Question 1: Your team is confused because they use terminology and words in project communications that appear to have interchangeable meanings, but other teams treat these terms as though they have specific, unique meanings. How can your team find out what the terms mean?

Question 2: You are delivering an introduction to a project management training session to new team members. One team member appears confused about the exact definition of a project. What is the BEST def inition of a project?

Question 3: Your team seems confused about whether the work they are doing meets the definition of a project. To help them understand the difference between projectized and operational work you give them the following examples. Which of the following is not an example of a project?

Question 4: You are planning to sit the PMP^® examination and as part of your study are referring to the PMBOK^® Guide for help in defining the project process groups. Which of the following is not one of the five process groups in the PMBOK^® Guide?

Question 5: You are the project manager on a project to develop a new piece of customer management software for an external client. Through your approved change control process you are considering a request to alter the scope of the project. While considering the impact of the request on the project scope, you must also consider the impact on other areas of the project such as quality, schedule, budget, and risk. These other areas that you are considering represent what to the project?

Question 6: The process of continuously updating, improving, and detailing a project management plan, or parts of a project management plan, as more specific information becomes available is known as what?

Question 7: While delivering a presentation to senior management on the ways in which portfolio management can help your organization achieve strategic success, you realize that not everyone in the room understands what portfolio management is. Portfolio management is BEST defined as what?

Question 8: A group of projects that must be managed in a coordinated manner to ensure that common goals and potential resource conflicts are managed effectively is known as what?

Question 9: The CEO of your organization is considering the strategic reasons the company has for approving your project proposal. At times he seems confused about the definition of strategic consideration. Which of the following is not a strategic consideration for authorizing a project?

Question 10: The team, or function, assigned responsibility for the centralized and coordinated management of projects within an organization is known as what?

Question 11: Your organization has employed a person to head the PMO. During your first meeting with her, you discuss the extent of her roles and responsibilities to fully explain what tasks she will be responsible for and those she won’t be responsible for. Which of the following is not a primary function of a project management office?

Question 12: All of the following are points where projects can intersect with operational activity during the product life cycle except?

Question 13: What is the best description of the relationship between project management and organizational strategy?

Question 14: Your team seems confused about roles and responsibilities in the project that you are leading. They are particularly confused about your role as project manager. How would you explain the primary purpose of your role?

Question 15: While using the PMBOK^® Guide to help you define and carry out processes on your project, you notice that a very common input into nearly all the processes is enterprise environmental factors. Which of the following examples would not be considered an enterprise environmental factor?

Question 16: You have volunteered your time to help your organization’s PMO carry out an assessment of your organization using the OPM3 tool. What does OPM3 measure?

Question 17: The internal and external environmental factors that surround and influence, and sometimes constrain, a project are known as what?

Question 18: The collection of generally sequential and sometimes overlapping project phases differentiated by a distinct work focus is kno wn as what?

Question 19: All of the following are basic characteristics of the project life cycle except?

Question 20: Divisions within a project where extra control is needed to ef fectively manage the completion of a major deliverable are commonly known as what?

Question 21: You are explaining to your project sponsor that the best approach to managing your project is a phase-to-phase relationship. Which of the following is not an example of a phase-to-phase relationship ?

Question 22: You are the project manager working in an organization where the function al manager, to whom some of your staff answer when not working on your project, controls the project budget and resource availability. This type of organization is commonly referred to as what?

Question 23: You work in an organization where staff members are grouped according to their specialty, such as production, engineering, and accounting, and projects are generally undertaken w ithin these respective groupings. What is this type of organizational structure known as?

Question 24: All of the following are examples of Organizational Process Assets that can assist your project except?

Question 25: The process of determining which of the PMBOK^® Guide processes are appropriate to use on your project and the appropriate degree of rigor to be applied in any given project is known as what?

Question 26: The process group consisting of those processes performed to define a new project, or a new phase of an existing project, by obtaining authorization to start the project or phase is known as what?

Question 27: You are completing the work defined in the project management plan to satisfy the project specifications. Which process group would your activities fall under?

Question 28: Your team members are not aware of the differences between a framework, such as the PMBOK^® Guide, and a methodology, such as Kanban or Lean. How would you best explain this?

Question 29: You have been asked to lead a project to improve the operations of a major company. The sponsor has requested you to apply Lean principles to facilitate the improvement program. Which of the following is not a principle of Lean?

Question 30: What does eliminating waste refer to under the practice of applying Lean?

Question 31: You are working through the planning phase for a project that will improve the production output of your employer’s automotive factory by 7.5%. As part of your approach to managing the engagement of your stakeholders, you are educating them on the benefits of Lean. What are the key benefits realized from applying Lean practices?

Question 32: Delay s, duplication, over-production, and errors are all forms of what?

Question 33: You are in the process of developing your project closure checklist and selecting those items and actions that need to be completed to ensure your project is closed properly. A team member asks to help you do this work and asks how you know a project can be closed. A project can be considered finished under all of the following conditions except?

Question 34: During the preparation of the business case for your project you outline and document several different compelling reasons why your project should proceed. These reasons include the high ROI, delivering strategic value, and an increase in business value. What is the BEST definition of business value?

Question 35: You are explaining to your team that all changes on your project must be documented and assessed in relation to any extra costs incurred. This is particularly important at what point in a project’s timeline ?

Question 36: While studying towards the PMP^® examination, you memorize the processes in the PMBOK^® Guide. How many processes are there in the Project Integration Management knowledge area in the PMBOK^® Guide?

Question 37: You are involved in making choices about resource allocation on your project, making trade-offs among competing objectives and alternatives, and managing the interdependencies a mong the different project management knowledge areas. Of which of the PMBOK^® Guide knowledge areas will it be most useful to have an in-depth understanding?

Question 38: One of your team members has recently discovered the PMBOK^® Guide and is intent on doing a project using each and ever y process, tool, and technique. You take this team member aside and explain to her that the knowledge and processes described in the PMBOK^® Guide should be applied in what way?

Question 39: You are newly appointed to a project and are currently reading the project charter to gain an understanding of what is known about the project at this point. The project charter should contain enough information to do all of the following except?

Question 40: You have been called in to evaluate a project that is experiencing some performance challenges. The team seems disorganized, and when you ask to meet the project sponsor, the project manager replies that she doesn’t know who the sponsor is. She also shares with you that the planned value (PV) is $20,000, earned value (EV) is $14,500, and the actual cost (AC) is $36,000. You decide that you should really go back to the beginning and figure out how this project got started. What document should you request?

Question 41: You and your team are currently developing the project charter and are looking for valuable inputs you can use to complete it. All of the following are inputs in the Develop Project Charter process except?

Question 42: You have completed a business case and project charter for your project and are presenting it to senior management for consideration and approval. Which of the following have you included in this document?

Question 43: There are many ways to describe the work to be done on a project. Wha t is the high-level, narrative description of products or services to be delivered by the project more commonly referred to as?

Question 44: Which of the following is not a method you would expect to see used in a business case to justify a project on financial grounds?

Question 45: You are a project manager working for an organization and have been asked to help evaluate some potential projects and draft the statement of work (SOW) to be given to potential solution providers. One of the projects has an expected value of $50,000 in three years. Another project has an expected value of $60,000 in four years. The discount rate is 8.2%. You will want to make sure your statement of work indicates all the following except?

Question 46: You are in the process of developing a project charter for your project. Which of the following is a tool or technique that you would find useful to complete this work?

Question 47: You have just taken over a project that has been underway for 10 months. The previous project manager left the project for health reasons. The project is performing well but you would like to become familiar with the way in which this particular project is being executed, monitored and controlled, and closed. What document will help you in this instance?

Question 48: You and your team are carrying out the development of the project management plan for your project. You are unsure about which inputs are best to use to develop it. All of the following may be of assistance to you except?

Question 49: After completing most of your project management plan, your project sponsor is so impressed that she comments, "With this level of planning and detail, we know exactly where the project will be nine months from now." What is the BEST response you should give to the sponsor ?

Question 50: Whic h of the following would your project sponsor not expect to see in your project management plan?

Question 51: You and your project team are busy putting together a first iteration of your project management plan. One of your team members seems confused about what exactly a project management plan is. Which of the following answers would be your best response to this team member?

Question 52: Which of the following tools or techniques would you find useful when developing your project management plan?

Question 53: Your project management plan describes your performance measurement baseline against which you will measure project performance in several interrelated areas. This baseline is most commonly a combination of what other baselines?

Question 54: You and your project team are implementing a variety of approved chan ges to your project. Which of the following would not be a type of approved change?

Question 55: The activities involved in performing the work defined in the project management plan to achieve the project’s objectives include all of the following except?

Question 56: You are in the process of directing and managing the work to be done on the project. Which of the following would not be of use to you during this process?

Question 57: You are in the process of directing and managing the work to be done on the project. Which of the following would not be a useful ty pe of Organizational Process Asset to use during this process?

Question 58: You are the sponsor on a time-constrained project that must deliver the expected output by a defined date or your organization will face severe financial penalties. You meet with the project manager 20 days after the kick-off of the project and ask to have an update on schedule progress, schedule activities that have been started, and the extent to which quality standards are being met. The project manager looks at you somewhat uncomfortably and tells you that he doesn’t have any of that information. What output from Direct and Manage Project Work process is the project manager missing?

Question 59: The process of tracking, reviewing, and regulating the progress of your project to meet the performance objectives defined in the project management plan is known as what?

Question 60: You and your team are completing work to monitor and control project work. Which of the following tools or techniques would not be of use to you to complete this work?

Question 61: You and your team are completing work to monitor and control project work. As part of this effort you are producing a variety of outputs . Which of the following is not one of these outputs?

Question 62: You and your team are considering making an early change to a part of the project management plan when one of your team members says that it is too early to be considering any changes. At what points in the project would you perform integrated change control?

Question 63: Your client has requested a change to the project and as a result you are preparing a change request according to the approved change control process that your project management methodology prescribes. A project administrator on your project asks to assist in the preparation and assessment of the change request but seems confused about the key characteristics of a change request. You explain that all of the following are characteristics of a change request except?

Question 64: You have developed a formal documented system and set of processes to assist with technical and administrative direction, control, and iteration management of project documents, records, accountability, physical characteristics, and required materials. What is this system called?

Question 65: You are carrying out project-wide application of the configuration management system in order to accomplish three main objectives . Which of the following is not one of these objectives?

Question 66: The configuration management system is a collection of formal documented procedures. Which of the following is not an objective of configuration management ?

Question 67: You are in the process of documenting, assessing, and making a decision on a requested change to your project. Which of the following configuration management activities would you not find useful at this time?

Question 68: As an experienced project manager, you have been asked to review a project with an SPI of 0.86 and a CPI of 0.83. You quickly identify a number of changes that are required to fix defects and meet some critical customer needs. Which of the following PMBOK^® Guide processes will you need to perform first?

Question 69: You are carrying out work to document and assess requested changes to your project. Which of the following would you find least helpful to you as an input as you complete this work?

Question 70: Your client has requested a change that is considered feasible but is outside of the already approved project scope, and your project is already significantly advanced. What should occur if the change is approved?

Question 71: You and your project team are carrying out the work described in the Close Project or Phase process in the PMBOK^® guide. You want your team to understand the exact characteristics of this work, so you tell them that the process includes all of the following except?

Question 72: While carrying out the work to close the design phase of your project you are using a variety of useful inputs . Which of the following is not a useful input to you?

Question 73: You are a project manager and you have just been informed that due to budget cuts your project has been cancelled and your team should cease work immediately. The project was doing very well and will likely be restarted at a later time when organizational finances are better. What is the BEST action to take next?

Question 74: You are just about to complete administrative closure of your project and are updating the relevant Organizational Process Assets for your company. Which of the following is not an example of an Organizational Process Asset that you would update?

Question 75: Your project is reporting a CPI of 1.02 and a SPI of 1.1. The project you are delivering is for a customer who is notoriously difficult to please. Your team comes up with a way to deliver more functionality in the project than the customer is expecting, at a lower cost, and the change will result in improvements to the schedule. What is your BEST course of action?

Question 76: You are a project manager that is involved with the preparation of a business case to justify whether a particular project should go ahead. You are using net present value as a key financial filter. Your project will spend $100,000 in the first year, and then it will generate revenue of $33,000 in the first year, $62,000 in the second year, and $85,000 in the third year. Assuming a discount rate of 10%, what is the net present value?

Question 77: You are choosing between two potential projects that your organization could undertake. The first project, Project Eagle , will cost $500,000 and will have a NPV of $50,000. The second project, Project Falcon, will cost $420,000 and will have a NPV of $48,000. Which of the two projects should you do?

Question 78: After measuring expected project benefits, your project management office has four projects from which to choose. Project A has a NPV of $160,000 and will cost $10,000. Project B has a NPV of $470,000 and will cost $220,000. Project C has a NPV of $265,000 and will cost $33,000. Project D has a NPV of $335,000 and will cost $57,000. Which project would be BEST?

Question 79: You are assisting your portfolio manager in making a decision about which of two possible projects should be given approval to proceed. Project A would generate $75,000 in benefit. Project B would generate $225,000 in benefit. Unfortunately, due to limited resources, your company can only perform one project, and they choose Project B because of the higher benefit. What is the opportunity cost of performing Project B?

Question 80: The processes that describe the work required to ensure that the project includes all the work and only the work required to complete the project successfully are collectively known as what?

Question 81: You are completing the work defined in the project scope statement of a new software development project when a team member points out that you have an opportunity to deliver enhanced capability to the client at no extra cost, time, or risk to the project. What should you do NEXT?

Question 82: You are new to a project that has been underway for some time. One of your first jobs as project manager is to familiarize yourself with and understand the scope baseline . What documents will you require in order to do this?

Question 83: You are a project manager and you are working with your sponsor to define and plan a complex project. You plan to complete your initiation and planning documents sequentially to make sure the organization really understands and supports the project. What key deliverables will you produce in the correct order?

Question 84: What is the name of the planning document that describes how requirements will be analyzed, documented, and managed?

Question 85: Completion of the project scope is measured against the scope management plan . What is completion of the product scope measured against?

Question 86: As part of your ongoing commitment to mentoring the next generation of professional project managers you have taken on an intern on your software development project. You are explaining to her the key differences between project requirements and product requirements. How would you best explain this to her?

Question 87: You are carrying out the work to define and document the project stakeholders ’ needs to meet the project objectives. What PMBOK^® Guide process describes this work best?

Question 88: A team member on your project has questioned whether the project is delivering as per the original high-level requirements and narrative high-level product description, and is concerned that what you are doing has deviated from this. What is your BEST course of action?

Question 89: You are carrying out the work to define and document the project stakeholders’ needs to meet the project objectives. All of the following are tools or techniques that would be useful to you except?

Question 90: You have decided to use a technique to help get a comprehensive set of project requirements that involves getting a group of experts to answer a series of questionnaires anonymously and provide feedback on information received in an iterative manner. What technique are you using?

Question 91: You have just completed the work of gathering, documenting, and prioritizing the project and product requirements, and mapping them back to original project objectives. Which PMBOK^® Guide process best describes this work?

Question 92: An experienced team member has taken responsibility for compiling the requirements documentation for the project. Which of the following components would you not expect to see included in this documentation?

Question 93: You are a project manager working on a complex construction project and have begun the process of planning your project. You have the project charter, which is guiding you in preparing your project management plan . Using your requirements documentation, you begin the process of developing a detailed description of the project and product. What process are you completing?

Question 94: You are the project manager for a large project and have recently taken over the project from another project manager. On review of the project schedule, you learn that two major deliverables are missing. Your sponsor reminds you how important it is to complete this project on time and within budget. What part of scope management was likely not done properly and should be reviewed and perhaps even repeated?

Question 95: You are completing the work to define the scope of your project. This work is best performed with a certain variety of documents and processes already available to you. Which of the following is not a useful input for you to have in order to complete this work?

Question 96: You have been assigned as a new project manager for a multi-phase project that is midway through phase 3 of 5 phases. While the overall work of the team seems pretty good, you feel that phase 3 is starting to drift from the original plan. You set up a meeting with the project sponsor to discuss your concerns. The sponsor is surprised and agrees that phase 3 includes work that was not documented in the original agreement. To prove this, the sponsor refers you to which document?

Question 97: You and your project team have spent time decomposing the project scope statement using your organization’s work breakdown structure template. What is the lowest level of the work breakdown structure called?

Question 98: The PMBOK^® Guide process of subdividing project deliverables and project work into smaller components is known as what?

Question 99: You have just completed a workshop with all of your senior project technicians to break the project work down into its component parts and produce the first iteration of your work breakdown structure. All of the following are true about the work breakdown structure except?

Question 100: The point in the decomposition of the WBS at which cost and activity durations for the work can be reliably estimated and managed is called what?

Question 101: You are consulting with senior technicians working on your project in order to decompose the project scope into its component parts to produce a work breakdown structure for your project. One team member with extensive experience and a focus on detail wishes to continue decomposing the project scope further but you advise him against doing this because excessive decomposition of the WBS can lead to all of the following except?

Question 102: You have a new team member on board and she is new to the profession of project management. How would you explain the work breakdown structure to her?

Question 103: Your project team has largely completed the creation of the WBS. However, some deliverables have not been decomposed because clarity is lacking. The project team decides to leave them and wait until more details are available. What is this an example of?

Question 104: You are having trouble understanding some of the detail associated with your WBS work packages. To help you understand the components of your WBS in greater detail, which document would you use?

Question 105: A team member responsible for validating the scope of the project seems to be confusing this work with quality control work. How would you explain the difference between scope validation and quality control work on the project?

Question 106: You are currently completing work associated with the process called Validate Scope in the PMBOK^® Guide. What is this process primarily focused on?

Question 107: You are using your project management plan, requirements documentation, and requirements traceability matrix, and you are undertaking inspection to validate the project and product. What PMBOK^® Guide process group are you involved in?

Question 108: The customer has contacted you and has requested a change to the scope of your project, which is already well underway. They are in a hurry to get the change implemented and they tell you that they are prepared to pay whatever extra cost is associated with the change so you should just get on and do it. What is your BEST course of action?

Question 109: Your team is receiving a large number of small change requests and some are being adopted without being fully documented and assessed. These uncontrolled scope changes are often referred to as what?

Question 110: A team member is concerned that you have not documented how requirements activities will be planned, tracked, and changed. What document will you show this team member to show him how you did the work?

Question 111: You are assessing the magnitude of variation of actual work performed from the original scope baseline. What technique are you utilizing?

Question 112: You are leading a PMP^® study group within your organization. You are widely respected within the organization for your theoretical and practical knowledge, particularly in those areas required to pass the PMP^®. Several of the students in the class are struggling with some of the concepts in the recommended study material, particularly the PMBOK^® Guide. An area of concern to most of the class relates to the distinction between the focus of the Validate Scope and Quality Control processes . They look to you for clarification and a clear explanation. How do you best describe the difference between these two processes?

Question 113: You are helping a colleague study for the PMP^® exam, and as part of his study plan he is using the PMBOK^® Guide as one of his reference books. He is having difficulty understanding the Time Management knowledge area processes, particularly how inputs from one process are often outputs from other processes and as such there is an order in which the processes are generally performed. You offer some advice and describe the generally correct order of schedule development activities in the Time Management knowledge area in the PMBOK^® Guide. What is your answer?

Question 114: You are using the work packages from your WBS to assist with creating your project schedule. You begin breaking the work packages down into the actual work necessary to complete the work package. What are you in the process of defining?

Question 115: You are the project manager on a project that is currently in the planning stage. You are working on your project schedule and beginning the process of defining your activity list . Involving your team members in this process would result in what outcome?

Question 116: You have your activity list completed and are explaining to your team members what it contains. Which of the following is not contained on the activity list?

Question 117: You and your project management team are conducting the activity sequencing for a new project. The team has determined that Task A takes 3 days. Task B is dependent on Task A finishing and has a duration of 1 day. Task C takes 4 days. Task D is dependent on Task C starting and has a duration of 7 days. Task E is dependent on both Task C and Task D finishing and has a duration of 2 days. Task F is dependent on both Task E and Task B finishing and has a duration of 4 days. What is the duration of the project?

Question 118: You are leading your team in the preparation of your project schedule and are currently sequencing the activities and determining which type of precedence relationship exists between them. Which of the following is the most commonly used type of precedence relationship that you will use?

Question 119: You are using the precedence diagramming method to construct your project schedule network diagram. What other name is sometimes used to describe the precedence diagramming method?

Question 120: After talking with your team and the people responsible for completing the activity, you schedule two activities in your project so that the successor activity is able to start a week before the predecessor activity. What is this is an example of?

Question 121: You are leading your project scheduling specialists in the completion of your project schedule and you wish to add leads and lags into your schedule to accurately reflect the total project duration. Some members of your team are confused about the two terms. How would you describe the difference between a lead and a lag to them?

Question 122: You are completing the sequence of activities and note that one of your activities can not proceed until consent is granted by the local government agency. This is an example of what sort of dependency?

Question 123: You have successfully completed the first iteration of your project schedule network diagram. This indicates that you have completed the work in which PMBOK^® Guide process?

Question 124: Your project sponsor has asked to see your resource calendar. What sort of information is included in this document?

Question 125: You are estimating your activity resources and breaking down the work within each activity to its lowest level and then aggregating these estimates to get a total quantity for each activity’s resources. What tool or technique are you using?

Question 126: You are about to begin the work to estimate activity durations on your project. Which of the following would not be an input you could use to complete this work?

Question 127: While estimating the activity durations on your project, you come across a similar project completed by your organization last year. To save time, you use information from this project to help estimate activity durations. This is an example of which tool or technique?

Question 128: As a result of a brainstorming session, your team determines that the most likely duration of an activity will be 8 days, the optimistic duration is 6 days, and the pessimistic duration is 16 days. What it the expected activity duration?

Question 129: There is some uncertainty over the duration of a particular activity on your project. You call your team together, all of whom have experience in completing the activity. After a brainstorming session, they are able to determine a most likely duration, an optimistic duration, and a pessimistic duration. You then use these numbers to calculate the expected activity duration. This is an example of which sort of tool or technique?

Question 130: To estimate the amount of time it will take to install 500 meters of cable on your project, you divide the number of meters required by how many meters an hour the person laying the cable can lay. This is an example of which sort of tool or technique?

Question 131: You are leading your team members in the development of your project schedule. You have just started the process and are checking that you have all the appropriate inputs required. Which of the following would not be an input into this process?

Question 132: What is the PMBOK^® Guide process of analyzing activity sequences, durations, resource requirements, and scheduled constraints to create the project schedule?

Question 133: You are completing a network diagram with the following information: Task A has a duration of 3 days and has the start as a predecessor; Task B has a duration of 5 days and also has the start as a predecessor; Task C has a duration of 4 days and has Task A as a predecessor; Task D has a duration of 4 days and has Task B as a predecessor; Task E has a duration of 6 days and has Tasks C and D as predecessors; Task F has a duration of 5 days and has Task D as a predecessor; the finish milestone has a duration of zero days and has Tasks E and F as predecessors. Using this data, what is the duration of the project?

Question 134: You are completing a network diagram with the following information: Task A has a duration of 3 days and has the start as a predecessor; Task B has a duration of 5 days and also has the start as a predecessor; Task C has a duration of 4 days and has Task A as a predecessor; Task D has a duration of 4 days and has Task B as a predecessor; Task E has a duration of 6 days and has Tasks C and D as predecessors; Task F has a duration of 5 days and has Task D as a predecessor; the finish milestone has a duration of zero days and has Tasks E and F as predecessors. What is the critical path for this network diagram?

Question 135: According to Goldratt’s critical chain theory, what should you do in order to reduce risk in project schedules?

Question 136: During a discussion with a fellow project manager you realize that she is using the terms critical path method and critical chain method incorrectly. You offer some pieces of advice and insight into how the two methods are different. Which of these statements about the critical path method and the critical chain method is FALSE?

Question 137: You are adding duration buffers that are non-workable schedule activities to manage uncertainty in your project schedule. What tool or technique are you using?

Question 138: You are using a methodology that calculates the amount of float on various paths in the network diagram to determine the minimum project duration. What tool or technique are you using?

Question 139: In the first attempt at resource leveling the project schedule, what would you expect to occur?

Question 140: You are the project manager on a software project. While examining your schedule you see that there has been a delay in completing a task. The sensible choice seems to move a person, someone who is an expert on the work that is behind, from another task. There is a choice between two people who are working on different tasks. One person is working on a task that has 5 days of free float and the other is working on a task that has 8 days of total float and no free float. What is your BEST course of action?

Question 141: You are using a computer-based modelling technique that examines possible outcomes based on a range of potential probabilities if a particular situation occurs. What is this technique called?

Question 142: Your project team is behind schedule and has decided to compress the schedule. They have requested extra budget to bring in the additional resources required. Which schedule compression technique are they seeking to use?

Question 143: You have managed to bring forward the predicted completion date for your project by doing in parallel several of the activities that were scheduled to be done in sequence. What is this technique called?

Question 144: You are working on a project to build a new house. Usually you would wait until the concrete foundation dried and then erect the wall on top of it. To speed up the project, you start putting the wall frame together off site while the concrete foundation is drying. This is an example of which schedule compression technique?

Question 145: Your project sponsor asks you to attend a senior management meeting and present a brief update on your project progress. Which of the following would be best to use in the presentation?

Question 146: What is the name of the process in the PMBOK^® Guide that monitors the status of the project to update project progress and manage changes to the schedule baseline?

Question 147: Your project is underway and you are measuring the forecast schedule against the actual schedule, checking for variances between the two and initiating corrective actions if required. To successfully complete this work, you require a range of inputs. Which of the following is not one of these inputs?

Question 148: While using the earned value management technique to measure project schedule progress on your project, you discover that your project’s schedule performance index (SPI) is 0.9. What does this mean?

Question 149: You are a project manager on a project where your SPI has been calculated at .95. Your earned value (EV) has been calculated at $10,000, and your actual cost (AC) is $10,400, so what is your planned value (PV)?

Question 150: As part of the development of your project schedule, you are informed that a particular activity has an estimated optimistic duration of 7 days, an estimated pessimistic duration of 15 days, and will most likely take 10 days to complete. Using PERT analysis, what is the standard deviation?

Question 151: As part of the development of your project schedule, you are informed that a particular activity has an estimated optimistic duration of 7 days, an estimated pessimistic duration of 15 days, and will most likely take 10 days to complete. Your sponsor asks you the activity duration range in which you are 95% confident that the activity will be delivered. What is your response?

Question 152: Yvette is the project manager for a software project. She and her team are determining the activity duration estimates for the project. She has requested that each team member determine the estimates by multiplying the quantity of work to be performed by the known historical productivity rate of the individual department. Yvette has asked her team to generate the estimates using what technique?

Question 153: Consider the following information. What is the critical path? Task A has a duration of 3 days and is a starting activity. Task B has a duration of 6 days and has Task A as a predecessor. Task C has a duration of 5 days and has Tasks A and B as predecessors. Task D has a duration of 4 days and has Task B as a predecessor. Task E has a duration of 1 day and has Task C as the predecessor. Task F has a duration of 6 days and has Tasks D and E as predecessors. Task G has a duration of 4 days and has Tasks E and F as predecessors.

Question 154: Consider the following information. How many tasks have a slack of 2 days? Task A has a duration of 3 days and is a starting activity. Task B has a duration of 6 days and has Task A as a predecessor. Task C has a duration of 5 days and has Tasks A and B as predecessors. Task D has a duration of 4 days, and has Task B as a predecessor. Task E has a duration of 1 day and has Task C as a predecessor. Task F has a duration of 6 days and has Tasks D and E as predecessors. Task G has a duration of 4 days and has Tasks E and F as predecessors.

Question 155: You have finished putting together your project budget and notice that there is a point at which cost and staffing levels are highest. At which point in the project would this generally be?

Question 156: You are completing the work of aggregating the estimated costs of individual activities or work packages to establish an authorized cost baseline. What PMBOK® Guide process are you completing?

Question 157: You have completed the work required to develop your cost management plan and are introducing it to your team members so that they are aware of its purpose and limitations. The cost management plan can establish all of the following except?

Question 158: Costs that cannot be directly traced to a specific project and are accumulated and allocated equitably over multiple projects are known as what?

Question 159: While completing the processes required to develop an approved project budget, you have started the work required to estimate costs on your project. In order to do this successfully, you should have access to several important inputs. Which of the following is not an input you would find useful to complete this work?

Question 160: Which of the following is not an Organizational Process Asset you would consider when estimating costs on your project?

Question 161: You are estimating the costs in your project and are using information from a previous, similar project as the basis for estimating in your current project. What technique are you using?

Question 162: You and your team are currently breaking down all the project deliverables into the smallest useful unit so that you can then estimate costs for each of these units and then aggregate these estimates into a total project cost estimate. What is the name of the technique you are using to estimate costs?

Question 163: While developing individual costs estimates for work packages on your project, you use a technique that requires you to use a statistical relationship between historical data and other variables to calculate a cost estimate for a schedule activity resource. What is this estimating technique more commonly referred to as?

Question 164: Your project sponsor has asked you to provide a cost estimate quickly to give the project steering group an idea of what the costs for a particular work package will be. Which of the following estimating techniques would you choose to use?

Question 165: While completing the cost estimating process for a particular activity in your project, several members of your team disagree over the estimate to do the work. After a discussion with the team, you determine that the most likely cost of the activity will be $25, the optimistic cost of the activity will be $15, and the pessimistic cost will be $70. Using the three-point estimating technique, what is the expected cost of the activity?

Question 166: While completing the cost estimating for a particular activity in your project, several members of your team disagree over the estimate to do the work. After a discussion with the team, you determine that the most likely cost of the activity will be $50, the optimistic cost of the activity will be $30, and the pessimistic cost will be $70. Using the three-point estimating technique, what is the expected cost of the activity?

Question 167: During your cost estimating you include a figure for cost uncertainty on your project, and the project sponsor agrees to give you delegated authority to manage this reserve. What is this figure generally known as?

Question 168: You are using the three-point estimating method of scheduling for a project. The variance for the project is found to be 16 days and the duration of the project is found to be 90 days. What is the range of values for the project duration such that there will be at least a 95% probability that the actual project completion will fall between the high and low value of the range of values?

Question 169: You are aggregating the cost estimates of individual activities and work packages to establish an authorized cost baseline. Which PMBOK^® Guide process are you engaged in?

Question 170: You have spent time with your team developing individual cost estimates and are now using the project schedule to determine your project budget. Which of the following inputs would you not find helpful to complete this work?

Question 171: What is the authorized time-phased budget at completion used to measure, monitor, and control overall cost performance on the project more commonly known as?

Question 172: You are monitoring the status of the project to update the project budget and manage changes to the cost baseline. Which PMBOK^® Guide process best describes the work are you carrying out?

Question 173: While using a technique that gathers a number of key metrics to assess, track, and forecast variances in both project cost and time, you discover that the tool is being used without all the required inputs. Which of the following inputs would you not require to use this particular technique?

Question 174: After measuring your project performance you note that your schedule variance is $75,000. What would your BEST course of action be?

Question 175: The earned value on your project is $15,000, the planned value is $20,000, and the actual cost is $18,000. What is your schedule variance?

Question 176: The earned value on your project is $18,000, the planned value is $20,000, and the actual cost is $15,000. What is your cost variance?

Question 177: The earned value on your project is $26,000, the planned value is $20,000, and the actual cost is $18,000. What is your schedule variance?

Question 178: The earned value on your project is $52,000, the planned value is $51,000, and the actual cost is $49,000. What is your cost variance?

Question 179: A new junior project manager seems to be having some difficulty understanding key terms used in the reports being prepared for the project. He is particularly confused by the earned value management system and the approved project budget. You explain to him that there are easy ways to understand what each element means and demonstrate this by point out that the total planned value of the project is better known as what?

Question 180: What is the term for the measurement of the authorized work that has been completed and the authorized budget for such completed work?

Question 181: You are a project manager on a large software project using the earned value reporting system to manage your project. At this point in time, the EV is $24,000, the BAC is $97,000, the PV is $29,000, and the AC is $45,000. What is the percent complete?

Question 182: You are working on a large project and have determined that your CV is $50,000 and your EV is $125,000. What is your AC?

Question 183: The earned value on your project is $20,000, the actual cost is $18,000, and the planned value is $25,000. What is your SPI?

Question 184: The earned value on your project is $25,000, the actual cost is $20,000, and the planned value is $20,000. What is your SPI?

Question 185: The planned value on your project is $120,000, the earned value is $100,000, the actual cost is $90,000, and your cost variance is $10,000. What is your cost performance index (CPI)?

Question 186: The planned value on your project is $9,000, the earned value is $9,000, the actual cost is $8,000, and your cost variance is $1,000. What is your cost performance index?

Question 187: You are working on a large project and have determined that your cost variance is $50,000 and your earned value is $125,000. What is your cost performance index?

Question 188: Your project control measurements show a CPI of 0.89. What does this show about your project?

Question 189: Your project has a CPI of 1.1 and a SPI of .9. What does this mean?

Question 190: You are forecasting your estimate to complete your project and are incurring extra costs to do this work. What sort of estimating technique are you using?

Question 191: Your actual costs on your project are $75,000, the budget at completion is $100,000, and the earned value is $85,000. Your project has experienced some atypical variances to date which have affected its financial performance but from this point forward you expect it to perform at the originally budgeted rate. What is your estimate at completion?

Question 192: Your budget at completion is $50,000, your earned value is $40,000, and your actual cost is $45,000. Using an estimate at completion forecast for ETC work performed at the present CPI, what is your estimate at completion?

Question 193: The calculated projection of cost performance that must be achieved on the remaining work to meet a specified management goal such as the BAC or the EAC is known as what?

Question 194: Your actual cost on the project is $10,000, the budget at completion is $20,000, the earned value is $8,000, the cumulative CPI is 0.8, and the cumulative SPI is 0.9. Using both your CPI and SPI factors, what is your estimate at completion forecast?

Question 195: You are approximately halfway through a complex construction project and are presenting the data from earned value management analysis of the project to your team. You have a BAC of $50,0000, an EV of $2,800,000, an AC of $260,000, and a PV of $250,000. The team members are happy with these figures and want to know the rate at which they have to work to achieve the revised estimate at completion. What is your answer?

Question 196: As part of the work to check if you are achieving your expected and approved spend on the project, you are completing a process of controlling project costs. Which of the following is not an output from this process?

Question 197: You are managing a project and the original scope baseline of the project was budgeted at $100,000. Since work on the project started there have been 13 authorized and approved changes to the project. The changes have a value of $12,000 and the cost of investigating them prior to their approval was $1,500. What is the current budget for the project?

Question 198: The project you are managing is going well and you are using the earned value management system to assess historical information and forecast a likely future financial state of the project. You have a budget at completion of $120,000, an earned value of $50,000, a planned value of $55,000, and an actual cost of $45,000. What is your To Complete Performance Index to achieve the budget at completion?

Question 199: You are nearing the end of a residential remodeling project and are presenting the data from earned value management analysis of the project to your team. You have a BAC of $300,000, an EV of $2,500,000, an AC of $260,000, and a PV of $250,000. The team members are happy with these figures and want to know the rate at which they have to work to achieve the budget at completion. What is your answer?

Question 200: Customer satisfaction means that customer requirements are met. Meeting customer requirements requires a combination of what two factors?

Question 201: You are successful using the FMEA approach to assess implications of quality decisions on your project. Your client asks you what FMEA stands for. What is your answer?

Question 202: Modern quality management complements project management very highly, with both disciplines recognizing the importance of all the following characteristics except?

Question 203: Quality is planned, designed, and built into your project instead of being inspected in. What is the main reason that prevention of mistakes in quality is preferred over finding the mistakes via inspection?

Question 204: How would you best describe to your client the difference between precision and accuracy?

Question 205: A member of your project team seems confused about the differences between quality approaches to the project and product. How would you best explain these differences?

Question 206: Your project is behind schedule and you have asked your project team to work longer hours to make up the time so that the customer’s needs are met as planned. As project manager, you should monitor your quality management plan for what reason?

Question 207: Your project team has completed a check of the project and the product you are managing. They discover that although you are meeting the quality requirements, the product is of a low grade. What should you do FIRST?

Question 208: What is the method of modern quality management that relies on continuing small improvements involving everyone from the top management to the lowest-level worker in the organization more most commonly known as?

Question 209: The PMBOK^® Guide process groups of initiating, planning, executing, monitoring, and controlling a project are based on the work of Shewhart and Deming. What is their quality improvement model known as?

Question 210: You are explaining to your project sponsor that the decision made to lower the quality of deliverables on the project to save money will have long-lasting cost impacts beyond the project. The project sponsor does not seem convinced so you refer to the concept of cost of quality to make your point. How would you best describe cost of quality to your sponsor?

Question 211: The PMBOK^® Guide process that is focused on identifying quality requirements and standards for the project and product is known as what?

Question 212: You are completing the work to identify and document quality requirements and standards for your project. Which of the following would you not use as an input into this process?

Question 213: When considering the cost of quality on your project you should consider all of the following characteristics except?

Question 214: Which of the following is not an example of a cost of conformance?

Question 215: You and your team are checking data that has been gathered and presented in a control chart to determine if the product you are producing is meeting the required quality objectives. What is your main objective in completing this work and representing it in this way?

Question 216: Control limits for the production rates for the machines your project is building are set at 3 and 9, with a mean value of 6 units per hour. The results this week are as follows: 4, 7, 10, 5, and 6. What should you do first?

Question 217: You have received the results of statistical sampling performed on the product of your project. The control chart shows nine data points in a row just under the mean. What should you do first?

Question 218: Upper and lower control limits on a control chart are generally set at how many standard deviations above and below the acceptable mean?

Question 219: Your project data, as shown on the control chart, indicates the latest seven consecutive points are above the mean but within the upper control limit. What is your BEST course of action?

Question 220: Your project is generating useful data for your control chart. The latest data indicates that the process of manufacturing the product has produced units below the lower control limit but above the lower specification limit. What is your BEST course of action?

Question 221: While working on the project to assess and measure quality, you are determining the number and type of tests and their impact on cost of quality. What technique are you using?

Question 222: You are comparing actual or planned project practices to those of comparable projects to identify best practices and generate ideas for improvement for your project. What quality technique are you using?

Question 223: A quality technique that chooses only a part of a population of interest for studying, and is often used to reduce cost, is called what?

Question 224: Your project team is working on a software project with over two million lines of code and has just randomly selected a number of lines of code for inspection. What quality technique are they using?

Question 225: During a project to deliver a complex set of requirements for a wide range of stakeholders, you and your team have placed a great deal of importance on the quality of the project. You have decided to use a wide variety of tools and techniques to help you achieve the desired quality standards. Which of the following is not an example of a quality planning tool that you would find useful in this endeavor?

Question 226: While completing work associated with ensuring quality in a project, it is important that you know the difference between several different quality related terms. Several of your team members regularly get confused about the difference between the different terms, particularly understanding exactly what a quality metric is. To demonstrate to your team the difference, you point out that one of the following is not a quality metric. Which one do you point out?

Question 227: You have completed the work to plan and document your particular approach to quality on your project. Which of the following is not an output you would expect to produce as a result of this work?

Question 228: The process of continuous process improvements to reduce waste and eliminate activities that do not add value to a project is known as what?

Question 229: You are using your quality management plan to guide the work being done to ensure that project quality assurance expectations are being met. Which of the following would not be a useful input to you?

Question 230: A project administrator has asked for guidance on completing a project audit as per the approved quality management plan for your project. They are seeking your guidance on what exactly a quality audit is. How is a quality audit best defined?

Question 231: You are completing the work to ensure the required quality assurance levels are met on your project. Which of the following is an output of this work?

Question 232: What is the process of monitoring and recording results of executing the quality activities to assess performance and recommend necessary changes known as?

Question 233: During a workshop to define quality control processes on your project, you sense that team members are confused abut the difference between prevention and inspection. What is the BEST description of the difference between prevention and inspection?

Question 234: What is the BEST description of the difference between tolerances and control limits?

Question 235: All of the following are an example of one of Ishikawa’s seven tools of quality except?

Question 236: You are the project manager for a project where quality is an important constraint, and you are trying to correct a problem with a machine that makes parts that are used in complex medical imaging equipment. As a result of carrying our your Control Quality process, you discover that unfortunately these parts are frequently made with defects. You have decided to hold a meeting to discuss the process of making the parts. You create a diagram that has branches that show the possible causes of the problems. Each of the branches breaks the cause down into more and more detail. What is this diagram called?

Question 237: You are trying to find the cause of an identified problem on your project by examining the various factors that might be linked to potential problems. What technique are you using?

Question 238: The quality manager on your project wishes to analyze the data that is being received in the form of a list of defects that have occurred in the manufacturing department. The report comes with defects listed chronologically as they occurred, the cost of the repair necessary to correct each defect, the person involved, and a description of the defect. The quality manager would like to determine which of the defects should be corrected first according to the frequency of the defect occurring. Which of the following tools should she use?

Question 239: You are explaining to your project team the ranking of causes for defects on your project to enable them to focus their corrective actions on those causes that are responsible for the greatest defects. What sort of diagram would you use for this?

Question 240: While performing quality control inspections, you note down relevant data and use a vertical bar chart to show how often a particular variable state occurred. What is this sort of bar chart more commonly called?

Question 241: While performing quality control inspections, you note down relevant data and use a chart similar to a control chart without displayed limits, which shows the history and pattern of a variation. What sort of chart are you using?

Question 242: A visual presentation of quality data gathered showing the relationship between a dependent and independent variable is known as what?

Question 243: Your team members have completed work to perform quality control on the project. Which of the following outputs would you not expect them to produce as a result of doing this work?

Question 244: You and your team are working hard to produce a quality wireless headphone product capable of high-quality audio transmission. You are discussing an approach with your Quality Assurance Team Leader that will aim to reduce the variation the team is experiencing with the prototype headsets being produced. What technique are you discussing?

Question 245: If a process is considered to have only 3.4 defects per million opportunities, which sigma class is this defined as?

Question 246: The terms Yellow Belt, Green Belt, and Black Belt are terms given to individuals that practice which methodology?

Question 247: You have been asked by senior management to focus on eliminating any bottlenecks that exist in your project’s processes. What methodology will be most effective in highlighting bottlenecks?

Question 248: Your Quality Assurance Manager has requested that you assist her in mapping the value stream for the assembly of a new combustion engine. Value stream mapping is part of which methodology?

Question 249: The PMBOK^® Guide processes that organize, recruit, reward, manage, and lead the project team are collectively known as what?

Question 250: The project sponsor has several responsibilities while working with the project management team. Which of the following is not a responsibility of the project sponsor?

Question 251: A team member is studying towards obtaining the PMP^® credential and has asked for your assistance with her study. She is having difficulty remembering the generally correct order of activities in the PMBOK^® Guide Project Human Resource Management knowledge area. What is your answer to this question?

Question 252: You have completed your human resource management plan for your project. You recognize that the profession of project management features a lot of interdependencies, and you want to make sure that the human resource plan is used in other appropriate parts of your project work. This plan is used as an input into all of the following processes except?

Question 253: While completing initial planning work on your project, you begin to develop your human resource plan. Which of the following inputs would not be of use to you to complete this plan?

Question 254: You are showing your project team members the organizational structure, and you point out where in the structure their role is located. What tool would be useful to you in preparing this information?

Question 255: You are using a matrix-based chart to give a clear indication of the connection between work packages and team members. Additionally, the chart shows who is responsible, accountable, consulted, and informed about the work. What is the common name of this type of chart?

Question 256: As a competent project manager you should be aware of the leading and foundational theories relating to the management of human resources and their practical application. Which of the following is not one of these theories?

Question 257: As a competent project manager you should be aware of the leading and foundational theories relating to the management of human resources and their practical application. Which of the following is not one of these theories?

Question 258: While completing initial planning work on your project, you begin to develop your human resource management plan. The human resource management plan can include all the following information except?

Question 259: What does a resource calendar show?

Question 260: You are currently attempting to acquire project team members on a project that is just about to start. You are meeting resistance from the functional managers of the staff you want to use on your project, and it appears that you may have to seek help from external consultants. Your project sponsor is concerned about the impact this process is having on the project. All of following are potential adverse effects of not acquiring your project team except?

Question 261: Your construction manager approaches you about a particular team member that has just been assigned to the project. She thinks that he does not have the required skills to complete the work expected of him and suggests that this team member be assigned to a different project. What is your BEST course of action?

Question 262: You are in the process of obtaining the staff members you require on your project from other functional areas within your organization. You have made a request to a particular functional manager to have one of her staff members assigned part time to your project. The functional manager is concerned about the effect this will have on her operational goals and suggests instead that the staff member be assigned to your project for 30% of her time instead of 50%. What technique are you engaged in?

Question 263: The software project you are working on is using developers from different geographic areas around the world because the high level of experience required for this project could not be obtained locally. With the different time zones you are having difficulty organizing regular meetings between all the project team members. What would be the BEST thing you could do to improve communication between your virtual team?

Question 264: What is the PMBOK^® Guide process of improving the competencies, team interaction, and the overall team environment to enhance project performance known as?

Question 265: You are holding a weekly project meeting when a disagreement between two members of the project team begins. The disagreement is over a technical detail of the project. It is important that the conflicting opinions of the two team members be resolved as quickly as possible. It is even more important that the difference of opinion be resolved correctly. What is your BEST course of action?

Question 266: Which of the following is not an objective of developing your project team?

Question 267: The Tuckman theory of team development states that team development generally follows a sequence of stages. Which is the correct order of those stages?

Question 268: You have offered everyone on your team an individual financial bonus if they are the first to complete a particular piece of work. Instead of motivating the team, your offer has caused unhealthy competition in some staff and apathy in others. What could be the problem with your offer?

Question 269: You have decided that all of your project team members must move into their own space within the organization’s main headquarters to improve efficiency and team building. What is this commonly called?

Question 270: After completing some work required to develop your project team members, you have noted several outputs that have been produced. Which of the following is an output that you would expect to produce?

Question 271: As a project manager, your greatest challenge has been managing your project team. You have decided to gain extra skills to help you in this task. All of the following are areas y ou should focus on except?

Question 272: Your project is more than halfway through and you have a CPI of 1.08 and an SPI of 1.03. You attribute a lot of the success so far to the work being done by the team and the way in which they are working together. This has been as a result of the work you have done as project manager in managing the project team. In order to complete the work associated with managing the project team successfully, you have used a variety of inputs to help your efforts. Which of the following is not an input that you would have used?

Question 273: In his theory of motivation of employees, Herzberg divided motivation factors into two classes: satisfiers and dissatisfiers. Which of the following are examples of satisfiers according to Herzberg?

Question 274: As a project manager, you understand how important effective management of your team is to the success of the project. Which of the following is not a key interpersonal skill that you should have as a project manager to help you manage your team?

Question 275: Your project has been underway for 18 months and currently has a CPI of 1.02 and an SPI of 1.07. During the project, two of your project team members have disagreed constantly over non-technical issues and on occasion have shown open hostility towards each other, often in front of other team members. Lately the situation has escalated, and during your last project team status meeting they openly shouted at each other. As project manager, you decide to call both team members into your office and explain to them that the best way to resolve this conflict is a give-and-take attitude and open dialogue. What conflict resolution technique are you using?

Question 276: As part of your own professional development plan, you have approval from your senior manager to undertake leadership training. As part of your training, you have asked your team members for their opinion on what constitutes the key elements and characteristics of an effective leader. What are the key elements of effective leadership?

Question 277: Which of the following is not one of the four basic decision-making styles normally used by project managers?

Question 278: You are faced with a large decision to make on your project. After fully defining the problem, you call in your team to brainstorm multiple solutions. You then define the evaluation criteria and rate the pros and cons of different options. Prior to making a decision, you go through a process of problem definition, solution generation, ideas to action, solution action planning, solution evaluation planning, and evaluation of the outcome and process. What process are you using?

Question 279: It is commonly acknowledged that one of the most important sets of skills a project manager should develop is their communication skills. All of the following are examples of communication skills except?

Question 280: Your project is experiencing a range of variations that require one of the contracts you are using to engage an external vendor to be amended. What sort of communication is most appropriate when dealing with changes to a contract?

Question 281: After conducting your stakeholder analysis, you determine that there are, excluding you, 7 stakeholders on the project. How many communication channels are there?

Question 282: There are 12 stakeholders including yourself on the project, so how many communication channels are there?

Question 283: All of the following are factors that influence the method of communication disbursement between team members except?

Question 284: You are leading a team on a complex project that requires constant communication with influential stakeholders. Despite your best efforts, the message that you send to the stakeholders is disrupted and misunderstood. Communication between the sender and the receiver is often affected by communication barriers or noise. These include all of the following except?

Question 285: You are having difficulty concentrating on what a stakeholder is saying during a business meeting and you feel you are not fully understanding them. What technique could help you to understand them better?

Question 286: Your project team is scattered over three countries in three different time zones. Each project office has a different language as its first language, so to improve communication you have asked that all correspondence be conducted in English. In doing this, what are you trying to minimize in your team’s communication?

Question 287: The skill of listening involves more than just hearing the sounds. Which of the following is a characteristic of a good listener?

Question 288: You are in the process of sending out your weekly project update to a wide range of stakeholders. This is an example of what sort of communication method?

Question 289: You are using your intranet site to post large amounts of information that team members can log into to read. This is an example of what sort of communication method?

Question 290: Your project team has spent a considerable amount of time and energy completing the stakeholder analysis and putting together the communications management plan but is now disagreeing what, how, and when different communication methods are to be used. Who should take responsibility for determining this?

Question 291: You are regularly referring to your communications management plan to help guide your project communications. Which of the following would you not expect to find in your communications management plan?

Question 292: As part of your project, you regularly hold status meetings with project team members and influential stakeholders. You endeavor at all times to ensure that these meetings are productive and contribute to successful communication on the project. All of the following are techniques to ensure your project meetings are more productive except?

Question 293: While carrying out the work described in your project communications plan, you go to great lengths to ensure that relevant information is disseminated to the correct stakeholders in the right way at the right time. As a senior project manager, you know that effective information distribution is a key factor in project success. This is because effective information distribution includes all of the following techniques except?

Question 294: You have decided to study for the PMP^® credential and are currently learning the way in which the project life cycle can be described in terms of process groups associated with initiating, planning, executing, monitoring and controlling, and closing activities. You then move on to studying the ways in which successful communication occurs in a project. In order to demonstrate how much you have learned, you are able to describe to a colleague how some aspect of project communication occurs in different process groups. The Manage Communications process occurs within which PMBOK^® Guide process group?

Question 295: You and your project team have been in negotiations with a potential supplier for several hours over an important contract that will deliver a large part of the one product required to complete your project. You and your team are getting frustrated at the slow rate of progress on the negotiations but know it is important that they are done thoroughly. How important is non-verbal communication to the negotiations?

Question 296: You have called a team member into your office to deal with unacceptable behavior towards other project team members. After the meeting you decide to follow up to make clear what was discussed. What is the best form of communication to use in this instance?

Question 297: Your project sponsor has asked you to present a detailed project update to some high-level stakeholders who are concerned that the project is not meeting its agreed timeframes, its agreed budget, nor delivering the quality the customer is expecting. What information and method would be BEST to use in this situation?

Question 298: You are attempting to communicate with various project stakeholders and, despite your best efforts, you find that the information that you send to them is misunderstood. Cultural differences and using unfamiliar technology are the main problems contributing to this lack of understanding. What is the best term to describe these characteristics?

Question 299: You are actively monitoring and controlling the project communications according to your approved communications management plan and are seeking to generate work performance information about the effectiveness of your project communications. Which of the following would be least useful to you?

Question 300: You are using historical data about your project to forecast an estimated future outcome in your project performance reporting. This is an example of what forecasting method?

Question 301: Your project team has just finished the first round of soliciting information from experts about what they think the forecasted future performance on your project will be using information supplied to them. You are currently assessing the information supplied anonymously by the respondents and plan to request a second round of opinions to use in your project forecasts. What forecasting method are you using?

Question 302: Which of the following would you not expect to see in a detailed project performance report?

Question 303: Several of your stakeholders are raising issues with you, and you are documenting their issues in an issue log and providing feedback to the stakeholders about the status and any resolution of the issues. Furthermore, you are using the issue log as an input into a process because it provides a repository for what has already happened in the project and a platform for subsequent communication to be delivered. Which process are you involved in?

Question 304: A project manager should spend approximately how much of their time communicating to team members and stakeholders to effectively contribute to project success?

Question 305: Which of the following has been identified as one of the single biggest reasons for project success or failure?

Question 306: There are 36 communications channels on a project. How many stakeholders are there in the project?

Question 307: What is the best description of the objectives of the risk management work you will undertake on your project?

Question 308: All of the following are characteristics of risks except?

Question 309: When completing your risk management plan you also decide to create a contingency plan. What is the main reason for creating a risk contingency plan?

Question 310: While completing your risk management plan you also decide to create a fallback plan. What is the main reason for creating a fallback plan?

Question 311: The willingness to accept varying degrees of risk is called what?

Question 312: When should you begin risk management on a project?

Question 313: During a meeting to develop your risk management plan, a senior team member questions whether you have all the required inputs to develop a robust risk management plan that is appropriate for your project. Which of the following is not an input that you could use to complete this work successfully?

Question 314: You and your project team are currently involved in the process to plan your particular approach to risk management on your project and are using a variety of tools and techniques to assist you in producing the risk management plan. Which of the following is not a tool or technique used during the Plan Risk Management process?

Question 315: As part of your risk management planning, you develop a diagram showing the hierarchy of project risks arranged by risk category and subcategory. What is this diagram commonly called?

Question 316: Your risk management planning session has produced definitions of risk probability and impact. These are used during which PMBOK^® Guide process?

Question 317: Your team is carrying out the process of determining which risks may affect the project and documenting their characteristics. You are using a variety of tools and techniques, including documentation, reviews, information gathering techniques, checklist analysis, and SWOT analysis. What is the name of this process?

Question 318: You are congratulating your team for the time and effort taken to develop the first iteration of your project risk register. You are now contemplating the many uses that your risk register will have in your project and the many different areas in which it can be used as an input into the work being done. Which of the following PMBOK^® Guide processes does not use the risk register as an input?

Question 319: You and your team are in the process of identifying all potential uncertainty and risk on your project. You wish to ensure that your risk register is as comprehensive as possible; as such you are looking for as many relevant inputs as possible to assist you in this process. Which of the following is not an input into this process?

Question 320: You are using your risk management plan to guide the work needed to identify both positive and negative risks on your project. Which of the following is not a tool or technique you would find useful to complete this work?

Question 321: You and your team are completing the process of identifying risks on your project, and you wish to use a particular type of diagram to represent risk characteristics. All of the following are diagramming techniques used during the Identify Risks process except?

Question 322: Your team has successfully identified many categories of risks, and within each category they have identified specific risk events that may impact your project. You have documented all of this information in an initial list of identified risks as part of the iterative development of your risk register. At this early stage, this document will generally have all of the following information on it except?

Question 323: Your team is carrying out the process to identify the risks to the project and is identifying strengths and weaknesses of the organization by looking at the way these strengths offset threats and opportunities that may serve to overcome weaknesses. What technique are they using?

Question 324: As project manager on a project, you have begun the process of qualitatively assessing the probability and impact to risks that have been identified on your project. Which of the following is not an input you would find useful in completing this work?

Question 325: Your team is using the project risk register and has started a quantitative assessment of the risks. You tell your team that it is better to start with qualitative analysis first. What reasons do you give your team for this decision?

Question 326: Your team is using your risk register to prioritize risks for further analysis by assessing their probability of occurrence and impact. What PMBOK^® Guide process best describes the work they are carrying out?

Question 327: While completing your assessment of the risks on your project, you begin to examine the ones with the greatest potential threat to your project. You are using a diagram to help you complete this task, and you are currently looking at the high priority risks for further analysis. What diagram would best help you?

Question 328: An important aspect of your qualitative risk analysis is determining the validity of the information you are using. What is this technique commonly called?

Question 329: Your team is completing the process of numerically analyzing the effect of identified risks on your project objectives. Which PMBOK^® Guide process best describes the work they are carrying out?

Question 330: After completing work to perform qualitative risk analysis on identified risks in your risk register, you have produced several updates to your risk register. Which of the following processes described in the PMBOK^® Guide indirectly uses these updates?

Question 331: Three-point estimating is a commonly used technique for g athering and analyzing data. It is used in all of the following project areas except?

Question 332: If a project has a 40% chance of achieving a $17,000 profit and a 60% chance of achieving a $20,000 loss, what is the expected monetary value of the project?

Question 333: If a project has a 65% chance of a $200,000 profit and a 35% chance of a $100,000 loss, what is the expected monetary value for the project?

Question 334: If a risk event has a 80% chance of occurring, and if it does occur, the consequence will be a $10,000 cost to the project, what does -$8,000 represent to the project?

Question 335: After completing your risk register and a quantitative assessment of the financial value of prioritized risks on your project, you have a dollar amount added to your project budget. What is this amount typically called?

Question 336: Which of the following is not an example of a probability distribution?

Question 337: Your team is completing an exercise to determine which risks have the greatest potential impact on your project. They are assessing the extent to which the uncertainty of each element of the project affects the risk being examined when all other uncertain elements are held at static baseline values. What is this technique commonly known as?

Question 338: You are currently performing risk analysis on a large and extremely complex project. Your project team decides that the most comprehensive way to approach the process of risk analysis is to examine all the possible outcomes using an iterative computer simulation process to model a range of variables taken from a probability distribution. What is this technique known as?

Question 339: You have documented and quantitatively assessed the risk to your project and the potential outcomes in a diagram to show the different outcomes of events should a particular probability occur, in order to determine the expected monetary value. What is this technique generally called?

Question 340: Your team has completed the process of assessing and documenting risks that may occur on your project. What is the next step to complete?

Question 341: A project manager is faced with making a large decision about a risk that her project team has identified. The risk involves the design of a car component. It has been found that the weld of the component where the load-bearing flange is located will corrode in a high salt environment. If this takes place, the component may fail and injure the driver and passenger. The project team decides that the design of the component should be modified by using corrosion-resistant materials. This will eliminate the risk from consideration. What is this risk response technique called?

Question 342: You are managing a project to build a large hydro dam for electrical power generation, which will be built over a known seismically active area. Your team decides to strengthen the core structure of the dam to better tolerate any earth movements that may occur. This is an example of what sort of risk response?

Question 343: You have decided to take out insurance on your project to cover your project financially if a risk occurs. This is an example of what sort of risk response?

Question 344: All of the following are acceptable responses to positive risks except?

Question 345: You are about to tender for a large, multi-billion dollar infrastructure project, and your general manager has just announced a joint venture with another company to help with risk management. This is an example of what sort of risk response?

Question 346: You and your project team have completed your risk register, including planned responses to identified risks. What is your next step?

Question 347: You have completed the final steps to develop a complete risk register with identified risks, a priority assessment, a qualitative assessment of all risks, a quantitative assessment of the top priority risks, and you have also identified appropriate risk responses for each risk. Which of the following is not an expected output from completing this work?

Question 348: Your project has been underway for 9 months when a major problem occurs that is not included in the risk register. What is your BEST course of action?

Question 349: Despite your best efforts at anticipating and documenting all risk and uncertainty on your project, you have encountered a completely unforeseeable risk that will incur significant extra cost to your project. You decide to approach your project sponsor and ask for permission to get these extra funds from a pool of money that they control. What is this pool of money generally referred to as?

Question 350: The project you are working on is over halfway through, and you have begun to measure that price increases on the steel that you require for the project have gone 8% over your estimate for price increases over the timeframe of the project. As a result, you put in place a policy to procure all the remaining steel required for the project and pay for it to be stored in a warehouse instead of ordering the steel as you require it. This is an example of what?

Question 351: You are using your risk management plan and your risk register to check if your assessment of risks is accurate, if there are any new risks, or if new information is available about existing risks. Which of the following inputs would not be of use to you to complete this work?

Question 352: You are conducting the process of implementing your risk response plans, tracking identified risks, monitoring residual risks, and identifying new risks. What is this PMBOK^® Guide process called?

Question 353: During your regular monitoring of the risks identified on your project, you examine and document the effectiveness of risk responses in dealing with identified risks and their root causes. What technique are you using?

Question 354: The project team members assigned responsibility for controlling risks on your project are doing a great job. Which of the following is not an expected output of the work they are completing?

Question 355: During the process of procurement management, the organization you work for can be all of the following except?

Question 356: As part of your commitment to advancing the profession of project management you are tutoring candidates wishing to sit the PMP^® examination. The session you are about to give is focused on the Project Procurement Management knowledge area in the PMBOK^® Guide. What is the generally accepted correct sequence of processes in the Project Procurement Management knowledge area?

Question 357: You are carrying out the Contract Management and Change Control processes required to develop and administer contracts for you project. What is this PMBOK^® Guide knowledge area called?

Question 358: All of the following are examples of legally binding agreements except?

Question 359: You are just about to begin the process of procuring services from external providers and you think there may be a standard set of rules governing this process. Where would it be BEST to look for these rules?

Question 360: You have completed the work described in the contract as per the required specifications but the customer is complaining that the product is not what they wanted. What is your BEST course of action?

Question 361: Which of the following is not a term used to describe the buyer in a contract?

Question 362: Which of the following is not a term used to describe the seller in a contract?

Question 363: You and your project team are completing the process of producing your procurement management plan and want to make sure that you have completed a robust process and used all possible and appropriate inputs. Which of the following is not an input into the work to plan procurement management on your project?

Question 364: You are carrying out the procurement of services necessary for your project. After consulting with your Organizational Process Assets, specifically the procurement guidelines, which specify that you are to use the most commonly used contract type, you offer the seller what type of contract?

Question 365: You discover that there is a part of the project that contains some risk. Your strategy to deal with this risk is to subcontract the work to an outside supplier by using a firm-fixed-price contract. Which of the following must you do?

Question 366: You are the project manager for a project that is well underway. You are using a contractor that has agreed to a fixed-price contract that calls for a single, lump sum payment on completion of the contract. The contractor’s project manager contacts you and informs you that cash flow problems are making it difficult for the contractor to pay employees and subcontractors. The contractor then asks you for a partial payment for work accomplished to date. What is your best course of action?

Question 367: Your organization is providing services to another organization as part of a project. Which of the following contract types would your organization most prefer to engage in to carry out the work?

Question 368: Your project has begun with a planned series of iterations that will gradually define the scope of work required. You are negotiating with a potential supplier of services. What is the BEST form of contract to enter into?

Question 369: During your project there has been an unforeseen amount of work that requires urgent and immediate attention from an external contractor to ensure it does not adversely affect the project. What sort of contract for services is BEST to use in this instance?

Question 370: You are leading your team through the process of making procurement decisions and selecting the appropriate procurement documentation to use when procuring services from external contractors. Which of the following is not a form of procurement document?

Question 371: Several procurement specialists on your team have completed the procurement management plan for your project. Which of the following is not an output you would expect from them?

Question 372: You are the project manager on a large project to develop a new customer information database for your organization. You are currently assessing the merits of developing key components of the required software in-house by your own development team compared to getting an external contractor to complete the work. What technique are you using?

Question 373: You are letting your project team analyze responses received to some of your procurement documents and you are beginning the process of selecting the successful seller. Which of the following is not an example of selection criteria used to select sellers?

Question 374: You are currently obtaining seller responses to an RFP you issued and, after assessing the responses, you expect to select a seller and award a contract for delivery for services on your project. What process are you carrying out?

Question 375: You are carrying out the process of obtaining seller responses, selecting a seller, and an awarding a contract. You wish to make sure that you complete the process thoroughly and use any and all inputs that may be useful to you. Which of the following is not an input into the Conduct Procurements process?

Question 376: You have just finished preparation of an exhaustive RFP for your project and are about to send it out to potential service providers. Based on past acceptable performance, you decide to send the RFP to a small group of potential suppliers and not all of the suppliers who may be interested in providing a response. What technique are you using?

Question 377: After soliciting responses from prospective sellers, you are in the process of considering each seller’s response against a set of criteria in order to determine who will be the seller selected to provide the required services. The process is giving a greater weight to previous experience in this type of work than it is giving to the price submitted. What technique are you using?

Question 378: You are carrying out a bidder conference that is attended by five potential sellers of services to your project. You have spent a considerable amount of time explaining the statement of work and answering questions from the sellers at the bidder conference. During a break in the afternoon, one of the sellers approaches you and asks a question relating to the statement of work. What is your BEST course of action?

Question 379: You are in the process of ensuring that the seller you have engaged to provide a product for your project is meeting the contractual requirements expected of them. What PMBOK^® Guide process are you carrying out?

Question 380: As part of your project, you are looking to make sure that you complete the Control Procurements process properly in order to ensure that you are managing procurement relationships, monitoring contract performance, and making changes and corrections to contracts as appropriate. As part of this process, you want to make sure that you are using all the appropriate inputs. Which of the following processes does not provide an input into the work to control procurements?

Question 381: As part of your project, you are looking to make sure that you complete the Control Procurements process properly in order to ensure that you are managing procurement relationships, monitoring contract performance, and making changes and corrections to contracts as appropriate. In order to do this process thoroughly, you have decided to review all the possible tools and techniques that you could use. All of the following are tools or techniques used in the Control Procurements process except?

Question 382: You are the project manager on a large project that has been underway for five years. Your project has consistently reported a CPI of 1.2 and an SPI of 1.3. Delivery of the expected product of the project has been in accordance with the customer’s expectations and you are beginning the process of closing the project. Your project team is confused about which process to complete first, the Close Procurements process or the Close Project process. What is your BEST advice to your project team?

Question 383: You and your project team are completing the work required by contract with a buyer when your general manager decides to suddenly terminate the contract due to factors that are outside of your control. What is your BEST course of action?

Question 384: As part of closing out all contracts used on a project, you want to make sure that you demonstrate to your team what is considered best practice in this area and have available to you all of the potential tools and techniques that could assist. Which of the following is not a tool or technique used in the Close Procurements process?

Question 385: You are completing the Close Procurements process and are informing sellers that the contract has been completed. What is the BEST way to do this?

Question 386: You have entered into an agreement with a seller to provide the goods you require for your project. You have selected to use a fixed-price-incentive-fee form of contract with a target cost of $100,000, a target price of $120,000, a ceiling price of $140,000, with a sharing ratio of 80/20 to the buyer. What is your point of total assumption?

Question 387: You are putting together your stakeholder management plan and have identified the need to gather information about all of the different project stakeholders as soon as possible. This recognizes that the ability of stakeholders to influence the project is greatest at which point in the project?

Question 388: You are compiling a register of all people, groups, and organizations that can potentially and actually be affected by the project. What is the collective term for this group?

Question 389: During work to initiate your project you have begun to identify stakeholders and gather information about them to allow you to successfully manage their expectations. All of the following are stakeholder attributes you should analyze as part of this work to identify stakeholders except?

Question 390: During work to initiate your project you have begun to identify stakeholders and gather information about them to allow you to successfully manage their expectations. Which of the following is not an input you would use to complete this work?

Question 391: With the help of your project team, you identify all potential project stakeholders and information about them. You then interview all of the stakeholders you have identified in an effort to learn more about their interaction with your project and also to gain knowledge of any other stakeholders you may not be aware of. After completing this process, you then identify the potential impact or support each stakeholder could generate. Finally, you assess how the key stakeholders are likely to react in various situations so you can plan for this. What are you carrying out?

Question 392: You are showing your team the relative interest and power each identified stakeholder has in your project. W hat is the BEST way to show this information?

Question 393: You have just taken over a project that has been underway for 8 months. The project is performing well and is currently reporting a CPI of 1.2 and an EAC of $1.2 m. As part of your familiarization process, you want to understand who the stakeholders on the project are. Where would you find this information?

Question 394: You have just taken over a project that is nearing the end of its life cycle. Shortly after taking control of the project you note that a particular stakeholder is having a negative impact on the project. You decide that this presents an unacceptable risk to the project and look for a way to manage the stakeholder. Which document will you look for to help you do this?

Question 395: After considerable effort involving your project team members and experts with experience in communications, you have developed your project communications management plan. This can now be used as an input into which of the following PMBOK^® Guide processes?

Question 396: You are completing the process of communication and working with stakeholders to meet their needs and addressing issues as they occur. Which process are you completing?

Question 397: Your project is halfway through its expected duration and has a CPI of 1.3 and an SPI of 1.2. Your project sponsor has told you during a meeting that in her eyes the project is a failure because of the feedback she has been getting from important stakeholders on the project. You are surprised at this because the project is performing well financially and is ahead of schedule and you are sure the quality of the work you are completing is of a high standard and meets customer requirements. As the meeting closes, your project sponsor asks what you intend to do about the situation. Your BEST response would be what?

Question 398: What is your primary goal in managing and identifying stakeholder expectations?

Question 399: You and your project team are systematically gathering and analyzing quantitative and qualitative information to determine which stakeholder’s interests should be taken into account throughout the project. You have identified the interests, expectations, and influence of individual stakeholders and related to them the purpose of the project. What tool or technique are you using?

Question 400: You are using a classification model for stakeholder analysis that describes classes of stakeholders based on their power, urgency, and legitimacy. What is the name of this particular model of stakeholder analysis?

Question 401: As part of your analysis of stakeholder engagement, you have classified each stakeholder as either being unaware, resistant, neutral, supportive, or leading when it comes to the level of their engagement with the project. This is an example of what sort of technique?

Question 402: As a senior project manager on a complex project with many stakeholders, you are consistently having to coordinate and harmonize stakeholders towards supporting the project and accomplishing the project objectives. In order to do this, you are using your skills to facilitate consensus, influence people, negotiate agreements, and modify organizational behavior to accept the project outcomes. These are examples of what?

Question 403: You are managing a complex project with many stakeholders, each with their own interest in the project. You have begun the process of monitoring overall project stakeholder relationships and adjusting your stakeholder expectation management strategies and plans for engaging stakeholders to suit the changing project circumstances. Your goal is to increase the efficiency and effectiveness of stakeholder engagement activity. What process are you are engaged in?

Question 404: While controlling stakeholder engagement on your project, you are generating a number of updates relating to the state of project stakeholder relationships and their level of engagement and satisfaction with your project. Which of the following is not an Organizational Process Asset that would be updated as a result of this process?

Question 405: A colleague of yours, who was your mentor in your earlier career, still claims to have the PMP^® credential but you know that it expired several years ago. What should you do FIRST?

Question 406: A project is nearing the end and is reporting a CPI of 1.01 and a SPI of 1.3. The project manager has been reassigned to another more urgent project, and you have been brought in to close the project. While reviewing the financial accounts for the project, you discover that the previous project manager made a large payment that was not approved in accordance with the policies of your company. What is the BEST thing you can do?

Question 407: The project administrator working for you on the project does not have the level of skills you assumed he had. What is your BEST course of action?

Question 408: You and your project administrator have been working on a detailed project progress report to present to high-level stakeholders. You leave it up to the project administrator to complete the report, and he e-mails it to you on the day of the meeting. You are having a busy day and don’t get a chance to read the report, but as you walk into the meeting you notice some large errors in the financial reporting section of the report. What is your BEST course of action?

Question 409: You are completing a large infrastructure project in a foreign country. The government officials of the country are extremely grateful for the work you are doing and one of them sends a large cash payment to you to thank you and your team for the work they have done. What should you do?

Question 410: You are currently preparing monthly status reports for your project and you are planning on reporting that the project has an SPI of 1.02 and a CPI of .83. Your project sponsor approaches you and says that she has been given a directive by the CEO of the company to report only positive figures or else he is afraid the shareholders in the company will demand changes to the organization. You are confident that the next month’s status report will show a CPI greater than 1. What should you do?

Question 411: You are the project manager for a large project that has been completed on time and on budget. The customer and all of the stakeholders are very pleased with the results. As a direct result of the successful completion of the project, your project sponsor approves a bonus of $10,000 to you. There are twelve members on your project team. However, one of the people on the project team has been a very low contributor t o the project; the other eleven have all been above standard. What should you do with the money?

Question 412: You are the project manager for a large software implementation project that is nearing completion when you discover that one of your technicians has been taking shortcuts with the code being written and it is below the standard required in the technical specification. You and a senior team member review the code and form the opinion that it will probably not affect the functionality of the final software product. What is your NEXT course of action?

Question 413: You are the project manager for a project that has high visibility, and your project sponsor wants you to prepare a presentation for her to present at a conference. Most of the material in the presentation will be facts that are the results of your project. Your sponsor intends to present the material under her own name, and your name will not appear. What is your BEST course of action?

Question 414: You are working in a foreign country delivering a reconstruction project after a large natural disaster. It is normal in this country for government officials to request bribes to assist with processing the consents you require. During a meeting with a government official, he mentions that if you pay a $500 bribe you can have the consent you require tomorrow. What is your BEST course of action?

Question 415: You are working on a project to construct a new water treatment plant and are waiting on consents required from the government before you can proceed with the work. During a meeting with a government employee to discuss the required consent, the employee mentions that the consent can be processed faster if you are willing to pay a processing fee. What is your BEST course of action?

Question 416: You have just completed the selection of a preferred seller for an upcoming project and have scheduled a meeting in 2 days to finalize the contract when your manager informs you that due to current economic conditions the project will now probably not be going ahead but the definite answer will be provided by the CEO in 3 days. What is your BEST course of action?