PMP Exam Question Bank2

7/28/2019 PMP Exam Question Bank2

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PMP Question Bank

1. You are a project manager working on a project to market a new product. Thedeliverables of the project have been established, and the project work has begun. Acontract to deliver the deliverables has been signed. The customer who has signed thecontract has telephoned you to request additional work to be done on the project. Thiswork will affect the budget but not the schedule of the project. This project has a highpriority with your company. What should you so next?

a. Do what the customer asks you to do and add the additional requirements to the originalcontract

b. Refuse the request and send a memo to your management explaining the situation

c. Respond to the customer’s request by explaining the change procedure and asking that he or

she submit a request for change

d. Arrange to meet with the project team to discuss this change

2. You are the project manager for a high visibility project. The margin on this project islow, and it is extremely important that the cost estimates for the work on the project beaccurate. While reviewing the cost estimates for this project you notice that one of thecost estimates for an element in the WBS is 10% higher than two previous projects forvery similar work. What should you do?

a. Accept the estimate because you trust all of the people on your project team, and they are

responsible for estimates

b. Reduce the estimate and add the additional budget to the management reserve

c. Ask the person responsible for the estimate to explain the difference and bring supportinginformation to you

d. Reduce the estimate and add the additional budget to the contingency reserve

3. You are managing a project in a foreign country. In this country there is a normalpractice for business people to exchange gifts when very large contracts, such as the oneyou are working on, are signed. The gift is of a greater value than your company’s policyfor gift exchange will allow. You have given a gift of similar value to the customer’srepresentative already. What should you do?

a. Take the giftb. Contact your company’s management and seek for assistance c. Refuse the gift graciously, explaining your company’s policy d. Ask the customer’s representative to give the gift to your manager.



4. You are the manager of a research group that is developing a new chemical material. You hire a person from a competing company who has a great deal of expertise in thisarea. The person contributes greatly to the progress of your project. During conversationwith the person you determine that many of this person’s ideas were developed by thecompeting company. What do you do?

a. Tell the person that he or she should not mention that the ideas came from another companyb. Sign a nondisclosure agreement with this person before he or she leaves your companyc. Accept the new ideasd. Investigate the employee for security reasons

5. You are managing a project that is in process. A large and unexpected problem occursthat will cause a delay in the schedule in excess of the contingency schedule for theproject. What should you do?

a. Look at other tasks in the schedule and see which ones should be reduced to allow time forthis problem to be workedb. Reduce testing on the completed tasks

c. Require mandatory overtime for the project teamd. Speak to the stakeholders about getting additional time and budget for the project

6. You are the project manager for a large project. Some members of the project team havecome to you and asked that they be permitted to work on a flexible schedule. Some of theother team members feel that it is important that all team members be on site at all timesunless they are absent for business reasons. What should you do?

a. Turn down the request for flexible time schedules

b. Accept the request for flexible time schedulesc. Arrange a meeting of the project team members and allow them to decided. Discuss this problem with your manager and act on the results of the meeting

7. You are the project manager for a project that has high visibility. Your manager wantsyou to prepare a presentation for him to present at a conference. Most of the material inthe presentation will be facts that are the results of your project. Your manager intends topresent the material under his own name. Your name will not appear. What should you do?

a. Refuse to work on the presentation unless you are listed as a coauthorb. Do the work as you were told by your managerc. Present your own presentationd. Meet with your manager’s manager and discuss the problem

8. You are managing a project and the customer’s engineer visits your facility on aninspection and general getting acquainted tour. During the tour they make the comment



that the parts that are being designed should be in stainless steel instead of plain steelwith enamel. What should you do?

a. Authorize the change in design to your engineersb. Continue with the present designc. Speak to the visiting engineers and discuss having an informal meeting between

your engineers and the visiting engineersd. Ask the visiting engineers to submit a change proposal to the change system

9. Which of the following is the example of a conflict of interest?

a. You are the fourth cousin of a vendor supplying parts to a project in your companyb. You are the owner of a company that is supplying parts to a project that you are managingc. You receive a gift from a supplier of parts for your projectd. A supplier tells you sensitive information, in confidence that allows you to select anothersupplier for your project

10. You are the project manager for a large project that is completed on time and onbudget. The customer and all of the stakeholders are pleased with the results. As a directresult of the successful completion of the project, your manager approves a bonus of$25,000 for you. There are fifteen members of the project team. One of the people in theprojectteam has been a very low contributor to the project; the other fourteen have all been abovestandard. What should you do with the money?

a. Keep the money yourself; you deserve it. And the manager gave it to youb. Divide the money equally among all the team membersc. Ask the team members how they would divide the moneyd. Divide the money equally among the team members except for the substandard

team member

11. One of the members of your project team comes to you and says that he heard thatone of the suppliers to the project had given a substantial gift to one of the project teammembers in hopes that the team member would favor his company with a purchase order.The company was favored with a purchase order for the parts. What should you do?

a. Talk to the person and get him or her to give back the giftb. Investigate the matter completelyc. Cancel the purchase order with the supplierd. Meet with your manager and discuss the problem

12. Decomposing the major deliverables into smaller, more manageable components toprovide better control is called:

a. Scope planningb. Scope definitionc. Scope base liningd. Scope verification



13. Any numbering system that is used to monitor project costs by category such as labor,supplies, or materials, for example, is calleda. Chart of accountsb. Work breakdown structurec. Universal accounting standardd. Standard accounting practices

14. A person who is involved in or may be affected by the activities or anyone who hassomething to gain or lose by the activity of the project is called a:

a. Team memberb. Customerc. Stakeholderd. Supporter

21. A project manager makes a narrative description of the work that must be done for herproject. This is called a:

a. Project planb. Control chartc. Statement of workd. Project objective

22. An example of scope verification is:

a. Reviewing the performance of an installed software moduleb. managing changes to the project schedulec. decomposing the WBS to a work package leveld. performing a benefit-cost analysis to determine if we should proceed

23. The process of establishing clear and achievable objectives, measuring theirachievement, and adjusting performance in accordance with the results of themeasurement is called

a. Strategic planningb. Contingency planning

c. Detailed planningd. Management by objectives

24. Configuration management is:

a. Used to ensure that the description of the project product is correct and completeb. The creation of work breakdown structurec. The set of procedures developed to ensure that project design criteria are metd. A mechanism to track budget and schedule variances



25. A project manager is employed by a construction company and is responsible for thefurnishing of the completed building. One of the first things that the project manager forthis project should do is to write a:

a. Work breakdown structureb. Budget baseline

c. Project charterd. Project plan

26. A project manager is creating a work breakdown structure for her project. In the workbreak down structure, the lowest level of the breakdown for the project manager is called :

a. Activityb. Taskc. Work packaged. Cost account

27. A project manager is reviewing the scope of the project and the scope baseline of the

project. This includes which of the following?

a. The original project schedule, budget, and scopeb. The original project description and project charterc. The original scope of the project plus or minus any scope changesd. The current budget of the project

28. A project manager has just become the manager of a project. The document thatrecognizes the existence of the project is called:

a. The statement of workb. The project assignmentc. The project charter

d. The product description

29. A project manager is reviewing the work breakdown structure for her project. The WBSof the project represents:

a. All the tangible items that must be delivered to the clientb. All the work that must be completed for the projectc. The work that must be performed by the project teamd. All the activities of the project

30. A manager who manages a group of related projects is called a: a. Project managerb. Project expediter

c. Program coordinatord. Program manager

31. A new project has begun. The project charter has been written and the project managerhas been assigned. The project manager is preparing the work breakdown structure forthe project. The WBS is typically used for:

a. Explaining the scope of the project relevant to the clientb. The basis for organizing and defining the total scope of the project



c. Showing the resource conflicts that exist in the projectd. The logical relationship between tasks in the project

32. During the life of a project, the project will go through several phases – initiating,planning, execution, and closeout. Which phase of the project is likely to have the greatestamount of its funding spent?

a. Initiatingb. Planningc. Executingd. Closeout

33. During the course of the project it is important that the stakeholders be informed of theprogress of the project. One of the reports that is frequently used is a progress report.Which of the following is true about progress report?

a. They allow stakeholders to judge the performance of the project according to its planb. They are generally considered to be overkill on very small projectsc. They require the use of earned value reportsd. They must be produced by the project manager

34. The coordinated undertaking of interrelated activities directed toward a specific goalthat has finite period of performance is a:

a. Project charterb. Projectc. Set of project objectivesd. Program

35. The document that is proof of upper management’s commitment to the project andgives the authority to manage the project to the project manager is called:

a. The project plan

b. The project goals and objectivesc. The project charterd. The project definition

36. A project manager works in a company favoring the weakest authority for the projectmanager the type of organization that holds the project manager to be the weakest is:

a. Projectized organizationb. Strong matrix organizationc. Weak matrix organizationd. Balanced matrix organization

37. A project manager has been asked by the client to meet the promise date of the

project. The project manager analyzes the schedule before promising a date to thecustomer. The project manager uses the program evaluation and review technique toevaluate the project schedule. She decides that based on the PERT calculations she canpromise a delivery date of June 30. The expected value of the project completion date isMay 30. If the project manager is willing to accept a 5% probability that the project will bedelivered later than June 30, what is the standard deviation of the duration of the activitieson the critical path? Assume a five-day workweek.



a. Ten daysb. Fifteen daysc. One-half monthd. One month

38. A project is proposed to a customer. Price and schedule for delivery are agreed upon.The work breakdown structure is agreed to as well. The customer requests that one of themilestones of the project be completed by a certain date. The project schedule isreviewed, and it is found that the expected completion date for this milestone isconsiderably earlier that the date requested by the customer. The date for this milestone iswhich of the following?

a. Considerationb. Summary activityc. Constraintd. Suggestion

39. A project manager is managing a project. The original scope baseline of the projectwas budgeted at $100,000. Since work on the project started there have been seventeenauthorized and approved changes to the project. The changes have a value of $17,000 and

the cost of investigating them prior to their approval was $2,500. What is the currentbudget for the project?

a. $100,000b. $114,500c. $117,000d. $119,500

40. In a very large project having a budget of $5 million and a project team of over onehundred persons, the project manager constructs a work breakdown structure. Theproject manager will do the WBS to the detail level of which of the following?

a. Task

b. Activityc. WBS elementd. Work package

41. A project manager is managing a project that has reached the end of planning phase.The work scope has been agreed to and definitive cost estimates have been completed for the project. The total estimated cost of the project is $100,000. It is reasonable to expectthat the project will not cost over which of the following value? a. $100,000b. $110,000c. $125,000d. $175,000



A schedule was developed for a project to install windows in an apartment building. The projectis a rush job, and the contractor has agreed to schedule the work on a single shift basis but willwork seven days per week until the job is done. The project is to begin on May 1.

42. What day in May will activity D have for its early finish date? a. May 13b. May 6c. May 7d. May 5

43. What is the free float for activity F? a. 6b. 7c. 0d. 8

44. What is the free float for activity D? a. 6b. 7

c. 8d. 0

45. What is the critical path of the project? a. A B E G Hb. A B D F Hc. A C G Hd. A B E D F H

46. What is the late start for activity F? a. May 10b. May 11c. May 12

d. May 14

47. How long is the project in days? a. Nineteenb. Twentyc. Twenty-oned. Eighteen

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48. What is the early start for activity F? a. May 7b. May 6c. May 5d. May 4

49. If there is a delay in activity F of six days, what is the effect on the project completiondate? a. Increases one dayb. No change to project completion datec. Increases two daysd. Increases three days

50. What is the early finish date for activity A? a. May 1b. May 2c. May 3d. May 4

51. The above diagram is called: a. Activity on arrow network diagramb. Network diagramc. Precedence diagramd. Gantt chart

52. If a project manager were to make Thanksgiving dinner, two of the activities that mightbe of concern would be roasting the turkey and baking the sweet potatoes. In order toensure that these two items will be finished cooking and will come out of the oven at thesame time, what type of relationship should he or she use in the schedule between thesetwo activities? a. Finish – finishb. Start – startc. Finish – start

d. Start – finish

61. Which of the following is true? a. The critical path is the path through the network that has the highest total durationb. The critical path is the path with the least amount of free floatc. The critical path is the list of activities that have zero floatd. The critical path is the list of activities that have critical risks associated with them

62. Resource leveling will generally: a. Reduce the time needed to do the projectb. Increase the total time necessary to do all the tasksc. Reduce the over utilization of resourcesd. Reduce resources to the lowest skill that is possible

63. A task was scheduled to use two persons, full time, and take two weeks to complete.Instead, the project manager was only able to assign one person to this task. At the endof two weeks, the person assigned to the task was 75% complete. What is the costperformance index? a. 0.75b. 1.5c. 1.33d. .5



64. Five tasks are scheduled to be completed in sequence. Each task has a finish-startrelationship with the next task. Each has one day of total float. As of today, task one andtwo have been completed on schedule. How many days of float remain in the schedule of these tasks?

a. Twob. Onec. Zerod. Four

65. Which of the following is considered to be a simulation technique? a. PERT analysisb. GERT analysisc. Monte Carlo analysisd. Critical path method

66. The main difference between the two types (ADM, arrow diagramming method, and PDM,precedence diagramming method) of the critical path method (CPM) of scheduling is: a. Placement of the activity on the logic diagram lineb. Arrow diagramming method (ADM) is a deterministic method, whereas theprecedence diagramming method (PDM) is a probabilistic method

c. Precedence diagramming method (PDM) is a deterministic method, whereas the arrow diagrammingmethod (ADM) is a probabilistic methodd. Precedence diagramming method (PDM) is a more accurate method

67. The project schedule is not used to determine: a. The start and finish dates of the activitiesb. Occasional changes to the activity listingc. The total float of the activitiesd. The project’s budget

68. A project manager wants to make a trip to California by car. The project manager knows howmany miles it will be to drive to California, the current price of gasoline, and how many miles the carwill go on a gallon of gasoline. From this information he or she can calculate the estimated cost ofthe gasoline for the trip. This is a form of what kind of estimating technique? a. Definitiveb. Analogousc. Parametricd. Quantitative

69. A project manager wants to make a trip to California by car. The project manager knowssomeone who has made this trip before. This person has a similar car to the one that the projectmanager has, and the person has kept good records on the money spent for fuel on the trip. Thedistance that the project manager will travel is 10% farther than the other person’s trip. Bymultiplying the cost of fuel reported by the other person by 1.1, the project manager is performingwhat kind of estimate? a. Definitiveb. Analogousc. Parametricd. Quantitative



In a project to install concrete sewer lines there is a lot of uncertainty as to how long the durationsshould be for the tasks involved. The project manager has determined that the team will use thePERT technique to evaluate the project’s completion date. The diagram shows nineactivities and the table shows the optimistic, pessimistic, and most likely estimates that the teamhas already made.

53. What is the expected value of the number of days to complete the project? a. 47.3b. 22.0c. 32.3d. 48

54. It is desirable to make an estimate that has a greater than 95% chance of being correct.Which of the following ranges of time for the impletion of the project best describes thisprobability of being correct?

a. 33.31 to 31.36b. 34.28 to 30.39c. 14.39 to 33.48d. 35.25 to 29.42

55. What is the expected value of the duration for activity B? a. 5.6

b. 2.8c. 3.0d. 2.6

81. Using the formula: Present value = S/(1+i)n where i is the interest rate in percentage, nisthe number of periods, and S is the starting amount, the following table is produced: Periods 10% 12% 14% 1 0.909 0.893 0.8772 0.826 0.797 0.769




3 0.751 0.712 0.6754 0.683 0.636 0.5925 0.621 0.597 0.519

Based on the table, what is the value of an annual income flow of $1,300 each year overthenext three years at 12%? a. $3122.60b. $3900.00c. $3497.00d. 36%

82. Lifecycle costing: a. Is a method of including all of the cost associated with the project over its entire lifeb. Is a federal government accounting methodc. Is a method of predicting the life of a projectd. Is a method of evaluating projects when they are complete

The following table and description refer to questions 83 through 89.A project manager is using the earned value reporting method to manage his project.Thefollowing table shows the data collected to date. The plan is for the project to becomplete aftereight weeks. The earned value report shows data collected for the first four weeks of the project.

The figure shown in the table are cumulative. Week PV AC EV 1 1,000 1,000 1,0002 3,000 2,000 2,5003 5,000 5,000 6,0004 7,000 9,000 7,0005 13,0006 17,0007 19,0008 20,000

83. What is the cost performance index for week 4? a. 1.000b. 0.777c. 1.286d. 1.250

84. What is the schedule performance index for week 3? a. 1.200b. 0.833c. 1.000d. 1.500

85. What is the BAC for the project during week 4?

a. 7,000b. 9,000c. 5,000d. 20,000

86. During week 5 it is found that some of the work that was reported complete in week2was considered unacceptable. It will require $500 to fix the problem and make thisworkacceptable. The work is scheduled to be done in week 6. No other work is reported tobecomplete during week 5. What is the EV for week 5? a. 7,000



b. 6,500c. 9,000d. 5,000

87. What is the cost variance for week 4? a. 0b. -2,000c. 2,000d. 7,000

88. What is the schedule variance in week 2? a. 500b. 1,000c. -500d. -1,000

89. What is the EAC at week 4? a. 20,000b. 15,555c. 25,740d. 17,717

90. The calculation of the EAC assumes that: a. The schedule performance index will remain the same for the remaining part of the projectb. The cost performance index will remain the same for the remaining part of the projectc. The BAC will be different by the end of the projectd. The EAC will continuously increase for the remaining portion of the project

91. What factors need to be known in order to be able to calculate the ETC? a. Budget at completion, actual cost, and planned valueb. Budget at completion, earned value, and actual costc. Estimate at completion and planned valued. Estimate at completion and actual cost

92. A construction company is being measured by the earned value reporting method.During the project one of the tasks, installing ten elm trees, was completed. The plannedvalue for this task was $4,000, and it was completed two weeks ago. Unfortunately fort hecontractor, maple trees should have been planted. The customer insists that mapletrees be planted and that the elm trees be removed. As of this time the elm trees are still inthe ground, but the contractor has agreed to do the work of replacing them. What actionshould be taken on the earned value report? a. Reduce PV by $4,000b. Reduce AV by $4,000c. Reduce EV by $4,000d. Make no changes since the vendor has agreed to fix the problem

93. Learning curve theory emphasize that in producing many goods: a. Cost decreases as production rates increaseb. Average unit cost decreases as more units are producesc. Materials become cheaper when they are purchased in bulkd. Laborers become more productive because of technological advances

94. A project manager is considering applying learning curve theory to his project. Theproject involves designing a number of software modules that are very similar. Accordingto the cost figures that have been collected the first unit required 100 person-hours todesign and test. The second unit required 90 person-hours to design and test. How many



person-hours will the eighth module take to design and test? a. 90b. 100c. 73d. 172

95. The process required to ensure that the project will satisfy the needs for which it wasundertaken include all activities of the overall management function that determines thequality policy, objectives, and responsibilities and implements them by means such asquality planning, quality control, quality assurance, and quality improvement, within thequality system. This is called: a. Quality assuranceb. Quality controlc. Quality planningd. Quality management

96. Decisions as to the types of projects that should be accomplished and strategic plansas to the quality of the projects that are required should be the decision of which of thefollowing? a. Project manager

b. Procurement manager c. Upper managementd. Stakeholders

97. According to Deming and Juran most of the quality problems that exist are due to adefect or failure in processes that are controlled by: a. The project manager b. The procurement manager c. Upper managementd. Stakeholders

98. A project manager is managing a large project and must consider the application of aquality management plan. One of the critical factors in such a plan is the cost of

implementing the plan. The project manager should: a. Invoice the client for all quality improvementsb. Implement the highest quality possible regardless of costc. Implement quality improvements as long as the benefits outweigh the costsd. Rely on upper management to determine the quality budget

99. A project manager has discovered a problem and is trying to determine the cause. Theprocess whereby he identifies the variables that have the most influence on the project byholding all the variables constant and changing one at a time is called: a. Product correlationb. Design of an experimentc. System integrationd. Output processing

100. A control chart is being used to control a manufacturing process. As part of thecontrol a sample of five parts is taken from the manufacturing process each hour of operation. Each of the five parts is measured and the dimension is recorded on the worksheet. The difference between the highest and lowest measured dimension of the fiveparts is plotted on the control chart. This is called which of the following values? a. Rb. R bar c. Xd. X bar



101. The totality of characteristics of an entity that bear on its ability to satisfy stated or implied needs is the definition for: a. Modern quality managementb. Quality assurancec. Qualityd. Quality control

102. A large project is being worked on by a large company. The client is interested inknowing how the company will be able to meet the quality needs of the project. In order tosatisfy this request of the client the project manager arranges a meeting between theclient and the: a. General manager b. Quality control manager c. Quality assurance manager d. Chief designer

103. One of the fundamental tenets of quality management is that quality: a. Must exceed customer expectationb. Is planned in and not inspected inc. Will increase cost

d. Costs must all be passed onto the customer

104. A category or rank given to products that have the same functional use but differenttechnical characteristics is called the product’s: a. Qualityb. Functional characteristicsc. Graded. Technical characteristics

105. The quality manager of a company wishes to analyze the data that is coming to him inthe form of a list of defects that have occurred in the shipping department. The reportcomes with defects listed chronologically as they occurred, the cost of the repair necessary to correct each defect, the person involved, and a description of the defect.

The manager would like to determine which of the defects should be corrected firstaccording to the frequency of the defect occurring. He should use which of the followingquality tools? a. Cause and effect diagramb. Sampling inspectionc. Pareto diagramd. Quality critical path

106. A project manager from the quality control area is trying to categorize the number of mistakes that are made in the area that paints the right front fender of the Mercedes 560SL. She list all the possible defects on a sheet of paper and asks the inspector to make amark each time one of the listed defects is found. This is an example of using which of thefollowing quality tools?

a. Scatter diagramb. Statistical measurementsc. Check sheetd. Random sampling

107. The project management team should be aware that modern quality managementcomplements modern project management. For example, both disciplines recognize theimportance of: a. Completion in the shortest possible time frameb. Making a maximum profit



c. Having lower cost than competitor d. Customer satisfaction

108. In a manufacturing process that is being controlled by control charts there arevariables occurring that will affect the process output. Variations in the process that areconsidered to be normal process variables are called: a. Common causesb. Uncommon causesc. Special causesd. Random causes

109. Work results, quality checklists, operational definitions, and the management planare: a. Inputs to quality controlb. Outputs from quality controlc. Inputs to quality assuranced. Outputs from quality assurance

110. A control chart is being used to control a manufacturing process. As part of thecontrol a sample of five years is taken from the manufacturing process each hour of operation. Each of the five parts is measured, and the dimension is recorded on the worksheet. The average of the five parts is plotted on the control chart. This is called which of the following values? a. Xb. X bar c. Sample averaged. Control average

111. A project manager for the quality department is trying to solve a problem with amachine that makes die cast aluminum parts that are used in automobiles. These parts arefrequently made with defects. The project manager has decided to hold a meeting todiscuss the process of making the parts. He creates a diagram that has branches thatshow the possible causes of the problems. Each of the branches breaks the cause down

into more and more detail. This diagram is called a: a. Pareto diagramb. Fishtank diagramc. Cause and effect diagramd. Scatter diagram

112. As the manager of the production department where electrical circuits are being madeyou observe the inspection station where the completed printed circuit assemblies arebeing inspected. In this operation the inspector takes the printed circuit assembly andputs it into a fixture. The fixture is part of the testing machine that has three digitalreadouts. The inspector records the readings on the three digital readouts on hisinspection report. This is an example of: a. Attribute inspection

b. Variable inspectionc. Sampling inspectiond. Process control

113. One of the important advantages of using control charts in managing a productionoperation is that the control chart tells you when to take corrective action on the processbeing controlled. Another important result of using control charts is: a. The control chart identifies the special causesb. The control chart tells you when you should not take corrective action



c. The control chart shows how much the defects are costingd. The control chart shows who is responsible for the defects

114. According to the ideas behind modern quality management, quality improvementsshould be made: a. In large steps through detailed study of problems and then implemented as comprehensivesolutions when they are fundedb. In small incremental stepsc. By assignment of permanent quality improvement teamsd. By hiring ISO certification consultants to point out quality deficient areas

115. The Japanese developed a method of modern quality management that relies oncontinuing small improvements involving everyone from the top management to thelowest level worker in the organization. This is called: a. Kambanb. Kaizenc. PDCAd. Deming cycle

116. The primary benefits of meeting quality requirements are: a. Cost and delays are reduced, production improves, cost to customers goes up, and profits goupb. Cost and delays are reduced, production improves, market share increases, and profits go upc. Cost and delays are reduced, capital expenditures go down, market share increases, andprofits go upd. Cost and delays are reduced, production improves, market share increases, and profits aremaintained

117. When the quality management discipline is implemented, the benefits to costs ratioshould at least be: a. Unable to be evaluatedb. Less than onec. Of little importance

d. Greater than one

118. The quality management plan provides input to __________________ and addressesquality control, quality assurance, and quality improvement. a. The overall project planb. The WBSc. The project scoped. External stakeholders

119. Project quality assurance: a. Includes policing the conformance of the project team to specsb. Provides the project team and stakeholders with standards, by which the project performanceis measured

c. Is a managerial process that defines the organization, design, resources, and objectives of quality managementd. Provide confidence that the project will satisfy relevant quality standards

120. What are the major advantages of the functional type of organization? a. Single point of contact for the customer b. Stable organizational structurec. Project orientationd. Multifunctional teams are easy to form



121. The project manager’s leadership style should be matched to the correspondingdevelopmental level of the project team and should move through successive steps in thefollowing order: a. Disciplinary, autocratic, participativeb. Projectized, matrix, functionalc. Team building, team development, responsibility assignmentd. Directing, coaching, supporting, delegating

122. A company has signed a contract for new work that is different from work that it hasdone before. The company’s strategic plan calls for much of this kind of work in the future.It is important that it be able to bring the correct shared resources together to work ondifferent parts of the contract. The type of organization that this suggest is a: a. Functional organizationb. Contractor organizationc. Matrix organizationd. Pure project organization

123. The manager of a large corporation wants to sign a contract to build a nuclear power plant in Botswana several thousand miles away from the home office. The project will takeseveral years to build and test. What type of organization will be best for managing this

project? a. Functional organizationb. Contractor organizationc. Matrix organizationd. Pure project organization

124. In matrix management organizations, if the organization maintains many of thecharacteristic of the functional organization and the project managers are consideredmore like project coordinators or expediters, it is called a: a. Strong matrixb. Project teamc. Weak matrixd. Project office

125. A project manager is selecting team members for her project team. She collects theresumes and past performance reviews for the potential team members and discusseseach with their functional manager. Which of the following is not a characteristic that theproject manager should use in selecting the team members? a. Previous experienceb. Personal characteristicsc. Personal interestd. Salary

126. A project manager is responsible for all that goes on in the project. One of the mostimportant duties that the project manage can perform is the function of: a. Risk management

b. Quality managementc. Cost managementd. Integration

127. The organization that is a formalized structure directed toward the support of theproject community within the organization is called: a. Matrix organizationb. Project officec. Project teamd. Project management office



128. On a project team one of the team members has a problem collecting on a medicalinsurance claim. The team member comes to the project manager and explains theproblem. The problem is the responsibility of the: a. Project teamb. Project manager c. Executive manager d. Human resource department

129. The organization that is a formalized structure where the project teams and theproject managers reside is called: a. Matrix organizationb. Project officec. Project teamd. Project management office

130. A conflict arises about the method to solve a difficult design problem. The projectmanager is seeking a method of resolving the conflict. In order to achieve the most longlasting resolution to project conflicts, which of the following approached should be used? a. Problem solvingb. Compromise

c. Withdrawald. Smoothing

131. In a large organization a project expediter is being used to manage a project for animportant client. The position of project expediter would be found in what kind of anorganization? a. Strong matrixb. Weak matrixc. Functionald. Projectized

132. The project manager of a project is concerned with managing cost and improvingmorale and is also concerned about notifying other project managers when individuals

from his project team will be available to work on other projects. This is best addressed inthe project’s: a. Communications planb. Work breakdown structurec. Staffing pland. Project schedule

133. The beginning and the end of the project is defined by: a. The project planb. The project charter c. The team charter d. The project lifecycle

134. Herzberg divided motivation factors into two classes: satisfiers and dissatisfiers.Examples of satisfiers are: a. Vacation time, assignment of a personal staff assistantb. Work satisfaction, fringe benefitc. Plush office space, performance-based salary raised. Sense of personal achievement, work satisfaction

135. The skill of listening involves more than just hearing the sounds. One of thecharacteristics of a good listener is that he or she: a. Finishes the speaker’s sentences



b. Take good notesc. Repeats some of the things saidd. Agrees with the speaker

136. Primary outputs from team development are: a. Input to performance appraisalsb. High project team moralec. Reduced project costd. Greater customer satisfaction

137. An automotive oil change station was receiving complaints that service took too long.A coffee machine and television were installed in the waiting room and the complaintswent down. This is an example of: a. Smith-Carlisle methodb. Creative problem solvingc. Analytical problem solvingd. Decision analysis

138. A project manager is concerned about team building on her project. One of themandatory things that she must have in order to have good team building is:

a. Commitment from top level managementb. Co-location of team membersc. Establishment of clear negotiated goalsd. Open discussion of poor individual performance

139. The project manager of a new project wants to get things started in a positive waywith the project team. The project manager wants the team members to get to know oneanother, to introduce the project team and the project manager to one another, to discussthe objectives and goals of the project, and to identify some of the potential problemareas. This meeting is called a: a. Project team meetingb. Project kick-off meetingc. Goal setting meeting

d. Introduction meeting

140. A project manager is managing a project where there will be a number of personsworking together. She wants to enhance the ability of the team to work together andperform as a team. One of the things that she can do to maximize the ability of the team todo this is: a. Cohabitationb. Co-locationc. Staffing pland. Work breakdown structure

141. A project manager is in need of a solution to a problem. He decides that the best thingwill be to arrange a meeting to solve the problem rather than solve the problem himself or

by having one of the project team members solve it individually. Generally, this will resultin: a. The group taking more time than one individualb. The solution to the problem being less accuratec. The group taking less time than one individuald. In depends on the specific problem

142. A project manager will manage a large complicated project that is located in a remotepart of Africa. The project will last for five years and will have the product of producing a



nuclear reactor that will generate 900 megawatts of power at start-up. The best kind of organization for managing this project is: a. Strong matrix managementb. Weak matrix managementc. Projectized organizationd. Functional organization

143. Project human resources management is divided into which of the following? a. Organization planning, staff acquisition, and team developmentb. Leadership, team building, and negotiationc. Recruitment, labor relations, and personnel administrationd. Team building, communication, and labor relations

144. A project manager wants to do as much as she can to help in developing her projectteam. A key barrier to project team development is which of the following? a. Strong matrix management structureb. Major problems that delay the project completion date or budget targetsc. Team members who are accountable to both functional and project managersd. Formal training plans that cannot be implemented

145. Which of the following media can a communicator use to present information? a. Visualb. Audio and visualc. Tactiled. Visual, audio, and tactile

146. The three principal interests in maintaining good document control are: a. Timely communication, collection of performance appraisal data, and assuring proper disposalof sensitive documentsb. Timely communication, maintain proper approvals, and communication cost control

c. Effective communication, ability to reconstruct why decisions were made, and historical valued. Security, change management, and procedural documentation

147. A project manager wants to handle communications well in his project. In order to dothis he has chosen to write a communication plan. Of the items listed below, which one isnot part of the communication plan? a. Collection and filling structureb. Distribution planc. Method for accessing informationd. Project organization structure

148. Which of the following are filters that the receiver uses to filter messages? a. Language and knowledgeb. Distancec. Culture and distanced. Language, distance, culture, and knowledge

149. A project manager has many different ways of communicating. Which of the followingis a good communication tools for the project manager to use? a. Sending a videotape of the project progress to the client



b. Inputting a task into the project manager’s personal computer c. Writing notes on a handheld computer d. Putting the project budget into a spreadsheet

150. The use of brainstorming as a communication technique encourages which of thefollowing? a. Team building and convergent thinkingb. Divergent thinkingc. Analytical resultsd. Use of the scientific method

151. Which of the following techniques allows for the participants to be anonymous? a. Brainstormingb. Nominal groupc. Delphi techniqued. Crawford slip

152. Which of the following is not a standard type of communication?

a. Writtenb. Verbalc. Nonverbald. Clairvoyant

153. During a project meeting a disagreement between two members of the project teambegan. The disagreement was over a technical detail of the project. The project manager was in attendance in the meeting. It is important that the conflicting opinion of the twoteam members be resolved as quickly as possible. It is even more important that thedifference of opinion be resolve correctly. What should the project manager do? a. The project manager should make the decision right away to save time and not let the twodisagreeing parties stay in disagreement very long

b. End the meeting and give everyone a few days to cool off c. Assign someone to find out more factual information about the problemd. The project manager should suggest a compromise between the two disagreeing teammembers

154. In the communication model, communications between the sender and the receiver often are affected by communications barriers. These include all of the following except: a. Cultural differencesb. Differences in motivationc. Educational differencesd. Lack of a communications device

155. A project manager has one member of the project team working on a critical problem.The person working on the problem verbally communicates to the manager that thiscorrection to the problem will probably cost $1,000. Which form of communication shouldthe project manager use to respond to the team member? a. Writtenb. Oralc. Form letter d. Formal



156. Who is responsible for communications for the project team? a. The human resources representativeb. The representative from the management information systems departmentc. The project manager d. The communications department

157. Statements such as “It’s never been done before: or “It will cost a fortune” areexamples of: a. Feedbackb. Communication blockersc. Conflict generatorsd. Forcing

158. The project manager has a very complex communication to prepare for the programmanager. In order to ensure that the communication will be understood as completely aspossible, what method of communication should be used? a. Oralb. Written

c. Nonverbald. Oral, written, and nonverbal

159. There are many ways to organize projects. The persons involved with these projectshave several titles that describe their management responsibilities. Which of the followingtitles describes a person who has a primary responsibility for communications? a. Project manager b. Project manager in a strong matrix environmentc. Project manager in a weak matrix environmentd. Project expediter

160. A project manager is responsible for performance reporting. Which of the following isnot one of the tools and techniques that the project manager can use for performancereporting? a. Variance analysisb. Earned value reportsc. Performance reviewsd. Past project review

161. A project manager discovers that there is a part of the project that contains somerisk. His strategy with this risk is to subcontract the work to an outside supplier by using afirm fixed-price contract. Which of the following must the project manger do? a. The project manager should make certain that the project team does not reveal the risk to thesupplier until the contract is signed

b. The project manager should make every effort to make sure that the supplier is made aware ofthe risk after the contract is signedc. The project manager should make sure that the supplier understands the risk before thecontract is signedd. The project manager should assign a member of the project team to monitor the activity of thesupplier to make sure that the supplier deals with the risk properly if it occurs

162. A project manager is faced with making a decision about a risk that the team hasidentified. The risk involves the design of a bicycle. It has been found that the neck of thebicycle, where the steering bearing is located and the two supporting bars of the frame



come together, will corrode in a high salt environment. If this takes place the neck may failand injure the rider. The project team decides that the design of the bicycle should bemodified by using corrosion resistant materials in the design of the neck. This willeliminate the risk from consideration. This technique is called: a. Risk avoidanceb. Risk acceptancec. Risk rejectiond. Risk deflection

163. A problem occurs in the design of a grocery cart. In this case it is determined that thewheels will wear out much quicker in areas of heavy snow and ice because the salt willcorrode the wheel bearings. Using sealed bearing wheels will significantly increase cost,and it is determined that the carts themselves will be rusty and damaged at about thesame time the wheel bearings begin to fail. By injecting the wheel bearings with a hightemperature grease the life of the wheel bearings is increased considerably. The projectrecommends using the high temperature grease. This is called: a. Risk acceptanceb. Risk avoidancec. Risk mitigationd. Risk deflection

164. The contingency budget will: a. Reduce the probability of scope changesb. Reduce the probability of cost overrunsc. Increase the probability of a cost overrunsd. Increase the probability of scope changes

165. A risk has four possible outcomes. Given the following information, what is theexpected value of this risk? Probability Result of Risk 0.4 -10,0000.3 -7,5000.2 -5,000

0.1 +2,500a. -$20,000b. -$14,500c. $7,000d. -$7,000

166. The project has done its risk analysis. In the process of risk identification the projectteam has determined that there are risks that will probably happen that have not beenidentified or evaluated except by noting that other projects of this type have historicallyhad a certain amount of risk discussed in the lessons learned of the project. This projectteam should set aside money to handle these risks in which financial category? a. Risk management fundb. Contingency budget

c. Management reserved. Emergency fund

167. A project manager observes that in one part of the project several activities are beingcompleted late. All of these activities have several days of free float associated with them.These are early warnings of the risk that the project will be late in completion.They are called: a. Risk triggersb. Warning messages



c. Risk forecastsd. Schedule risks

168. The effect of risk on schedule dates for the project creates an array of dates that arepossible for project completion. In a typical project the most likely date for the project willhave which of the following relationships with the expected value for the projectcompletion date? a. The most likely date will be earlier than the expected value dateb. The most likely date will be later than the expected value datec. Both dates will have the same likelihoodd. The most likely date and the expected value date will occur at the same time

169. A project manager is reviewing the risks of her project. One of the risks she isreviewing has an impact of $25,000 and an associated probability of 10%. The risk isassociated with an activity that is the predecessor to seven other activities in theschedule. All eight activities are on the critical path. The seven other activities have abudget of $75,000. What is the expected value of this risk? a. $10,000b. $100,000c. $25,000

d. $2,500

170. In probability theory, what is the probability that if you roll two dice (cubes withconsecutive numbers 1 to 6 on each of the six faces) you will have at least one 6? a. 1/3b. 11/36c. 1/36d. 1/6

171. A project manager is looking at the risk associated with the project schedule.Realizing that if the risks occur the project will be delivered to the stakeholders late, theproject manager decides to consider the risk and promise delivery later than the mostlikely project completion date. He then takes the time between the promise date and the

most likely completion date and distributes it among the activities of the project schedule.This creates float in the schedule. This process is called: a. Schedule delayb. Critical chain schedulingc. Bufferingd. Contingency scheduling

172. A project manager wants to give some guidelines to the project team as to how riskevents should be described. Which of the following items would not be appropriate indescribing a risk event? a. Probability that the risk will occurb. The cost of the risk should it occurc. Expected timing of the risk when it is expected to occur

d. The client’s outsourcing method

173. A project manager and her project team are analyzing risk in their project. One of thethings that they might do to help identify potential risks or opportunities would be toreview: a. The project budgetb. The goals and objectives of the projectc. Lessons learned from other similar projectsd. The monetary value of changes for similar projects



174. A project manager holds the first risk meeting of the project team. The client ispresent at the meeting. At the meeting several risks are identified and assigned tomembers of the project team for evaluation and quantification. The result of the meetingis: a. Expected value of the risk eventsb. Strategies for the risk eventsc. A list of potential risk eventsd. General statements about risk for the project

175. In the Monte Carlo technique, what is the critically index?a. The number of days the project will be late divided by the project duration b. The percent of time a given activity will be on the critical pathc. The percent of time an activity will be lated. The sum of the duration of the critical path activities divided by the project expected value forduration

176. The management reserve for the project contains: a. Money to offset missing cost objectivesb. Money to offset missing schedule objectivesc. Money to offset missing cost or schedule objectives

d. Money to handle the effects of known risks in the project

177. A project manager uses the breakeven point to justify his project. He presents this asa justification for buying a new machine. What risk does the project manager run by usingthis technique to justify buying a new machine for his company? a. Breakeven point will favor buying a cheap, low-quality machineb. Breakeven point will favor buying a machine that is too expensive for the work requiredc. The company may not have the funds to buy the machine in spite of the justificationd. The machine may not be available because the justification method takes a long time to calcul

178. Goldratt’s critical chain theory says that in order to reduce risk in schedules weshould: a. Start activities in the feeder chains as early as possible

b. Start activities in the feeder chains as late as possiblec. Start activities in the critical chains as early as possibled. Add buffer to the critical chains

179. In managing the risk of the project schedule we are managing the risk that the projectwill not be delivered or completed on time. If we assume that the project’s possiblecompletion dates are normally distributed and we promise the client the most likely of theproject’s possible completion dates, what is the probability that the project will bedelivered late? a. 5%b. 10%c. 50%d. 77%

180. A risk event in a project is something that can have an effect on the project: a. For the better only, a positive effectb. For the worse, a negative effectc. Both better or worse, a positive or negative effectd. Neither better nor worse, neither a positive nor a negative effect

193. Forward buying will: a. Decrease storage costb. Decrease capital investment



c. Decrease transportation costsd. Decrease inventory

194. Which of the following would not be a part of the procurement management process? a. Purchasingb. Contract negotiationsc. Inspectiond. Marketing

195. The equivalent of cost-reimbursable contracts is frequently termed: a. Back-charge contractsb. Fixed-price contractsc. Progress payment contractsd. Cost-plus contracts

196. The project team has delivered a deliverable to the customer. The deliverablecontains defects that are easily correctable. There is a good relationship with thecustomer and the customer agrees to make the repairs and correct the defects on the itemand invoice supplier for the work that was done. This is considered to be a: a. Bid cost reductionb. Payment authorizationc. Back charged. Release payment

197. A project manager decides to go out for bids on some of the project work that mustbe done as part of the contract to do a project for another customer. The bids are receivedand evaluated, and the seller with the lowest bid is selected. The cost of the contract to theproject can further be reduced by what action? a. Illegal methodsb. Procurement leveragec. Selecting another seller d. Contract negotiation

198. A buyer extends a formal invitation that contains a scope of work that seeks aresponse that will describe the methodology and results that will be provided to the buyer.This is called: a. Invitation to bidb. Request for informationc. Request for proposald. Request for bid

199. A project manager wants to subcontract part of the project. This part of the project isquite complicated, and there are many ways that the work can be done. What method of request for seller responses should be used by the project team? a. Request for bidb. Request for quotation

c. Request for proposald. Request for information

200. The project team is considering whether to purchase a service or do it themselves.One of the items that should not be considered in their analysis is: a. The seller’s price b. The cost and availability of floor space at the team’s facility c. The seller’s technical staff d. A competitor’s method of outsourcing



201. During testing, multiple defects were identified in a product. The project manager overseeingthis product's development can best use which tool to help prioritize the problems?

A. Pareto Diagram

B. Control Chart

C. Variance Analysis

D. Order of Magnitude estimate

202. You are the manager of an aircraft design project. A significant portion of this aircraft will bedesigned by a subcontracting firm. How will this affect your communications management plan?

A. More formal verbal communication will be required.

B. Performance reports will be more detailed.

C. More format written communication will be required.

D. Official communication channels will significantly increase.

203. What officially creates the project?

A. The project initiating document.

B. The kickoff meeting.

C. The project charter.

D. The statement of work.

204. Refer to the table. What is the critical path?

A . Start A B C I Finish

B. Start A B H I Finish




C. Start D E H I Finish

D. Start F G I Finish

205. The Delphi technique is a way to:

A. Analyze performance.

B. Gather expert opinion.

C. Resolve conflict.

D. Estimate durations.

206. The work authorization system makes sure that

A. All the work and only the work gets performed.

B. Work gets performed in the right order and at the right time.

C. Work is done completely and correctly

D. Functional managers are allowed complete control over who is assigned and when.

207. Your team is hard at work on their assigned project tasks when one team member discovers arisk that was not identified during risk planning. What is the FIRST thing to do?

A. Halt work on the project.

B. Update the risk management plan.

C. Look for ways to mitigate the risk.

D. Assess the risk.

208. The activity duration estimates should be developed by:

A. The person or team doing the work.

B. The project manager

C. Senior management.

D. The customer.

209. The project plan should be all of the following EXCEPT:

A. A formal document



B. Distributed to stakeholders in accordance with the communications management plan

C. Approved by all project stakeholders.

D. Used to manage project execution.

210. You have been asked to take charge of project planning for a new project, but yo have very littleexperience in managing projects. What will be the best source of help for you?

A. Your education.

B. You on-the-job training.

C. Historical information.

D. Your functional manager.

211. The majority of the project budget is expended on"

A. Project plan development

B. Project plan execution

C. Integrated change control

D. Project communication.

212. Corrective action is:

A. Fixing past anomalies

B. Anything done to bring the project's future performance in like with the project management plan.

C. The responsibility of the change control board

D. An output of project plan execution.

213. Outputs of Direct and Manage Project Execution include:

A. Deliverables and performance reports.

B. Deliverables and corrective action.

C. Deliverables and work performance information

D. Performance reports and requested changes.

214. Your original plan was to construct a building with six stories with each story costing $150,000.This was to be completed in 4 months. However, the project has not gone as planned. 2 months intothe project, earned value is $400,000. What is the budget at completion?



A. 450,000

B. 600,000

C. 800,000

D. 900,000

215. Project Integration is primarily the responsibility of"

A. The project team.

B. The project manager.

C. Senior management.

D. The project sponsor.

216. One of your team member has discovered a way to add an extra deliverable to the project thatwill have minimal impact on the project schedule and cost. The project cost performance idex is 1.3and the schedule performance index is 1.5 The functionality was not included in the scope. Howshould you proceed?

A. Conform to the project scope and do not add the deliverable.

B. Deliver the extra work to the customer service since it will not increase their cost.

C. Reject the deliverable because you are behind schedule.

D. Ask senior management for a decision.

217. If a project manager is unsure who has the authority to approve changes in project scope, sheshould consult:

A. The customer.

B. The scope statement.

C. The sponsor.

D. the scope management plan.

218. An end user has just requested a minor change to the project that will not impact the projectschedule. How should you, the project manager, respond?

A. Authorize the change quickly to ensure that the schedule can truly remain unaffected.

B. Deny the change to help prevent scope creep.

C. Evaluate the impact of change on the other project constraints.



D. Submit the change request to customer for approval.

219. Which of the following tools is NOT used in initiating a project?

A. Project selection methods.

B. Project management methodology

C. Expert judgment

D. Earned value analysis.

220. You overheard a causal conversation between two team members in which one confides to theother some problems he is having in completing his part of the project work. You realize that thework being discussed in on the project's critical path and that the information you overheard couldmean a significant delay for the project. what should you do?

A. Let the team member know that you heard his conversation and discuss the work problems with himimmediately.

B. Begin analyzing ways to compress the project schedule in anticipation of the potential delay.

C. Ask a third team member to get involved immediately and encourage the two other team members tocome to you with the delay.

D. Ask human resources for help in resolving the problem

241. Jeff always delivers his projects on time and within budget. He believes that his success canbe explained by the fact that he makes all of the project decisions himself and then enforces thosedecisions with an iron hand. His management style is best described by

A. Kurt Lewin’s Force Field theory.

B. McGregor’s Theory X.

C. Elizabeth Duffy’s Arousal Theory.

D. McGregor’s Theory Y.

242. One of the following items is not used in assessing the completion of the project scope. Whichone?

A. The product requirements.

B. The project management plan.

C. The project scope statement.

D. The WBS and WBS dictionary.



243. Hard logic is also known as

A. Mandatory dependencies

B. Preferred dependencies

C. External dependencies

D. Discretionary dependencies

244. Contract negotiation is the process

A. of clarifying and developing a mutual agreement on the structure and requirements of the contract.

B. of clarifying and developing a mutual agreement on the responsibilities and authorities that will governcontract administration.

C. in which parties with different interests reach an acceptable agreement through communication andcompromise.

D. bargaining with the seller concerning resources, information and activities in order to come to terms thatcan be incorporated into the final contract.

245. A checklist is

A. an ordered listing of quality items that must be verified before the quality control step is completed.

B. an inspection list that is used when no evidence exists that the quality level of the product beingsubmitted is better or worse than the specified quality level.

C. a technical list of measured variables or counted data for decision making in a quality process review.

D. a structured tool used to verify that a set of required steps has been performed.

246. Developing the answers to questions such as “Who needs what information”, “What form isappropriate” and “Who is responsible for its preparation” is part of which process?

A. Communications planning

B. Information distribution

C. Project plan execution

D. Scope planning

247. Questions such as “What products are available in the marketplace” and “What is the currentbalance between supply and demand” are related to what input to procurement planning?

A. Availability assessment.

B. Cost/benefit analysis.



C. Market conditions.

D. Competitive fit analysis.

248. Inspections are

A. a statistical sampling and examination.

B. activities undertaken to determine whether results conform to requirements.

C. recorded data concerning the results of inspection actions.

D. performed during the manufacturing or repair cycle to help prevent defects from occurring.

249. Which process in integration management uses inputs from the largest number of of other PMBoK processes?

A. Develop Project Management Plan.

B. Direct and Manage Project Execution.

C. Monitor and Control Project Work.

D. Integrated Change Control.

250. The cost baseline is usually not changed unless

A. the basis for the original cost estimate is found to be false and the project must be re-estimated.

B. significant cost deviations have been reported and it is desired to have future cost reports be based on an“as of” date.

C. the revision is the result of an approved scope change.

D. the time baseline is also changed.

251. Qualitative numbers

A. cannot be measured numerically.

B. cannot be meaningfully added together.

C. are ones that are measured by reference to a standard that is external to the system.

D. are less reliable than quantitative numbers.



252. In estimating the total amount of material resources required for a project you must firstestimate the amount of waste to be expected. You will most likely find this information in whichprocess input?

A. Resource requirements

B. Historical information

C. Parametric modeling

D. Supporting detail

253. Which of the following statements is not true about stakeholder analysis?

A. A methodical and logical view of the stakeholder’s inf ormation needs should be made.

B. Care should be taken to include all information that may be of interest to one or more stakeholders.

C. The analysis should consider methods and technologies suited to the project that will provide theinformation needed.

D. The sources needed to meet stakeholder information needs should be identified.

254. The project plan is usually developed by

A. senior management of the performing organization.

B. the customer.

C. the project manager.

D. the project management team.

255. Which of the following is not true about error in project quality management?

A. It is an unavoidable component of all project work.

B. It is more costly than the design and planning work that would be necessary to prevent it.

C. It is a source of learning rather than a basis for disciplinary warnings or actions.

D. It is a reflection of inadequate project planning.

256. Which of the following inputs to contract administration is not based on the seller’s workdeliverables?

A. Reports on what work has been started, is in progress or is finished.

B. Change requests.



C. Reports on cost, schedule and technical performance.

D. Inspection reports.

257. Doing activities in parallel that would normally be done sequentially in order to achieve project

objectives or to deal with resource allocation problems is called

A. Crashing

B. Accelerating

C. Fast Tracking

D. Objectives management

258. Which of the following is usually not considered a goal of portfolio management?

A. To maximize the value of the portfolio by careful examination of candidate projects and exclusion of thoseno meeting strategic objectives.

B. To balance the portfolio among incremental and radical investments.

C. To manage the effective and efficient use of resources.

D. To ensure that the relationship between projects in the portfolio clearly reflects strategic objectives.

259. Which of the following is not true about the relationship between the activity definitionprocesses and the WBS?

A. These processes may identify deliverables missing from the WBS

B. These processes may identify inaccurate descriptions in the WBS

C. These processes may result in WBS changes that require additional scope definition work.

D. the WBS provides the key input to these processes but is not part of any of its outputs.

260. All of the following are true concerning the product description except

A. it is another term for the Statement of Work (SOW).

B. it describes the ultimate end product of the project.

C. it provides important information about any technical issues that are relevant to procurement planning.

D. it is usually included in the Request for Proposal (RFP).

The MCQ 261-280 are invalid



281. What does RDU stand for? A. Really Dumb User B. Ready for Download Use C. Remaining Duration unassisted D. Remaining Duration

282. Who is responsible for risk identification, risk quantification, risk responsedevelopment, risk Monitor and Control?

A. Project Communications Management B. Project human resource Management C. Project Procurement Management D. Project Risk Management

283. Three Point Statistical Estimating Formula Group. Expected Value = A. (Optimistic + (4 X Most Likely) + Pessimistic ) x 6 B. (Optimistic + (4 X Most Likely) + Pessimistic ) divided by 6 C. (Optimistic + (4 X Most Likely) x Pessimistic ) divided by 6 D. (Optimistic + (4 + Most Likely) + Pessimistic ) divided by 6

284. Two Point Delphi Estimate, The Best and Worst Case effort calculation: A. Calculate (Best + Worst) / 2 B. Calculate (Best +2 ) / Worst C. Calculate (2 + Worst) / Best D. none of the above

285. What does TQM stand for? A. Time Quality Managed B. Target Quality Management C. Total Quality Management D. Time Quote Management



286. Examples of Projects include:

A. Implementing a new business procedure or process B. Constructing a building or facility C. Designing a new transportation vehicle D. All of the Above

287. Projects are undertaken at all levels of the organization? A. True B. False

C.

Both True and False

D. Neither true nor false

288. 7. ________ means that every project has a definite beginning and a definite end. A. Overall B. Project Chart C. Temporary D. Duration

289. The smallest unit of time used in scheduling the project is known as: A. Calendar Unit B. Scope unit C. Time Measurement D. All of the Above

290. Who should be involved in the project planning phase? A. The Project Manager. B. The customer. C. The Sub-contractors/vendors.



D. The project team members. E. All of the above.

291. The successful project managers spend most of their time: A. Planning with their personnel. B. Planning with top management. C. Talking with personnel. D. Studying project results.

292. Cost Plus Percentage of Cost (CPPC) contracts provide:

A.

A reimbursement of allowable cost of services performed plus an agreed upon percentage of the estimated cost as profit. B. A reimbursement of allowable costs plus a fixed fee which is paid proportionately as the

contract progresses. C. The supplier with a fixed price for a delivered performance plus a predetermined fee for

superior performance. D. None of the above.

293. Project success depends on a no. of interrelated factors, including time, cost and

scope control. The success of any project depends primarily on:

A. Customer acceptance. B. Customer satisfaction. C. Customer compromise in defining its needs. D. Exceeding customer requirements through gold plating.

294. Which of the following is the most efficient means of product quality inspection: A. Acceptance sampling. B. 100% inspection. C. Variable lot inspection. D. A and C.



295. Constructive Team Role includes : A. Investigates, clarifier and closer. B. Compromise, blocker and closer. C. Initiate, encourage and gate keeper. D. Investigates, recognize and summary.

296. Pareto Analysis, cause and effect diagrams and flow charts are used in quality. A. Control. B. Assurances. C. Planning.

D.

Verification.

297. In a multi-cultural environment, it is critical to establish a corporate culture thatfacilitates:

A. Problem-solving through different approaches. B. Learning and communication. C. Partnerships, strong alliances and joint ventures. D. Negotiations.

298. A condition which will lead an organization towards conflict is: A. Conflict of interest. B. Differentiation in organization C. Resolved prior conflicts. D. Both A and B. E. All of the above.

299. The contemporary view of conflict is that: A. Conflict is bad. B. Conflict is caused by trouble makers. C. Conflict should be avoided.



D. Conflict is often beneficial. E. A, B and C.

300. In general a project charter covers: A. Project justification, background, scope, objectives, available resources, organizational

responsibilities, a project schedule, estimates, procurement schedule, and any imitationsthat top management wants to apply.

B. Project justification, background, scope, objectives, available resources, organizationalresponsibilities, detailed project schedules, estimates, and detailed procurement schedulesresponsibilities, a project schedule, and any limitations that top management wants toapply.

C. Project justification, background, scope, objectives, available resources, organizationalapply.

D. Project scope, objectives, available resources, responsibilities, a project schedule,

estimates, procurement schedules, and any limitations that top management wants toapply.

Answers:1. CRespond to the customer’s request by explaining the change procedure and asking that he or shesubmit a request for change

2. CAsk the person responsible for the estimate to explain the difference and bring supportinginformation to you

3. BContact your company’s management and seek for assistance

4. CAccept the new ideas

5. A

Look at other tasks in the schedule and see which ones should be reduced to allow time for this

problem to be worked

6. CArrange a meeting of the project team members and allow them to decide

7. ARefuse to work on the presentation unless you are listed as a coauthor



8. CSpeak to the visiting engineers and discuss having an informal meeting between your engineersand the visiting engineers

9. BYou are the owner of a company that is supplying parts to a project that you are managing

10. CAsk the team members how they would divide the money

11. BInvestigate the matter completely

12. BScope definition

13. AChart of accounts

14. CStakeholder

15. CThree years

16. B- $50,000

17. BLess than the total cash flow without the net present value applied

18. CProgram

19. DThe bulk of the project budget will be spent in the execution phase

20. BProject

21. CStatement of work

22. AReviewing the performance of an installed software module

23.DManagement by objectives

24.CThe set of procedures developed to ensure that project design criteria are met

25. CProject charter



26. CWork package

27. CThe original scope of the project plus or minus any scope changes

28. CThe project charter

29. BAll the work that must be completed for the project

30. DProgram manager

31. BThe basis for organizing and defining the total scope of the project

32. CExecuting

33. AThey allow stakeholders to judge the performance of the project according to its plan

34.B

Project

35.CThe project charter

36.CWeak matrix organization

37.COne-half month

38.CConstraint

39.D$119,500

40.D

Work package

41.B$110,000

42. BMay 6



43.B7

44. D0

45.A A B E G H

46. CMay 12

47. BTwenty

48. CMay 5

49. BNo change to project completion date

50. AMay 1

51. CPrecedence diagram

52. AFinish – finish

53. C32.3

54. B34.28 to 30.39

55. B2.8

56. C.166

57. DFast tracking

58. A

Making the project shorter by any economic means

59. DThe baseline schedule

60. BGantt chart



61. CThe critical path is the list of activities that have zero float

62. CReduce the over utilization of resources

63. B1.5

64. BOne

65. CMonte Carlo analysis

66. APlacement of the activity on the logic diagram line

67. DThe project’s budget

68. CParametric

69. B Analogous

70. C

More accurate

71. C$0

72. A$10,000

73. BTime-phased budget for the project

74. CLife cycle cost

75. CThe project budget should be increased by $10,000

76. CCorrective action

77. BThe client has authorized a $10,000 addition to the scope of the project

78. DThe BAC is equal to the EV



79. ASpending plan, which is the plan for the flow of money to pay for the project

80.C$65,250

81. A$3122.60

82. AIs a method of including all of the cost associated with the project over its entire life

83.B0.777

84. A1.200

85.D20,000

86. B6,500

87. B-2,000

88. C-500

89. C25,740

90. BThe cost performance index will remain the same for the remaining part of the project

91. BBudget at completion, earned value, and actual cost

92. CReduce EV by $4,000

93. BAverage unit cost decreases as more units are produces

94. C73

95. DQuality management

96. CUpper management

97. CUpper management

98. CImplement quality improvements as long as the benefits outweigh the costs



99. BDesign of an experiment

100. AR

101. C

Quality

102. CQuality assurance manager

103. BIs planned in and not inspected in

104. CGrade

105. CPareto diagram

106. CCheck sheet

107. DCustomer satisfaction

108. ACommon causes

109. AInputs to quality control

110. BX bar

111. CCause and effect diagram

112. BVariable inspection

113. BThe control chart tells you when you should not take corrective action

114. B

In small incremental steps

115. BKaizen

116. BCost and delays are reduced, production improves, market share increases, and profits go up



117. DGreater than one

118. AThe overall project plan

119. DProvide confidence that the project will satisfy relevant quality standards

120. BStable organizational structure

121. DDirecting, coaching, supporting, delegating

122. CMatrix organization

123.DPure project organization

124.CWeak matrix

125. DSalary

126. DIntegration

127. BProject office

128. DHuman resource department

129. DProject management office

130. AProblem solving

131. BWeak matrix

132. C

Staffing plan

133. DThe project lifecycle

134. DSense of personal achievement, work satisfaction



135. CRepeats some of the things said

136. AInput to performance appraisals

137. BCreative problem solving

138. ACommitment from top level management

139. BProject kick-off meeting

140. BCo-location

161.CThe project manager should make sure that the supplier understands the risk before the contractis signed

162. ARisk avoidance

163. CRisk mitigation

164. BReduce the probability of cost overruns

165. D-$7,000

166. CManagement reserve

167. ARisk triggers

168. AThe most likely date will be earlier than the expected value date

169. D$2,500

170. B11/36

171. CBuffering

172. DThe client’s outsourcing method



173. CLessons learned from other similar projects

174. CA list of potential risk events

175. BThe percent of time a given activity will be on the critical path

176. CMoney to offset missing cost or schedule objectives

177. ABreakeven point will favor buying a cheap, low-quality machine

178. DAdd buffer to the critical chains

179. C50%

180. CBoth better or worse, a positive or negative effect

181. AIncrease risk

182. BOnly the negative risks

183. BDeflection

184. DCloseout

185. CDetermine the critically index for an activity in the schedule

186. BThe statement of work

187. AThe supplier will include an allowance for the risk in the contracted price

188. C

Make sure that the supplier understands the risk before the contract is signed

189. BMake or buy

190. CProject charter



191. DNegotiating a change to the contract

192. DAt the end of the blanket order, prices are adjusted for the actual amount of material delivered

193. CDecrease transportation costs

194.DMarketing

195. DCost-plus contracts

196. CBack charge

197. DContract negotiation

198.C

Request for proposal

199.CRequest for proposal

200.D A competitor’s method of outsourcing

201. A

202. C

203. C

204. D

205. B

206. B

207. D

208. A

209. C

210. C

211. B

212. B

213. C



214. D

215. B

216. A

217. D

218. C

219. D

220. A

221. C.

222. D.

223. A.

224. A.

225. A.

226. C.

227. A.

228. D.

229. D.

230. B.

231. C

232. C

233. A

234. C

235. B

236. B

237. A

238. D

239. B

240. B

241. B, McGregor’s Theory X asserts that the average person dislikes work inherently and that ef fectivemanagement lies in threats, intimidation and minimal involvement of the individual in work decisions. Ward,“McGregor’s Theory X and Y”



242. A, The product requirements are the basis for assessing the completion of the PRODUCT scope. [5.0]

243. A, “Mandatory dependencies are those that are inherent in the nature of the work being done. … [They] are also sometimes referred to as hard logic.” [6.2.2.4]

244. A, “Contract negotiation clarifies the structure and requirements of the contract so that mutua l agreement can be reached prior to signing the contract.” [12.4.2.1]

245. D, “A checklist is a structured tool, usually component -specific, used to verify that a set of required steps has been performed.” [8.1.3.3]

246. A, “Communications planning involves determining the information and communication needs of thestakeholders: who needs what information, when they will need it, how it will be given to them, and by whom.” [10.1]

247. C, The procurement planning process must consider what products and services are available in themarketplace, from whom, and under what terms and conditions. [12.1.1.1]

248. B, “An inspection is the examination of a work product to determine whether it conforms to standards.” The standards are derived from the requirements as defined in the scope definition process. [8.3.2.9]

249. A, “Develop Project Management Plan” provides the integration function for all other processes in the planning group. Every planning process therefore potentially provides input to this process. [4.0]

250. C, “Budget updates are changes to an approved cost baseline. These values are generally revised only in response to approved changes in project scope.” [7.3.3.2]

251. B Qualitative numbers may also be measured numerically, so the primary distinction betweenqualitative and quantitative numbers is that qualitative numbers cannot be meaningfully added together. For example, if two one gallon pails of water are poured into a two gallon container, the density of water in thetwo gallon container remains at 1.0

252. B Parametric modeling and Supporting detail are not inputs to the cost estimating process. Resourcerequirements focuses on the “quantities for each element” rather than the specific question on waste

percentage. [7.1.1.2]

253. B “Care shoul d be taken to avoid wasting resources on unnecessary information or inappropriatetechnology.” The ’tipping’ word in this question that makes it false is “...include ALL information…” [19.1.2.1]

254. D Senior management and the customer may be involved in some aspects of project planning (notably approval) but would not develop the project plan alone. It is an invitation for disaster for the project manager to develop the project plan without input from the team, and normally he or she would delegate significant

parts of the technical planning to the team specialists. [4.3]

255. A According to the PMBOK, “The cost of preventing mistakes is always much less than the cost of correcting them…” [8.0]

256. B Change requests are an output of Contract Administration. The input is Approved Change Requests.Change requests will most often originate from the seller and only very rarely because the buyer, based on

the work deliverables, wishes to make some change. [12.5.1]

257. C Fast tracking is defined as “A specific project schedule compression technique that changes network logic to overlap phases [or activities] that would normally be done in sequence.” [Glossary]

258. D There is not necessarily a relationship between projects in a portfolio. Answer D is actually one of the goals of PROGRAM management. [1.6.2]

259. D WBS updates are one of the critical outputs of the Activity Definition process. [6.1.2.1, 6.1.3.3]



260. A The product description is generally broader that a statement of work. [12.1.1.2]

281. D

282. D

283. B

284. A

285. C

286. D

287. A

288. C

289. A

290. E

291. C

292. A

293. B

294. A

295. C

296. A

297. B

298. D

299, D

300. D

Documents

PMP Exam Question Bank2