because status meetings are not an output but rather a tool of this process. 'B' represents the proper, logical flow of Risk register (input), Risk reassessment (tool), and Risk register updates (output). What is the BEST source of information about potential risk on your project? A. B. C. D. Computer risk analysis Interviews with team members from other projects Historical records from similar projects....---> Right answer Your own experience in this industry

Historical records from similar projects would provide you with the best sourceof information on potential risks. 'A', 'B', and 'D' are all good inputs or tool s, but they would not be as pertinent or helpful as the records from other simil ar projects. Historical information gets brought into your planning processes

as an organizational process asset. Linda has just carried out a contingency plan in response to a risk that occurre d on the project. She's determined that the contingency plan did not work as wel

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l as the team assumed it would. Looking at the risk register, Linda notices 7 ot her possible risks that have a similar contingency plan. She is concerned - what should Linda do? A. Issue a change request to investigate a better response plan for the 7 r isk events.....---> Right answer B. Scrap the risk register and perform the analysis again. C. Reassess the potential impact and likelihood of these 7 risk events. D. Request that the project manager schedule a meeting with the sponsor to go over her findings. We all agree that Linda needs to do something! She's learned valuable informatio n that needs to be worked into the projectplans. 'A' is the best course of acti on: request a change. A response plan hasbeen established for this risk; the te am needs to come up with a better plan. 'B' is incorrect - we don't need to thro w out the entire risk register! 'C' is not on point either. The concern is not o ver the impact or likelihood of the risk events; it's the response plan that is subpar. 'D' sounds nice, but is not necessary at this point. Request the change to the response plan. If that is approved, then the PM will assign resources to investigate further. You are managing a team developing a software product. You have contracted out a portion of the development. Midway through the project you learn that the contr acting company is entering Chapter 11. A manager from the subcontracting company assures you that the state of the company will not affect your project. What sh ould you do FIRST? A. Perform additional risk response planning to control the risk this situa tion poses......---> Right answer B. Stop all pending and future payments to thesubcontractor until the thre at is fully assessed. C. Contact your legal department to research your options. D. Meet with senior management to apprise them ofthe situation. The first thing you should do is to plan for the new risks this s

ituation presen ts. Remember that you should look for a proactive approach to almost everything. 'B' is incorrect because you cannot simply decide to withhold payment if you ar e in a contractual relationship. 'C' is incorrect because eventhough that may b e something you would do, it is not the FIRST thing you should do. 'D' is also n ot the FIRST thing you should do, because this problem should be dealt with by t he project manager. Running off to apprise senior management of the situation wo uld not be the first thing a project manager does. It would be far better to do that after the project manager had assessed the situation and planned thoroughly for it. During which process is the project team most likely to perform a risk urgency a ssessment? A. B. C. D. Risk Identification Perform Quantitative Risk Analysis Perform Qualitative Risk Analysis......---> Right answer Plan Risk Responses

The Risk Urgency Assessment is listed as a tool to Perform Qualitative Risk Anal ysis (PMBOK 11.3.2.5). So, 'C' is the correct answer. This tool helps the teami dentify those risks that can really doom a project soon - urgent! Indicators of priority might include how soon this risk event may occur, how easily the team c an detect the risk, the impact if it were to occur, or the presence of warning s igns leading up to the risk event. All these might qualify a risk as more urgent

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than others and require immediate handling. During a scheduled review, Phyllis is comparing the risks her team had anticipat ed to actual numbers her team has compiled. What should Phyllis do with this inf ormation? A. Update the risk register with this information.......---> Right answer B. Create a risk portal for her organization based on this information and lessons learned. C. Communicate gaps between planned and actual risks to the stakeholders. D. Calculate the reserve that remains as a result of any differences betwee n planned and actual risks.Although choices 'B', 'C', and 'D' may be good ideas, the one specified in the P MBOK is that the risk register should be updated with all of the actual results of anticipated risks. Which of the following is NOT a tool of Perform Qualitative Risk Analysis? A. B. C. D. Risk urgency assessment Risk categorization Probability and impact matrix Decision tree analysis.......---> Right answer

Answer 'D' does not fit here - it belongs to the process of Perform Quantitative Risk Analysis. The 1st 3 answers are tools or techniques of this process of Per form Qualitative Risk Analysis. If you are soliciting bids for a project, which of the following would be an app ropriate outputs from this process? A. B. C. D. Proposals from potential sellers and a contract Requests for Proposals and source selection criteria A selected vendor and a contract.......---> Right answerA qualified seller list and a statement of work

In order to answer this question, you must first be able to identify in which pr ocess bids are solicited. It is the Conduct Procurements process, and the primar y outputs of this process are selected sellers and procurement contract award.

 ' C' is the BEST answer. 'A' is incorrect because proposals are an input to this p rocess. 'B' is incorrect because thee items are outputs of the preceding process , Plan Procurements. 'D' is incorrect because the SOW is an output of PlanProcu rements and qualified seller list is an input to Conduct Procurements. The procurement management plan provides: A. Templates for contracts to be used B.A formal description of how risks will be balanced within contracts C. A description of procurement options D. The types of contracts to be used for items being procured.......---> Ri ght answer Contract type selection is a tool used in Plan Procurements. The type(s) of cont ract(s) used are included in the procurement management plan Bids are:

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A. B. C. D.

An output from Plan Procurements An input to Conduct Procurements.......---> Right answer An input to Administer Procurements Not related to the Conduct Procurements process

Even though bids and proposals are not listed as an output from any process, the y are prepared by someone outside of the organization and used as inputs to the Conduct Procurements process. Therefore, Answer B is correct. he procurement department of Contemporary Culinary Countertop Company has contra cted with Marble Mountain Quarries Incorporated to provide a specified list of m aterials as well as delivery for a national trade show for custom home builders. Caroline, theproject manager for CCCC, has been notified by the supplier that the U.S. Geological Survey (in charge since the closure of the US Bureau of Mine s in 1996) has shutdown their operations due to an impending earthquake resultin g from the quarry's proximity to a fault line. With contract closure imminent, w hich statement below is FALSE? A. If the contract did not specify the treatment of this scenario, CCCC's u nresolved claims against Marble Mountain Quarries Inc. for non-performance and c onsequential damages may only be reconciled through litigation.B. Even though the complete list of materials was not able to be delivered, perterms in the contract, CCCC will be obligated to compensate Marble Mountain Quarries Inc. for the partial shipment of materials prior to the shutdown by th e USGS and subsequent contract closure. C. Because Caroline's project requirement from Marble Mountain Quarries Inc . is not going to be met, especially in the last

 stages of the project so close to the upcoming national trade show, and also because this trade show is a criti cal success factor for CCCC's business, MarbleMountain Quarries must subcontrac t with another quarry to meet Caroline's project requirements before the contrac t can be considered closed........---> Rightanswer D. Because the contract contained a special termination clause related to e nvironmental constraints preventing performance by the supplier, even to thepoi nt of total default, with no penalties to either party, then Marble Mountain Qua rries Inc. observance of all notification requirements as spelled out in the spe cial termination clause leads to a mutual agreement to close the contract. Focus on the contract terms. Answers 'A,' 'B,' and 'D' ALL conveyed true situati ons because the terms of the contract specified the mutually agreed treatmentin each case. 'C' is the correct answer to this question since the answer did not base the requirement to subcontract to another quarry on a clause or term in t

he contract. The Close Procurements process may seem small or simple compared to m any other processes in project management; however, a mistake in a contract and its subsequent closure can render a project as a failure. PMBOK 4th Edition,sec tion 12.4 Who does most of the work in Conduct Procurements? A. B. C. D. The The The The procurement office project manager and the vendors.......---> Right answer project team project manager

In this process, the project manager, perhaps assisted by the team or procuremen t office, sends out procurement documents, and the vendors respond. In most case s, the vendors are actually doing the bulk of the work, especially when the prop osals or bids are lengthy and complex. You could argue for all four answers havi

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ng some truth to them, but the fact that Answer 'B' is the only one that include s the vendors makes it the best choice. Which of the following definitions best describes a procurement audit? A. Tool used B. Tool used ables C. Tool used .......---> Right D. Tool used equirements to determine if the correct quality process is being followed to verify compliance in the seller's work processes or deliver to identify successes and failures to improve future contracts answer to certify that prospective sellers meet minimum eligibility r

"C" is the best description of a procurement audit. "A" is referring to the tool of audits used in the Perform Quality Assurance process. "B" is a very tempting answer - it describes the tool called "Inspections and Audits" used in the Admi nister Procurements process to check the deliverables being produced against the requirements listed in the SOW. The PMBOK Guide differentiates the "procurement audit" as the actions taken in the Close Procurements process to capture lesson s learned from the current process to make future contracts more effective. (See PMBOK Guide p.343) Finally, "D" describes a review of sellers and does not appl y to the "audit" term specified here. You are the project manager for a seller who has been selected to construct an i ndustrial kitchen for a large food services company. Before the contract negotia tions, the buyer confides in you that design is not finalized, and they want you to begin work with incomplete specifications. What type of contract should you ask for in negotiations? A. B. C. D.Fixed price Cost plus incentive fee Time and materials.......---> Right answer Cost plus fixed fee

The major clue here is that the scope of work is not completely defined and they want you to begin work anyway. In that case, the project is at a higher risk, a nd a time and materials contract shifts much of that risk back to the buyer. Who performs Administer Procurements? A. B. C. D. The buyer The seller Both the buyer and the seller.......---> Right answer Neither the buyer nor the seller

Both the buyer and the seller perform Administer Procur Consuela, managing a project with purchasing needs, has received several proposa ls from would-be suppliers for her company's project. Working with her company's procurement department, Consuela has made a vendor selection decision. Which of the following would NOT be a result of Consuela's supplier selection decision p rocess? A. B. productC. A purchase order A mutually binding legal agreement that obligates the seller to provide and obligates the buyer to pay the seller Change requests to the pro

ject management plan

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D. A bidders conference to communicate fairly the decision results.......--> Right answer Answers 'A,' 'B,' and 'C' are all valid possible results of the Conduct Procurem ents process. 'A' would be a purchase order to the selected seller. 'B' is the d efinition of a contract between Consuela's company and the selectedseller. 'C' is valid because schedule changes or budget changes may be a resultof the agree ment between Consuela's company and the selected seller. 'D' is the correct choi ce for this question; a bidders conference is used to provide information fairly to each would-be vendor to enable their development of proposals. The bidders c onference would not be necessary to communicate the actual seller selection deci sion. Marc is closing a project, and as part of that is gathering up the status report s that a sub-contractor sent. He is filing the reports with the project's histor ical records. What process created these status reports? A. B. C. D. Report Performance Close Procurements Administer Procurements.......---> Right answer Distribute Information

Status reports are procurement documents, and these are an output from the Admin ister Procurements process (Answer 'C'). The process of Report Performance (Answ er 'A') refers to reporting the status of Marc's project - not the sub-contracto r's performance against the contract. Answers 'B' and 'D', Close Procurements an d Distribute Information, sound like possibilities, but do not match the PMI def initions for these processes. Frederick is leading a software conversion project for the financial institution that employs him. His organization has beenburned by suppliers in the past, so Frederick's boss is very concerned that thesupplier delivers the terms of the contract. In fact, Frederick's boss wants him

 to focus all his time this week so lely on procurement administration. Which of the following activities should Fre derick NOT PERFORM this week? A. Explore the contract for termination clauses and document what portions of contracted work might be eligible for early termination and what the conseque nces are in caseof early termination. B. Based on lessons learned thus far in the project, reconstruct portions o f the contract that describe how the work will be performed........---> Right an swer C. Investigate the change control terms of the contractto understand how t he contract might be amended in the future. D. Review the invoices and payments made thus far on this contract and dete rmine how those align with the status of deliverables. The correct choice for this question is 'B.'In reading the question, you should get the feeling that Frederick's boss is most concerned with this current contr act and vendor. Answers 'A', 'C,' and 'D' all involve the current contract and v endor and can be seen as activities that wo

uld put the PM ahead of any bumps in the future. Frederick is understanding howthe contract can be changed, what por tions can be terminated, and making sure the invoices match up with the work per formed. Answer 'B' might be useful for future contracts, but rewriting portions of the contract should be left to others, such as the procurement specialists or attorneys. (See PMBOK Guide Section 12.3 introduction for more information.)

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Which process group creates the contract change control system? A. B. C. D. Initiating Planning Executing.......---> Right answer Monitoring and Controlling

The contract change control system is defined in the contract, which is createdas an output of the Conduct Procurements process, which is an executing process. You have been tasked with managing the seller responses to a request for proposa l issued by your company. The seller responses were numerous, and now you have b een asked to rank the proposals from highest to lowest in terms of their respons e. What are you going to use as a means to rank the sellers? A. B. C. D. Source selection criteria.......---> Right answer Request for quotation Seller response guidelines Seller selection matrix

The source selection criteria will provide the guidelines by which you can evalu ate and rank responses. The RFQ would not necessarily help you pick the seller, as it is their proposal that is of interest. 'C' and 'D' were terms that were ma de up for this question. A procurement audit is utilized for which purpose listed below? A. During contract closure, to identify successes and failures for lessons learned purposes........---> Right answer B. During contract claims or disputes to build a credible litigation case. C. During receipt of goods and services to verify that delivery by the sell er is in line with the planned purchase of the buyer. D. At any point within a contract when the sponsor has raised an issue with the seller selection criteria. Procurement audits are a technique usedduring Close Procurements to identify su ccesses and failures that warrant recognition in the preparation or administrati on of other contracts. These might be

called lessons learned. (PMBOK 4th Edition section 12.4.2.1) Your project plan calls for you to go through procurement in order to buy a spec ialty motor for an industrial robot. Because of patent issues, this motor is onl y available fromone supplier that is across the country. After investigation, y ou believe thatyou could procure the motor from this company for a price that i s within your budget. What is your BEST course of action? A. Revisit the design and alter the specification to allow for a comparable motor. B. Procure the motor from this source even though they are the sole source. ........---> Right answer C. See if the component may be produced in another country, avoiding your c ountry's patentissues. D. Take the product out of the procurement management process. This onemay trick some who think that it is wrong to use a sole source. In many

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cases it is the only choice. 'A' would not be good since the design has nothingto do with this. 'C' is not necessary in this case, since the issue is not a legal issue. Choice 'D' would be completely invalid since the item is still beingprocured outside of your organization. Part of your project requires choosing, purchasing, and implementing a software package. Going into this project, your sponsor had directed you to purchase the package he used at another company. However, you had convinced him of the value of properly evaluating the packages on the market to make sure that the one he r ecommended was the best fit. You have since worked with your team to properly ex ecute all of the procurement processes, creating a thorough set of evaluation cr iteria, receiving several good proposals from vendors, and evaluating the propos als against the criteria. As it turns out, the sponsor's recommended package is not the best choice, based on the evaluations you have done, yet he is insisting that you follow his recommendation.You have requested a meeting to discuss thi s in detail and make a final decision. What would be the best prep work for you to do prior to the meeting? A. Ask the team to reconsider the evaluation criteria, to see if it can be adjusted in order to give the sponsor's preferred software a higher score B. Ask someone at the sponsor's previous company for a list of their evalua tion criteria and compare it to yours..........---> Right answer C. Prepare a formal presentation of the process that your team followed D. Find an advocate of the selected software and have that person attend th e meeting with you. All of these sound tempting, when you are faced with this situation on a real pr oject. The best answer is B,because the heart of the problem is that the sponso r has seen this software work before in another setting, so you need to understa nd what is the difference b

etween that setting and yours, if there is any. A is not a valid choice as you are tampering with the results of the evaluation. C is not a bad idea, but will not likely address the sponsor's concerns. He is less concerned with the processyou followed than he is the end result of the process . D is also not a bad idea, but if that is all you do then you are relying on so meone else to speak for you. Identify the statement that is FALSE regarding the process of Conduct Procuremen ts: A. The goal of the bidder conference is to gather all potential sellers in a central location so that the buyer can interview the sellers at one time and e xpedite the selection process...........---> Right answer B. During this process, your team might find the need to develop a qualifie d sellers list. C. Amajor input to this process are the proposals from potential sellers. D. Procurement Documents that are outputs of the prior process become input s to this process of Conduct Procurements. Answer 'A' sounds temptingly true, but is false. Th

e focus of the bidder confere nce is on the seller - the sellers are allowed toask questions of the buyer pri or to submitting proposals and prior to any seller interviews or demonstrations. The goal of the buyer is to keep the playing field level, share information to all sellers, and not provide any seller with an advantage over the others. 'B' i s a true statement. Your team might have to do the legwork to develop a qualifie d seller list. This could be useful to your organization in future projects. 'C' - proposals are the major input of this process. 'D' - procurement documents ar e an example of an output becoming an input from one process to the next. PMBOK - 12.2

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A project manager is having difficulty getting resources from a functional manag er. Which of the following would be the MOST appropriate to help resolve this pr oblem? A. B. C. D. Senior management ----> Correct answer The customer Key stakeholders The sponsor

It is the role of senior management to resolve organizational conflicts and to p rioritize projects, and either of those may be at the root of this problem. 'B' is incorrect since this is a matter internal to the organization, and the custom er should be buffered from it. 'C' is incorrect since the stakeholders cannotal ways bring influence to bear inside the organization. 'D' is incorrect sincethe sponsor functions much like a customer internal to the organization. The sponso r does not prioritize projects and would not be the best person to go to inorde r to sort out an organizational conflict. f you hear a project manager saying to a customer, We all agree that this projec t is important. Let's not fightover a few thousand dollars, what conflict resol ution technique is the projectmanager trying to use? A. B. C. D. Smoothing----> Correct answer Problem-solving Forcing Compromising

Smoothing occurs when the person trying to resolve the conflict asks everyone to focus on what they agree upon and diminishes the items on which there is disagr eement. Which of the following statements is the LEAST true regarding collaboration? A. Collaboration is B. Collaboration is C. Co-location is a D. Collaboration is ----> Correct answer a preferred method of conflict resolution. working together to address a project challange. requirement for collaboration. more facil

itated when multiple aggressors are involved.

An aggressor is a destructive team role referring to someone who is openly hosti le and opposed to a project. 'A' and 'B' are true statements about collaboration in project management. 'C' is not a true requirement for collaboration, but colocation would facilitate collaboration. 'D' is the LEAST true statement about c ollaboration. Sharon is planning a fairly large project that will involve people from many off ices around the country. Her sponsor is in San Diego, most of the technical team is located in Phoenix (except for the team members who work from home), and the primary customer is in Chicago. Her travel budget is limited by the fact that t he company has a new focus on reducing travel expenses. What would you recommend ? A. Sharon should plan a trip early in the project to meet with each of the groups in their locations. She should include enough money in the

 budget for a f ollow-up trip later, or perhaps even a gathering of the team members in a centra l location..----> Correct answer

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B. Because project managers should always follow company policies, Sharon s hould find ways to work with the team without incurring any travel expense. C. Virtual teaming is a tool of managing stakeholders, so Sharon should mak e use of collaborative work tools and conference calls to enable the team to wor k togethereffectively. D. Sharon should plan a nice celebration at the end of the project; everyon e would travel to a central location, ideally near the customer in Chicago. This will not only reward the team for a job well done, but will also reinforce the value of good teamwork for future projects. This is a very realistic situation for most PMs. You should remember that face-t o-face communication is always best and that team development should start early in the project - as soonas you have team members. This makes 'A' the best answ er. 'C' includes incorrect information. Virtual teams are a tool of Acquire Proj ect Team, not of Develop Project Team. 'B' is not the right answer because the p olicy doesn't state that no travel is allowed. Travelling to meet team members, as well as other stakeholders, is a realistic expense and not an extravagance. Maslow 's Hierarchy of Needs theory states that: A. B. urity. C. r-level D. . The strongest motivation for work is to provide for physiological needs. Hygiene factors are those that provide physical safety and emotional sec Psychological needs for growth and fulfillment can be met only when lowe physical or security needs have been fulfilled..----> Correct answer The greater the financial reward, the more motivated the workers will be

This question might have been difficult for you. 'A' is not necessarily true, be cause Maslow stated that any level of his pyramid provides the greatest level o

f motivation when the needs of the levels below have already been met. Thus physi ological needs such as food and shelter will be the greatest motivator for worke rs to do a good job when those needs are unmet. But once the lower level needs a re met, the needs of the next level become the greatest motivators. The issue log is a tool used in which knowledge area? A. B. C. D. Integration Management Human Resource Management..----> Correct answer Manage Stakeholder Expectations Communications Management

If you selected 'C' you selected a process to which the issue log is an input. T he question also asked for a knowledge area. The issue log is a tool used in Man age Project Team in the Human Resource Management knowledge area. The projectmanager is meeting with functional managers to discuss which team me mbers willbe working on specific components of the scope and when they will be needed, bas

ed on the latest version of the project plan. This is an example of: A. The work authorization system because resources are being allocated to p erform the work..----> Correct answer B. The project management information system, because the project manager i s executing the project plan C. The configuration managementsystem since team configuration decisions a re being formally decided D. Formalverbal communication because the decisions will be formally refle

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cted in the project plan The definition of the work authorization system is thesystem used to ensure tha t resources are formally being released to perform work at the right time and in the right sequence. In this case, a meeting with theresources functional manage r would qualify as being a system. he process of identifying, documenting, and assigning roles, responsibilities, a nd reporting relationships for a project is called: A. B. C. D. Project Interfacing Organizational Breakdown Develop Staffing Management Plan Develop Human Resource Plan..----> Correct answer

Develop Human Resource Plan is the process of understanding and identifying thereporting relationships on a project. Included in the output of this process (Hu man Resource Plan) is the project's organizational chart. Alex is a project manager who wants to motivate his team by offering them a week of paid vacation ifthe project is delivered on time. When presenting this to t he team, he spends extra time convincing the team that this goal is very achieva ble. What theory BEST explains Alex's behavior? A. B. C. D. Expectancy theory..----> Correct answer Contingency theory Achievement theory Stimulus/Response theory

Expectancy theory says that reward motivation will work if the team believes tha t the goal is achievable. Which of the following is NOT true of team building?A. B. C. orrect D. Team agreement should be obtained on all major actions. Teambuilding requires role modeling on the part of the project manager. Team building becomes less important as the project progresses...----> C answer Teamwork cannot be forced.

Successful team building begins early in project development, but it is a contin uous process throughout the life of the project. Herzberg's theory of motivation states that: A. Hygiene factors must be present for motivational factors to work....---> Correct answer B. Motivation to work on the project must be related back to the individual 's need. C. An individual's higher needs will not emerge until the lower needs are m et. D. Individuals are motivated by a desire to reach proficiency. Herzberg stated that hygiene factors must be present in order formotivational f actors to work; however, hygiene factors do not motivate by themselves. They onl

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y enable the motivation factors to work. Which of the following is a negative team role? A. B. C. D. Initiator Information seeker Devil's advocate....----> Correct answer Gate keeper

A devil's advocate is considered to be a negative team role. 'D', a gate keeper, is incorrect because in project management terminology a gate keeper is someone that draws non-participants and withdrawers into the process. Maslow's Hierarchy of Needs theory concludes that: A. Higher needs cannot be realized until the lower needs are satisfied..... ----> Correct answer B. Hygiene factors are thosethat provide physical safety and emotional sec urity. C. Psychological needs for growth and fulfillment are ineffective motivator s. D. The greater the financial reward, the more motivated the workers will be . Maslow's hierarchy is based on the fact that your basic needs, like food and wat er, must be satisfied before higher needs, such as esteem, will become important . 'B' is incorrect becauseHerzberg's theory of hygiene factors is a different t heory of motivation. 'C' is incorrect because this is a different motivational t heory. 'D' is related toanother theory of scientific management not covered in PMI's materials.

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