Practice Test

This practice test is designed to simulate PMI®’s 200-question PMP® certification exam.

INSTRUCTIONS: Note the most suitable answer for each multiple-choice question in the appropriate space on the answer sheet.

  1. You recently took over a relatively new project expected to last another seven years. The previous project manager completed most of the WBS. When you begin to define the project activities, you realize that the WBS work packages expected to occur in the next year are planned in detail, but the work packages for later in the future (three years or more) are not planned with much detail, if any detail at all. You determine—
    1. It is a major problem. The WBS is incomplete and you need to redefine the project scope to complete the project schedule.
    2. It is a problem that must be resolved quickly. The previous project manager was not done with the WBS, and you must stop the project to complete the WBS in sufficient detail.
    3. It is not a problem at this time. The previous project manager was using the rolling wave planning technique, so you are able to continue defining the activities.
    4. It is not a problem at this time. You can only plan what you know. You plan to communicate to the project sponsor that the WBS is not sufficient to plan the whole project and that the sponsor can worry about the details.
  1. In the initial stage of the project life cycle, the project’s technical objectives are apt to be understood only in a general sense. A major component of project conflict during this stage of the project is—
    1. Concerns over priorities and procedures
    2. Concerns about technical issues
    3. Schedules
    4. Confusion of establishing a project in the matrix management environment
  1. On your project to construct a new runway for your City’s airport, you are in the process of selecting vendors for various parts of this project. You have conducted your make-or-buy analysis and have issued Requests for Proposals. You believe it is important to examine past performance of potential vendors. This means you are using—
    1. Proposal evaluation techniques
    2. Multi-disciplinary review teams
    3. Analytical techniques
    4. Independent estimates
  1. Requirements typically are classified into product requirements and project requirements. Capturing and managing both types of requirements is important for project success, so you and your team decided to follow this classification system on your project to modernize all the telecommunications equipment in your company. During such an approach, all the following are examples of product requirements EXCEPT—
    1. Action requirements
    2. Level of service requirements
    3. Security requirements
    4. Performance requirements
  1. Change control procedures, configuration management knowledge base, versions, and baselines in the develop project management plan process are:
    1. Enterprise environmental factors
    2. Organizational process assets
    3. Part of the project’s configuration management plan, which as a subsidiary plan will be part of the project management plan
    4. Part of the organization’s management practices
  1. You are managing a project that has five subcontractors. You must monitor contract performance, make payments, and manage provider interface. 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—
    1. Control procurements
    2. Conduct procurements
    3. Form contract
    4. Configuration management
  1. Although the project charter serves to state the project manager’s authority and responsibility on the project, the project manager further requires which type of power in order to be an effective leader?
    1. Expert
    2. Legitimate
    3. Position
    4. Referent
  1. The performance measurement baseline consists of all the following EXCEPT—
    1. Scope baseline
    2. Requirements baseline
    3. Schedule baseline
    4. Cost baseline
  1. While working as the project manager on a new project to improve overall 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—
    1. Mentoring
    2. Coaching
    3. Job shadowing
    4. User experimentation
  1. In addition to providing support to the project, quality assurance also provides an umbrella for—
    1. Plan-do-check-act
    2. Continuous process improvement
    3. Project management maturity
    4. Work performance information
  1. 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—
    1. Perform a cause-and-effect diagram
    2. Meet with your sponsor
    3. Use an affinity diagram
    4. Review the accompanying WBS Dictionary with a member of the PMO
  1. Assume that your company is working under a fixed-price-incentive contract. It has a target cost of $100,000, a target profit of 10%, a price ceiling of $120,000, and a share formula of 80/20. Assume that your company completes all of the work but has actual costs of $110,000. What is the final value of this procurement?
    1. $120,000
    2. $132,000
    3. $118,000
    4. $110,000
  1. If you apply the configuration management system along with change control processes project wide, you will achieve all but one of the which following objectives?
    1. Provide the basis for which the product configuration is defining
    2. List the approved configuration identification
    3. Document the specific responsibilities of each stakeholder in the perform integrated change control process
    4. Ensure the composition of a project’s configuration items is correct
  1. You need to outsource the testing function of your project. Your subcontracts department informed you that the following document must be prepared before conducting the procurement:
    1. Make-or-buy analysis
    2. Procurement management plan
    3. Evaluation methodology
    4. Contract terms and conditions
  1. Constraints common to projects include—
    1. Scope, quality, schedule, budget, and risk
    2. Scope, teaming, planning, and resources
    3. Scope
    4. Resources and communication
  1. You are developing a project charter and want to ensure that any changes that may occur after the project begins will be controlled rigorously. You have consulted your company’s configuration management knowledge base, and it contains versions and baselines of all the following official company documents EXCEPT—
    1. Standards
    2. Strategic plans
    3. Policies
    4. Procedures
  1. To identify inefficient and ineffective policies, processes, and procedures in use on a project, you should conduct—
    1. An inspection
    2. A process analysis
    3. Benchmarking
    4. A quality audit
  1. Your project management office implemented a project management methodology that emphasizes the importance of integrated change control. It states that change requests can occur in all the following forms EXCEPT—
    1. Indirect
    2. Legally mandated
    3. Informal
    4. Internally initiated
  1. Configuration management describes procedures for applying technical and administrative direction and surveillance. Which one of the following tasks is NOT performed in configuration management?
    1. Identifying functional and physical characteristics of an item or system
    2. Controlling changes to characteristics
    3. Performing an audit to verify conformance to requirements
    4. Allowing automatic approval of changes
  1. A number of tools and techniques are helpful in the perform integrated change control process. If you want to implement an integrated change control process, you should use—
    1. Configuration management software
    2. A project management information system
    3. Project status review meetings
    4. Change control meetings
  1. Having worked previously as a software project manager, you were pleased to be appointed as the project manager for a new systems integration project designed to replace the existing air traffic control system in your country. You found a requirements traceability matrix to be helpful on software projects, so you decided to use it on this systems integration project. Using such a matrix helps to ensure that each requirement—
    1. Adds quality and supports the organization’s quality policy
    2. Adds business value as it links to business and project objectives
    3. Sets forth the level of service, performance, safety, security, and compliance
    4. Shows the impact to other organizational areas and to entities outside of the performing organization
  1. During the closing phase of the project, the top-ranked source of conflict is—
    1. Schedule
    2. Administrative procedures
    3. Cost
    4. Human resources
  1. Which of the following ensures that requested changes to deliverables are thoroughly considered as part of the perform integrated change control process?
    1. Scope change control system
    2. Configuration management system
    3. Change control board
    4. Configuration status audits
  1. Which of the following tools is used in process analysis to determine the underlying causes of defects?
    1. Root cause analysis
    2. Assumptions analysis
    3. Cost-benefit analysis
    4. Quality metrics
  1. All of the following statements concerning validate scope and control quality are true EXCEPT—
    1. The processes can be performed in parallel
    2. Both processes use inspection as a tool and technique
    3. Validate scope is concerned with the acceptance of deliverables, and control quality is concerned with meeting quality requirements for the deliverables
    4. Validate scope verification typically precedes control quality
  1. Consider a company that sells products to consumers: as one product begins the deterioration and death phases of its life cycle (or the divestment phase of a system), new products or projects must be established. This means that—
    1. The company requires a continuous stream of projects to survive
    2. The company is not at a high level of maturity
    3. The company is in a period of overall decline
    4. The company definitely lacks a balanced portfolio
  1. You are in the process of performing quality assurance on your product and find that some requirements are not as complete as they should be, which causes rework and adds costs to your overall project. The term for all costs incurred over the life of the product by investing in appraising and inspecting the product for conformance and nonconformance to requirements is called—
    1. Life-cycle costs
    2. Expected value
    3. Cost of conformance
    4. Cost of quality
  1. The project scope baseline should be used in the identify risks process because it—
    1. Identifies project assumptions
    2. Identifies all work that must be done; therefore, it includes all risks on the project
    3. Helps organize all work that must be done on the project
    4. Contains information on risks from prior projects
  1. 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—
    1. Idea/mind mapping
    2. Affinity diagrams
    3. Prototypes
    4. Joint Application Design® sessions
  1. Tools and techniques used to perform quality assurance include—
    1. Tools from control quality and plan quality management
    2. Tools from performance reporting
    3. Variance analysis
    4. Direct and manage project execution
  1. An approach to provide insight into the health of the project and to identify any areas that require special attention is to—
    1. Conduct periodic status reviews
    2. Prepare regular status and progress reports
    3. Prepare forecasts of the project’s future
    4. Continuously monitor the project
  1. 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—
    1. Determine how many resources are required to complete the project according to the project baseline
    2. Adjust the schedule and cost baselines based on past performance
    3. Obtain customer acceptance of project deliverables
    4. Determine whether the project should continue to the next phase
  1. The key management skills required during the adjourning stage of team development include all but which one of the following?
    1. Evaluating
    2. Reviewing
    3. Celebrating
    4. Improving
  1. 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?
    1. At –$300, the physical progress is being accomplished at a slower rate than is planned, indicating an unfavorable situation.
    2. At +$300, the situation is favorable, as physical progress is being accomplished ahead of your plan.
    3. At +$500, the situation is favorable, as physical progress is being accomplished at a lower cost than was forecasted.
    4. At –$300, you have a behind-schedule condition, and your critical path has slipped.
  1. The key to effective cost control is—
    1. Using earned value to forecast project status
    2. Focusing on projected expenditures and actively networking with key stakeholders to ensure funds will be available as requested
    3. Informing stakeholders of the project’s cost status
    4. Managing the approved cost baseline and any changes to it
  1. The CPI on your project is 0.44, which means that you should—
    1. Place emphasis on improving the timeliness of the physical progress
    2. Reassess the life-cycle costs of your product, including the length of the life-cycle phase
    3. Place emphasis on improving the productivity by which work was being performed
    4. Recognize that your original estimates were fundamentally flawed, and your project is in an atypical situation
  1. 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—
    1. Requirements management plan
    2. Scope management plan
    3. Project scope statement
    4. Project acceptance criteria
  1. Which of the following tools and techniques is used in the close project or phase process?
    1. Project management methodology
    2. Work performance information
    3. Expert judgment
    4. Project management information system
  1. 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—
    1. Project charter
    2. Stakeholder register
    3. Requirements documentation
    4. Requirements traceability matrix
  1. A challenge of earned value management is predicting percent complete. The simplest formula to use to calculate EV is—
    1. 0/100 rule
    2. 50/50 rule
    3. (Percent complete) × (budget at completion)
    4. Milestone method
  1. 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 requirements 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—
    1. Commence as scheduled and stated in the staffing management plan
    2. Commence as scheduled and stated as part of the procurement management plan
    3. Be scheduled if necessary after performance assessments are prepared and after each team member has had an opportunity to serve in the contract administrator role
    4. Commence as scheduled and stated in the team development plan
  1. Assume that on your project, you are using earned value management. Your project is one that has extremely long work packages. Therefore, the method you should use to calculate EV is—
    1. 0/100 rule
    2. Milestone method
    3. Equivalent effort
    4. Apportioned effort
  1. Your project sponsor has asked you, “What do we now expect the total job to cost?” Given that you are using earned value, you should calculate the—
    1. To-complete performance index
    2. Estimate to complete
    3. Estimate at completion
    4. Budget at completion
  1. One key reason that the develop project charter process is so important is that it—
    1. Documents the boundaries of the project
    2. States the methods for acceptance of the project’s deliverables
    3. Describes the project’s characteristics
    4. Links the project to the ongoing work of the organization
  1. Your company has been awarded a contract for project management consulting services for a major government agency. You were a member of the proposal writing team, are PMP® certified, and you are the project manager. You are now working to prepare your project management plan, which is to be submitted in one week. You decided to use some facilitation techniques to help develop your plan. While a number are possible, you selected—
    1. Conflict resolution
    2. Checklist analysis
    3. SWOT analysis
    4. Assumptions analysis
  1. Assume you had a phase gate meeting with your Governance Board for your project to develop the next generation radar system as part of the nation’s airspace modernization program. At this meeting, the Board approved your project management plan. However, as you begin to execute your plan, an organizational process asset to consider is—
    1. Stakeholder risk tolerances
    2. The organization’s culture
    3. Hiring and firing guidelines
    4. Process measurement data base
  1. Consider the data in the table below. Assume that your project consists only of these three activities. Your estimate at completion is $4,400.00. This means you are calculating your EAC by using which of the following formulas?

Activity

% Complete

PV

EV

AC

A

100

2,000

2,000

2,200

B

50

1,000

500

700

C

0

1,000

0

0
  1. EAC = AC/EV × BAC
  2. EAC = AC/EV × [work completed and in progress] + [actual (or revised) cost of work packages that have not started]
  3. EAC = [Actual to date] + [all remaining work to be done at the planned cost including remaining work in progress]
  4. EAC =% complete × BAC
  1. Rolling wave planning in the create WBS process refers to situations in which—
    1. Certain deliverables or subprojects will be accomplished far into the future
    2. Additional work is added to the project after the scope baseline has been established; therefore, additional decomposition is required
    3. Identification codes for the WBS elements cannot be determined until the schedule activity list is complete in case revisions are required
    4. Subprojects are developed by external organizations and then become part of the WBS for the entire project
  1. The lessons learned documentation is an output from the—
    1. Identify stakeholders process
    2. Develop project management plan process
    3. Manage communications process
    4. Plan communications management process
  1. Your experience has taught you that inappropriate responses to cost variances 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—
    1. Influencing the factors that create change to the authorized cost baseline
    2. Developing an approximation of the costs of the resources needed to complete the project
    3. Allocating the overall cost estimate to individual work items
    4. Establishing a cost performance baseline
  1. 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—
    1. Respect and trust
    2. Political and cultural awareness
    3. Negotiation and influencing
    4. Decision making and conflict management
  1. The WBS represents all product and project work, including project management. It is sometimes called the—
    1. Control account level
    2. 100% rule
    3. Integration of scope, cost, and schedule for comparison to the earned value
    4. The code of accounts
  1. 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 remaining 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—
    1. Revise your schedule baseline
    2. Use fast tracking
    3. Adjust leads and lags now in your schedule
    4. Use modeling techniques
  1. 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?
    1. $5.5 million
    2. $5.96 million
    3. $6.42 million
    4. $7 million
  1. Motivation is dynamic and complex. The statement, “Motivation is an intrinsic phenomenon. Extrinsic satisfaction only leads to movements, not motivation” is attributed to which of the leading theories of motivation?
    1. Maslow’s Hierarchy of Needs Theory
    2. Herzberg’s Motivator-Hygiene Theory
    3. Morse and Lorsch’s Contingency Theory
    4. McGregor’s Theory X/Theory Y
  1. Each time you meet with your project sponsor, she emphasizes the need for cost control. To address her concerns, you should provide—
    1. Work performance information
    2. Cost baseline updates
    3. Resource productivity analyses
    4. Trend analysis statistics
  1. One output of the control costs process is cost forecasts, which is when—
    1. Modifications are made to the cost information used to manage the project and are communicated to stakeholders
    2. Trend analyses are performed and communicated to stakeholders
    3. A budget update is required and communicated to all stakeholders
    4. A calculated EAC value or a bottom-up EAC value is documented and communicated to stakeholders
  1. 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—
    1. Business need
    2. Market demand
    3. Technological advance
    4. Customer request
  1. A final project report is a recommended best practice. Although this report can be organized in a variety of ways, how should each item that is covered in the report be addressed?
    1. A recommendation for changing current practice should be made and defended.
    2. The focus should be solely on items that did not work well on the project.
    3. Individuals who did not contribute successfully as team members should be noted.
    4. An earned value discussion is warranted.
  1. At the time the risk register is first prepared, it should contain all the following entries EXCEPT—
    1. Root causes of risk
    2. Structure for describing risks
    3. List of risks requiring near-term responses
    4. List of potential responses
  1. Which of the following theorists stated that people generally are motivated according to the strength of their desire either to achieve high levels of performance or to exceed in competitive situations?
    1. David McGregor
    2. David McClelland
    3. Victor Vroom
    4. B. F. Skinner
  1. Your project is considered very risky. You plan to perform numerous what-if scenarios on your schedule using simulation software that will define each schedule activity and calculate a range of possible durations for each activity. The simulation then will use the collected data from each activity to calculate a distribution curve (or range) for the possible outcomes of the total project. Your planned approach is an example of which following technique?
    1. PERT
    2. Monte Carlo analysis
    3. Linear programming
    4. Concurrent engineering
  1. Project execution must be compared, and deviations must be measured for management control according to the—
    1. Scope baseline
    2. Performance measurement baseline
    3. Schedule baseline
    4. Control system
  1. A number of items may be part of the schedule data for the project. The amount of additional detail will vary, but the data should include all the following items EXCEPT—
    1. Schedule activities
    2. Activity attributes
    3. Identified assumptions
    4. Resource breakdown structure
  1. If a team member, when facing schedule delays and cost overruns, develops several alternatives for completing the project successfully on schedule and within budget and asks questions such as, “Can we do it?,” “If we do it what are the consequences?,” and “Is it really worth the effort involved?,” he or she is primarily motivated by the—
    1. Contingency Theory
    2. Expectancy Theory
    3. Reinforcement Theory
    4. Equity Theory
  1. Which tool or technique is NOT used for schedule control?
    1. Performance reviews
    2. Project management software
    3. Work performance information
    4. Leads and lags
  1. All the following are examples of project document updates from the manage project team process EXCEPT—
    1. Issue log
    2. Roles description
    3. Project staff assignments
    4. Personnel skills
  1. Recording and reporting information regarding when appropriate configuration information should be provided and regarding the status of proposed and approved changes effectively is done through—
    1. Configuration status accounting
    2. Configuration verification and audit
    3. Project management methodology
    4. A project management information system (PMIS)
  1. Decomposition is a technique used to break larger, complex items into smaller and more manageable items. Which following statement best describes the role decomposition plays in creating the WBS?
    1. Final output of creating the WBS is described in terms of phases of a project life cycle.
    2. Final output of creating the WBS is described in terms of schedule activities.
    3. Final output of creating the WBS is described in terms of verifiable products, services, or results.
    4. Final output of creating the WBS is described in terms of the scope of the project.
  1. The schedule management plan is a key document. It is—
    1. An output of the develop schedule process
    2. A tool and technique used in the develop schedule process
    3. The first time management process
    4. A separate planning effort completed in conjunction with the time management processes
  1. Activity attributes are used to extend the description of the activity and to identify its multiple components. In the early stages of the project, an example of an activity attribute is—
    1. Activity codes
    2. Activity description
    3. Predecessor and successor activities
    4. Activity name
  1. You are working on a new project in your city to construct an environmentally friendly landfill. The existing site is so undesirable that many residents have moved to other neighboring cities because of their proximity to it. However, even though the project has the support of the public, you need to have a number of hearings of the city’s government before you are authorized to begin work. As you are in the planning phase of the project, you are waiting for these hearings to be scheduled and held before you can begin site preparation. These hearings are an example of—
    1. A milestone
    2. An external dependency
    3. An item to be scheduled as a fragnet
    4. A mandatory dependency
  1. You are working on a project and want to know how many activities in the previous month were completed with significant variances. You should use a(n)—
    1. Control chart
    2. Inspection
    3. Scatter diagram
    4. Trend analysis
  1. 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—
    1. Starting the project
    2. Organizing and preparing
    3. Carrying out the work
    4. Closing the project
  1. If you decide to follow an open subordination approach to resolving conflict, you are using which style of conflict resolution?
    1. Avoiding
    2. Accommodating
    3. Compromising
    4. Collaborating
  1. Typically, the seller receives formal written notice that the contract has been completed by the—
    1. Project manager
    2. Authorized procurement administrator
    3. Member of the project management team responsible for daily contract administration
    4. Purchasing department head
  1. Working in the control procurements process since your project is using five contractors, you need to update a number of organizational process assets. An example is—
    1. Procurement management plan
    2. Procurement documentation
    3. Correspondence
    4. Warranties
  1. You are beginning a new project staffed with a virtual team located across five different countries. To help limit conflict and misunderstandings concerning the justification, objectives, and high-level requirements of the project among your team members and their functional managers, you ask the project sponsor to prepare a—
    1. Memo to team members informing them that they work for you now
    2. Project charter
    3. Memo to functional managers informing them that you have authority to direct their employees
    4. Human resource management plan
  1. 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—
    1. Fishbone diagrams
    2. Ishikawa diagrams
    3. System or process flowcharts
    4. Checklists
  1. All of the following are examples of ways to generate options for mutual gain during negotiations EXCEPT—
    1. Separating inventing from deciding
    2. Options broadening
    3. Zero-sum game analysis
    4. Multiplying options by shuttling between the specific and the general
  1. Recently, your company introduced a new processing system for its products. 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?
    1. System flowcharts
    2. Design of experiments
    3. Pareto analysis
    4. Control charts
  1. Effective leadership is one key to successful project management. There are several theories of leadership. One model is Hershey and Blanchard’s situational leadership model that describes directive behavior and supportive behavior. Of the following, which one is NOT a key word for supportive behavior?
    1. Listen
    2. Structure
    3. Praise
    4. Facilitate
  1. 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 implement the necessary changes you should follow—
    1. The organization’s quality policy
    2. The quality management plan
    3. Established operational definitions and procedures
    4. A defined integrated change control process
  1. You are the project manager on a project to improve traffic flow in the company’s parking garage. You decide to use flowcharting to—
    1. Help anticipate how problems occur
    2. Show dependencies between tasks
    3. Show the results of a process
    4. Forecast future outcomes
  1. Successful project management involves both project leadership as well as project management skills. Several different leadership styles are appropriate in different phases of the project life cycle. Assume that you are working on a project, and it is in the execution phase. The leadership style that is most appropriate should consist of a blend of all but which one of the following?
    1. Change master
    2. Decision maker
    3. Team and synergy
    4. Trustworthiness
  1. Schedule control is one important way to avoid delays. While planning and executing schedule recovery, one tool available to you for control schedules is—
    1. Changing the schedule management plan
    2. Immediately rebaselining
    3. Adjusting leads and lags
    4. Changing all project and resource calendars
  1. You have been the project manager for your nuclear submarine project for four years. While you did not assume this position until the project management plan had been prepared and approved, you find you spend a significant amount of time collecting data and communicating. You also spend time reviewing the impact of project changes and implementing ones that have been approved. Often you have had to modify a non-conforming product, which means you are spending time on—
    1. Corrective actions
    2. Updating the project’s requirements
    3. Updating the traceability matrix
    4. Defect repair
  1. You were assigned recently as the project manager of a program management office project to implement a new enterprise-wide scheduling system for use throughout your company. You identify the need for a project charter to provide you with appropriate authority for applying resources, completing the project work, and formally initiating the project. Who should issue the project charter?
    1. The project manager—you
    2. The customer
    3. The person who formally authorizes the project
    4. A member of the training and development department as they will own the training on the new system
  1. In which of the following methods of resolving conflict will the conflict typically reappear again in another form?
    1. Smoothing
    2. Compromising
    3. Collaborating
    4. Confronting
  1. Statistical sampling is a method in perform quality control to determine the conformance to requirements for some component or product of a project. Its greatest advantage is that it—
    1. Does not require a large expenditure of resources
    2. Is accurate enough with a sampling of less than 1%
    3. Does not require 100% inspection of the components to achieve a satisfactory inference of the population
    4. Needs to be conducted only when a problem is discovered with the end product or when the customer has some rejects
  1. Your project sponsor wants to know whether process variables are within acceptable limits. To answer this question, you should—
    1. Conduct a process analysis
    2. Conduct a root cause analysis
    3. Use a control chart
    4. Use a run chart
  1. All the following statements are true about the grassroots estimate, EXCEPT—
    1. Its accuracy rate is from –5% to +10%
    2. It is also called an engineering estimate
    3. It is used primarily for Level 1 of the WBS
    4. It may take months to prepare
  1. You are planning a project and want to account for how the project will be managed in the future. While building your cost performance data, you want to provide guidance for when the project is later executed, because you know that different responses are required depending upon the degree of variance from the baseline. For example, a variance of 10 percent might not require immediate action, whereas a variance of 20 percent will require more immediate action and investigation. You decide to include the details of how to manage the cost variances as part of which following plan?
    1. Cost management plan
    2. Change management plan
    3. Performance measurement plan
    4. Variance management plan
  1. Assume that you are managing a project team. Your team is one in which its members confront issues rather than people, establish procedures collectively, 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?
    1. Storming; high directive and supportive approach
    2. Norming; high directive and low supportive approach
    3. Norming; high supportive and low directive approach
    4. Performing; low directive and supportive approach
  1. You are finalizing all the contracts and ensuring that they are closed. The close procurements process involves all the following administrative actions EXCEPT—
    1. The procurement administrator is reassigned
    2. Finalizing open claims
    3. Updating the project records to show the final contract results
    4. Archiving the contracts and contract records for future use
  1. 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 variables. You should use a—
    1. Histogram
    2. Pareto chart
    3. Scatter diagram
    4. Trend analysis
  1. 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 specializes in this area. As a result, as you prepare your schedule and estimate your resource requirements for this project, you should coordinate this work closely with which of the following processes:
    1. Estimate costs
    2. Define activities
    3. Determine budgets
    4. Develop schedule
  1. Assume that you were the first person in your company to be PMP® certified and also that you earned a doctorate in project management. People throughout the organization admired your achievements. Based on your success in managing projects, your company now has adopted a management-by-projects philosophy. You have been appointed head of your company’s project management office to lead the organization as it transitions to this new way of working. So far, people seem to willingly comply with your demands and requests. In this situation, you are using which type of power?
    1. Legitimate
    2. Expert
    3. Contacts
    4. Referent
  1. The nature of project work is such that it inevitably causes stress. Project managers thus need to learn how to cope with and manage stress and understand what stress is and why it is created. Project managers need to note that it can be a positive experience depending on how people perceive stress and should work to mentor team members accordingly. As you strive to become more aware of stress, which one of the following is NOT considered a stress-creating factor that is related to the project environment?
    1. Role ambiguity
    2. Corporate politics
    3. Career development
    4. Selection of team members
  1. Assume you are working as the project manager on the first project in your company to use the critical chain approach to scheduling. You are a PMP® and also are certified in critical chain. You are getting ready for a performance review with your Governance Board, and you can expect they will ask questions about—
    1. The magnitude of variance against the schedule baseline
    2. Schedule risk
    3. Performance to date since the past review meeting
    4. The buffer needed and buffer remaining
  1. 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—
    1. Fewer systems engineers will be needed
    2. The resource pool can be limited to those people who are knowledgeable about the project
    3. To complete the project on time, you will continue to require access to a large number of engineers in their specialty areas
    4. You will only need junior level engineers as the senior level people can be used early in the project to mentor and train them
  1. A number of approaches can be helpful when estimating resource requirements for activities on a project. Assume you are managing a project and you have already prepared your WBS. When you decomposed your WBS, it has 45 work packages. You then prepared an activity list. Now, you are preparing your schedule and determining your resource requirements. You found there were about 30 activities that you could not estimate with a reasonable degree of confidence, so you and your team decided to use which one of the following approaches to help with these activity resource estimates:
    1. Resource breakdown structure
    2. Published estimating data
    3. Alternatives analysis
    4. Bottom-up estimating
  1. 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—
    1. Review work performance information
    2. Allow no changes to the schedule
    3. Update the schedule management plan on a continuous basis
    4. Hold status reviews
  1. Functional managers play a vital role in ensuring project success. Since most projects operate in a matrix environment, there is shared authority between project managers and functional managers. Functional managers tend to focus on—
    1. Who will do the task
    2. Why the project manager needs resources
    3. How much time and money is available for the task
    4. Why will the task be done
  1. You are a member of a project selection committee that uses the net present value technique. Using this approach, the project is acceptable if the—
    1. Sum of the net present value of all estimated cash flow during the life of the project equals the profit
    2. Net present value of the inflow is greater than the specified amount or percentage threshold
    3. Gross present value of all future expected cash flow divided by the initial cash investment is greater than one
    4. Net present value of the inflow is less than the specified amount or percentage threshold
  1. A watch list of low priority risks is documented in the—
    1. Work performance information
    2. Risk register
    3. Fallback plans
    4. Risk response plan
  1. You are the project manager for a major logistics installation project and must obtain specific services from local sources external to your project. Your subcontracts administrator has told you to prepare a product or service description, which is referenced in a—
    1. Project statement of work
    2. Contract scope statement
    3. Request for proposal
    4. Contract
  1. It often is advantageous to appoint a termination manager in the closing phase of the project and release the project manager so that he or she is available to work on another project. If this is the case, the termination manager should focus attention on all but which one of the following?
    1. Ensuring that documentation is complete
    2. Ascertaining any product support requirements
    3. Receiving formal acceptance of the project from the client
    4. Preparing personnel performance evaluations
  1. You are working on a project to upgrade the existing fiber-optic cables in your province. You have determined that a resource can install 25 meters of cable per hour, so the duration required to install 1,000 meters would be 40 hours. This means you are using—
    1. Productivity efficiency factors
    2. Parametric estimating
    3. Analogous estimating
    4. PERT
  1. During the stages of team development, your team is in which stage when there is problem solving and interdependence along with achievement and synergy?
    1. Storming
    2. Forming
    3. Norming
    4. Performing
  1. When you are about to terminate a contract, the one place to look for specific procedures for contract closure is in the—
    1. Statement of work in the contract
    2. Terms and conditions in the contract
    3. Product description
    4. Organizational process assets
  1. Today, the primary cause of why projects are not completed on time and within cost and are terminated early is due to—
    1. Contractual issues
    2. Complexity of the project
    3. An increase in the allocated time
    4. Behavioral-oriented reasons
  1. Life-cycle phase definitions are different in different industries. For example, all of the following are terms that could be used in the closing phase of a project EXCEPT—
    1. Testing and commissioning
    2. Conversion
    3. Implementation
    4. Final audit
  1. Your company is embarking on a project to launch a new product delivery service. You are the project manager for this project and have just finished the concept phase. The various outputs/deliverable(s) for this phase include—
    1. Project management plan
    2. Scope of work and requirements
    3. Project charter and stakeholder register
    4. Roles and responsibilities of the project manager
  1. Behavior roles of team members influence the team’s process, behavior, and effectiveness. An example of a task-oriented role to perform is that of a(n)—
    1. Harmonizer
    2. Initiator
    3. Devil’s advocate
    4. Group observer
  1. 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—
    1. A kickoff meeting is recommended
    2. Team-building activities will not be needed on your project
    3. You should expect minimal conflicts and changes to occur
    4. Rewards and recognition will be handled smoothly throughout the project
  1. 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—
    1. Consider every meeting a team meeting, not the project manager’s meeting
    2. Conduct team building at specific times during the project through off-site meetings
    3. Engage the services of a full-time facilitator before any team-building initiatives are conducted
    4. Develop the project schedule using the services of a project control officer and then issue it immediately to the team
  1. 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 country. 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 therefore relied on your interpersonal skills in—
    1. Facilitation
    2. Negotiating
    3. Influencing
    4. Decision making
  1. You are leading a team to review and improve the project selection and prioritization method. You know that the two most important questions to answer are “can we do the project?” (feasibility study) and “should we do the project?” (cost-benefit analysis). The team is considering many different management concerns, including financial return, market share, and public perception. The most important criterion for building a project selection model is—
    1. Risks
    2. Realism
    3. Ease of use
    4. Benefits realization
  1. 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—
    1. Conduct a risk audit
    2. Hold a risk status meeting
    3. Ensure that risk is an agenda item at regularly scheduled staff meetings
    4. Reassess identified risks on a periodic basis
  1. Thinking back to lessons that your company learned from experiences with its legacy information systems during the Y2K dilemma, you finally convinced management to consider systems maintenance from the beginning of the project. However, maintenance should—
    1. Always be included as an activity to be performed during the closeout phase
    2. 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
    3. Not be viewed as part of the project life cycle
    4. Be viewed as a separate project
  1. 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 following tools and techniques?
    1. Risk reassessment
    2. Variance analysis
    3. Technical performance measurement
    4. Reserve analysis
  1. The workaround that you used to deal with a risk that occurred should be documented and included in which following processes?
    1. Report performance and monitor and control risks
    2. Validate scope and perform quality assurance
    3. Direct and manage project work and perform integrated change control
    4. Monitor and control project work and control risks
  1. Contested changes are requested changes when the buyer and seller cannot agree on compensation for the change. They are also known as all but which one of the following?
    1. Disputes
    2. Demands
    3. Appeals
    4. Claims
  1. A structured review of the seller’s progress to deliver project scope and quality within cost and schedule is known as a(n)—
    1. Procurement performance review
    2. Procurement audit
    3. Inspection
    4. Status review meeting
  1. 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—
    1. Add a project buffer
    2. Put in three feeding buffers
    3. Determine the drum resource
    4. Manage the total float of the network paths
  1. The greatest degree of uncertainty is encountered during which phase of the project life cycle?
    1. Concept
    2. Planning
    3. Implementation
    4. Closeout
  1. A team-building approach that facilitates concurrent engineering is—
    1. Matrix management
    2. Fast-tracking
    3. Tight matrix
    4. Task force
  1. A number of different decision-making styles can be used in a team environment. When quality and acceptance are both important, which of the following styles should be used?
    1. Command
    2. Consultation
    3. Consensus
    4. Coin flip
  1. Historical information is used—
    1. To compare current performance with prospective lessons learned
    2. To prepare the stakeholder management plan
    3. To evaluate the skills and competencies of prospective team members
    4. As an input to develop project charter
  1. Work completed, key performance indicators, technical performance measures, start and finish dates of schedule activities, number of change requests, number of defects, actual costs, and actual decisions are examples of work performance data are an output of—
    1. Project plan development
    2. Risk control
    3. Monitor and control project work
    4. Direct and manage project work
  1. Two team members on your current construction project are engaged in a major argument concerning the selection of project management software. They refuse to listen to each other. The most appropriate conflict resolution approach for you to use in this situation is—
    1. Accommodating
    2. Compromising
    3. Collaborating
    4. Forcing
  1. As you use the critical chain method in lieu of the critical path method in developing your schedule, assume you have determined the buffer schedule activities. Your planned activities are scheduled to their latest possible planed start and end dates. Therefore, you are focusing on—
    1. Managing the free float of each network path
    2. Managing the total float of the network paths
    3. Managing remaining buffer durations against the remaining durations of task chains
    4. Managing the total buffer durations against the durations of the task chains
  1. A key member of your project has deep technical skills and many years of experience in the company. Although she is not a manager, people respect her and do what she suggests. Of the following types of power, which one does she have?
    1. Legitimate
    2. Reward
    3. Referent
    4. Expert
  1. You have been placed in charge of a group of people that is selecting one of three possible projects. As you gather in the conference room, many team members already have decided which project selection technique to use. Some prefer IRR, and others argue for BCR. In deciding which method to use, your first step should be to—
    1. Compare and contrast selection techniques and identify the advantages and disadvantage of each
    2. Identify the technique used most often in the company and determine if it is appropriate for this project
    3. Select the method for which most team members have knowledge
    4. Determine the philosophy and wishes of management
  1. Before considering a project closed, what document should be reviewed to ensure that project scope has been satisfied?
    1. Project scope statement
    2. Project management plan
    3. Project closeout checklists
    4. Scope management plan
  1. 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 establishing 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?
    1. Determine the formula for calculating the estimate to complete (ETC) for the project
    2. Determine the code of accounts allocation provision for the WBS
    3. Determine the formula for calculating the estimate at completion (EAC) for the project
    4. Determine the variance thresholds to be used in the project
  1. All the following elements are organizational process asset updates, resulting from closing a project or phase EXCEPT—
    1. Project files
    2. Project or phase closure documents
    3. Historical information
    4. Final product, service, or result transition
  1. 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 confronting to resolve this conflict. In using this approach, your first step should be to—
    1. Separate people from the problem
    2. Acknowledge that conflict exists
    3. Establish ground rules
    4. Explore alternatives
  1. One way to evaluate the project schedule performance is to—
    1. Use the project management information system (PMIS)
    2. Determine the percent complete of in-progress schedule activities
    3. Establish a schedule change control system
    4. Determine the total float variance
  1. Validate scope works hand-in-hand with control quality and generally follows control quality. A tool and technique used in validate scope that is not used in control quality is—
    1. Group decision-making techniques
    2. Inspection
    3. Statistical sampling
    4. Variance analysis
  1. Research has shown that during the execution phase of the project, the majority of conflicts involve—
    1. Personalities
    2. Project priorities
    3. Cost
    4. Schedule
  1. 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—
    1. Smoothing
    2. Compromising
    3. Collaborating
    4. Forcing
  1. 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—
    1. Operations managers
    2. Functional managers
    3. Sellers
    4. Business partners
  1. Effective communication occurs in groups as well as between individuals and is made up of several key components, such as the purpose of the message, the audience that you are delivering the message to, and the content of the message itself. One important area to consider when working with manage communications—
    1. The choice of media
    2. How often to distribute the information
    3. The communications plan
    4. The project performance report structure
  1. A conflict resolution approach that is NOT considered to be very effective when more than a few players are involved and their viewpoints are mutually exclusive is—
    1. Forcing
    2. Avoiding
    3. Compromising
    4. Collaborating
  1. The key output of identify stakeholders that documents identification information, assessment information, and classification is the—
    1. Stakeholder management plan
    2. Communications plan
    3. Stakeholder register
    4. Communications log
  1. Improvement to the processes and the product is a goal of project quality management. Assume that after completing a quality audit, you have discovered some gaps/shortcomings in the way that the project team is completing one deliverable. As an output to perform quality assurance, you would create which following item that feeds directly into the perform integrated change control processes?
    1. Quality management plan updates
    2. Risk register
    3. Change requests
    4. Project document updates
  1. The estimate costs process uses all the following tools and techniques EXCEPT—
    1. Three-point estimating
    2. Cost of quality assumptions
    3. Reserve analysis (contingency reserves)
    4. Basis of estimates
  1. A contract typically is used when a project is being performed for an external customer. An agreement is used as an input to—
    1. Develop project charter
    2. Develop project team
    3. Plan procurement management
    4. Conduct procurements
  1. As you prepare to close your project, which of the following is an input to the close project or phase process?
    1. Work performance information
    2. Expert judgment
    3. Accepted deliverables
    4. Change requests
  1. Managing change to the scope baseline is the main objective of the process of control scope. The scope baseline consists of the following components EXCEPT—
    1. Project scope statement
    2. WBS
    3. WBS dictionary
    4. Scope management plan
  1. Assume you have been working with your sponsor to prepare you charter, and you plan to present it to your Steering Committee on Friday. You are managing a software project, and the business need stated that you should use agile for the first time in our company rather than waterfall. In the Develop Project Charter process, this is then—
    1. Tool and technique
    2. Part of the enterprise environment factors as an input to this process
    3. A high-level requirement
    4. Stated in the strategic plan as a tool and technique in this process
  1. Procurement documents are used in the identify stakeholder process because they—
    1. Are an enterprise environmental factor and an input to the process
    2. Are an organizational process asset and an input to the process
    3. Note key stakeholders as parties in the contract
    4. Serve as a way to prioritize and classify stakeholders
  1. You completed your stakeholder analysis. How do you want to manage those stakeholders that have a high interest in your project and high power over decisions affecting your project?
    1. Manage them closely
    2. Keep them satisfied
    3. Keep them informed
    4. Monitor them occasionally
  1. Change requests include a group of potential changes to a project. Types of change requests include all the following EXCEPT—
    1. Defect repairs
    2. Maintenance requests
    3. Corrective actions
    4. Preventive actions
  1. You are working on a project that needs approval from your City Council and the courts, because the project is one with significant environmental and social impacts. Although many consumer groups are advocates of this project, others are opposed to it. Hearings are scheduled to resolve these issues and to obtain the needed permits to proceed. In preparing your human resource plan, you decide to designate a person as the court liaison, which is an example of a—
    1. Role
    2. Responsibility
    3. Required competency
    4. Ability of the team member to make appropriate decisions
  1. Assume you are managing an international project. Your team is located in Atlanta, Georgia, US; Berlin, Germany; and Melbourne, Australia. You and your sponsor are located in Paris, France, and your customer is located in Athens, Greece. Recognizing the different locations of the stakeholders in your project in its initial stages, a best practice to follow in terms of working toward project success is to—
    1. Determine who decides the project is a success
    2. Aligning the personal inputs of different project participants with a vision focused on success
    3. Establishing the project culture during the initiating stage of the project
    4. Identifying basic cultural characteristics and selecting one to follow
  1. As a project manager, you recognize the importance of actively engaging key project stakeholders on a project. You have prepared an analysis of your stakeholders early in your project and classified them according to their interest, influence, and involvement in your project. You want to now—
    1. Focus on relationships necessary to ensure success
    2. Assess stakeholder legitimacy
    3. Determine the urgency that each stakeholder requires when he or she requests information about the project
    4. Focus on each stakeholder’s power relevant to the project
  1. Based on a recent quality audit of your project, your organization’s quality assurance department is supportive of your approach as it notes the following characteristics of quality that are being followed consistency. They include all of the follow EXCEPT—
    1. Cost of quality
    2. Customer satisfaction
    3. Management responsibility
    4. High-performing team
  1. The plan quality management process includes all the following techniques EXCEPT—
    1. Benchmarking
    2. Design of experiments
    3. Process analysis
    4. Control charts
  1. 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—
    1. Improvement management plan
    2. Configuration management plan
    3. Quality policy
    4. List of quality metrics for the project
  1. 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—
    1. Your contractual obligations are complete once you issue the termination for convenience
    2. You may need to compensate the seller for seller preparations and for any completed or accepted work
    3. You need to compensate the seller only for accepted work that was completed prior to the termination order
    4. Specific rights and responsibilities are determined once the termination order is issued
  1. Of the following, which one is NOT true concerning a contract?
    1. It is a legal relationship subject to remedy in the courts.
    2. It can take the form of a complex document or a simple purchase order.
    3. It is a mutually binding legal relationship that obligates the seller to provide specific products, services, or results and obligates the buyer to pay the seller.
    4. It includes a specific contract management plan.
  1. All of the following can be used in lieu of the term “bidders conferences” EXCEPT—
    1. Contractor conferences
    2. Pre-bid conferences
    3. Vendor conferences
    4. Project review meetings
  1. Assume you are preparing your procurement management plan. A useful tool and technique is to—
    1. Have a meeting
    2. Use your risk register
    3. Review the requirements document
    4. Use your stakeholder register
  1. Your role in the project includes helping to resolve problems; making recommendations regarding priorities; accelerating activities to meet the target schedule; promoting communications among project team 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?
    1. Task force
    2. Balanced matrix
    3. Project expeditor
    4. Project coordinator
  1. In order for a matrix organizational approach to be successful, the two-boss situation should be resolved. To overcome the two-boss problem, it is important to—
    1. Have the project manager and the functional manager work together to complete performance evaluations
    2. Prepare a responsibility chart to define responsibilities
    3. Guarantee a balance of power between the functional manager and the project manager
    4. Promote interface relationship management
  1. The resource calendar is an output of which following process?
    1. Develop project team
    2. Acquire project team
    3. Estimate activity durations
    4. Manage project team
  1. An intentional activity to ensure future performance of project work is aligned with the project management plan is—
    1. Preventive action
    2. Corrective action
    3. Implemented change requests
    4. Work performance information
  1. Close procurements is a process that involves includes activities for administrative closure such as—
    1. Customer acceptance and final payment
    2. Audit project success or failure and archiving records
    3. Final contractor payment and lessons learned
    4. Transition of the final product and acceptance of deliverables
  1. As a project manager, not only must you be a leader, but you also must be responsible for the management, administrative, and technical aspects of the project. Which following skill is NOT representative of the skills needed for project leadership/interpersonal relations?
    1. Influencing the organization by sharing power and getting others to cooperate toward common goals
    2. Creating an environment to meet project objectives while offering maximum self-satisfaction related to what people value the most
    3. Helping a group of people bound by a common sense of purpose to work interdependently with each other
    4. Understanding of policies, operating procedures, and regulations of external stakeholder organizations
  1. Assume you are managing a project, and your project management plan has been approved. Your project has a high level of change associated with it. There is active and ongoing stakeholder involvement. This means you probably are working with a(n)—
    1. Adaptive life cycle
    2. Iterative life cycle
    3. Incremental life cycle
    4. Predictive life cycle
  1. One way to help mitigate personnel risks that may occur during the end of the project is to—
    1. Meet individually with each team member
    2. Provide specific recognition to each team member who has worked on the project
    3. Prepare a staff release plan
    4. Document the time each person is to work on the project in a resource calendar
  1. You are conducting a stakeholder analysis on your project. After identifying potential stakeholders, the next step in the process is to—
    1. Determine their desired level of participation
    2. Provide detailed contact information for each identified stakeholder
    3. Perform an assessment to see how each stakeholder might react in certain situations
    4. Analyze each stakeholder’s impact or support and classify them
  1. Assume your project communication management plan has been approved by your sponsor and the members of your Steering Committee. You are managing a global project and have team members working virtually in four continents and stakeholders in numerous locations. Your next step is to—
    1. Set up an information management system
    2. Select communications technology
    3. Determine performance reporting methods
    4. Select a communications model
  1. Although your project team is working virtually, you are striving to make it a high-performing team. You held a virtual kickoff meeting to ensure there was a shared project vision. You now see that team members are addressing the work to be done, but they do not seem to be collaborating. You realize the team is—
    1. Concerned about their formal roles and responsibilities
    2. Independent
    3. Forming
    4. Storming
  1. You are conducting a stakeholder analysis on your project. Your organization uses an approach to classify stakeholders based on their level of authority and their active involvement in the project. This approach is known as—
    1. A power/interest grid
    2. A power/influence grid
    3. An influence/impact grid
    4. A salience model
  1. When managing projects, one important technique is capturing lessons learned from previous projects to improve the organization’s project management process. Therefore, in planning the project, it is important to plan the closing procedures, particularly to review the—
    1. Risk responses that were used
    2. Checklists for risk identification
    3. WBS and scope documents
    4. Team members’ performance feedback
  1. The basic approach to quality management in projects is to be compatible with which of the following:
    1. Six-Sigma, failure mode and effect analysis, and total quality management
    2. The International Organization for Standardization (ISO)
    3. Methods, such as those recommended by Deming, Juran, and Crosby
    4. Inspection over prevention
  1. During a bidders conference, it is important that—
    1. Only qualified sellers participate
    2. All potential sellers are given equal standing
    3. The evaluation criteria for the proposal is used to determine participation
    4. Responses to questions be provided solely to the prospective seller that asked the question
  1. One key interpersonal skill used to manage stakeholder expectations is—
    1. Negotiation skills
    2. Building trust
    3. Compromise
    4. Conversation
  1. You are a project manager leading the construction project of a new garbage incinerator. Local residents and environmental groups are opposed to this project because of its environmental impact. Management agrees with your request to partner with a third party that will be responsible for providing state-of-the-art “air scrubbers,” to clean the exhaust to an acceptable level. This decision will delay the project but will allow it to continue. It is an example of which following risk response?
    1. Passive acceptance
    2. Active acceptance
    3. Mitigation
    4. Transference
  1. All the following are processes in project procurement management EXCEPT—
    1. Terminate procurements
    2. Control procurements
    3. Plan procurement management
    4. Close procurements
  1. 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—
    1. Conduct a trend analysis
    2. Use earned value to assess lessons learned
    3. Ask each contractor to meet with you individually at its own expense
    4. Conduct a procurement audit
  1. You are managing a moderately risky project. You have done well identifying risks and assessing them both on the probability of the risk event occurring and on the level of impact that the risk could have on your project if it actually occurred. But to help with a “next” level of qualitative risk analysis, you could use a—
    1. Risk priority assessment
    2. Risk quality assessment
    3. Risk urgency assessment
    4. Quantitative risk analysis
  1. You are identifying possible risks to your project concerning the development of a nutritional supplement. You want to reach out to your experts and build consensus on the risks that qualitative and quantitative risk analysis can address later. Although you can use various techniques, a key information gathering technique that helps to build consensus is—
    1. Documentation review
    2. Probability/impact analysis
    3. Checklist analysis
    4. Delphi technique
  1. 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—
    1. Using it as a baseline for improvements to the other contracts under way
    2. Verifying compliance in the seller’s work processes
    3. Accompanying it with a project quality audit
    4. Using it for lessons learned documentation
  1. A weighting system can be used for all but which one of the following reasons?
    1. To select a single seller that will be asked to sign a standard contract
    2. To establish a negotiating sequence by ranking all proposals by the weighted evaluation scores that have been assigned
    3. To quantify qualitative data to minimize possible bias
    4. To establish minimum requirements of performance for one or more of the evaluation criteria
  1. One way to make it more likely practice project risk management on projects is to—
    1. Hold meetings
    2. Have the team take an orientation class on risk management early in the project
    3. Give one team member the responsibility for risk management working in conjunction with the PMO
    4. Assign each team member a risk to own, which is documented in the risk register
  1. 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. You are receiving a cost-plus-award-fee contract, which means—
    1. Your fee will be paid for completed work
    2. Your fee amount will not change unless there is a scope change
    3. Your fee is generally not subject to appeals
    4. If your final cost is greater, you will share costs with the buyer based on a pre-negotiated cost sharing formula
  1. Work performance information in control risks means that—
    1. Recommended preventive or corrective action is considered through change requests
    2. Outcomes of risk reassessments and risk audits are documented
    3. Templates to the risk management plan and the risk register are recommended
    4. A mechanism to communicate and support project decision making is provided
  1. A number of factors affect make-or-buy decisions such as—
    1. Desired level of quality
    2. Risk-related contract decisions
    3. Value delivered by vendors meeting the needs
    4. Performance data
  1. For complex procurement items, often contract negotiation can be an independent process. An example of an input if such a process is used is—
    1. Open items list
    2. Approved changes
    3. Documented decisions
    4. Expert judgment
  1. Marketplace conditions are an input to which one of the following processes?
    1. Plan procurement management
    2. Conduct procurements
    3. Control procurements
    4. Close procurements
  1. Each project can benefit from stakeholder involvement; however, it is in both the project manager’s and the teams’ best interest to ensure that all project stakeholders have positive attitudes toward the project and its goals and objectives. Working as a project manager, you have a number of key stakeholders on your project. The stakeholder that identifies potential conflicts between organizational strategies and project goals is the—
    1. Chairperson of the Governance Board
    2. Program manager
    3. Director of the project management office
    4. Chief Operating Officer
  1. While many different techniques can be used to rate or score proposals, all will use—
    1. A screening system
    2. A weighting system in conjunction with a screening system
    3. Expert judgment and some form of proposal evaluation techniques
    4. Quality ratings and contractual compliance
  1. When determining the message that you will deliver to stakeholders, knowing both the content (what you want to say) and your audience is important. Which of the following helps you to understand how others may interpret your message?
    1. Sender-receiver models
    2. Facilitation techniques used in delivery
    3. Negotiation skills
    4. Presentation skills used in the development of the message
  1. One of the reasons why it is challenging to work on a virtual team is that e-mail is the primary form of communications. However, words alone typically comprise what percent of the total impact of any message?
    1. Seven percent
    2. 15 percent
    3. 38 percent
    4. 55 percent
  1. Assume you are working on a multi-phase project as your project is planned to last three years. A best practice is to—
    1. Periodically review the business case
    2. Use a single prime contractor and have this contractor award any subcontracts
    3. Rely on your PMO for guidance
    4. Set up a ‘tight matrix’
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