PMP® Exam Practice Test and Study Guide with Answers 2024, Exams of Marketing Business-to-business (B2B)

Download PMP® Exam Practice Test and Study Guide with Answers 2024 and more Exams Marketing Business-to-business (B2B) in PDF only on Docsity! 1 PMP® Exam Practice Test and Study Guide with Answers 2024 1. You recently took over a relatively new project expected to last another seven years. The previous project manager completed most of the WBS. When you begin to define the project activities, you realize that the WBS work packages expected to occur in the next year are planned in detail, but the work packages for later in the future (three years or more) are not planned with much detail, if any detail at all. You determine— a. It is a major problem. The WBS is incomplete and you need to redefine the project scope to complete the project schedule. b. It is a problem that must be resolved quickly. The previous project manager was not done with the WBS, and you must stop the project to complete the WBS in sufficient detail. c. It is not a problem at this time. The previous project manager was using the rolling wave planning technique, so you are able to continue defining the activities. d. It is not a problem at this time. You can only plan what you know. You plan to communicate to the project sponsor that the WBS is not sufficient to plan the whole project and that the sponsor can worry about the details. 2. In the initial stage of the project life cycle, the project’s technical objectives are apt to be understood only in a general sense. A major component of project conflict during this stage of the project is— a. Concerns over priorities and procedures b. Concerns about technical issues c. Schedules d. Confusion of establishing a project in the matrix 1 PMP® Exam Practice Test and Study Guide with Answers 2024 1. You recently took over a relatively new project expected to last another seven years. The previous project manager completed most of the WBS. When you begin to define the project activities, you realize that the WBS work packages expected to occur in the next year are planned in detail, but the work packages for later in the future (three years or more) are not planned with much detail, if any detail at all. You determine— a. It is a major problem. The WBS is incomplete and you need to redefine the project scope to complete the project schedule. b. It is a problem that must be resolved quickly. The previous project manager was not done with the WBS, and you must stop the project to complete the WBS in sufficient detail. c. It is not a problem at this time. The previous project manager was using the rolling wave planning technique, so you are able to continue defining the activities. d. It is not a problem at this time. You can only plan what you know. You plan to communicate to the project sponsor that the WBS is not sufficient to plan the whole project and that the sponsor can worry about the details. 2. In the initial stage of the project life cycle, the project’s technical objectives are apt to be understood only in a general sense. A major component of project conflict during this stage of the project is— a. Concerns over priorities and procedures b. Concerns about technical issues c. Schedules d. Confusion of establishing a project in the matrix management environment 3. On your project to construct a new runway for your City’s airport, you are in the process of selecting vendors for various parts of this project. You have conducted your make-or-buy analysis and have issued Requests for Proposals. You believe it is important to examine past performance of potential vendors. This means you are using— a. Proposal evaluation techniques b. Multi-disciplinary review teams c. Analytical techniques d. Independent estimates 4. Requirements typically are classified into product require- ments and project requirements. Capturing and manag- ing both types of requirements is important for project success, so you and your team decided to follow this classification system on your project to modernize all the telecommunications equipment in your company. During such an approach, all the following are examples of product requirements EXCEPT— a. Action requirements b. Level of service requirements c. Security requirements d. Performance requirements 5. Change control procedures, configuration management knowledge base, versions, and baselines in the develop project management plan process are: a. Enterprise environmental factors b. Organizational process assets c. Part of the project’s configuration management plan, which as a subsidiary plan will be part of the project management plan d. Part of the organization’s management practices 5 12. Assume that your company is working under a fixed-price-incentive contract. It has a target cost of $100,000, a target profit of 10%, a price ceiling of $120,000, and a share formula of 80/20. Assume that your company completes all of the work but has actual costs of $110,000. What is the final value of this procurement? a. $120,000 b. $132,000 c. $118,000 d. $110,000 13. If you apply the configuration management system along with change control processes project wide, you will achieve all but one of the which following objectives? a. Provide the basis for which the product configuration is defining b. List the approved configuration identification c. Document the specific responsibilities of each stake- holder in the perform integrated change control process d. Ensure the composition of a project’s configuration items is correct 14. You need to outsource the testing function of your project. Your subcontracts department informed you that the following document must be prepared before conducting the procurement: a. Make-or-buy analysis b. Procurement management plan c. Evaluation methodology d. Contract terms and conditions 15. Constraints common to projects include— a. Scope, quality, schedule, budget, and risk b. Scope, teaming, planning, and resources c. Scope d. Resources and communication 16. You are developing a project charter and want to ensure that any changes that may occur after the project begins will be controlled rigorously. You have consulted your company’s configuration management knowledge base, and it contains versions and baselines of all the following official company documents EXCEPT— a. Standards b. Strategic plans c. Policies d. Procedures 17. To identify inefficient and ineffective policies, processes, and procedures in use on a project, you should conduct— a. An inspection b. A process analysis c. Benchmarking d. A quality audit 18. Your project management office implemented a project management methodology that emphasizes the impor- tance of integrated change control. It states that change requests can occur in all the following forms EXCEPT— a. Indirect b. Legally mandated c. Informal d. Internally initiated 7 19. Configuration management describes procedures for applying technical and administrative direction and surveillance. Which one of the following tasks is NOT performed in configuration management? a. Identifying functional and physical characteristics of an item or system b. Controlling changes to characteristics c. Performing an audit to verify conformance to requirements d. Allowing automatic approval of changes 20. A number of tools and techniques are helpful in the perform integrated change control process. If you want to implement an integrated change control process, you should use— a. Configuration management software b. A project management information system c. Project status review meetings d. Change control meetings 27. You are in the process of performing quality assurance on your product and find that some requirements are not as complete as they should be, which causes rework and adds costs to your overall project. The term for all costs incurred over the life of the product by investing in appraising and inspecting the product for conformance and nonconformance to requirements is called— a. Life-cycle costs b. Expected value c. Cost of conformance d. Cost of quality 28. The project scope baseline should be used in the identify risks process because it— a. Identifies project assumptions b. Identifies all work that must be done; therefore, it includes all risks on the project c. Helps organize all work that must be done on the project d. Contains information on risks from prior projects 29. Although there are various tools and techniques to consider as you collect requirements on your project, one approach that supports the concept of progressive elaboration is— a. Idea/mind mapping b. Affinity diagrams c. Prototypes d. Joint Application Design® sessions 11 30. Tools and techniques used to perform quality assurance include— a. Tools from control quality and plan quality management b. Tools from performance reporting c. Variance analysis d. Direct and manage project execution 31. An approach to provide insight into the health of the project and to identify any areas that require special attention is to— a. Conduct periodic status reviews b. Prepare regular status and progress reports c. Prepare forecasts of the project’s future d. Continuously monitor the project 32. Although your company’s project life cycle does not mandate when a project review should be conducted, you believe it is important to review performance at the conclusion of each phase. The objective of such a review is to— a. Determine how many resources are required to complete the project according to the project baseline b. Adjust the schedule and cost baselines based on past performance c. Obtain customer acceptance of project deliverables d. Determine whether the project should continue to the next phase 33. The key management skills required during the adjourn- ing stage of team development include all but which one of the following? a. Evaluating b. Reviewing c. Celebrating d. Improving 34. Assume that your actual costs are $1,000; your planned value is $1,200; and your earned value is $1,500. Based on these data, what can be determined regarding your schedule variance? a. At –$300, the physical progress is being accomplished at a slower rate than is planned, indicating an unfavor- able situation. b. At +$300, the situation is favorable, as physical progress is being accomplished ahead of your plan. c. At +$500, the situation is favorable, as physical progress is being accomplished at a lower cost than was forecasted. d. At –$300, you have a behind-schedule condition, and your critical path has slipped. 35. The key to effective cost control is— a. Using earned value to forecast project status b. Focusing on projected expenditures and actively net- working with key stakeholders to ensure funds will be available as requested c. Informing stakeholders of the project’s cost status d. Managing the approved cost baseline and any changes to it 15 43. Your project sponsor has asked you, “What do we now expect the total job to cost?” Given that you are using earned value, you should calculate the— a. To-complete performance index b. Estimate to complete c. Estimate at completion d. Budget at completion 44. One key reason that the develop project charter process is so important is that it— a. Documents the boundaries of the project b. States the methods for acceptance of the project’s deliverables c. Describes the project’s characteristics d. Links the project to the ongoing work of the organization 45. Your company has been awarded a contract for project management consulting services for a major government agency. You were a member of the proposal writing team, are PMP® certified, and you are the project manager. You are now working to prepare your project management plan, which is to be submitted in one week. You decided to use some facilitation techniques to help develop your plan. While a number are possible, you selected— a. Conflict resolution b. Checklist analysis c. SWOT analysis d. Assumptions analysis 46. Assume you had a phase gate meeting with your Governance Board for your project to develop the next generation radar system as part of the nation’s airspace modernization program. At this meeting, the Board approved your project management plan. However, as you begin to execute your plan, an organizational process asset to consider is— a. Stakeholder risk tolerances b. The organization’s culture c. Hiring and firing guidelines d. Process measurement data base 47. Consider the data in the table below. Assume that your project consists only of these three activities. Your estimate at completion is $4,400.00. This means you are calculating your EAC by using which of the following formulas? Activity % Complete PV EV AC A 100 2,000 2,000 2,200 B 50 1,000 500 700 C 0 1,000 0 0 a. EAC = AC/EV × BAC b. EAC = AC/EV × [work completed and in progress] + [actual (or revised) cost of work packages that have not started] c. EAC = [Actual to date] + [all remaining work to be done at the planned cost including remaining work in progress] d. EAC =% complete × BAC 17 48. Rolling wave planning in the create WBS process refers to situations in which— a. Certain deliverables or subprojects will be accom- plished far into the future b. Additional work is added to the project after the scope baseline has been established; therefore, additional decomposition is required c. Identification codes for the WBS elements cannot be determined until the schedule activity list is complete in case revisions are required d. Subprojects are developed by external organiza- tions and then become part of the WBS for the entire project 49. The lessons learned documentation is an output from the— a. Identify stakeholders process b. Develop project management plan process c. Manage communications process d. Plan communications management process 50. Your experience has taught you that inappropriate responses to cost variances can produce quality or sched- ule problems or unacceptable project risk. When leading a team meeting to discuss the importance of cost control, you note that cost control is concerned with— a. Influencing the factors that create change to the authorized cost baseline b. Developing an approximation of the costs of the resources needed to complete the project c. Allocating the overall cost estimate to individual work items d. Establishing a cost performance baseline 55. Motivation is dynamic and complex. The statement, “Motivation is an intrinsic phenomenon. Extrinsic satisfac- tion only leads to movements, not motivation” is attributed to which of the leading theories of motivation? a. Maslow’s Hierarchy of Needs Theory b. Herzberg’s Motivator-Hygiene Theory c. Morse and Lorsch’s Contingency Theory d. McGregor’s Theory X/Theory Y 56. Each time you meet with your project sponsor, she emphasizes the need for cost control. To address her concerns, you should provide— a. Work performance information b. Cost baseline updates c. Resource productivity analyses d. Trend analysis statistics 57. One output of the control costs process is cost forecasts, which is when— a. Modifications are made to the cost information used to manage the project and are communicated to stakeholders b. Trend analyses are performed and communicated to stakeholders c. A budget update is required and communicated to all stakeholders d. A calculated EAC value or a bottom-up EAC value is documented and communicated to stakeholders 21 58. You work for an electrical utility company and will be managing a project to build a new substation that will serve a new industrial park. This project was authorized because of a— a. Business need b. Market demand c. Technological advance d. Customer request 59. A final project report is a recommended best practice. Although this report can be organized in a variety of ways, how should each item that is covered in the report be addressed? a. A recommendation for changing current practice should be made and defended. b. The focus should be solely on items that did not work well on the project. c. Individuals who did not contribute successfully as team members should be noted. d. An earned value discussion is warranted. 60. At the time the risk register is first prepared, it should contain all the following entries EXCEPT— a. Root causes of risk b. Structure for describing risks c. List of risks requiring near-term responses d. List of potential responses 61. Which of the following theorists stated that people gener- ally are motivated according to the strength of their desire either to achieve high levels of performance or to exceed in competitive situations? a. David McGregor b. David McClelland c. Victor Vroom d. B. F. Skinner 62. Your project is considered very risky. You plan to perform numerous what-if scenarios on your schedule using simu- lation software that will define each schedule activity and calculate a range of possible durations for each activity. The simulation then will use the collected data from each activity to calculate a distribution curve (or range) for the possible outcomes of the total project. Your planned approach is an example of which following technique? a. PERT b. Monte Carlo analysis c. Linear programming d. Concurrent engineering 63. Project execution must be compared, and deviations must be measured for management control according to the— a. Scope baseline b. Performance measurement baseline c. Schedule baseline d. Control system 68. Recording and reporting information regarding when appropriate configuration information should be provided and regarding the status of proposed and approved changes effectively is done through— a. Configuration status accounting b. Configuration verification and audit c. Project management methodology d. A project management information system (PMIS) 69. Decomposition is a technique used to break larger, complex items into smaller and more manageable items. Which following statement best describes the role decomposition plays in creating the WBS? a. Final output of creating the WBS is described in terms of phases of a project life cycle. b. Final output of creating the WBS is described in terms of schedule activities. c. Final output of creating the WBS is described in terms of verifiable products, services, or results. d. Final output of creating the WBS is described in terms of the scope of the project. 70. The schedule management plan is a key document. It is— a. An output of the develop schedule process b. A tool and technique used in the develop schedule process c. The first time management process d. A separate planning effort completed in conjunction with the time management processes 372 ■ PMP® Exam Practice Test and Study Guide 71. Activity attributes are used to extend the description of the activity and to identify its multiple components. In the early stages of the project, an example of an activity attribute is— a. Activity codes b. Activity description c. Predecessor and successor activities d. Activity name 72. You are working on a new project in your city to con- struct an environmentally friendly landfill. The existing site is so undesirable that many residents have moved to other neighboring cities because of their proximity to it. However, even though the project has the support of the public, you need to have a number of hearings of the city’s government before you are authorized to begin work. As you are in the planning phase of the project, you are waiting for these hearings to be scheduled and held before you can begin site preparation. These hear- ings are an example of— a. A milestone b. An external dependency c. An item to be scheduled as a fragnet d. A mandatory dependency 73. You are working on a project and want to know how many activities in the previous month were completed with significant variances. You should use a(n)— a. Control chart b. Inspection c. Scatter diagram d. Trend analysis 74. Your project has a budget of $1.5 million for the first year, $3 million for the second year, $2.2 million for the third year, and $800,000 for the fourth year. Most of the project budget will be spent during— a. Starting the project b. Organizing and preparing c. Carrying out the work d. Closing the project 75. If you decide to follow an open subordination approach to resolving conflict, you are using which style of conflict resolution? a. Avoiding b. Accommodating c. Compromising d. Collaborating 76. Typically, the seller receives formal written notice that the contract has been completed by the— a. Project manager b. Authorized procurement administrator c. Member of the project management team responsible for daily contract administration d. Purchasing department head 77. Working in the control procurements process since your project is using five contractors, you need to update a number of organizational process assets. An example is— a. Procurement management plan b. Procurement documentation c. Correspondence d. Warranties 376 ■ PMP® Exam Practice Test and Study Guide 84. You are the project manager on a project to improve traffic flow in the company’s parking garage. You decide to use flowcharting to— a. Help anticipate how problems occur b. Show dependencies between tasks c. Show the results of a process d. Forecast future outcomes 85. Successful project management involves both project leadership as well as project management skills. Several different leadership styles are appropriate in different phases of the project life cycle. Assume that you are working on a project, and it is in the execution phase. The leadership style that is most appropriate should con- sist of a blend of all but which one of the following? a. Change master b. Decision maker c. Team and synergy d. Trustworthiness 86. Schedule control is one important way to avoid delays. While planning and executing schedule recovery, one tool available to you for control schedules is— a. Changing the schedule management plan b. Immediately rebaselining c. Adjusting leads and lags d. Changing all project and resource calendars 87. You have been the project manager for your nuclear sub- marine project for four years. While you did not assume this position until the project management plan had been prepared and approved, you find you spend a significant amount of time collecting data and communicating. You also spend time reviewing the impact of project changes and implementing ones that have been approved. Often you have had to modify a non-conforming product, which means you are spending time on— a. Corrective actions b. Updating the project’s requirements c. Updating the traceability matrix d. Defect repair 88. You were assigned recently as the project manager of a program management office project to implement a new enterprise-wide scheduling system for use throughout your company. You identify the need for a project charter to provide you with appropriate authority for applying resources, completing the project work, and formally initi- ating the project. Who should issue the project charter? a. The project manager—you b. The customer c. The person who formally authorizes the project d. A member of the training and development department as they will own the training on the new system 89. In which of the following methods of resolving conflict will the conflict typically reappear again in another form? a. Smoothing b. Compromising c. Collaborating d. Confronting 378 ■ PMP® Exam Practice Test and Study Guide 90. Statistical sampling is a method in perform quality control to determine the conformance to requirements for some component or product of a project. Its greatest advantage is that it— a. Does not require a large expenditure of resources b. Is accurate enough with a sampling of less than 1% c. Does not require 100% inspection of the components to achieve a satisfactory inference of the population d. Needs to be conducted only when a problem is dis- covered with the end product or when the customer has some rejects 91. Your project sponsor wants to know whether process variables are within acceptable limits. To answer this question, you should— a. Conduct a process analysis b. Conduct a root cause analysis c. Use a control chart d. Use a run chart 92. All the following statements are true about the grassroots estimate, EXCEPT— a. Its accuracy rate is from –5% to +10% b. It is also called an engineering estimate c. It is used primarily for Level 1 of the WBS d. It may take months to prepare 97. You are working on a construction project in a city dif- ferent from your headquarters’ location. You and your team have not worked in this city, City B, previously, and you lack knowledge of the local building codes. You had a team member review the codes, and he said they were in far greater detail than those in your city, City A. When you asked him how much time he would need to spend to gain a complete understanding of these codes, he estimated that at least five weeks would be needed. You then decided it would be more cost effec- tive to hire a local person from City B who specializes in this area. As a result, as you prepare your schedule and estimate your resource requirements for this project, you should coordinate this work closely with which of the following processes: a. Estimate costs b. Define activities c. Determine budgets d. Develop schedule 98. Assume that you were the first person in your company to be PMP® certified and also that you earned a doctorate in project management. People throughout the organiza- tion admired your achievements. Based on your success in managing projects, your company now has adopted a management-by-projects philosophy. You have been appointed head of your company’s project management office to lead the organization as it transitions to this new way of working. So far, people seem to willingly comply with your demands and requests. In this situation, you are using which type of power? a. Legitimate b. Expert c. Contacts d. Referent 99. The nature of project work is such that it inevitably causes stress. Project managers thus need to learn how to cope with and manage stress and understand what stress is and why it is created. Project managers need to note that it can be a positive experience depending on how people perceive stress and should work to mentor team members accordingly. As you strive to become more aware of stress, which one of the following is NOT considered a stress-creating factor that is related to the project environment? a. Role ambiguity b. Corporate politics c. Career development d. Selection of team members 100. Assume you are working as the project manager on the first project in your company to use the critical chain approach to scheduling. You are a PMP® and also are certified in critical chain. You are getting ready for a performance review with your Governance Board, and you can expect they will ask questions about— a. The magnitude of variance against the schedule baseline b. Schedule risk c. Performance to date since the past review meeting d. The buffer needed and buffer remaining 101. You are in the early stages of a project to manufacture disposable medical devices. You need a number of engi- neers including ones with specialties in mechanical, environmental, and systems engineering. In the early stages of this project, your resource pool includes a large number of both junior and senior engineers in the various specialty areas. However, as the project progresses— a. Fewer systems engineers will be needed b. The resource pool can be limited to those people who are knowledgeable about the project c. To complete the project on time, you will continue to require access to a large number of engineers in their specialty areas d. You will only need junior level engineers as the senior level people can be used early in the project to mentor and train them 102. A number of approaches can be helpful when estimating resource requirements for activities on a project. Assume you are managing a project and you have already pre- pared your WBS. When you decomposed your WBS, it has 45 work packages. You then prepared an activity list. Now, you are preparing your schedule and determining your resource requirements. You found there were about 30 activities that you could not estimate with a reasonable degree of confidence, so you and your team decided to use which one of the following approaches to help with these activity resource estimates: a. Resource breakdown structure b. Published estimating data c. Alternatives analysis d. Bottom-up estimating 109. You are working on a project to upgrade the existing fiber-optic cables in your province. You have determined that a resource can install 25 meters of cable per hour, so the duration required to install 1,000 meters would be 40 hours. This means you are using— a. Productivity efficiency factors b. Parametric estimating c. Analogous estimating d. PERT 110. During the stages of team development, your team is in which stage when there is problem solving and inter- dependence along with achievement and synergy? a. Storming b. Forming c. Norming d. Performing 111. When you are about to terminate a contract, the one place to look for specific procedures for contract closure is in the— a. Statement of work in the contract b. Terms and conditions in the contract c. Product description d. Organizational process assets 112. Today, the primary cause of why projects are not completed on time and within cost and are terminated early is due to— a. Contractual issues b. Complexity of the project c. An increase in the allocated time d. Behavioral-oriented reasons 113. Life-cycle phase definitions are different in different industries. For example, all of the following are terms that could be used in the closing phase of a project EXCEPT— a. Testing and commissioning b. Conversion c. Implementation d. Final audit 114. Your company is embarking on a project to launch a new product delivery service. You are the project manager for this project and have just finished the concept phase. The various outputs/deliverable(s) for this phase include— a. Project management plan b. Scope of work and requirements c. Project charter and stakeholder register d. Roles and responsibilities of the project manager 115. Behavior roles of team members influence the team’s process, behavior, and effectiveness. An example of a task-oriented role to perform is that of a(n)— a. Harmonizer b. Initiator c. Devil’s advocate d. Group observer 116. You are managing a project in which your team members all work in the same geographic location and have worked together previously on many projects. Everyone is aware of the various strengths and weaknesses of the individual team members and their key areas of expertise. As a result— a. A kickoff meeting is recommended b. Team-building activities will not be needed on your project c. You should expect minimal conflicts and changes to occur d. Rewards and recognition will be handled smoothly throughout the project 117. Team building should be ongoing throughout the project life cycle. However, it is hard to maintain momentum and morale, especially on large, complex projects that span several years. One guideline to follow to promote team building is to— a. Consider every meeting a team meeting, not the project manager’s meeting b. Conduct team building at specific times during the project through off-site meetings c. Engage the services of a full-time facilitator before any team-building initiatives are conducted d. Develop the project schedule using the services of a project control officer and then issue it immediately to the team 123. The workaround that you used to deal with a risk that occurred should be documented and included in which following processes? a. Report performance and monitor and control risks b. Validate scope and perform quality assurance c. Direct and manage project work and perform integrated change control d. Monitor and control project work and control risks 124. Contested changes are requested changes when the buyer and seller cannot agree on compensation for the change. They are also known as all but which one of the following? a. Disputes b. Demands c. Appeals d. Claims 125. A structured review of the seller’s progress to deliver project scope and quality within cost and schedule is known as a(n)— a. Procurement performance review b. Procurement audit c. Inspection d. Status review meeting 126. Within your company’s portfolio, your project is ranked in the top five in terms of importance of the 60 projects under way; however, the number of resources available to you is still limited. You have decided to pilot test the use of critical chain on your project. You have calculated your critical path. You want to ensure that your target finish date does not slip in the critical chain method. To do so you should— a. Add a project buffer b. Put in three feeding buffers c. Determine the drum resource d. Manage the total float of the network paths 127. The greatest degree of uncertainty is encountered during which phase of the project life cycle? a. Concept b. Planning c. Implementation d. Closeout 128. A team-building approach that facilitates concurrent engineering is— a. Matrix management b. Fast-tracking c. Tight matrix d. Task force 129. A number of different decision-making styles can be used in a team environment. When quality and acceptance are both important, which of the following styles should be used? a. Command b. Consultation c. Consensus d. Coin flip 130. Historical information is used— a. To compare current performance with prospective lessons learned b. To prepare the stakeholder management plan c. To evaluate the skills and competencies of prospective team members d. As an input to develop project charter 131. Work completed, key performance indicators, technical performance measures, start and finish dates of schedule activities, number of change requests, number of defects, actual costs, and actual decisions are examples of work performance data are an output of— a. Project plan development b. Risk control c. Monitor and control project work d. Direct and manage project work 137. A cost management plan should establish and document the various earned value rules of performance measure- ment. Along with defining the WBS to the level that the earned value analysis will be performed and establishing how earned value will be credited to the project (0-100, 0-50-100, and so on), which following rule is also recog- nized regarding performance measurement? a. Determine the formula for calculating the estimate to complete (ETC) for the project b. Determine the code of accounts allocation provision for the WBS c. Determine the formula for calculating the estimate at completion (EAC) for the project d. Determine the variance thresholds to be used in the project 138. All the following elements are organizational process asset updates, resulting from closing a project or phase EXCEPT— a. Project files b. Project or phase closure documents c. Historical information d. Final product, service, or result transition 139. You have a conflict on your team but have enough time to resolve it, and you want to maintain future relation- ships. Thankfully, there is mutual trust, respect, and confidence among the parties involved. You decide to use confronting to resolve this conflict. In using this approach, your first step should be to— a. Separate people from the problem b. Acknowledge that conflict exists c. Establish ground rules d. Explore alternatives 140. One way to evaluate the project schedule performance is to— a. Use the project management information system (PMIS) b. Determine the percent complete of in-progress schedule activities c. Establish a schedule change control system d. Determine the total float variance 141. Validate scope works hand-in-hand with control quality and generally follows control quality. A tool and technique used in validate scope that is not used in control quality is— a. Group decision-making techniques b. Inspection c. Statistical sampling d. Variance analysis 142. Research has shown that during the execution phase of the project, the majority of conflicts involve— a. Personalities b. Project priorities c. Cost d. Schedule 143. You are a goal-oriented project manager who is more interested in work accomplishment than relationship building. This indicates that you tend to resolve conflicts primarily through the use of— a. Smoothing b. Compromising c. Collaborating d. Forcing 144. You are working on a long-term project that has a number of benefits to its customers and users. Therefore, as the project manager, one of your first steps was to identify the stakeholders that were critical to project success. Because this project will need long-term support by your organiza- tion once it is completed, key stakeholders are— a. Operations managers b. Functional managers c. Sellers d. Business partners 145. Effective communication occurs in groups as well as between individuals and is made up of several key components, such as the purpose of the message, the audience that you are delivering the message to, and the content of the message itself. One important area to consider when working with manage communications— a. The choice of media b. How often to distribute the information c. The communications plan d. The project performance report structure 146. A conflict resolution approach that is NOT considered to be very effective when more than a few players are involved and their viewpoints are mutually exclusive is— a. Forcing b. Avoiding c. Compromising d. Collaborating 153. Assume you have been working with your sponsor to prepare you charter, and you plan to present it to your Steering Committee on Friday. You are managing a software project, and the business need stated that you should use agile for the first time in our company rather than waterfall. In the Develop Project Charter process, this is then— a. Tool and technique b. Part of the enterprise environment factors as an input to this process c. A high-level requirement d. Stated in the strategic plan as a tool and technique in this process 154. Procurement documents are used in the identify stake- holder process because they— a. Are an enterprise environmental factor and an input to the process b. Are an organizational process asset and an input to the process c. Note key stakeholders as parties in the contract d. Serve as a way to prioritize and classify stakeholders 155. You completed your stakeholder analysis. How do you want to manage those stakeholders that have a high interest in your project and high power over decisions affecting your project? a. Manage them closely b. Keep them satisfied c. Keep them informed d. Monitor them occasionally 156. Change requests include a group of potential changes to a project. Types of change requests include all the following EXCEPT— a. Defect repairs b. Maintenance requests c. Corrective actions d. Preventive actions 157. You are working on a project that needs approval from your City Council and the courts, because the project is one with significant environmental and social impacts. Although many consumer groups are advocates of this project, others are opposed to it. Hearings are scheduled to resolve these issues and to obtain the needed permits to proceed. In preparing your human resource plan, you decide to designate a person as the court liaison, which is an example of a— a. Role b. Responsibility c. Required competency d. Ability of the team member to make appropriate decisions 158. Assume you are managing an international project. Your team is located in Atlanta, Georgia, US; Berlin, Germany; and Melbourne, Australia. You and your sponsor are located in Paris, France, and your customer is located in Athens, Greece. Recognizing the different locations of the stakeholders in your project in its initial stages, a best practice to follow in terms of working toward project success is to— a. Determine who decides the project is a success b. Aligning the personal inputs of different project participants with a vision focused on success c. Establishing the project culture during the initiating stage of the project d. Identifying basic cultural characteristics and selecting one to follow 159. As a project manager, you recognize the importance of actively engaging key project stakeholders on a project. You have prepared an analysis of your stakeholders early in your project and classified them according to their interest, influence, and involvement in your project. You want to now— a. Focus on relationships necessary to ensure success b. Assess stakeholder legitimacy c. Determine the urgency that each stakeholder requires when he or she requests information about the project d. Focus on each stakeholder’s power relevant to the project 166. Assume you are preparing your procurement management plan. A useful tool and technique is to— a. Have a meeting b. Use your risk register c. Review the requirements document d. Use your stakeholder register 167. Your role in the project includes helping to resolve problems; making recommendations regarding priorities; accelerating activities to meet the target schedule; promoting communications among project team mem- bers; and helping management monitor the project’s progress on a regular basis. Most of the people work- ing on your project are scientists or technical experts. You are working in which of the following types of organizational structures? a. Task force b. Balanced matrix c. Project expeditor d. Project coordinator 168. In order for a matrix organizational approach to be successful, the two-boss situation should be resolved. To overcome the two-boss problem, it is important to— a. Have the project manager and the functional manager work together to complete performance evaluations b. Prepare a responsibility chart to define responsibilities c. Guarantee a balance of power between the functional manager and the project manager d. Promote interface relationship management 169. The resource calendar is an output of which following process? a. Develop project team b. Acquire project team c. Estimate activity durations d. Manage project team 170. An intentional activity to ensure future performance of project work is aligned with the project management plan is— a. Preventive action b. Corrective action c. Implemented change requests d. Work performance information 171. Close procurements is a process that involves includes activities for administrative closure such as— a. Customer acceptance and final payment b. Audit project success or failure and archiving records c. Final contractor payment and lessons learned d. Transition of the final product and acceptance of deliverables 172. As a project manager, not only must you be a leader, but you also must be responsible for the management, administrative, and technical aspects of the project. Which following skill is NOT representative of the skills needed for project leadership/interpersonal relations? a. Influencing the organization by sharing power and getting others to cooperate toward common goals b. Creating an environment to meet project objectives while offering maximum self-satisfaction related to what people value the most c. Helping a group of people bound by a common sense of purpose to work interdependently with each other d. Understanding of policies, operating procedures, and regulations of external stakeholder organizations 173. Assume you are managing a project, and your project management plan has been approved. Your project has a high level of change associated with it. There is active and ongoing stakeholder involvement. This means you probably are working with a(n)— a. Adaptive life cycle b. Iterative life cycle c. Incremental life cycle d. Predictive life cycle 174. One way to help mitigate personnel risks that may occur during the end of the project is to— a. Meet individually with each team member b. Provide specific recognition to each team member who has worked on the project c. Prepare a staff release plan d. Document the time each person is to work on the project in a resource calendar 181. During a bidders conference, it is important that— a. Only qualified sellers participate b. All potential sellers are given equal standing c. The evaluation criteria for the proposal is used to determine participation d. Responses to questions be provided solely to the prospective seller that asked the question 182. One key interpersonal skill used to manage stakeholder expectations is— a. Negotiation skills b. Building trust c. Compromise d. Conversation 183. You are a project manager leading the construction project of a new garbage incinerator. Local residents and environmental groups are opposed to this project because of its environmental impact. Management agrees with your request to partner with a third party that will be responsible for providing state-of-the-art “air scrubbers,” to clean the exhaust to an acceptable level. This decision will delay the project but will allow it to continue. It is an example of which following risk response? a. Passive acceptance b. Active acceptance c. Mitigation d. Transference 184. All the following are processes in project procurement management EXCEPT— a. Terminate procurements b. Control procurements c. Plan procurement management d. Close procurements 185. Working in the systems integration field, you are primarily responsible for coordinating the work of numerous sub- contractors. Your current project is coming to an end. You have 15 major subcontractors as well as a variety of other sellers. Now that you are closing contracts (procurements), you should— a. Conduct a trend analysis b. Use earned value to assess lessons learned c. Ask each contractor to meet with you individually at its own expense d. Conduct a procurement audit 186. You are managing a moderately risky project. You have done well identifying risks and assessing them both on the probability of the risk event occurring and on the level of impact that the risk could have on your project if it actually occurred. But to help with a “next” level of qualitative risk analysis, you could use a— a. Risk priority assessment b. Risk quality assessment c. Risk urgency assessment d. Quantitative risk analysis 187. You are identifying possible risks to your project concern- ing the development of a nutritional supplement. You want to reach out to your experts and build consensus on the risks that qualitative and quantitative risk analysis can address later. Although you can use various techniques, a key information gathering technique that helps to build consensus is— a. Documentation review b. Probability/impact analysis c. Checklist analysis d. Delphi technique 188. Managing five contractors on your project for a new stadium in your City that can be used for baseball and for football and can be easily converted for either sport is a challenge along with managing your 15 person project team. You decided to conduct an audit of one of your contractors and are— a. Using it as a baseline for improvements to the other contracts under way b. Verifying compliance in the seller’s work processes c. Accompanying it with a project quality audit d. Using it for lessons learned documentation 189. A weighting system can be used for all but which one of the following reasons? a. To select a single seller that will be asked to sign a standard contract b. To establish a negotiating sequence by ranking all proposals by the weighted evaluation scores that have been assigned c. To quantify qualitative data to minimize possible bias d. To establish minimum requirements of performance for one or more of the evaluation criteria 197. While many different techniques can be used to rate or score proposals, all will use— a. A screening system b. A weighting system in conjunction with a screening system c. Expert judgment and some form of proposal evalua- tion techniques d. Quality ratings and contractual compliance 198. When determining the message that you will deliver to stakeholders, knowing both the content (what you want to say) and your audience is important. Which of the following helps you to understand how others may interpret your message? a. Sender-receiver models b. Facilitation techniques used in delivery c. Negotiation skills d. Presentation skills used in the development of the message 199. One of the reasons why it is challenging to work on a virtual team is that e-mail is the primary form of commu- nications. However, words alone typically comprise what percent of the total impact of any message? a. Seven percent b. 15 percent c. 38 percent d. 55 percent 200. Assume you are working on a multi-phase project as your project is planned to last three years. A best practice is to— a. Periodically review the business case b. Use a single prime contractor and have this contractor award any subcontracts c. Rely on your PMO for guidance d. Set up a ‘tight matrix’ Answer Key 1. c. It is not a problem at this time. The previous project manager was using the rolling wave planning technique, so you are able to continue defining the activities. Rolling wave planning provides progressive detailing of the work to be accomplished throughout the life of the project. [Planning] PMI®, PMBOK® Guide, 2013, 131, 152 2. d. Confusion of establishing a project in the matrix management environment During project formation, there is always an element of confusion or lack of clarity regarding the balance of power between the project manager and functional managers. If not resolved, such confusion manifests itself in conflicts regarding technical decisions, resource allocation, and scheduling later in the project. [Executing] Meredith and Mantel 2012, 151–152 439 6. a. Control procurements The purpose of control procurements is to ensure that the contractual requirements are met by the seller. This objective is accomplished by managing procurement relationships, monitoring contract performance and making changes and corrections to contracts if appropriate. [Monitoring and Controlling] PMI®, PMBOK® Guide, 2013, 379 7. a. Expert Expert power is a function of knowledge, skills, and reputation possessed by the project manager. In such situations, project personnel will do what the project manager wants because they believe he or she knows best, and they trust and respect the project manager. [Executing] Adams et al. 1997, 174–180 Verma 2005, 54 Levin 2010, 163 8. b. Requirements baseline The scope, schedule, and cost baselines may be combined into a performance measurement baseline. It also may include technical and quality parameters. It then is used as an overall project baseline against which project execution is compared to measure and manage performance. It also is used for earned value measurements. [Planning] PMI®, PMBOK® Guide, 2013, 302, 549 9. c. Job shadowing Observations are a tool and technique in the collect requirements process. They provide a way to view individuals in their environment and to see how they perform their jobs or tasks and carry out processes. Another term for this approach is job shadowing and usually is done by an observer viewing the user performing his or her job. [Planning] PMI®, PMBOK® Guide, 2013, 116 10. b. Continuous process improvement Continuous process improvement provides an iterative means for improving the quality of all pro- cesses and is part of the definition of quality assur- ance. Its objective is to reduce waste and eliminate non–value-added activities. [Executing] PMI®, PMBOK® Guide, 2013, 242–243 11. c. Use an affinity diagram In quality assurance an affinity diagram is used to generate ideas that can be linked to form organized patterns of thought about a problem. Using them in project management, one can enhance the creation of the WBS by using it to give structure to the decomposition of scope. [Executing] PMI®, PMBOK® Guide, 2013, 245 12. c. $118,000 In this situation, there is a $10,000 overrun from the target costs. Applying the 80/20 share ratio, the seller’s share of the overrun is 20% of $10,000 or a minus $2,000 in earned fee. The final value of this procurement is $110,000 in costs, plus a seller fee of $10,000 less $2,000, or $8,000 for a final price of $118,000. [Monitoring and Controlling] Fleming 2003, 92 13. c. Document the specific responsibilities of each stakeholder in the perform integrated change control process Configuration management is an integral part of the perform integrated change control process. It is necessary because projects by their nature involve changes. The integrity of baselines must be main- tained by releasing only approved changes for incor- poration into the project’s products or services and by maintaining their related configuration and plan- ning documentation. [Monitoring and Controlling] PMI®, PMBOK® Guide, 2013, 96–97 14. b. Procurement management plan The procurement management plan describes how the project management team will acquire goods and services from outside the performing organiza- tion. It describes how the procurement processes will be used from developing procurement documents through closing contracts. [Planning] PMI®, PMBOK® Guide, 2013, 366–367 22. a. Schedule In many projects, there is a rush to finish because of schedule slippages that develop in the execution/implementation phase. Delays in schedules become cumulative and impact the project most severely in the final stages of the project. While there are other sources of conflict, such as personalities and cost, attempting to finish on time is always on everyone’s mind. [Closing] Verma 1996, 103 and 105 23. b. Configuration management system The formal configuration management system is an important tool and technique for scope control and focuses on deliverables and documents. [Monitoring and Controlling] PMI®, PMBOK® Guide, 2013, 96–97 24. a. Root cause analysis Determining the root cause of the problem means to determine the origin of the problem. What may appear to be the problem on the surface is often revealed, after further analysis, not to be the real cause of the problem. Process analysis includes root cause analysis used to identify as problem, discover the underlying causes that lead to it and develop preventive actions. [Executing] PMI®, PMBOK® Guide, 2013, 247 25. d. Validate scope typically precedes control quality Validate scope focuses on accepting project deliv- erables, and to be accepted, they must meet the requirements. Control quality is one way to ensure that the requirements have been met, which is why control quality typically is done before validate scope. [Monitoring and Controlling] PMI®, PMBOK® Guide, 2013, 134 26. a. The company requires a continuous stream of projects to survive Organizations that rely on products for their revenue must constantly be introducing new products into the marketplace as old products are removed. Ideally, this should be an overlapping process to maintain balanced or increasing revenue over time. The closure phase evaluates the efforts of the total system and serves as input to the conceptual phase for new projects and systems. It also has an impact on other ongoing projects with regard to identifying priorities. [Closing] Kerzner 2009, 69–70 27. d. Cost of quality Cost of quality involves both the cost of conformance and the cost of non-conformance. Examples of the cost of conformance are divided into two categories prevention costs and appraisal cots (includes inspec- tions). Costs of non-conformance include internal failure costs and external failure costs. [Executing] PMI®, PMBOK® Guide, 2013, 235 28. a. Identifies project assumptions Project assumptions, which should be enumerated in the project scope baseline in the scope statement, are areas of uncertainty, and therefore, potential causes of project risk. [Planning] PMI®, PMBOK® Guide, 2013, 322 29. c. Prototypes Prototypes are used to obtain early feedback on requirements by providing a working model of the expected product before it is built. Stakeholders then can experiment with this model rather than discuss- ing abstract representations of requirements. This approach supports progressive elaboration, because it is used in iterative cycles of mock-up creation, user experimentation, feedback generation, and prototype revision. [Planning] PMI®, PMBOK® Guide, 2013, 116 30. a. Tools from control quality and plan quality management The tools used from plan quality management and control quality are used in perform quality assur- ance. The perform quality assurance process also uses affinity diagrams, process decision program charts, interrelationship digraphs, tree diagrams, prioritization matrices, activity network diagrams, matrix diagrams, quality audits, and process analysis. [Executing] PMI®, PMBOK® Guide, 2013, 245–247 Answer Key ■ 451 37. c. Project scope statement The project scope statement describes in detail the deliverables and what work must be done to pre- pare them. Ancillary results are also considered deliverables and are included in the project scope statement. They include items such as project man- agement reports and documentation. Deliverables in the project scope statement may be described at a summary level or in a detailed way. [Planning] PMI®, PMBOK® Guide, 2013, 123 38. c. Expert judgment According to the PMBOK® Guide, expert judgment is use in close project or phase to ensure closure is performed to appropriate standards. [Closing] PMI®, PMBOK® Guide, 2013, 102 39. a. Project charter Outputs of the define scope project are the project scope statement and project document updates that include updates to the stakeholder register, requirements documentation, and the requirements traceability matrix. [Planning] PMI®, PMBOK® Guide, 2013, 125 452 ■ Answer Key 40. c. (Percent complete) × (budget at completion) Multiplying the percent complete by the budget at completion, or the total budget for the project, is the simplest formula to use. The 50/50 rule, or the more conservative 0/100 rule, can eliminate the necessity for the continuous determination of percent complete. After the percent complete is determined, it can be plotted against time expended. [Monitoring and Controlling] Kerzner 2009, 656–657 41. a. Commence as scheduled and stated in the staffing management plan Training is a tool and technique for the develop project team process. The requirements and schedule for the develop project team process should be stated in the staffing management plan. Project team members’ skills can be developed as part of the project activities. [Executing] PMI®, PMBOK® Guide, 2013, 266, 275 42. b. Milestone method The milestone method is especially helpful for work packages of long duration that have interim milestones or a functional group of activities with a milestone established at specific control points. In the EV system, value is earned when the mile- stone is completed. In such cases, a budget is assigned to the milestone rather than to the work packages. [Monitoring and Controlling] Kerzner 2009, 656 Answer Key ■ 453 43. c. Estimate at completion EAC is the total amount of money estimated to be spent on the project. It can be calculated several dif- ferent ways. However, the basic approach is to add the actual costs to date plus the estimate to complete. [Monitoring and Controlling] Kerzner 2009, 660 PMI®, PMBOK® Guide, 2013, 224 44. d. Links the project to the ongoing work of the organization The project charter not only authorizes a project, it shows how the project is linked to the strategic plan of the organization. Among other things, the project charter documents the business need for the project and describes the current understanding of the requirements. [Initiating] PMI®, PMBOK® Guide, 2013, 68 45. a. Conflict resolution Facilitation techniques are a tool and technique in develop project management plan process. Other examples are brainstorming, problem solving, and meeting management. They are used to help teams and individuals achieve agreement to accomplish the project’s objectives. [Planning] PMI®, PMBOK® Guide, 2013, 77 456 ■ Answer Key 52. b. 100% rule The WBS is a deliverable-oriented, hierarchical decomposition of work to be done by the project team. Sometimes called the 100% rule, it shows the total of the work at the lowest levels must roll up to the higher levels so that nothing is left out and no extra work is done. [Planning] PMI®, PMBOK® Guide, 2013, 131 53. b. Use fast tracking Fast tracking or crashing the schedule for the remaining work to be done are examples of schedule compression techniques to find ways to bring project activities that are behind into alignment with the project management plan. [Monitoring and Controlling] PMI®, PMBOK® Guide, 2013, 190 54. c. $6.42 million Test: $5M + $960K + $460K = $6.42M; Don’t Test: $7M. [Planning] PMI®, PMBOK® Guide, 2013, 339 Answer Key ■ 457 55. b. Herzberg’s Motivator-Hygiene Theory Frederick Herzberg’s Motivator-Hygiene Theory asserts that some job factors lead to satisfaction, whereas others can only prevent dissatisfaction. There are two types of factors associated to the motivation process: hygiene factors, which relate to the work environment, and motivators, which relate to the work itself. Hygiene factors, if provided appro- priately, can prevent dissatisfaction, while motivating factors can increase job satisfaction and are more permanent. [Executing] Verma 1996, 56, 64–65 Meredith and Mantel, 2012, 200 56. a. Work performance information The project’s work performance information should document and communicate the CV, SV, CPI, SPI, TCPI, and VAC for the WBS components in particular for specific work packages and control accounts. [Monitoring and Controlling] PMI®, PMBOK® Guide, 2013, 225 57. d. A calculated EAC value or a bottom-up EAC value is documented and communicated to stakeholders Cost forecasts are another output of control costs, and the EAC is used to show the expected total costs of completing all work expressed as the sum of the actual cost to date and the estimate to complete. [Monitoring and Controlling] PMI®, PMBOK® Guide, 2013, 224–225 458 ■ Answer Key 58. d. Customer request Projects can be authorized as a result of a market demand, organizational need, customer request, technological advance, legal requirement, ecological impact, or a social need. The new industrial park is an example of a project authorized because of a customer request. [Initiating] PMI®, PMBOK® Guide, 2013, 69 59. a. A recommendation for changing current practice should be made and defended. It is important to capture lessons learned, which then can be used on subsequent projects. The more detailed the lessons the better. However, when it comes to personnel lessons learned, the informa- tion should be handled in a confidential manner. [Closing] Meredith and Mantel 2012, 570 60. c. List of risks requiring near-term responses The primary outputs from identify risks are initial entries into the risk register. It ultimately contains outcomes of other risk management processes as they are conducted. As an output of identify risks, the risk register should contain a list of identified risks, a list of potential responses, root causes that gave rise to the identified risks, and a structure for describing risks. [Planning] PMI®, PMBOK® Guide, 2013, 327 Answer Key ■ 461 68. a. Configuration status accounting Configuration status accounting captures, stores, and accesses the needed configuration information to manage products and product information effectively. [Monitoring and Controlling] PMI®, PMBOK® Guide, 2013, 97 69. c. Final output of creating the WBS is described in terms of verifiable products, services, or results. By using decomposition, the upper-level WBS com- ponents are subdivided for the work for each of the deliverables or subcomponents into its most funda- mental elements, where the WBS components then represent verifiable products, service, or results. [Planning] PMI®, PMBOK® Guide, 2013, 131 70. c. The first time management process The schedule management plan is the output of plan schedule management, the first of the seven time management processes. It is a subsidiary plan to the project management plan. [Planning] PMI®, PMBOK® Guide, 2013, 143 71. d. Activity name The components for each activity evolve over time. In the initial stages of the project, they include the activity ID, WBS ID, and the activity name. Later, additional information is added as other time management processes are performed. [Planning] PMI®, PMBOK® Guide, 2013, 153 462 ■ Answer Key 72. b. An external dependency Some dependencies are external ones, and they involve a relationship between project activities and nonproject activities. In sequencing activities, the project management team must determine which dependencies are external as they are usually outside of the team’s control. [Planning] PMI®, PMBOK® Guide, 2013, 158 73. d. Trend analysis Trend analysis is used in many control processes in project management. The trend analysis examines the performance of the project over time to determine whether performance is improving or deteriorating. Graphical analysis techniques are valuable in trend analysis to understand performance to date and to compare it to future performance goals in the form of completion dates. [Monitoring and Controlling] PMI®, PMBOK® Guide, 2013, 188 74. c. Carrying out the work The implementation phase (carrying out the work) is when all interfaces affecting the project must be coordinated and when the product or service of the project is created. In most projects, this phase is also where a large portion of the project budget is spent. [Executing] PMI®, PMBOK® Guide, 2013, 56 Answer Key ■ 463 75. b. Accommodating Open subordination is much like an accommodat- ing or smoothing style of conflict management in which negotiators are more concerned about positive relationships than about substantive outcomes. It can dampen hostility, increase support and cooperation, and foster more interdependent relationships. This is an effective style for project managers to use with support staff. It concedes one’s position to the needs of others to maintain harmony and relationships. [Executing] Verma 1996, 157 PMI®, PMBOK® Guide, 2013, 283 76. b. Authorized procurement administrator The buyer, through its authorized procurement administrator, is responsible for providing the seller with formal written notice of contract completion. The procurement administrator does so when the seller has met all contractual requirements as articulated in the contract. [Closing] PMI®, PMBOK® Guide, 2013, 389 77. c. Correspondence Contract terms and conditions often require written documentation of certain aspects of buyer/seller communications. Examples include any warnings of unsatisfactory performance and requests for changes in the contract or clarification. Other organizational process assets to update include payment schedules and requests and seller performance evaluation documentation. [Monitoring and Controlling] PMI®, PMBOK® Guide, 2013, 386