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

Download PMP® Exam Practice Test and Study Guide with Solutions 2024 and more Exams Marketing Business-to-business (B2B) in PDF only on Docsity! 1 PMP® Exam Practice Test and Study Guide with Solutions 2024 1. You work for a software development company that has followed the waterfall development model for more than 20 years. Lately, a number of customers have complained that your company is taking too long to complete its projects. You attended a class on agile development methods and believe that if the company used the agile approach, it could provide products to clients in a shorter time period. However, it would be a major culture change to switch from the waterfall methodology to the agile approach and to train staff members in this new approach. You mentioned this idea to the director of the PMO, and although she liked the idea, she would need approval from the company’s portfolio review board to move forward with it. She suggested that you document this idea in a— a. Business need description b. Product scope description c. Project charter d. Business case 2. You are managing a large project with 20 key internal stakeholders, eight contractors, and six team leaders. You must devote attention to effective integrated change control. This means you are concerned primarily with— a. Reviewing, approving, and controlling changes b. Maintaining baseline integrity, integrating product and project scope, and coordinating change across knowledge areas c. Integrating deliverables from different functional specialties on the project d. Establishing a change control board that oversees the overall project changes 3. You plan to hold a series of meeting as you execute the project plan. While different attendees will attend each meeting, a best practice to follow is to: a. Group stakeholders into categories to determine which ones should attend each meeting b. Not mix the types of meetings on your project c. Be sensitive to the fact that stakeholders often have very different objec- tives and invite them to determine the meeting’s agenda d. Recognize that roles and responsibilities may overlap so focus on holding meetings primarily for decision making 4. You are the project manager in charge of developing a new shipping container for Globus Ocean Transport, which needs to withstand winds of 90 knots and swells of 30 meters. In determining the dimension of the container and the materials to be used in its fabrication, you convene a group of knowledgeable professionals to gather initial requirements, which will be included in the— a. Project charter b. Bill of materials c. WBS d. Project Statement of Work 5. You have assembled a core team to develop the project management plan for the next generation of fatigue fighting drugs. The science is complex, and the extended team of researchers, clinicians, and patients for trials exceeds 500 people. The content of your project management plan will be directed primarily by two factors. They are— a. Project complexity and the capability of resources b. Number of resources and project schedule c. Team member experience and budget d. Application area and complexity 6. When you established the change control board for your avionics project, you established specific procedures to govern its operation. The procedures require all approved changes to baselines to be reflected in the— a. Performance measurement baseline b. Change management plan c. Quality assurance plan d. Project management plan 7. You are beginning a new project staffed with a virtual team located across five countries. To help avoid conflict in work priorities among your team members and their functional managers, you ask the project sponsor to prepare a— a. Memo to team members informing them that they work for you now b. Project charter c. Memo to the functional managers informing them that you have authority to direct their employees d. Human resource management plan 8. The purpose of economic value added (EVA) is to— a. Determine the opportunity costs associated with the project b. Determine a non–time-dependent measure of profit or return c. Assess the net operating profit after taxes d. Evaluate the return on capital percent versus the cost of capital percent 5 18. You are working on the next generation of software for mobile phones for your telecommunications company. While time to market is critical, you know from your work on other projects that management reviews can be helpful and plan to use them on your project. You are documenting them as part of your— a. Governance plan b. Change management plan c. Performance reviews d. Project management plan 19. Your cost control specialist has developed a budget plan for your project to add a second surgical center to the Children’s Hospital. As you analyze cash flow requirements, you notice that cash flow activity is greatest in the closing phase. You find this unusual because on most projects the largest portion of the budget is spent— a. Initiating b. Monitoring and Controlling c. Controlling d. Executing 20. You are project manager for a systems integration effort and need to procure the hardware components from external sources. Your subcontracts admin- istrator has told you to prepare a product description, which is referenced in a— a. Project statement of work b. Contract scope statement c. Request for proposal d. Contract 21. Because your project is slated to last five years, you believe rolling wave planning is appropriate. It provides information about the work to be done— a. Throughout all project phases b. For successful completion of the current project phase c. For successful completion of the current and subsequent project phases d. In the next project phase 22. You want to minimize the impact of changes on your project, yet you want to ensure that change is managed when and if it occurs. This can be done through each of the following ways EXCEPT— a. Rejecting requested changes b. Approving changes and incorporating them into a revised baseline c. Documenting the complete impact of requested changes d. Ensuring that project scope changes are reflected in changes to product scope 23. You are managing a project to introduce a new product to the marketplace that is expected to have a very long life. In this situation, the concept of being temporary, which is part of the definition of a project,— a. Does not apply because the project will have a lasting result b. Does not apply to the product to be created c. Recognizes that the project team will outlive the actual project d. Does not apply because the project will not be short in duration 24. When closing a project, it is a best practice to— a. Update the project documents b. Prepare a sustainment plan for the project’s benefits c. Measure product scope against the project management plan d. Review the scope baseline 25. All the following are project baselines that are generally part of the project management plan EXCEPT— a. Technical b. Scope c. Time d. Cost 26. You are responsible for a project management training curriculum that is offered throughout the organization. In this situation, your intangible deliver- ables are— a. Employees who can apply the training effectively b. Training materials for each course c. Certificates of completion for everyone who completes the program d. The training curriculum as advertised in your catalog 7 27. Working on your project management training curricula project, you decided it would be beneficial to you to become an active member of the Project Management Institute as part of the objectives of your project is to ensure it is aligned with PMI®’s best practices. To complement PMI®’s Work Breakdown Structure Practice Standard, you learned PMI® was requesting volunteers to participate in development of a similar standard on the Scope Statement. You volunteered, and now the Standard is issued. This is an example of— a. Improving your own competency as a project manager b. Corrective action c. Preventive action d. A requirement for you to immediately update your project management plan 28. Ideally, a project manager should be selected and assigned at which point in the project life cycle? a. During the initiating processes b. During the project planning process c. At the end of the concept phase of the project life cycle d. Prior to the beginning of the development phase of the project life cycle 29. Closing a project phase should not be delayed until project completion because— a. Useful information may be lost b. The project manager may be reassigned c. Project team members may be reassigned by that time d. Sellers are anxious for payments 30. As you are working on your telecommunications project, even though you are using agile methods, you realize you are preparing an extensive amount of data and information. You regularly share data with your project team. Your last team meeting focused on the number of change requests and also the start and finish dates of activities in your schedule. They are examples of— a. Key performance indicators b. Work performance reports c. Work performance data d. Work performance information 40. All projects involve some extent of change, because they involve work that is unique in some fashion. Therefore, it is important that a project manage- ment plan includes a— a. Description of the change request process b. Configuration management plan c. Methodology for preventive action to avoid the need for excessive changes d. A work authorization system Project Integration Management ■ 17 Answer Key 1. d. Business case The business case is used to provide the necessary information to determine whether or not a project is worth its investment. It is used to justify the project and typically contains a cost-benefit analysis and a business need. [Initiating] PMI®, PMBOK® Guide, 2013, 69 PMI® PMP Examination Content Outline, 2015, Initiating, 5, Task 1 2. a. Reviewing, approving, and controlling changes Performing integrated change control consists of coordinating and managing changes across the project. Activities that occur within the context of Performance Integrated Change Control include: validate scope, control scope, control schedule, control costs, perform quality assurance, control quality, manage the project team, control commu- nications, control risks, conduct procurements, control procurements, manage stakeholder engagement, and control stakeholder engagement. [Monitoring and Controlling] PMI®, PMBOK® Guide, 2013, 94–95 PMI® PMP Examination Content Outline, 2015, Monitoring and Controlling, 9, Task 1 3. b. Not mix the types of meetings on your project Meetings are a tool and technique used in Direct and Manage Project Work. Meetings tend to be one of three types: information exchange; brainstorming, option evaluation, or design; or decision making. A best practice is to not combine the types of meetings and prepare for them with a well-defined agenda, purpose, objective, and time frame. They should be documented using minutes and action items. [Executing] PMI®, PMBOK® Guide, 2013, 84 PMI® PMP Examination Content Outline, 2015, Executing, 8, Task 6 4. a. Project charter The project charter documents the business needs, assumptions, con- straints, understanding of the customer needs and high-level require- ments and what the new product, service, or result is to satisfy. It is the document used to formally authorize the project. [Initiating] PMI®, PMBOK® Guide, 2013, 71–72 PMI® PMP Examination Content Outline, 2015, Initiating, 5, Task 5 5. d. Application area and complexity The content of the project management plan is primarily influenced by the application area [in this case drug development] and complexity of the project. The size of the plan is typically commensurate with the size and complexity of the project. [Planning] PMI®, PMBOK® Guide, 2013, 74 PMI® PMP Examination Content Outline, 2015, Planning, 6, Task 1 6. d. Project management plan The project management plan must be updated with changes to sub- sidiary plans and baselines subject to formal change control processes. Those changes must be communicated to appropriate stakeholders in a timely manner. [Monitoring and Controlling] PMI®, PMBOK® Guide, 2013, 100 PMI® PMP Examination Content Outline, 2015, Monitoring and Controlling, 9, Task 2 7. b. Project charter Although the project charter cannot stop conflicts from arising, it can provide a framework to help resolve them, because it describes the project manager’s authority to apply organizational resources to project activities. In addition it documents the business needs, assumptions, constraints, an understanding of the customer’s needs and high- level requirements, and the project’s new product, service, or result. [Initiating] Meredith, J.R. and Mantel, Jr., S.J., Project Management: A Managerial Approach, 2012, 228 PMI®, PMBOK® Guide, 2013, 71–72 PMI®PMP Examination Content Outline, 2015, Initiating, 5, Task 5 Project Integration Management ■ 21 14. b. Used to review, evaluate, approve, delay, or reject changes to the project The change control board’s powers and responsibilities should be well defined and agreed upon by key stakeholders. On some projects, mul- tiple change control boards may exist with different areas of responsi- bility. It is a formally chartered group, and in addition to the items in the answer, it also records and communicates decisions that are made. The level of change control depends on the application area and proj- ect complexity as well as the project’s environment. On some change control boards, customer and/or sponsor approval may be required for certain change requests, unless a customer representative or a sponsor is a board member. [Monitoring and Controlling] PMI®, PMBOK® Guide, 2013, 96 PMI® PMP Examination Content Outline, 2015, Monitoring and Controlling, 9, Task 2 15. b. Project management information systems The items listed are part of these systems, a tool and technique in both executing and monitoring and control processes. In executing, it is con- sidered part of environmental factors and also includes a work authori- zation system, a configuration management system, and an information collection and distribution system along with interfaces to other auto- mated systems. Automated gathering and reporting on key performance indicators can be part of the PMIS. In monitoring and controlling, it also includes scheduling, cost, and resourcing tools in addition to the items in the answer. [Executing and Monitoring and Controlling] PMI®, PMBOK® Guide, 2013, 84, 92 PMI® PMP Examination Content Outline, 2015, Executing, 8, Task 2 PMI® PMP Examination Content Outline, 2015, Monitoring and Controlling, 9, Task 1 16. b. Updates Change requests may include corrective actions, preventive actions, defect repairs, or updates. Updates are changes to formally controlled project documents or plans to reflect modified or additional content. [Executing] PMI®, PMBOK® Guide, 2013, 85 PMI® PMP Examination Content Outline, 2015, Executing, 8, Task 4 17. a. Procedures that define how project documents may be changed A change control system is a collection of formal, documented pro- cedures that define the process used to control change and approve or reject changes to project documents, deliverables, or baselines. It includes the paperwork, tracking systems, and approval levels necessary to authorize changes. Changes may be requested by any stakeholder involved with the project. The goal is to review all change requests, approve and manage changes to deliverables and organizational process assets, project documents, and the project management plan, and com- municate their disposition. [Monitoring and Controlling] PMI®, PMBOK® Guide, 2013, 94, 96 PMI® PMP Examination Content Outline, 2015, Monitoring and Controlling, 9, Task 1 18. d. Project management plan The project management plan describes how the project will be exe- cuted and monitored and controlled. While it contains a number of sub- sidiary plans, it also contains other items including information on key management reviews for contents, their extent, and timing to address open issues and pending decisions. [Planning] PMI®, PMBOK® Guide, 2013, 76–77 PMI® PMP Examination Content Outline, 2015, Planning, 6, Task 11 19. d. Executing Executing is where the majority of the budget is spent because this is the process where all of the resources (people, material, etc.) are applied to the activities and tasks in the project management plan. It also involves coordinating people and other resources, managing stake- holder expectations, and integrating and performing the work described in the project management plan. [Executing] PMI®, PMBOK® Guide, 2013, 56 PMI® PMP Examination Content Outline, 2015, Executing, 8, Task 2 20. a. Project statement of work The project statement of work describes in a narrative form the prod- ucts, services, or results that the project will deliver. For external proj- ects, it can be received from the customer as part of the bid document. It references the product scope description, business need, and the strategic plan. [Initiating] PMI®, PMBOK® Guide, 2013, 68 PMI® PMP Examination Content Outline, 2015, Initiating, 5, Task 2 Project Integration Management ■ 23 21. c. For successful completion of the current and subsequent project phases Rolling wave planning provides progressive detailing of the work to be accomplished throughout the life of the project, indicating that plan- ning and documentation are iterative and ongoing processes. Through this approach, where a more general and high-level plan is available, more detailed planning is executed for appropriate time windows as new work activities are to begin and resources are to be assigned. The work in the near term then is planned. In detail, while future work is planned at a higher level. It is especially useful on longer projects. [Planning] PMI®, PMBOK® Guide, 2013, 45 and 560 PMI® PMP Examination Content Outline, 2015, Planning, 6, Task 11 22. d. Ensuring that project scope changes are reflected in changes to product scope Integrated change control requires maintaining the integrity of base- lines by releasing only approved changes into project products, ser- vices, or results. It also ensures that changes to product scope are reflected in the project scope definition. This is done by coordinating changes across the entire project. The project management plan, proj- ect scope statement, and other deliverables are maintained by carefully and continuously managing changes and in doing so by ensuring only approved changes are incorporated into a revised baseline. [Monitoring and Controlling] PMI®, PMBOK® Guide, 2013, 94, 96, and 99–100 PMI® PMP Examination Content Outline, 2015, Monitoring and Controlling, 9, Task 2 23. b. Does not apply to the product to be created A project is completed when its objectives have been achieved or when they are recognized as being unachievable, and the project is termi- nated, or when the need for the project no longer exists. Thus, the con- cept of temporary applies to the project life cycle—not the product life cycle. Further, temporary does not necessarily mean the project’s dura- tion is short as it refers to the project’s engagement and its longevity. It also does not typically apply to the product, service, or result as most projects are undertaken to create a lasting outcome with social, eco- nomic, or environmental impacts that far outlive the project. [Planning] PMI®, PMBOK® Guide, 2013, 3–4 PMI® PMP Examination Content Outline, 2015, Planning, 6, Task 1 31. a. Overlap and interact throughout the project Project management processes and product-oriented management pro- cesses must be integrated throughout the project’s life cycle, given their close relationship. In some cases, it is difficult to distinguish between the two. For example, knowing how the product will be created aids in determining the project’s scope. However, the project life cycle is inde- pendent from the product that is produced or modified by the project. The project should take the current life-cycle phase of the product into consideration. [Executing] PMI®, PMBOK® Guide, 2013, 38–39 PMI® PMP Examination Content Outline, 2015, Executing, 8, Task 2 32. d. Documentation that completed deliverables have been accepted Documentation that the completed deliverables have been accepted is prepared as an output of validate scope, which then is forwarded to the close project or phase process. The close project or phase procedures provide a listing of necessary activities, including: confirmation that the project has met sponsor, customer, and other stakeholder require- ments; satisfaction and validation that the completion and exit criteria have been met; the transfer of deliverables to the next phase or to production/operations has been accomplished; and activities to collect, audit, and archive project information and gather lessons learned have been addressed. [Closing] PMI®, PMBOK® Guide, 2013, 100–103 PMI® PMP Examination Content Outline, 2015, Closing, 11, Task 1 33. c. A sponsor The project charter should be issued by a project initiator or sponsor who formally authorizes the project and provides the project manager with the authority to apply organizational resources to project activi- ties. The sponsor may be a person or a group and is accountable for enabling success, providing resources and support for the project. The project charter should not be issued by the project manager, although, the project manager can assist in its development. [Initiating] PMI®, PMBOK® Guide, 2013, 71 PMI® PMP Examination Content Outline, 2015, Initiating, 5, Task 6 Project Integration Management ■ 27 34. c. Prepare a change request The change request should detail the nature of the change and its effect on the project. Documentation is critical to provide a record of the change and who approved it, in case differences of opinion arise later. A change request is an output from the direct and manage project work process and an input to the perform integrated change control process It serves to modify any document, deliverable, or baseline, Change requests can be direct or indirect, externally or internally initiated, and can be optional or legally or contractually mandated. It should be noted that while change requests may include corrective action, preventive action, defect repair, and updates, corrective and preventive actions do not normally affect the project baselines, only the performance against the baselines. [Executing and Monitoring and Controlling] PMI®, PMBOK® Guide, 2013, 85, 97 PMI® PMP Examination Content Outline, 2015, Executing, 8, Task 4 PMI® PMP Examination Content Outline, 2015, Monitoring and Controlling, 9, Task 2 35. d. More rework The question is an example of an overlapping relationship between phases. It is used to compress the schedule through fast tracking as an example. By overlapping phases more resources may be needed, risks may increase, and more rework may result if a significant phase progresses before accurate information is available from the previous phase. It should be noted that there is no ideal structure that applies to all projects; some only have one phase, while other projects even in the same organization may have several phases. Overlapping relationships and sequential relationships are the two basic types of phase-to-phase relationships. In contrast, in the sequential approach, a phase starts only after the previous phase is complete. This sequential approach reduces uncertainty but may eliminate options for reducing the overall schedule. [Executing] PMI®, PMBOK® Guide, 2013, 42–43 PMI® PMP Examination Content Outline, 2015, Executing, 8, Task 2 36. b. Predictive A predictive life cycle or one that is fully plan driven is recommended if the product to be delivered is well understood, there is a substantial base of industry practice, or if a product is required to be delivered in full to have value to stakeholder groups. The project’s scope, time, and cost to deliver it are determined in the project life cycle as early as possible. In this type of life cycle, projects proceed through a series of sequential or overlapping phases, with each phase focusing on a subset of project activities and project management processes. [Planning] PMI®, PMBOK® Guide, 2013, 44–45 PMI® PMP Examination Content Outline, 2015, Planning, 6, Task 12 37. c. Conduct an immediate review of the work packages A thorough review of the work packages will provide a complete accounting of the physical progress achieved on the project. This is the first step in attempting to improve performance. The project man- ager reviews prior information, investigates and documents the reasons for actions taken if the project is terminated before completion, and engages stakeholders as appropriate in the process. [Closing] Cleland, D. and Ireland, L., Project Manager’s Handbook, 2007, 365–375 PMI®, PMBOK® Guide, 2013, 101 PMI® PMP Examination Content Outline, 2015, Closing, 11, Task 5 38. c. There are misunderstandings regarding what was agreed upon by stakeholders Using a formal, documented approach to change management reduces the level of misunderstanding or uncertainty regarding the nature of the change and its impact on cost and schedule. For large projects, change control boards are recommended. Another key benefit is it allows for documented changes within the project to be considered in an inte- grated fashion, which helps to reduce risks if changes are made without consideration to the project’s overall objectives or plans. [Monitoring and Controlling] Meredith, J.R. and Mantel, Jr., S.J., Project Management: A Managerial Approach, 2012, 500 PMI®, PMBOK® Guide, 2013, 94 PMI® PMP Examination Content Outline, 2015, Monitoring and Controlling, 9, Task 2 4. Requirements typically are classified into product requirements and project requirements. Capturing and managing both types of requirements is impor- tant for project success, so you and your team decided to follow this clas- sification system on your project to modernize all the telecommunications equipment in your company. During such an approach, all the following are examples of solution requirements EXCEPT— a. Action requirements b. Level of service requirements c. Security requirements d. Performance requirements 5. Change control procedures, configuration management knowledge base, ver- sions, 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 subsid- iary plan will be part of the project management plan d. Part of the organization’s management practices 6. You are managing a project that has five subcontractors. You must monitor contract performance, make payments, and manage provider interfaces. One subcontractor submitted a change request to expand the scope of its work. You decided to award a contract modification based on a review of this request. All these activities are part of— a. Control Procurements b. Conduct Procurements c. Form Contract d. Configuration Management 7. Your project management plan has been approved, and since your company follows a stage-gate approach, you are now in the executing phase. You have collected a lot of data, and these data are viewed as— a. Ones set forth in the PMIS b. The lowest level of detail to derive information c. Ones recommended through a survey of your stakeholders to assess their key communications requirements d. A major part of the project management plan 8. The performance measurement baseline consists of all the following EXCEPT— a. Scope baseline b. Requirements baseline c. Schedule baseline d. Cost baseline 9. While working as the project manager on a new project to improve over- all ease of use in the development of a railroad switching station, you have decided to add a subject matter expert who specializes in ergonomics to your team. She has decided to observe the existing approach as you and your team work to define requirements for the new system. This method is also called— a. Mentoring b. Coaching c. Job shadowing d. User experimentation 10. In addition to providing support to the project, quality assurance also pro- vides an umbrella for— a. Plan-do-check-act b. Improvement of quality processes c. Project management maturity d. Work performance information 11. As you manage the railroad switching station project, you are concerned that the business analyst who was responsible for preparing the WBS may have overlooked some parts of the project. In order to see if the WBS requires enhancements you decide to— a. Perform a cause-and-effect diagram b. Meet with your sponsor c. Use an affinity diagram d. Review the accompanying WBS Dictionary with a member of the PMO 12. Assume that you are managing a project in which 80% has been outsourced to various sellers. In terms of contract administration, a key aspect is a. Having a contract administrator assigned to your core team and reports to you b. Ensuring there are few, if any, claims c. Considering the sellers as members of the project team d. Managing the interfaces among the sellers 13. If you apply the configuration management system along with change con- trol processes project wide, you will achieve all but one of the which follow- ing 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 stakeholder 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 subcon- tracts department informed you that the following document must be pre- pared 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 it requires first that a business case be prepared to make a decision to go ahead with a project Your project is to lessen the environmental impact of a landfill so its business case is created primarily as a result of a(n)— a. Sustainability impact b. Customer request c. Social need d. Ecological impact 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 meth- odology that emphasizes the importance of integrated change control. It states that change requests may include— a. Indirect changes b. Defect repairs c. Informal requests from executives d. Ones that do not impact baselines 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 30. Data from which of the following are used to Perform Quality Assurance? a. Control Quality and Plan Quality Management b. Performance Reporting c. Variance analysis d. Tools from 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 adjourning 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 unfavorable situation. b. At +$300, the situation is favorable, as physical progress is being accom- plished ahead of your plan. c. At +$500, the situation is favorable, as physical progress is being accom- plished 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 networking 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 36. The CPI on your project is 0.44, which means that you should— a. Place emphasis on improving the timeliness of the physical progress b. Reassess the life-cycle costs of your product, including the length of the life-cycle phase c. Place emphasis on improving the productivity by which work was being performed d. Recognize that your original estimates were fundamentally flawed, and your project is in an atypical situation 37. Project deliverables are the outputs that include the product, service, or result of the project as well as ancillary results. These ancillary results should be in the— a. Requirements management plan b. Scope management plan c. Project scope statement d. Project acceptance criteria 38. Which of the following tools and techniques is used in the Close Project or Phase process? a. Project management methodology b. Work performance information c. Expert judgment d. Project management information system 39. After the project scope statement is complete, it may be necessary to update other project documents. All the following are examples of a document that may require updates EXCEPT— a. Project charter b. Stakeholder register c. Requirements documentation d. Requirements traceability matrix 40. Your company, noted for its use of innovative technology in its work, is also noted for exceeding its budget. On your project, you have been asked by the executive team to keep costs under control. You are focusing your attention on— a. Informing your stakeholders of approved change requests and their costs b. Using earned value and following the 50/50 rule c. Focusing on work performance information as you begin your work to control your project costs d. Involving stakeholders to ensure change requests are decided as quickly as possible 41. While managing a large project in your organization, you realize that your project team requires training in contract administration because you will be awarding several major subcontracts. After you analyze your project require- ments and assess the expertise of your team members, you decide that your team will need a one-week class in contract administration. This training should— a. Commence as scheduled and stated in the staffing management plan b. Commence as scheduled and stated as part of the procurement manage- ment plan c. Be scheduled if necessary after performance assessments are prepared and after each team member has had an opportunity to serve in the con- tract administrator role d. Commence as scheduled and stated in the team development plan 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 vari- ances can produce quality or schedule 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 51. You are pleased to be the project manager for a new video conferencing system for your global organization. You want it to be one that is easy to use and is state of the art. As the project manager, you also are the project leader. You realize leadership is critical throughout the phases of the project and its key elements are— a. Respect and trust b. Political and cultural awareness c. Negotiation and influencing d. Decision making and conflict management 52. The WBS represents all product and project work, including project manage- ment. It is sometimes called the— a. Control account level b. 100% rule c. Integration of scope, cost, and schedule for comparison to the earned value d. The code of accounts 53. Your company is in the project management training business. In addition, the company publishes several exam study aids for the PMP® and CAPM® exam. You have your PMP®, and you have been appointed as the project manager to make sure your company’s training materials are updated to be aligned with the new PMBOK® Guide. You must complete your project in six months. You are now in month four. Many of your team members have been working on other projects as the company uses matrix management. In a performance review meeting today, you informed your Governance Board that you did not think you could complete this project in the remain- ing two months. You were informed that additional resources were not available, but you had to complete your project on time. Your best course of action is to— a. Revise your schedule baseline b. Use fast tracking c. Adjust leads and lags now in your schedule d. Use modeling techniques 54. You are trying to determine whether or not to conduct 100% final system tests of 500 ground-based radar units at the factory. The historical radar field failure rate is 4%; the cost to test each unit in the factory is $10,000; the cost to reassemble each passed unit after the factory test is $2,000; the cost to repair and reassemble each failed unit after factory test is $23,000; and the cost to repair and reinstall each failed unit in the field is $350,000. Using decision tree analysis, what is the expected value if you decide to conduct these tests? a. $5.5 million b. $5.96 million c. $6.42 million d. $7 million 55. Motivation is dynamic and complex. The overall success of the project depends on the team’s commitment to it, which is directly related to motiva- tion. On your project, you want to create an environment to meet project objectives, but you want to motivate your team members by providing them with what they value the most. An example of a value is— a. Clarifying why you made a certain decision b. Using active and passive listening techniques c. Providing a high quality of information exchange d. Promoting job satisfaction 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 proj- ect 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 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. You are about to close your project. In doing so you are using trend analy- sis, which is— a. An analytical technique b. A way to show corrective actions taken on the project c. A method of assessing the usefulness of causal analysis d. An approach that also involves expert judgment 60. At the time the risk register is first prepared, it should contain— a. Root causes of risk b. Risk owner c. List of risks requiring near-term responses d. List of potential responses 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 exam- ple 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 construct an environmen- tally 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 with 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 hearings 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 pre- vious 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 con- flict, 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. You are working in the Control Procurements process and your project is using five contractors. You need to update a number of organizational pro- cess assets. An example is— a. Procurement management plan b. Procurement documentation c. Correspondence d. Warranties 78. You are beginning a new project staffed with a virtual team located across five different countries. To help limit conflict and misunderstandings con- cerning the justification, objectives, and high-level requirements of the proj- ect among your team members and their functional managers, you ask the project sponsor to prepare a— a. Memo to team members informing them that they work for you now b. Project charter c. Memo to functional managers informing them that you have authority to direct their employees d. Human resource management plan 79. To anticipate and help develop approaches to deal with potential quality problems on your project, you want to use a variety of root-cause analysis techniques including all the following approaches EXCEPT— a. Fishbone diagrams b. Ishikawa diagrams c. System or process flowcharts d. Checklists 80. All of the following are examples of ways to generate options for mutual gain during negotiations EXCEPT— a. Separating inventing from deciding b. Options broadening c. Zero-sum game analysis d. Multiplying options by shuttling between the specific and the general 81. Recently, your company introduced a new processing system for its prod- ucts. You were the project manager for this system and now have been asked to lead a team to implement needed changes to increase efficiency and productivity. To help you analyze the process outputs, you and your team have decided to use which following technique? a. System flowcharts b. Design of experiments c. Pareto analysis d. Control charts 82. As the project manager, you are negotiating with functional managers and other project managers to staff your project with the required levels of expertise. To determine the most appropriate criteria to select your team, you decided to use— a. Expert judgment b. A virtual team c. Set clear expectations d. Multi-criteria decision analysis 83. Based on quality control measurements on your manufacturing project, management realizes that immediate corrective action is required to the material requirements planning (MRP) system to minimize rework. To imple- ment the necessary changes you should follow— a. The organization’s quality policy b. The quality management plan c. Established operational definitions and procedures d. A defined integrated change control process 84. You are the project manager on a project to improve traffic flow in the com- pany’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. Recognizing the importance of people on projects, you are preparing your human resource management plan. You decide to take a look at the organi- zational process assets so you review— a. Escalation procedures for handling issues b. The organizational culture c. Personnel administration policies d. Existing human resources 94. Assume that you are managing a project team. Your team is one in which its members confront issues rather than people, establish procedures collec- tively, and is team oriented. As the project manager, which of the following represents your team’s stage of development and the approach you should use during this time? a. Storming; high directive and supportive approach b. Norming; high directive and low supportive approach c. Norming; high supportive and low directive approach d. Performing; low directive and supportive approach 95. You are finalizing all the contracts and ensuring that they are closed. The Close Procurements process involves all the following administrative actions EXCEPT— a. The procurement administrator is reassigned b. Finalizing open claims c. Updating the project records to show the final contract results d. Archiving the contracts and contract records for future use 96. You are working on a project and want to identify the cause of problems in a process by the shape and width of the distribution of the process vari- ables. You should use a— a. Histogram b. Pareto chart c. Scatter diagram d. Trend analysis 97. You are working on a construction project in a city different 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 effective to hire a local person from City B who spe- cializes 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 are managing a project that once completed will take you company into new markets. Since it is so significant it has the inter- est of executive managers and other key internal stakeholders. You know for success, the marketing department will play a key role. You and your team identified them as key stakeholders. You met with the Chief Marketing Officer, and she indicated she would support the project. However, the Chef Marketing Officer has attended only the first status review meeting but none of the subsequent meetings. She also has not sent someone from her staff. This situation shows the importance of— a. Executive support b. The need to escalate this issue to your sponsor c. Maintaining the stakeholder register d. Engaging stakeholders at certain stages 99. The nature of project work is such that it inevitably changes. You know this is the case on your software project as you were about 50% done when the company announced all software work was to be done using agile, even work in progress, and your project was using waterfall. You now believe it is time to ensure your stakeholders have not changed, and you want to reassess them to make sure you do not have new stakeholders or have ones whose positions have changed. You decide to— a. Personally review the stakeholder register that was prepared when the project began b. Update the stakeholder engagement plan c. Use subject matter experts d. Reevaluate your power/interest grid 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 perfor- mance review with your Governance Board, and you 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 engineers 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 knowledge- able 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 require- ments for activities on a project. Assume you are managing a project and you have already prepared your WBS. When you decomposed your WBS, it had work packages. You then prepared an activity list. Now, you are prepar- ing 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 103. To practice effective schedule control, your project team must be alert to any issues that may cause problems in the future. To best accomplish effective schedule control, the team should— a. Review work performance information b. Allow no changes to the schedule c. Update the schedule management plan on a continuous basis d. Hold status reviews 104. Obviously as a project manager, you will be making decisions throughout the project. A guideline for decision making is— a. Active listening skills to ensure all points of view are heard b. Focus on the vision of the project c. Gather relevant or critical information d. Focus on goals to be served 114. Your company is embarking on a project to launch a new product deliv- ery service. You are the project manager for this project and have just fin- ished 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. As you work in the executing process, and especially in the Direct and Manage Project Work process, the majority of the project’s work is being completed. As an output, you know you need to update a number of project documents, one of which is the— a. Project baselines b. Issue logs c. Key performance indicators d. Process improvement plan 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 ini- tiatives are conducted d. Develop the project schedule using the services of a project control offi- cer and then issue it immediately to the team 118. You have been assigned as the project manager for a major project in your company where the customer and key supplier are located in another coun- try. You have been working on your project for six months. Recently, you traveled to this country, and at the conclusion of a critical design review meeting, which was highly successful, you realized you were successful in building a high-performing team. You had your own team members, who work in a weak matrix structure, on a conference call during this meeting. Although it was difficult to reach agreement on some key issues, you there- fore relied on your interpersonal skills in— a. Facilitation b. Negotiating c. Influencing d. Decision making 119. You feel fortunate to be assigned as the project manager on a multi-phase project that was requested by your company’s key customer. It has the inter- est of the senior executives, and it was approved by the organization’s port- folio oversight group. As you begin to work on this multi-phase project, a best practice is to— a. Periodically review the business case b. Establish a Governance Board to conduct the phase reviews c. Use project audits d. Focus on realizing benefits 120. Because risk management is relatively new on projects in your company, you decide to examine and document the effectiveness of risk responses in dealing with identified risks and their root causes. You therefore— a. Conduct a risk audit b. Hold a risk status meeting c. Ensure that risk is an agenda item at regularly scheduled staff meetings d. Reassess identified risks on a periodic basis 121. Thinking back to lessons that your company learned from experiences with its legacy information systems during the Y2K dilemma, you finally con- vinced management to consider systems maintenance from the beginning of the project. However, maintenance should— a. Always be included as an activity to be performed during the closeout phase b. Have a separate phase in the life cycle for information systems project because 60% to 70% of computer systems’ life-cycle costs generally are devoted to maintenance c. Not be viewed as part of the project life cycle d. Be viewed as a separate project 122. On your systems development project, you noted during a review that the system had less functionality than planned at the critical design review. This note suggests that during the Control Risks process you used which follow- ing tools and techniques? a. Risk reassessment b. Variance analysis c. Technical performance measurement d. Reserve analysis 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 b. Validate Scope c. Direct and Manage Project Work d. Control Risks 124. Contested changes are requested changes when the buyer and seller can- not 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 qual- ity 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 136. Before considering a project closed, what document should be reviewed to ensure that project scope has been satisfied? a. Project scope statement b. Project management plan c. Project closeout checklists d. Scope management plan 137. A cost management plan should establish and document the various earned value rules of performance measurement. Along with defining the WBS to the level that the earned value analysis will be performed and establish- ing how earned value will be credited to the project (0-100, 0-50-100, and so on), which following rule is also recognized 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 relationships. Thankfully, there is mutual trust, respect, and confidence among the parties involved. You decide to use con- fronting to resolve this conflict. In using this approach, your first step should be to— a. Separate people from the problem b. Identify the causes of the conflict 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 fol- lows 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. Assume your project is considered to be extremely important to your com- pany as it is for its top client. You have been given the authority to assign resources to the project as you set up your team. An important criterion is— a. Experience b. Ability c. Knowledge d. Skills 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 organization once it is completed, key stakeholders are— a. Operations managers b. Manufacturing 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 mes- sage, 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 mutu- ally exclusive is— a. Forcing b. Avoiding c. Compromising d. Collaborating 147. The key output of Identify Stakeholders that documents identification infor- mation, assessment information, and classification is the— a. Stakeholder management plan b. Communications plan c. Stakeholder register d. Communications log 148. Improvement to the processes and the product is a goal of project quality management. Assume that after completing a quality audit, you have dis- covered some gaps/shortcomings in the way that the project team is com- pleting one deliverable. As an output to Perform Quality Assurance, you would create which of the following item that feeds directly into the Perform Integrated Change Control processes? a. Quality management plan updates b. Risk register c. Change requests d. Project document updates 149. The Estimate Costs process uses all the following tools and techniques EXCEPT— a. Three-point estimating b. Cost of quality assumptions c. Reserve analysis (contingency reserves) d. Basis of estimates 150. A contract is a type of agreement, typically used when a project is being performed for an external customer. Agreements of all types are used as an input to— a. Develop Project Charter b. Develop Project Team c. Plan Procurement Management d. Conduct Procurements 160. As you prepare your human resource management plan for your project, you have decided to document the roles and responsibilities of your eight team members. You have looked at some formats to use and find most are in the form of an organization chart, the responsibility chart or matrix, or a role description in text format. However, regardless of the format, the emphasis is to— a. List resources based on category b. Track project costs and align them with the organization’s accounting system c. Have an unambiguous owner for each work package d. Enable an operational department to easily see all of its portion of the project’s resources 161. The Plan Quality Management process includes all the following techniques EXCEPT— a. Benchmarking b. Design of experiments c. Process analysis d. Control charts 162. You are managing a major international project that involves multiple performing organizations. To establish the guiding rules for the project regarding quality, you and your project team must develop a— a. Improvement management plan b. Configuration management plan c. Quality policy d. List of quality metrics for the project 163. You are working on a project that management has decided to terminate early, because the product was rendered obsolete by the introduction of new technology by a competitor. You have awarded a contract for part of the project that will be terminated, and fortunately have a clause that enables you to terminate it for convenience at any time. This means that— a. Your contractual obligations are complete once you issue the termination for convenience b. You may need to compensate the seller for seller preparations and for any completed or accepted work c. You need to compensate the seller only for accepted work that was com- pleted prior to the termination order d. Specific rights and responsibilities are determined once the termination order is issued 164. Of the following, which one is NOT true concerning an agreement? a. It is a legal relationship subject to remedy in the courts. b. It can take the form of a complex document or a simple purchase order. c. It is a mutually binding legal relationship that obligates the seller to pro- vide specific products, services, or results and obligates the buyer to pay the seller. d. It includes a specific contract management plan. 165. All of the following can be used in lieu of the term “bidders conferences” EXCEPT— a. Contractor conferences b. Pre-bid conferences c. Vendor conferences d. Project review meetings 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 rec- ommendations regarding priorities; accelerating activities to meet the tar- get schedule; promoting communications among project team members; and helping management monitor the project’s progress on a regular basis. Most of the people working 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. Assume you are working on a complex project in your organization, and it involves in-house staff, as well as contractors. Some of your team members work in different locations. At first, the team members did not really under- stand their roles and responsibilities and were not that committed to the project. To avoid cost and schedule overruns, you learned you needed to have a lot of meetings with your team to obtain their buy-in and use more of a command and control leadership approach. Now, however, a year has passed, and the project is on schedule and within budget. There is greater trust among the team members. You have learned since this team is more mature that you— a. Can use an adaptive project life cycle b. Should focus on networking and professional development c. Can use a flexible leadership style d. Can promote interface relationship management 169. While you have worked as a project manager for ten years, you are new to your current organization. In the past, your organization was informal in terms of plans to prepare and processes to follow. Your new organization, however, requires that each project have a human resource management plan. You are unsure of the reporting relationships that need to be followed. You decide to— a. Hold meetings with the team members who have been assigned thus far b. Use experts c. Develop a RACI chart and review it with your sponsor d. Use your WBS and develop a hierarchical organization chart 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 adminis- trative closure such as— a. Customer acceptance and final payment b. Auditing project success or failure and archiving records c. Final contractor payment and lessons learned d. Transition of the final product and acceptance of deliverables 180. Failure to meet quality requirements can have serious, negative effect for a project and its stakeholders. Therefore, you are focusing on quality assur- ance as an ongoing activity in your projects. It helps ensure appropriate standards and operational definitions are used, which means— a. A focus on Six-Sigma, failure mode and effect analysis, and total quality management b. An emphasis on the International Organization for Standardization c. Using methods, such as those recommended by Deming, Juran, and Crosby d. Focusing on inspection over prevention 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 of the following risk response? a. Passive acceptance b. Active acceptance c. Mitigation d. Transference 184. After a year and a half, it is now time for you to close your program. First, you are working on closing procurements. The key benefit of the Close Procurement process is— a. It documents agreements and related documentation for future reference b. It ensures contractual agreements are completed or terminated c. It finalizes any open claims d. It ensures there is an equitable settlement of any disputes 185. Working in the systems integration field, you are primarily responsible for coordinating the work of numerous subcontractors. 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 identify- ing risks and assessing them both on the probability of the risk event occur- ring 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 concerning the develop- ment 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 informa- tion 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. You are awarding another contract to serve as an integration contract on your stadium project. It has generated a lot of interest from potential sellers, and you now expect a number of proposals. You decide 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 establish a short list of qualified sellers d. To establish minimum requirements of performance for one or more of the evaluation criteria 190. One way to make it more likely to practice project risk management on proj- ects is to— a. Hold meetings b. Have the team take an orientation class on risk management early in the project c. Give one team member the responsibility for risk management working in conjunction with the PMO d. Assign each team member a risk to own, which is documented in the risk register 191. Your firm specializes in roller-coaster construction. It recently received an RFP to build the world’s most “death-defying” roller coaster. You know that such a roller coaster has never been built before and that this would be a high-risk project. If your firm wins, it will receive a cost-plus-award-fee con- tract, which means— a. Your fee will be paid for completed work b. Your fee amount will not change unless there is a scope change c. Your fee is generally not subject to appeals d. If your final cost is greater, you will share costs with the buyer based on a pre-negotiated cost sharing formula 192. Work performance information in Control Risks means that— a. Recommended preventive or corrective action is considered through change requests b. Outcomes of risk reassessments and risk audits are documented c. Templates to the risk management plan and the risk register are recommended d. A mechanism to communicate and support project decision making is provided 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 defin- ing the activities. Rolling wave planning provides progressive detailing of the work to be accomplished throughout the life of the project. Decomposition is a tool and technique in Create WBS and recognizes rolling wave plan- ning may be needed for deliverables or subcomponents that will not be accomplished until much later in the project. In this case, the team waits until more information about the deliverable or subcomponent is available. [Planning] PMI®, PMBOK® Guide, 2013, 131 PMI® PMP Examination Content Outline, 2015, Planning, 6, Task 1 2. b. These concerns may become issues During the Manage Stakeholder Engagement process, activities include addressing potential stakeholder concerns that have not yet become issues. It involves anticipating future problems that may be raised by stakeholders. It is important, then, to identify and discuss these con- cerns as soon as possible to assess project risks. [Executing] PMI®, PMBOK® Guide, 2013, 405 PMI® PMP Examination Content Outline, 2015, Executing, 8, Task 7 3. c. Analytical techniques Analytical techniques are a tool and technique in Conduct Procurements. They are used to help organizations identify the readiness of a vendor to provide the desired end state, determine costs to support budgeting, and avoid cost overruns because of changes. By evaluating past perfor- mance they identify areas that have more risk and that may need to be monitored closely for project success. [Executing] PMI®, PMBOK® Guide, 2013, 376 PMI® PMP Examination Content Outline, 2015, Executing, 8, Task 1 373 374 ■ Answer Key 4. a. Action requirements Such classification systems are helpful in both defining and document- ing stakeholder needs to meet project objectives. Project requirements are ones that involve actions, processes, or other conditions the project needs to meet. Solution requirements involve functional and nonfunc- tional requirements. The functional requirements describe the behav- iors of the product. The nonfunctional requirements supplement the functional ones and describe the conditions or qualities required for the product to be effective. The other answers are examples of nonfunc- tional requirements. [Planning] PMI®, PMBOK® Guide, 2013, 112 PMI® PMP Examination Content Outline, 2015, Planning, 6, Task 2 5. b. Organizational process assets Organizational process assets include formal and informal plans, poli- cies, procedures, and guidelines. As an input to the Develop Project Management plan process, they include the items listed as well as standardized guidelines, instructions, proposal evaluation criteria, and performance measurement criteria; project management plan template; project files from previous projects; and historical information and les- sons learned [Planning] PMI®, PMBOK® Guide, 2013, 75 PMI® PMP Examination Content Outline, 2015, Planning, 6, Task 1 6. a. Control Procurements The purpose of Control Procurements is to ensure that the contrac- tual requirements are met by the seller. This objective is accomplished by managing procurement relationships, monitoring contract perfor- mance and making changes and corrections to contracts if appropriate. [Monitoring and Controlling] PMI®, PMBOK® Guide, 2013, 379 PMI® PMP Examination Content Outline, 2015, Monitoring and Controlling, 9, Task 7 Answer Key ■ 377 14. b. Procurement management plan The procurement management plan describes how the project manage- ment team will acquire goods and services from outside the performing organization. It describes how the procurement processes will be used from developing procurement documents through closing contracts. [Planning] PMI®, PMBOK® Guide, 2013, 366–367 PMI® PMP Examination Content Outline, 2015, Planning, 6, Task 7 15. a. Scope, quality, schedule, budget, and risk The constraints include, but are not limited to scope, schedule, budget (cost), quality, resources, and risk. Constraints are competing, and spe- cific project characteristics and circumstances can influence them. They are limiting factors that affect project execution so must be monitored and controlled. [Monitoring and Controlling] PMI®, PMBOK® Guide, 2013, 6, 124 PMI® PMP Examination Content Outline, 2015, Monitoring and Controlling, 9, Task 1 16. d. Ecological impact The business case is created in this question primarily as a result of an ecological need. Answer b refers to a customer request such as an electrical utility authorizing a project to build a new substation to serve a new industrial park. Answer c relates to a social need such as a non- governmental organization in a developing country to provide portable water systems plus other items to communities suffering from high rates of cholera. Other reasons are a market demand, an organizational need, a technological advance or a legal requirement. Sustainability does not apply. The business case is an input to the Develop Project Charter pro- cess. [Initiating] PMI®, PMBOK® Guide, 2013, 69 PMI® PMP Examination Content Outline, 2015, Initiating, 5, Task 1 378 ■ Answer Key 17. d. A quality audit A quality audit is a tool and technique in the Perform Quality Assurance process. It is primarily used to determine whether the project team is complying with organizational and project policies, processes, and pro- cedures. It identifies good and best practices being implemented; areas of nonconformity, gaps, and shortcomings; good practices introduced or implemented in similar projects or in the industry; ways to improve implementation of processes to help the team increase productivity; and highlights contributions of the audit in the lessons-learned repository. [Executing] PMI®, PMBOK® Guide, 2013, 247 PMI® PMP Examination Content Outline, 2015, Executing, 8, Task 3 18. b. Defect repairs Change requests are an input to the Perform Integrated Change Control process. They also may include corrective action and preventive action. It should be noted that corrective and preventive actions tend not to affect the project baselines in most cases but do affect performance against the baselines. [Monitoring and Controlling] PMI®, PMBOK® Guide, 2013, 97 PMI® PMP Examination Content Outline, 2015, Monitoring and Controlling, 9, Task 2 19. d. Identified in the project management plan Usually, the project manager or the project sponsor can approve or reject a documented change request. At times, a Change Control Board (CCB) is used, which later may require customer or sponsor approval. Regardless, the responsible person is identified in the project manage- ment plan or by organizational procedures. [Monitoring and Controlling] PMI®, PMBOK® Guide, 2013, 96 PMI® PMP Examination Content Outline, 2015, Monitoring and Controlling, 9, Task 1 Answer Key ■ 379 20. d. Change control meetings Meetings, referred to as change control meetings, are a tool and tech- nique in Integrated Change Control. Often, a project will set up a Change Control Board, which has the responsibility for meeting and reviewing the change requests, and approving, rejecting, or other dis- position of the changes. Decisions of the board are documented and agreed upon by appropriate stakeholders in the change management plan. The CCB decisions are documented to stakeholders for informa- tion and follow-up actions. [Monitoring and Controlling] PMI®, PMBOK® Guide, 2013, 99 PMI® PMP Examination Content Outline, 2015, Monitoring and Controlling, 9, Task 2 21. b. Adds business value as it links to business and project objectives The requirements traceability matrix is a grid that links requirements to their origin and traces them throughout the life cycle. It is an output in Collect Requirements This approach helps to ensure that each require- ment adds value as it links to the business and project objectives. It also tracks requirements during the life cycle to help ensure that the require- ments listed in the requirements document are delivered at the end of the project. It provides a structure to manage changes to product scope. See Figure 5-6 in the PMBOK® Guide, 2013 for an example. [Planning] PMI®, PMBOK® Guide, 2013, 118–119 PMI® PMP Examination Content Outline, 2015, Planning, 6, Task 3 22. b. Enterprise environmental factors They are an input to the Direct and Manage Project Work process. Other examples are organizational, cultural, and customer culture, infra- structure, personnel administration, and the PMIS. An example of stake- holder risk tolerances is allowable cost overrun percentages. [Executing] PMI®, PMBOK® Guide, 2013, 82 PMI® PMP Examination Content Outline, 2015, Executing, 8, Task 7 23. b. Configuration management system The formal configuration management system is an important part of Perform Integrated Change Control and focuses on the specifications for deliverables and processes. Its activities involve configuration identi- fication, configuration status accounting, and configuration verification. [Monitoring and Controlling] PMI®, PMBOK® Guide, 2013, 96–97 PMI® PMP Examination Content Outline, 2015, Monitoring and Controlling, 9, Task 2 382 ■ Answer Key 30. a. Control Quality and Plan Quality Management Data from Plan Quality Management and Control Quality are used in Perform Quality Assurance. The Perform Quality Assurance process also uses affinity diagrams, process decision program charts, interre- lationship digraphs, tree diagrams, prioritization matrices, activity net- work diagrams, matrix diagrams, quality audits, and process analysis. [Executing] PMI®, PMBOK® Guide, 2013, 245–247 PMI® PMP Examination Content Outline, 2015, Executing, 8, Task 3 31. d. Continuously monitor the project The Monitor and Control Project Work process is performed throughout the project and includes collecting, measuring, and disseminating per- formance information and assessing measurements and trends to effect process improvement. Continuous monitoring is important because it provides insight into the project’s health, highlighting areas requiring special attention. [Monitoring and Controlling] PMI®, PMBOK® Guide, 2013, 88 PMI® PMP Examination Content Outline, 2015, Monitoring and Controlling, 9, Task 1 32. d. Determine whether the project should continue to the next phase The review at the end of a project phase is called a phase-end review. It also may be called a stage gate, milestone, phase review, or kill point. The purpose of this review is to determine whether the project should continue to the next phase for detecting and correcting errors while they are still manageable and for ensuring that the project remains focused on the business need it was undertaken to address. It is impor- tant in the Develop Project Charter phase as the charter formally autho- rizes the project, providing the project manager with the authority to apply resources to the project. The charter then serves as an excellent review point before it is approved to determine if the project should move into planning. Clear descriptions of the project objectives may be developed including why a specific project is the best alternative to satisfy requirements. An example of a single process, showing among other things initiating leading to planning, is found in Figure 2-10 in the PMBOK® Guide, 2013. [Initiating] PMI®, PMBOK® Guide, 2013, 41–42, 55, 71, 549 PMI® PMP Examination Content Outline, 2015, Initiating, 5, Task 5 Answer Key ■ 383 33. c. Celebrating During the adjourning stage of team development, the emphasis is on tasks and relationships that promote closure and celebration. There is recognition and satisfaction as the team is moving on and separa- tion. Management skills involve evaluating, reviewing, and improving, while leadership qualities are celebrating and bringing closure. Project staff members are released as deliverables are completed or as part of closure; however these phases of team development (others are form- ing, storming, norming, and performing) are part of team-building techniques, a tool and technique in the Develop Project Team process. [Executing] Verma, V.K., Managing the Project Team, 1997, 40 PMI®, PMBOK® Guide, 2013, 276 PMI® PMP Examination Content Outline, 2015, Executing, 8, Task 2 34. b. At +$300, the situation is favorable, as physical progress is being accom- plished ahead of your plan. Schedule variance is calculated as EV – PV, or $1,500 − $1,200 = +$300. Because the SV is positive, physical progress is being accomplished at a faster rate than planned. It is a useful metric because it can indicate when a project is failing behind or is ahead of its baseline schedule and should be used along with critical path analysis. [Monitoring and Controlling] PMI®, PMBOK® Guide, 2013, 218, 224 PMI® PMP Examination Content Outline, 2015, Monitoring and Controlling, 9, Task 1 35. d. Managing the approved cost baseline and any changes to it The Control Costs process involves monitoring the project’s status to update the project costs and managing changes to the cost baseline. Its benefit is that is provides the means to recognize variance in order to take corrective action and minimize risks. Therefore, effective man- agement of the approved cost baseline and any changes is imperative. [Monitoring and Controlling] PMI®, PMBOK® Guide, 2013, 215–216 PMI® PMP Examination Content Outline, 2015, Monitoring and Controlling, 9, Task 1 384 ■ Answer Key 36. d. Recognize that your original estimates were fundamentally flawed, and your project is in an atypical situation CPI = EV/AC. It measures the cost budgeted resources. It is considered the most critical earned value management metric since it measures the cost efficiency for the completed work. The CPI is useful for deter- mining project status and provides a basis to estimate project cost and schedule outcomes. A CPI of 0.44 means that for every dollar spent, you are only receiving 44 cents of progress. Therefore, something is not cor- rect with how you planned your project, or your original estimates were fundamentally flawed, and your project is in an atypical situation. You might want to reconsider a formal “replant,” taking a new baseline of your project, or both. [Monitoring and Controlling] PMI®, PMBOK® Guide, 2013, 219, 224 PMI® PMP Examination Content Outline, 2015, Monitoring and Controlling, 9, Task 1 37. c. Project scope statement The project scope statement describes in detail the deliverables and what work must be done to prepare them. Ancillary results are also considered deliverables and are included in the project scope statement. They include items such as project management reports and documen- tation. Deliverables in the project scope statement may be described at a summary level or in a detailed way. It is the output of the Define Scope process. It also describes the project scope, assumptions, and constraints and covers the entire scope for both the project and the product. [Planning] PMI®, PMBOK® Guide, 2013, 123 PMI® PMP Examination Content Outline, 2015, Planning, 6, Task 2 38. c. Expert judgment According to the PMBOK® Guide, expert judgment is used in Close Project or Phase to ensure closure is performed to appropriate stan- dards. Expertise is provided by other project managers in the organiza- tion, the PMO, and professional and technical associations. [Closing] PMI®, PMBOK® Guide, 2013, 102 PMI® PMP Examination Content Outline, 2015, Closing, 10, Task 1 Answer Key ■ 387 45. a. Meeting management Facilitation techniques are a tool and technique in Develop Project Management Plan process. Other examples are brainstorming and prob- lem solving. They are used to help teams and individuals achieve agree- ment to accomplish the project’s objectives. [Planning] PMI®, PMBOK® Guide, 2013, 76 PMI® PMP Examination Content Outline, 2015, Planning, 6, Task 1 46. d. Process measurement data base The process measurement data base is an organizational process asset that is used to collect and make available measurement data on pro- cesses and products. The other answers are examples of enterprise environmental factors used as inputs to Direct and Manage Project Work. [Executing] PMI®, PMBOK® Guide, 2013, 83 PMI® PMP Examination Content Outline, 2015, Executing, 8, Task 2 47. c. EAC = AC + Bottom-up ETC This formula assumes that all of the remaining work is independent of the burn rate incurred thus far. AC is $2,900 + [$500 + $1,000]. The $500 is from Activity B, and the $1,000 is from Activity C. This bottom-up approach builds on the actual costs and experience incurred for the work completed and requires a new estimate to complete the remaining work. [Monitoring and Controlling] PMI®, PMBOK® Guide, 2013, 220–221, 224 PMI® PMP Examination Content Outline, 2015, Monitoring and Controlling, 9, Task 1 48. a. Certain deliverables or subprojects will be accomplished far into the future Many projects involve deliverables or subprojects that will be accom- plished far into the future and cannot be specified in detail at the cur- rent time. In these situations, the project management team typically waits until the deliverable or subproject is clarified so that details for that portion of the WBS can be developed. Then a rolling wave plan- ning approach can be used. [Planning] PMI®, PMBOK® Guide, 2013, 131 PMI® PMP Examination Content Outline, 2015, Planning, 6, Task 1 388 ■ Answer Key 49. c. Manage Communications process Lessons learned documentation is an output of the Manage Communications process. It is an element of the organizational process assets updates. It includes the causes of issues, reasons for corrective actions selected, and other types of lessons learned about communica- tions management. [Executing] PMI®, PMBOK® Guide, 2013, 303 PMI® PMP Examination Content Outline, 2015, Executing, 8, Task 6 50. a. Influencing the factors that create change to the authorized cost baseline The Control Costs process is concerned with ensuring that requested changes have been acted upon, managing actual changes if and when they occur, ensuring cost expenditures do not exceed authorized fund- ing, monitoring cost performance, preventing unapproved changes from being included in the reported cost or resource use, informing stake- holders of all approved changes and their costs, and bringing expected cost overruns within acceptable limits. [Monitoring and Controlling] PMI®, PMBOK® Guide, 2013, 216 PMI® PMP Examination Content Outline, 2015, Monitoring and Controlling, 9, Task 2 51. a. Respect and trust Leadership is critical to project management as it focuses on ensuring a group of people are working toward a common goal and enables them to work as a team. It involves getting things done through oth- ers. Respect and trust, not fear and submission, are its key elements. Building trust with the team and other stakeholders is a critical com- ponent of effective leadership. Trust is associated with cooperation, sharing information and effective problem resolution. Without trust it is difficult to establish the positive relationships necessary among stake- holders engaged in the project. If trust is compromised, relationships deteriorate, people disengage, and collaboration becomes difficult or impossible. The Develop Project Team process notes the importance of developing trust among team members and the necessity of ensuring the team can work independently in a climate of mutual trust, whether it is colocated or virtual. By improving feelings of trust among team members, morale and team work are increased, and there are fewer conflicts. [Executing] PMI®, PMBOK® Guide, 2013, 274, 513, 517–518 PMI® PMP Examination Content Outline, 2015, Executing, 8, Task 1 Answer Key ■ 389 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. It shows all product and project work including the project management work. [Planning] PMI®, PMBOK® Guide, 2013, 131 PMI® PMP Examination Content Outline, 2015, Planning, 6, Task 2 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. It is a tool and technique in Control Schedule. In fast tracking, activities or phases normally done in sequence are done in parallel for part of their duration. It may result in rework and increased risk. It only works if activities can be overlapped to shorten the project’s duration. [Monitoring and Controlling] PMI®, PMBOK® Guide, 2013, 181, 190 PMI® PMP Examination Content Outline, 2015, Monitoring and Controlling, 9, Task 1 54. c. $6.42 million Test: $5M + $960K + $460K = $6.42M; Don’t Test: $7M. Decision tree analysis is a tool and technique as part of quantitative risk analysis tech- niques. Please refer to Figure 11-16 in the PMBOK® Guide, 2013 for an example. [Planning] PMI®, PMBOK® Guide, 2013, 339 PMI® PMP Examination Content Outline, 2015, Planning, 6, Task 10 392 ■ Answer Key 62. b. Monte Carlo analysis Simulation is a tool and technique for the Develop Schedule process by which multiple project durations with different sets of activity assump- tions are calculated. Monte Carlo analysis is the most commonly used simulation technique. It is also used as a tool and technique in the Perform Quantitative Risk Analysis process. For schedule risk analysis, a schedule network diagram and duration estimates are used. [Planning] PMI®, PMBOK® Guide, 2013, 180, 340, 547 PMI® PMP Examination Content Outline, 2015, Planning, 6, Task 4 63. b. Performance measurement baseline The PMB is an approved, integrated scope-schedule-cost plan for the project work against which project execution is compared in order to measure and manage performance. It includes contingency reserve but not management reserve. It typically integrates scope, schedule, and cost parameters of the project, but it may also include technical and quality parameters. [Monitoring and Controlling] PMI®, PMBOK® Guide, 2013, 302, 549 PMI® PMP Examination Content Outline, 2015, Monitoring and Controlling, 9, Task 1 64. d. Resource breakdown structure Schedule data for the project schedule includes a number of items as it collects the information used to describe and control the sched- ule. These data are an output of the Develop Schedule process. They include schedule milestones, schedule activities, activity attributes, and assumptions and constraints. They may include resource histograms, alternate schedules, scheduling contingency reserves, cash flow projec- tions, and order and delivery schedules. In Control Schedule, schedule data are also an output as part of updates to project documents. Here new project network diagrams may need to be developed to display remaining deviations and approved modifications to the schedule. The resource breakdown structure is used in Estimate Activity Durations. It is a hierarchical structure of the identified resources by resource cat- egory and type. [Planning and Monitoring and Controlling] PMI®, PMBOK® Guide, 2013, 168, 184, 191, and 561 PMI® PMP Examination Content Outline, 2015, Planning, 6, Task 4 PMI® PMP Examination Content Outline, 2015, Monitoring and Controlling, 8, Task 1 Answer Key ■ 393 65. a. Root causes of issues In the Manage Stakeholder Engagement process, an issue log is an output. This log is updated as new issues are identified, and current issues are resolved. In updating organizational process assets, lessons- learned documentation notes the importance of documenting the root cause analysis of issues faced, reasons corrective actions were chosen, and other types of lessons learned about stakeholder management. These lessons learned are documented and distributed and are part of the historical data base for the project and the performing organization. [Executing] PMI®, PMBOK® Guide, 2013, 408-409 PMI® PMP Examination Content Outline, 2015, Executing, 8, Task 7 66. c. Work performance information Work performance information is an output from Control Schedule. Other tools and techniques that are used are resource optimization techniques, modeling techniques, schedule compression, and schedul- ing tool. [Planning] PMI®, PMBOK® Guide, 2013, 185 PMI® PMP Examination Content Outline, 2015, Planning, 6, Task 4 67. c. Update the project management plan If there are changes to the stakeholder management strategy, as an output of the Control Stakeholder Engagement process, affected sections of the project management plan are updated because of these changes. Examples are the change management, communications management, cost management, human resource management, procurement man- agement, quality management, requirements management, risk man- agement, schedule management, scope management, and stakeholder management plans. [Monitoring and Controlling] PMI®, PMBOK® Guide, 2013, 413–414 PMI® PMP Examination Content Outline, 2015, Monitoring and Controlling, 9, Task 1 394 ■ Answer Key 68. a. Configuration status accounting Configuration status accounting captures, stores, and accesses the needed configuration information to manage products and prod- uct information effectively. It includes a list of approved configura- tion identification, status of proposed changes to the configuration and the implementation status of approved changes. [Monitoring and Controlling] PMI®, PMBOK® Guide, 2013, 97 PMI® PMP Examination Content Outline, 2015, Monitoring and Controlling, 9, Task 2 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 components are subdi- vided for the work for each of the deliverables or subcomponents into its most fundamental elements, where the WBS components then repre- sent verifiable products, services, or results. Decomposition is a tool and technique in Create WBS. [Planning] PMI®, PMBOK® Guide, 2013, 131 PMI® PMP Examination Content Outline, 2015, Planning, 6, Task 2 70. a. Is optimized to show relationships between activities All of the answers are ways to show project schedule network diagrams and are ways to present the project schedule, an output of the Develop Schedule process. A time-scaled diagram includes a time scale and bars that represent the duration of activities with the logical relationships. It is optimized to show the relationships between activities where any num- ber of activities may appear on the same line in sequence. [Planning] PMI®, PMBOK® Guide, 2013, 182 PMI® PMP Examination Content Outline, 2015, Planning, 6, Task 4 71. d. Activity name Activity attributes are an output of the Define Activity process. 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, when completed, they may include activity codes, description, predecessor and successor activities, logical relationships, leads and lags, resource requirements, imposed dates, constraints, and assump- tions. [Planning] PMI®, PMBOK® Guide, 2013, 153 PMI® PMP Examination Content Outline, 2015, Planning, 6, Task 4 Answer Key ■ 397 78. b. Project charter Although the project charter cannot stop conflicts from arising, it can provide a framework to help resolve them, because it describes the project manager’s authority to apply organizational resources to project activities. The project charter also documents the business needs, justi- fication, objectives, assumptions and constraints, and high-level require- ments that the new product, service, or result is to satisfy. [Initiating] PMI®, PMBOK® Guide, 2013, 71–72 PMI® PMP Examination Content Outline, 2015, Initiating, 5, Task 5 79. d. Checklists Checklists are used to verify that the work of the project and its deliver- ables fulfill a set of requirements. Checklists, an output of Plan Quality Management, are typically component specific and are used to verify that a set of required steps have been performed. Checklists, an input to the Control Quality process, are structured lists that help verify that the work of the project and its deliverables fulfill a set of requirements. [Monitoring and Controlling] PMI®, PMBOK® Guide, 2013, 242 and 250 PMI® PMP Examination Content Outline, 2015, Monitoring and Controlling, 9, Task 3 80. c. Zero-sum game analysis Achieving mutual gain during negotiations means that each party ben- efits by the decisions made. A zero-sum game is where one side wins at the expense of the other. In negotiating, the strategy is to confer with parties of shared or common interests with a view toward com- promise or reaching an agreement. Negotiation is a tool and technique in the Acquire Project Team process as the project management team may need to negotiate staff assignments with functional managers, other project teams in the organization, with external organizations, or all three. One’s ability in negotiating and influencing others can assist greatly in acquiring exceptional personnel on the project. [Executing] PMI®, PMBOK® Guide, 2013, 270, 517 PMI® PMP Examination Content Outline, 2015, Executing, 8, Task 2 398 ■ Answer Key 81. d. Control charts Control charts help to determine whether or not a process is stable or has predictable performance. This function of control charts is achieved through the graphical display of results over time to determine whether differences in the results are created by random variations or are unusual events. In a manufacturing environment, such charts are used to track repetitive actions such as manufactured lots. In a project man- agement environment, they can be used to monitor processes such as cost and schedule variances, number requirements, and errors in project documents. [Monitoring and Controlling] PMI®, PMBOK® Guide, 2013, 238 PMI® PMP Examination Content Outline, 2015, Monitoring and Controlling, 9, Task 3 82. d. Multi-criteria decision analysis As a tool and technique in Acquire Project Team, this approach enables criteria to be developed and used to rate or score potential team mem- bers. The criteria are weighted given the team’s requirements including items such as availability, cost, experience, ability, knowledge, skills, attitude, and international factors. [Executing] Verma, V.K., Human Resource Skills for the Project Manager, 1996, 216–217 PMI®, PMBOK® Guide, 2013, 271–272 PMI® PMP Examination Content Outline, 2015, Executing, 8, Task 2 83. d. A defined integrated change control process If the recommended corrective or preventive actions or a defect repair require a change to any of the project management plan, a change request should be prepared in conformance with the defined Perform Integrated Change Control process, an output of Control Quality. [Monitoring and Controlling] PMI®, PMBOK® Guide, 2013, 253 PMI® PMP Examination Content Outline, 2015, Monitoring and Controlling, 9, Task 3 Answer Key ■ 399 84. a. Help anticipate how problems occur Flowcharts, one of the seven basic quality tools and a tool and tech- nique in Control Quality, depict the interrelationship of a system’s components and show the relationships among process steps. They are often referred to as process maps as they display the sequence of steps and the branching possibilities for a process that transforms one or more inputs into one or more outputs. Flowcharts show activities, deci- sion points, branching loops, parallel paths, and the order of process- ing. As such, they aid the team in anticipating where quality problems might occur, which helps in developing approaches for dealing with these potential problems. [Monitoring and Controlling] PMI®, PMBOK® Guide, 2013, 236 PMI® PMP Examination Content Outline, 2015, Monitoring and Controlling, 9, Task 3 85. a. Escalation procedures for handling issues Issues occur on projects, and an escalation process to handle them is a best practice within the team and the performing organization. It is also an organizational process asset. The other answers are examples of enterprise environmental factors to consider. [Executing] PMI®, PMBOK® Guide, 2013, 260 PMI® PMP Examination Content Outline, 2015, Executing, 8, Task 2 86. c. Adjusting leads and lags Corrective action is anything that brings expected future schedule per- formance in line with the project plan. Adjusting leads and lags is one of many tools available to identify the cause of variation in the Control Schedule process. [Monitoring and Controlling] PMI®, PMBOK® Guide, 2013, 190 PMI® PMP Examination Content Outline, 2015, Monitoring and Controlling, 9, Task 1 87. d. Defect repair During the Direct and Manage Project Work process, work performance data are collected, actioned, and communicated. This process requires review of the impact of project changes and the implementation of pro- posed changes, one of which is defect repair. It is an intentional activity to modify a nonconforming product or project component. [Executing] PMI®, PMBOK® Guide, 2013, 81 PMI® PMP Examination Content Outline, 2015, Executing, 8, Task 1