Exam QS-CBAP-1

Questions 1-200 1) A project that you are managing is undergoing user acceptance test. Users have found a critical bug that can impact the release date. The stakeholders are worried. But your developers have analyzed the issue and think they know a way to fix the issue in time. What should you do first? A. Meet with the stakeholders and assure them that there is nothing to worry about B. Meet with the team to analyze why the issue was not discovered in quality assurance phase C. Meet with the team to fully understand the issue D. Schedule a meeting to find a way to quickly implement the solution they first thought of Answer choices: 1. C 2. A 3. B 4. D 2) You are the project manager of project A. You are in the middle of discussing scope with the stakeholder. The stakeholder wants you to do 10 different reports while you feel is not realistic given the budget and timelines. Which of the following skills are effective in successful negotiation? A. You identify based on discussions, what reports the stakeholder really needs to have versus reports that are nice to have B. You explain to the stakeholder why creating all 10 reports may not be possible within the given budget and timelines C. You ask the stakeholder to prioritize the top 6 reports and tell her that you can focus on getting those delivered as they would deliver most value to her business D. Finally, your stakeholder settles at 7 reports and you agree to do them for her. She leaves feeling good. You leave feeling good. Answer choices: 1. All of the above 2. A 3. B 4. D 3) You are the project manager of project A. The stakeholder wants you to do 10 different reports as project A’s deliverables. You feel that it is not realistic to produce 10 reports within the allotted budget and targeted timelines. The stakeholder wants to meet with you to negotiate scope before finalizing scope. Which of the following skills are effective in successful negotiation? A. Decline the stakeholder’s invite and escalate to upper management B. Meet with the stakeholder and explain why you think the scope is not achievable within given timelines and budget. Discuss about either pushing out the release date or adding budget if all 10 reports have to be created C. Ask stakeholder to create a change request D. Since the stakeholder wants to meet with you, she might be open to negotiating. Try to find out what her core business needs are and identify the key reports that will meet those needs. See if those reports can be delivered within given budget and timelines Answer choices: 1. A and C

2. A 3. B and D 4. C 4) You are a project manager in company ABC. You just released phase A of your project. One of the key resources Q in your project is also much sought after for other projects. You cannot officially assign him to your phase B of your project but you need his expertise. Which of the below are possible options? A. Negotiate with other project managers for Q’s time, at least to provide some oversight and guidance B. Request Q to conduct knowledge transfer sessions to another resource X in your team so X can pick up from where member Q left off C. Check in with Q when key decisions have to be made D. Escalate to management that the project cannot be done without Q and log a risk Answer choices: 1. A, B, and C 2. None of the above 3. C 4. D 5) In a company ABC, Project B ended and all the contractors were let go after the end of the project. Another Project-A is expected to end in a month. The project manager wants to place the team members in other projects but hasn’t told them or the vendors yet. This has raised concern amongst Project A’s team members, mostly contractors who aren’t sure if they will also be let go after the project. This has led to rumors and a decrease in morale and performance. One contractor quit during this critical time of Project A while other contractors are looking for other jobs during work hours. This could be because: A. The project manager did not prepare the Staff release plan B. The project manager did not provide recognition or rewards to the team members C. The project manager did not plan for a smooth transition for the team D. The project manager did not communicate well with the team Answer choices: 1. A or C or D 2. A or B or C 3. B or C or D 4. None of the above 6) Project A created reports for use by Marketing business users. The reports displayed the effectiveness of campaigns in different parts of the country. Due to growth in business, the client now wants to include data in the report about campaign effectiveness in countries around the world. The client also wants to fix some data anomalies introduced in the reports due to expanding business in different currencies. He is willing to fund the effort and has set a desired date for report release. Can this be done as a new project? a. Yes. An enhancement can be the outcome of a project b. No. This is too minor to be a new project c. This can be a new project only if new team members are hired d. Yes. An improvement can be the outcome of a project Answer choices: 1. A and D

2. B 3. C 4. None of the above 7) Resource A is an exceptionally qualified and competent software developer. All project managers in the company request his functional manager to assign him to their projects. The functional manager would: A. Assign resource A to the first project manager that requested A for his project B. Ask resource A to choose which project he wants to work on C. Assign resource A to work on the project with the maximum budget D. Assign resource A to work on the project with most visibility and benefits Answer choices: 1. A 2. B 3. C 4. D 8) Company A manufactures light bulbs. Recently, customers have been calling company A saying that the light bulbs are defective and that customer support has not been very helpful. The company has also faced an increase in manufacturing costs and decrease in profits. They are planning to implement six-sigma methodology by creating a project for the same. Which of the below can this method help with? a. Minimize differences in manufacturing of light bulbs b. Implement strategies to increase profits c. Improve customer satisfaction d. Decrease manufacturing costs Answer choices: 1. A and C 2. C and D 3. All of the above 4. A, C, and D 9) You have been named ‘Best project manager of the year’ and your team ‘Best team of the year’ in your department. Your employees don’t quit often, they like working with you, they are honest with you and trust you, and help you deliver projects to your client’s satisfaction. Which of the below have you done really well? A. You acquired a team with good team members B. You developed a good and effective project team C. You planned your project well D. You have a good relationship with your supplier Answer choices: 1. A 2. B 3. C 4. D 10) You added new team member B to your project. One of your team members A has since become uncooperative and isn’t focused on delivering. You talk to A and find out that he is concerned about roles and responsibilities and whether B might replace him. You assure him

that B has been added to help him and will not replace him. A seems satisfied with your explanation and gets to work again. Which of the following skills have you used? A. Negotiation skills B. Soft skills C. Conflict resolution skills D. Risk management skills Answer choices: 1. A 2. B 3. C 4. D 11) You have been assigned a new project to migrate applications from one database system to a new, faster platform. Your team hasn’t worked on the new technology so far. Which of the following can be effective in helping your team members get up to speed with the new platform and start performing efficiently quickly? A. Send members to relevant classroom training B. Get an external trainer to offer training on-site C. Take online courses D. Ask another team member who knows the new technology to train your team members Answer choices: 1. All of the above 2. A, B, C 3. C 4. A 12) You are a project manager for a website release. The website can be used to buy and sell air tickets. Which of the following can be used to assess your team’s performance? A. The client’s requirement was for search results to be returned in less than 10 seconds. The team was able to meet this objective B. The client wanted the project to go live before the holiday season in November. Your team met this goal C. The client wanted the project to be completed using x dollars. Your project exceeded the allotted budget Answer choices: 1. None of the above 2. B 3. C 4. All of the above 13) One of your team members, A doesn’t treat other team members with respect. He frequently blames them, writes rude emails, and other team members are hesitant to even communicate with him. They have expressed their concerns to you. You have noticed that this has hurt team morale and you try to resolve the issue with A. He doesn’t cooperate and the disruption continues and affects the project. What can you do? A. Resolve conflict B. Write a nasty email to him C. Call for disciplinary action D. Do nothing

Answer choices: 1. B 2. C 3. A, C, D 4. None of the above 14) Leadership is one of the key qualities a project manager should possess. Which of the following are ways to show leadership to your team? A. Team building B. Mentoring C. Establish vision D. Threaten to take disciplinary action if team members don’t abide by rules Answer choices: 1. A, B, and C 2. B and D 3. None of the above 4. All of the above 15) There are x onsite members and y offshore members in a project team. 1 stakeholder is onsite and 1 stakeholder is offshore. How many communication channels does the project have? A. (x+y+2)*(x+y+1)/2 B. (x+y)*(x+y-1)/2 C. x*y-1/2 D. Can’t say with the information provided Answer choices: 1. C 2. None of the above 3. A 4. B 16) One of your offshore team members has done a good job. You are in a teleconference with him and tell him, ‘Way to go!’ He pauses for a few seconds and asks, “What should I improve?” What you meant as a compliment was misunderstood as he is not used to hearing that phrase. He interpreted it as still having some ways to go to do a good job. This could be due to: A. Cultural and language use differences B. Lack of language proficiency C. Messaging D. Virtual communication Answer choices: 1. A 2. B 3. None of the above 4. D 17) Project A is now in the execution phase and a new risk has been identified. This is: A. Normal as new risks may become known as project progresses B. Due to improper risk identification done during planning phase C. Ok as identifying risks is an iterative process

D. Unacceptable and should be escalated as the project manager’s inefficiency Answer choices: 1. A, C 2. B, D 3. None of the above 4. B 18) As a project manager, you are working with a supplier with whom you haven’t worked before. The supplier says he can work on a time and materials basis or a fixed price basis. You choose the fixed price option to handle the risk. The risk response strategy you have chosen is: A. Avoid B. Transfer C. Mitigate D. Accept 19) You are planning to invite a famous jazz band to your company for an indoor campus event. You decide to mitigate the risk of disturbing employees in the building by hosting the event in the auditorium which is mostly sound proof. Employees from other buildings flock to this building for the event. This can cause scarcity of parking spaces and is an example of: A. Secondary risk B. Residual risk C. Minor risk D. Negligible risk 20) You are managing a baking project. The truck workers have gone on strike. There’s a 40% probability that trucks delivering eggs will be delayed causing a project delay of one day and costing $10,000. However, there’s a 10% chance that the price of eggs may drop saving you $1000. The EMV of both is: A. $3900 B. -$3900 C. $4100 D. -$4100 21) Listening is important in: A. Decision making B. Resolving issues C. Managing conflicts D. Negotiation Answer choices: 1. All of the above 2. B, C, and D 3. B and C 4. C and D 22) The following are examples of: 1. Command 2. Consultation 3. Consensus 4. Coin flip

Answer choices: A. Games B. Decision styles C. Project management techniques D. Team management techniques 23) You are developing your project management plan. Which of the below inputs can you use? A. Expert judgment B. Facilitation techniques C. Organizational process assets D. Scope baseline 1. 2. 3. 4.

A B C D

24) A project : a. Is an on-going effort that can go on forever b. Is a temporary endeavor with a definite start and end c. Could be a temporary or permanent endeavor depending on the nature of the ask Answer choices: 1. C 2. A 3. B 4. None of the above 25) The goal of a project is to create a unique: a. Product b. Service c. Result Answer choices: 1. A 2. B 3. C 4. Any of the above 26) A project can end when: a. The goal of the project has been achieved b. When the need for the project doesn’t exist anymore c. When the project is terminated due to failure to meet its objectives d. The client wants to terminate the project Answer choices: 1. None of the above 2. All of the above 3. A 4. B 27) You are a project manager of a project A created to manufacture pens with LEDs. Your

client has set the below conditions for the project’s deliverables: - Not more than 1 pen that won’t write in a sample of 1,000,000 - No more than .001% variance in color from specification - Not more than 1 pen in a sample of 100,000 that won’t light up These conditions constitute: A. Accuracy B. Acceptance criteria C. Accepted Deliverables Answer choices: 1. A and C 2. A 3. B 4. None of the above 28) You are a project manager of a company that contracts through a vendor for its staffing needs. You create a job posting listing qualifications needed for the candidates for your project and pass it on to the vendor asking him to provide you with suitable candidates. Which of the following are you doing? A. Human resource training B. Acquire project team C. Confirm HR availability D. Contracting Answer choices: 1. D 2. A 3. B 4. None of the above 29) The key features of adaptive life cycle projects are: A. They facilitate change B. Don’t involve stakeholders as much C. Iterative D. Incremental Answer choices: 1. A, C, and D only 2. A only 3. B only 4. C and D only 30) The key features of adaptive life cycle projects are: A. They are change-driven B. They are agile C. Iterations are rapid D. Fixed time and resources are involved Answer choices: 1. A and B 2. A 3. B and C 4. All of the above

31) The most successful project will have all team members: 1. That work full-time so maximum efficiency is reached 2. With same expertise so there is no competition 3. Not participate in giving estimates as the estimates may be confusing and contradictory Answer choices: 1. A and B 2. All of the above 3. B and C 4. None of the above 32) You are the project manager of a software upgrade project that will install a newer version of the software existing currently in production. There are about 100,000 reports in production using the older software version used by hundreds of business users. The plan is to install the newer version in production and run it in parallel with the older version for a couple of months and then switch over to the newer version completely so any issues with the newer version can be resolved while the older system serves as a back-up. You have informed the stakeholders of this strategy. This is an example of: A. Risk management B. Stakeholder management C. Cost management D. Quality management 33) Activity durations were estimated for your project before the project team was identified. It was found that your project needed additional resources. You hired some new developers. Though the new developers have some experience from their previous jobs, they will need some time to get up to speed in the new environment. This: A. Increases project risk B. Decreases project risk as there are more hands to help C. May change activity durations D. Doesn’t affect time estimates or risks Answer choices: 1. A 2. A and C 3. B 4. D 34) As a project manager, you are documenting roles for your next project. You need business analysts, developers, testers, and release engineers. You are preparing the organization charts and assigning the expected start and end dates of the resources on this project. You are: A) Planning human resource management B) Managing the project team C) Developing the project team Answer choices: 1. A 2. B 3. C 4. All of the above

35) Which of the following are true about projects? a. The result of a project always has to be tangible b. Projects always involve multiple team members c. Projects always involve only one organization Answer choices: 1. A and B 2. B and C 3. A and C 4. None of the above 36) RBS (Resource breakdown structure): A. Can be used to track project costs B. Can be aligned with the organization’s accounting system C. Can contain resource categories other than human resources Answer choices: 1. A 2. All of the above 3. C 4. B 37) A RACI chart is: A. Matrix-based chart B. An example of a Responsibility chart C. Organization chart D. An example of a RAM (Responsibility assignment matrix) Answer choices: 1. A, B, and D 2. All of the above 3. C, D, A 4. B and C 38) In RACI matrix, RACI stand for: A. Responsible, Accountable, Consult, Inform B. Responsible, Accountable, Contracted, Inform C. Responsible, Accountant, Contracted, Inform D. Responsible, Accountable, Committed, Inform Answer choices: 1. A 2. None of the above 3. B 4. C 39) A chart that shows who rolls up to who in your company is called: A. Responsibility chart B. Role chart C. Organization chart D. RACI matrix Answer choices:

1. 2. 3. 4.

A None of the above B C

40) Role-responsibility-authority forms, Position descriptions, and Text-oriented formats specify which of the following for resources: A. Responsibilities B. Authority C. Competencies D. Qualifications Answer choices: 1. A 2. None of the above 3. All of the above 4. C 41) Which of the below are examples of networking? A. You chat with your team after your meeting is over B. You have a lunch meeting with one of your sponsors C. You talk to other engineers at a pizza meet-up that happens every Friday D. You meet and talk to vendors at a trade conference Answer choices: 1. A 2. None of the above 3. All of the above 4. C 42) The document that provides help on how human resources should be staffed, managed, and released is: A. Human Resource Management Plan B. Project management plan C. Staffing management plan D. Release management plan Answer choices: 1. A 2. None of the above 3. B 4. C 43) You are preparing the Human Resource Management Plan and adding the below for your project: Business analyst: Gathers requirements from client Java developer: Develops web application based on requirements Quality Assurance analyst: Tests web application and logs defects

These are: A. People and tasks B. Roles and competencies C. Roles and Responsibilities D. Roles and job descriptions Answer choices: 1. A 2. None of the above 3. B 4. C 44) You are preparing the human resource management plan. You are figuring out how many employees to assign to the project, how many contractors are needed for the project, and whether some of the work can be outsourced to your offshore team in Philippines. You are working on: a) Resource calendars b) Staff acquisition c) Developing schedule d) Managing project team Answer choices: 1. A 2. None of the above 3. B 4. C 45) A chart that shows the number of hours a person, department, or project team would have to work per week or over the course of the project is called: A. Bar chart B. Resource histogram C. Resource Pie chart D. Line graph Answer choices: 1. A 2. None of the above 3. B 4. C 46) Your project is about to end and there are questions among your team members about what’s in store for them after the current project ends. You call for a meeting and assure them that they will be assigned to upcoming projects. You documented this in the: A. Staff release plan B. Staff retaining plan

C. Staff retention plan D. Staff plan Answer choices: 1. A 2. None of the above 3. B 4. C 47) Which of the following can be created as the outcome of a project? a. An enhancement b. A document c. A report d. An improvement in existing service e. The need to perform a service Answer choices: 1. All of the above 2. A, B, C, D 3. A, B, D, E 4. A, B, D 48) Resources A and B are the best resources Company ABC’s Information Technology department has. A new multi-million dollar project has been initiated and it is necessary for resources A and B to work on the project to make it successful. Resources A and B are considered to be: A. Assigned B. Recruited C. Pre-assigned D. Negotiated Answer choices: 1. A 2. B 3. C 4. D 49) You work for a research organization that collects and analyzes data to draw medical conclusions. The latest need is to find and identify if there is a relation between vaccinations taken by mothers during pregnancy and birth defects in their babies. Mothers who were vaccinated during pregnancy who have children diagnosed with birth defects are interviewed, data collected and analyzed for patterns and trends, and the results published as a report. This is: a. An example of a project b. Not a project if only one person does all the work

c. Not a project. It is medical research Answer choices: 1. A 2. B 3. C 4. None of the above 50) You haven’t met your project team members in person. However, you spend a lot of time talking to them over the phone and conducting web-based meetings with them. You most probably have: A. An invisible team B. A virtual team C. A geographical team D. A traveling team Answer choices: 1. A 2. D 3. C 4. B 51) Multi-criteria decision analysis tool uses various criteria to score potential team members. Some of them are: A. Availability B. Experience C. Cost D. Skills Answer choices: 1. A 2. D 3. C 4. All of the above 52) You are a project manager scoring potential team members to see who can be part of your team for the next project. Resource A has the necessary skills and experience but is not a team player. Resource B is a team player and will fit your budget but his location will not work for your project. You decide to not use Resources A and B for your project. You have used which of the below tools and techniques in acquiring your project team? A. Acquisition B. Virtual Teams C. Cost D. Multi-Criteria Decision Analysis Answer choices:

1. 2. 3. 4.

A B C D

53) You are a project manager with onsite and virtual team members. One of your onsite team members starts early and leaves early. Which of the following should you consider while preparing a resource calendar for your project? A. Resource availability and Schedule constraints B. Birthdays and Anniversaries C. Local Holidays D. Time zones Answer choices: 1. A, C, D 2. B, C, D 3. C, B, A 4. All of the above 54) Which of the following are examples of projects? a. Building a dam in 2 years to control flooding in the area b. Publishing a bio-medical research paper in 6 months c. Improving customer experience for a burger joint in 3 months d. Implementing a reporting software upgrade in 6 months Answer choices: 1. A and D 2. D 3. All of the above 4. A 55) One of your team members, A has raised a concern over another member, B’s work hours and that it would impact deliverables. You assure A that you will talk to the B and handle the issue. You also thank A for his inputs. You talk to B in private, identify the issue, and help resolve the problem. You have used: A. Negotiation skills B. Soft skills C. Conflict resolution skills D. Risk management skills Answer choices: 1. A 2. B 3. C 4. D

56) A portfolio is a collection of: 1. Projects 2. Programs 3. Subportfolios 4. Operations Answer choices: A. 1 B. All of the above C. 2 D. 3 57) Scope, quality, and budget are examples of: A. Project constraints B. Project risks C. Project resources D. Project needs 58) The five stages of development per the Tuckman ladder are: A. Forming, Storming, Norming, Performing, Adjourning B. Forming, Storming, Norming, Performing, Adjusting C. Forming, Storming, Norming, Persisting,, Adjusting D. Forming, Storming, Norming, Persisting, Adjourning Answer choices: 1. None of the above 2. A, B, C 3. C 4. A 59) Your project involves onsite as well as offshore resources. The team offshore sends any questions they have to the onsite resources which the onsite resources address during their day time. This helps the offshore team work effectively during their work hours. The teams work hand in hand and all is well. Which stage of the Tuckman ladder would you say your team is in now? A. Norming B. Performing C. Exchanging D. Collaborating Answer choices: 1. None of the above 2. A, B, C 3. C 4. B

60) Your project team had two fashion designers A and B. You hired a third designer, C to help with project tasks. A and B haven’t worked with C so far. A, B, and C each has a different idea for an evening gown that they can’t agree on. Which stage of the Tuckman ladder would you say your team is in now? A. Norming B. Storming C. Exchanging D. Differing Answer choices: 1. None of the above 2. A, B, C 3. C 4. 61) You lay down the following for your onsite and virtual team members to follow: -Meetings should start on time -Any information that a team member possesses should be shared with other team members via email -Meetings should be scheduled at times agreeable to both onsite and virtual team members You have set the: A. Team dynamics B. Leadership tone C. Ground rules D. Team rules 62) Colocation is also referred to as: A. Tight matrix B. Loose matrix C. Close matrix D. Location matrix 63) Your project has onsite members and one virtual team member. Given the criticality of the project, you decide to bring the one virtual team member onsite till the project goes live. You are planning: A. To enhance the team’s productivity B. Colocation C. To enhance communication D. To bring the team members in the same physical location Answer choices: 1. All of the above 2. B 3. C 4. D 64) Your project operates on a limited budget. To cut costs, you have to hire a quality assurance resource, A who will work offshore. All your other resources are onsite in the same physical location. But it would be really helpful if A is located in the same physical

location as your other team members, at least during the testing phase of the project in order to improve the team’s ability to perform and enhance communication. So you plan to bring A onsite for a few months and then send him back offshore. You have implemented the following tools and techniques in acquiring and developing your project team: A. Virtual teams and Colocation B. Virtual teams and loose matrix C. Physical teams and tight matrix D. Pre-assignment and Staff assignment 65) One of your team members has been consistently delivering solutions and helping your project in all its phases. You are planning to give her a cash award after the project completes for her performance and contributions. But she is frustrated that her efforts are not being acknowledged. Which of the following have not been effectively used as effective team development processes? A. Recognition and Rewards B. Colocation C. Interpersonal skills D. Ground rules 66) You are the project manager of a company A. You have prepared a project management plan. There have been some changes during the course of the project to the scope, budget, and timelines. As and when information is available, you update the plan. This is called: A. Progressive elaboration B. Scope creep C. Altering estimates D. Change request 67) Which of the following can be used as Rewards and Recognition for team members? A. Giving certificates of appreciation B. Posting ‘Thank you’ notes on the company’s internal website C. Giving a bonus D. Mentioning the team member’s name and achievement on a wall of fame Answer choices: 1. None of the above 2. B 3. C 4. All of the above 68) A project management plan: A. Is created during planning and is frozen (cannot be changed later) B. Can be iteratively developed as the project progresses C. Can be improved by adding more details as and when information becomes available D. Will not work as projects tend to change over time by their very nature Answer choices: 1. A 2. B and C 3. None of the above 4. D

69) Your team member A is experienced and has been with the company for a while. Your team member B has been newly hired. She is capable but is new to the company and is catching up. A complains about B and is constantly picking on her and sending her rude emails blaming her for things she is not expected to know. You notice that A and B are not getting along well. You talk to B and assure her that she is doing a good job and that you will talk to A about the situation. You talk to A in private and explain to him that B is new and is catching up and that he should give her some time. Which of the following conflict resolution techniques are you using? A. Withdrawal B. Force C. Smooth D. Reconcile Answer choices: 1. B 2. D 3. A 4. None of the above 70) Your team member A is experienced and has been with the company for a while. Your team member B has been newly hired. She is capable but is new to the company and is catching up. A complains about B and is constantly picking on her and sending her rude emails blaming her for things she is not expected to know. You notice that A and B are not getting along well. If you used the force technique to resolve conflict, which of the following would you do? A. Not interfere and let A and B resolve on their own B. Instruct A to change his behavior using your power C. Talk to A and B in private and try to find a compromise D. Use your power and instruct A to stop behaving rudely with B Answer choices: 1. B 2. D 3. C 4. None of the above 71) Your company has had some financial difficulties last year as a result of which employees will face a cut in some of their benefits. There are concerns among the employees and the CEO calls for an all-hands meeting. He explains the problems the company is facing, his plan for turning things around, and addresses concerns from the employees. Which of the following leadership styles is the CEO exhibiting? A. Democratic style B. Authoritarian style C. Engaging style D. Free-rein style Answer choices: 1. B 2. C 3. A

4. None of the above 72) You as a project manager, before taking any decisions, take inputs from all your team members and take a decision that’s in the best interest of your team. You are a: A. Democratic leader B. Task-oriented leader C. Engaging leader D. Free-rein style Answer choices: 1. B 2. A 3. C 4. None of the above 73) The CEO of your company has decided that there will be two weeks of forced vacation every year. He has made this decision on his own for the company without taking any suggestions from his employees. His style of leadership is: 1. Autocratic 2. Task-oriented 3. Narcissistic 4. Laissez-faire Answer choices: A. 2 B. 1 C. 3 4. None of the above 74) One of your fellow project managers is very concerned about keeping his team members satisfied and maintaining good relations with them. He appreciates them and encourages communication. His team members are motivated but sometimes there is a loss in productivity. He is a: 1. 2. 3. 4.

Relationship-oriented leader Task-oriented leader Free-rein leader Laissez-faire leader

Answer choices: A. 2 B. 1 C. 3 D. None of the above 75) Team member A will be leaving on vacation for a month and his work will have to be handled by team member B. You had assigned A as the primary resource and B as the secondary resource and arranged for cross-training and knowledge transfer sessions from A to B. You also ensured that A prepared documents that would make it easy for B to refer to when A was away. This is an example of a: A. Replacement B. Preventive action

C. Resource swapping D. Resource acquisition Answer choices: 1. B 2. A 3. C 4. None of the above 76) As a project manager, you are sending project status emails to your team and stakeholders. You are: A. Monitoring communications B. Managing communications C. Planning communications D. Controlling communications Answer choices: 1. B 2. A 3. C 4. D 77) Which of the below are examples of project communication documents? A. Emails sent to stakeholders and users about the availability of a new function B. Email sent to vendor manager about start date of new contractor C. Minutes of meeting sent to meeting attendees D. Reminders sent to team to submit time for the month Answer choices: 1. All of the above 2. A 3. C 4. None of the above 78) Delay in message delivery, communication of information to the wrong audience, or insufficient communication to the stakeholders and misunderstanding or misinterpretation of the message communicated can be the results of: A. More than necessary communication planning B. Inadequate communication planning C. Adequate communication planning D. Enterprise environmental factors Answer choices: 1. B 2. A 3. C 4. None of the above 79) Project manager A provides a lot of information to his stakeholders, some that they are interested in and some that they aren’t. He is an: A. Effective communicator B. Over communicator C. Inefficient communicator

D. Under communicator Answer choices: 1. B 2. A 3. C 4. None of the above 80) Project manager A’s project has run into issues. He drops by his manager’s cube and starts providing a project status update to his manager. After 30 seconds into the update, his manager only half-listens to A and begins to work on his computer when A is talking. He doesn’t seem interested and doesn’t seem to grasp the seriousness of what A wanted to communicate. What could have A done to get and keep his manager’s attention? A. Start off the conversation using some catchy phrase to get the manager’s attention B. Communicate the most important points/issues in the first 20 seconds C. Ask the manager to join him for coffee and provide updates at coffee time D. Communicate what the impact would be due to the issues and ask for suggestions if needed Answer choices: 1. B, A, D 2. All of the above 3. B, C 4. None of the above 81) Which of the following are means of communication? A. Shrugging in disapproval in a meeting B. Pausing and sounding doubtful during a conversation C. Sending emails D. Hosting meetings Answer choices: 1. C 2. All of the above 3. D 4. C and D only 82) Which of the following are means of communication? A. Nodding your head in approval during a meeting B. Yelling in disagreement during a meeting C. Telephone conversation D. Video conferencing Answer choices: 1. C 2. All of the above 3. D 4. C and D only 83) Your company manufactures vitamins. Your supplier has informed you that he will be getting some ingredients from a new source and that would increase some of your costs. You schedule a meeting with him. Which of the following are considered communication

skills? A. You ask about the new ingredients and identify the sources B. You listen to the supplier who confirms that there will be no change in the quality of the new ingredients C. You negotiate a price that will work for both you and the supplier D. You tell the supplier that he would still have to stick with the same delivery guidelines set up earlier with the old source Answer choices: 1. C 2. All of the above 3. D 4. A 84) A project with 21 stakeholders has how many communication channels? A. 22 B. 231 C. 21 D. 210 Answer choices: 1. C 2. None of the above 3. D 4. B 85) The sequence of steps in a basic communication model are: A. Encode, Transmit Message, Decode, Acknowledge, Feedback B. Transmit Message, Encode, Decode, Acknowledge, Feedback C. Transmit Message, Encode, Acknowledge, Decode, Feedback D. Decode, Transmit Message, Encode, Acknowledge, Feedback Answer choices: 1. C 2. None of the above 3. A 4. B 86) As the assisting research associate, you are working late Friday evening on some experiments. Your professor is on vacation. You have some questions on the experiments your professor has designed and send him an email. You get the automated ‘Out of office’ response from his mail box. You decide to work on something else till he responds. Which of the following steps of basic communication have been accomplished? A. Encode, Transmit Message, Acknowledge B. Encode, Transmit Message, Decode, Acknowledge C. Encode, Transmit Message, Decode, Feedback D. Decode, Transmit Message, Encode, Acknowledge, Feedback Answer choices: 1. A 2. None of the above 3. C

4. B 87) Which of the following are examples of ‘Encode’ in basic communication? A. Writing an email B. Asking questions in a meeting C. Responding to questions in a meeting D. Meeting with colleagues for lunch Answer choices: 1. A, B 2. None of the above 3. C 4. D 88) Which of the following are examples of ‘Decode’ in basic communication? A. Replying to an email B. Understanding questions asked in a meeting C. Responding to questions in a meeting D. Meeting with colleagues for lunch 89) Which of the following are examples of ‘Feedback’ in basic communication? A. Replying to an email B. Understanding questions asked in a meeting C. Responding to questions in a meeting D. Meeting with colleagues for lunch Answer choices: 1. A, C 2. B 3. None of the above 4. D 90) You sent emoticons in your email to your colleague. Due to differences in the email software used by your colleague and you, he just received some junk characters. This is an example of: A. Decode B. Transmit message C. Compromise D. Noise Answer choices: 1. A 2. B 3. None of the above 4. D 91) You are in a teleconference with your team and your team members are not able to hear you clearly. They say your voice seems garbled. This is an example of: A. Decode B. Transmit message C. Compromise D. Noise

Answer choices: 1. A 2. B 3. None of the above 4. D 92) You are the project manager of a team working on an embedded chip development project. Engineer A has been with the company for a long time and is not delivering quality work to schedule. This is impacting project timelines and project output. Which of the following are effective team-building techniques to resolve this issue? a. Call for a team meeting and blame Engineer A who hasn’t been delivering so he will feel guilty and work harder b. Threaten Engineer A with poor performance reviews if he doesn’t deliver c. Handle this as a team issue without blaming Engineer A and encourage his commitment d. Assign a different engineer to work and deliver what Engineer A was supposed to work on thus avoiding conflict Answer choices: 1. A and B 2. D 3. None of the above 4. C 93) Your new team member who is unfamiliar with the meeting scheduling software says she sent a meeting invite to the team and copied you on the invite. But you did not receive it. The network in your office has been up and down lately. This could have compromised the delivery of the message and can generally be stated as: A. Noise B. Lack of language proficiency C. Messaging D. Communication Answer choices: 1. A 2. B 3. None of the above 4. D 94) Your weekly status update to the stakeholders wasn’t sent as the email server was down for unscheduled maintenance and the message was lost due to technical issues. This can generally be stated as: A. Noise B. Lack of technology C. Messaging D. Communication Answer choices: 1. A 2. B 3. None of the above 4. D 95) You ask your team member a quick question over instant message which he answers.

This is an example of: A. Push communication B. Pull communication C. Interactive communication D. Push-pull communication 96) Which of the below are examples of interactive communication? A. Teleconference B. Video conference C. Face-to-face meetings D. Broadcast message Answer choices: 1. A, B, C 2. None of the above 3. All of the above 4. A, B, D 97) Which of the below are examples of push communication? A. Weekly status reports B. A fax sent to the supplier C. An update on your project blog site D. Broadcast message Answer choices: 1. A, B, C 2. None of the above 3. All of the above 4. A, B, D 98) You call one of your team members to check something. He is not available at his desk. You leave him a voice mail. This is an example of: A. Push communication B. Pull communication C. Interactive communication D. Push-pull communication Answer choices: 1. C 2. D 3. A 4. B 99) Which of the below are examples of pull communication? A. Uploading a design document to your project’s repository for people to check out (Ex. SharePoint) B. A web-based course C. An update on your project blog site D. Broadcast message Answer choices: 1. A, B 2. None of the above

3. All of the above 4. A, B, D 100) Which of the following can be considered meetings? A. A gathering of stakeholders in a prearranged time and place with a set agenda B. A casual discussion with stakeholders over lunch C. A face-to-face meeting in an offsite location D. A teleconference Answer choices: 1. A, C 2. None of the above 3. All of the above 4. A, C, D 101) As a project manager of project A, you just wrapped up a face-to-face meeting with stakeholders where issues were discussed and next steps were planned. You get back to your desk and email the meeting minutes and action items to the attendees. You also upload the meeting minutes to the project repository website. In order, these are: A. Interactive communication, Push communication, and Pull communication B. Interactive communication, Pull communication, and Push communication C. Pull communication, Push communication, and Interactive communication D. Push communication, Pull communication, and Interactive communication 102) As a project manager, you are preparing the communication management plan. Which of the following will the communication management plan contain? A. Acknowledgements B. Glossary C. Information on who will receive information D. Flow charts of information flow in the project Answer choices: 1. A, B, C 2. B, C, D 3. C, D, A 4. D, A, B 103) As a project manager, you are preparing the communication management plan. In the plan, you mention: A. That you will send out weekly updates to stakeholders on project health B. The list of users/user groups that will receive project communication C. Escalation process for issue resolution D. Meeting minutes template to be used Which of the above should not be in the communication management plan? 1. C 2. D 3. All of the above 4. None of the above 104) As a project manager, you just sent the issue list with owners responsible for closure to your stakeholders. The stakeholders feel that adding the ‘Issue created date’ would be useful to track aging of the issue. You add that piece of information and send out the list. This method of incorporating feedback is called:

A. Sender receiver models B. Writing style C. Presentation technique D. Listening technique 105) Below are some techniques that a project manager uses. Which of them could be effective in communication management? A. The project manager decides that since some of his team members are onsite, it might save time and help resolve issues quickly by just meeting with them face-to-face than having a teleconference B. The project manager carefully frames emails to the functional manager who is sensitive to the choice of words used when conveying a message C. The project manager decides to whiteboard instead of doing a slide show since all the attendees will attend in person D. The project manager offers his suggestions to the team based on his broad understanding of the likely issue without knowing the specifics as he’s been there and done that Answer choices: 1. C, D, A 2. D, C, B 3. A, B, C 4. B, A, D 106) Which of the below can form part of a weekly performance report? A. Table of risks B. Table of open issues C. Upcoming tasks for next week D. Status traffic light indicating whether the project is red, yellow, or green Answer choices: 1. All of the above 2. D 3. A, B 4. B, A, C 107) According to the cone of uncertainty in project management, as the project progresses: A. Risk decreases B. Risk increases C. Risk stays the same D. Risk is unpredictable 108) You are the project manager of a team with 4 members who work onsite, 3 members who work offshore, and 1 person who works from home. One of your offshore members has informed you that he would be resigning from your company at the end of the month. This will: A. Increase the number of communication channels to compensate for the leaving member B. Decrease the number of communication channels as one person is leaving C. The number of communication channels will remain the same D. Depends on other factors like how efficient other team members are in communicating with each other and how frequently they communicate with each other

109) You are the project manager of a team with 4 members who work onsite, 3 members who work offshore, and 1 person who works from home. One of your offshore members has informed you that he would be resigning from your company at the end of the month. The number of communication channels that would have decreased because of this is: A. 8 B. 36 C. 28 D. 21 110) You are the project manager of a team with 3 members who work onsite and 1 person who works from home. Your management has decided to outsource some of additional work and you hire 2 members for your offshore team. The number of communication channels that would have increased because of this is: A. 9 B. 11 C. 10 D. 21 111) You are the project manager of a team with 3 members who work onsite and 1 person who works from home. Your management has decided to outsource some of the work and you hire 2 members for your offshore team. The person who works remotely will not be working on your project anymore. The change in the number of communication channels because of these changes is: A. 9 B. 5 C. 10 D. 21 112) You are the project manager of a team with 2 members who work onsite and 1 person who works from home. Your management has decided to outsource some of the work and you hire 2 members for your offshore team. The person who works remotely will not be working on your project anymore. The change in the number of communication channels because of these changes is: A. 6 B. 10 C. 3 D. 21 Answer choices: 1. A 2. D 3. C 4. None of the above 113) Which of the following types of effects can risks have on the objectives of a project? A. Positive B. Negative C. Positive or negative D. No effect 114) Which of the below contribute to a project’s risk? A. Immature project management practices

B. Lack of integrated management systems C. Concurrent multiple projects D. Dependency on external participants who are outside the project’s direct control Answer choices: 1. A 2. D 3. B 4. All of the above 115) One of your project’s team members is highly regarded for her skills in the company. She is assigned to multiple projects at the same time and the projects compete for her time. She has a track record of successfully delivering all the projects and has never failed in any of her endeavors so far. She is also assigned to your project which is not a high-visibility project. She may not be able to spend much time on your project. Do you think this risk should be added to your project’s risk register? A. Yes B. No C. Maybe D. Can’t say 116) Known risks: A. Are those for which responses can be planned for B. Are those risks that have been identified C. Can be assigned a contingency reserve D. Are those risks that have been analyzed Answer choices: 1. C 2. D 3. B 4. All of the above 117) Which of the following reserves are assigned to ‘Known risks’ and ‘Unknown risks’ respectively? A. Management reserve and Contingency reserve B. Contingency reserve and Management reserve C. Known risk reserve and Unknown risk reserve D. Known risk fund and Unknown risk fund Answer choices: 1. C 2. D 3. B 4. None of the above 118) The degree of uncertainty an entity is willing to take on in anticipation of a reward is called: A. Risk appetite B. Risk tolerance C. Risk threshold D. Risk attitude

Answer choices: 1. C 2. D 3. A 4. None of the above 119) The degree, amount, or volume of risk that an organization or individual will withstand is called: A. Risk appetite B. Risk tolerance C. Risk threshold D. Risk attitude Answer choices: 1. C 2. D 3. B 4. None of the above 120) The measures along the level of uncertainty or the level of impact at which a stakeholder may have a specific interest. Below that level, the organization will accept the risk. Above that level, the organization will not tolerate the risk. The level is called: A. Risk appetite B. Risk tolerance C. Risk threshold D. Risk attitude Answer choices: 1. C 2. D 3. B 4. None of the above 121) Positive risks are also called as: A. Opportunities B. Threats C. Thresholds D. Tolerance 1. 2. 3. 4.

A D B None of the above

122) Negative risks are also called as: A. Opportunities B. Threats C. Thresholds D. Tolerance 1. A 2. D 3. B

4. None of the above 123) Your company has decided to outsource some of the work to save money by reducing the onsite workforce. This is an example of: A. Opportunity B. Threat C. Risk level D. Risk attitude 124) The risk management plan needs agreement and support from stakeholders: A. So they don’t get upset B. To ensure the risk management process is supported C. To ensure risk management process is performed effectively over the project life cycle D. So the importance of the project is communicated 1. 2. 3. 4.

B, C All of the above A, D None of the above

125) Some organizational process assets that can influence the Plan Risk Management process are: A. Risk categories B. Common definitions of concepts and terms C. Authority levels for decision making D. Lessons learned 1. 2. 3. 4.

B, C All of the above A, D None of the above

126) As a project manager preparing the risk management plan, you consult other project managers and learn from their experiences/lessons learned on similar projects and also talk to senior management and stakeholders. Which of the following tools and techniques are you are using? A. Expert judgment B. Organizational process assets C. Analytical skills D. Risk register 127) Which of the following does the risk management plan include? Choose the best answer. A. The method for risk management on the project B. Roles and responsibilities of risk management team members C. Risk categories D. Timing of when risk management processes will be performed in the project 1. 2. 3. 4.

A, C All of the above D C

128) Beta distribution and Triangular distribution are: A. Used in Quantitative risk analysis B. Examples of Risk breakdown structure C. Hierarchical representations of risks D. Don’t consider risk categories 1. 2. 3. 4.

A, B, C, A,

B, C C, D D, A B, D

Use the following figure to answer the questions 129-134.

The Beta distribution shown above is used in estimation of a project’s schedule. 129) Point A depicts: A. Optimistic estimate B. Pessimistic estimate C. Most likely estimate D. Expected value 130) Point B depicts: A. Optimistic estimate B. Pessimistic estimate C. Most likely estimate D. Expected value 131) Point C depicts: A. Optimistic estimate B. Pessimistic estimate C. Most likely estimate D. Expected value 132) The Y-axis stands for: A. Likelihood B. Uncertainty C. Time D. Delay

133) The X-axis stands for: A. Relative likelihood B. Time or cost values C. Certainty D. Delay 134) 3, 6, 9, 12, 15, and 18 on the X-axis indicate: 1. Days 2. Hours 3. Months 4. Years A. 1 B. 2 C. 3 D. Can’t say with the information provided Use the following figure to answer the questions 135-140.

The triangular distribution shown above is used in project schedule estimation. 135) Point A depicts: A. Lower limit B. Mode C. Upper limit D. Expected value 136) Point B depicts: A. Lower limit B. Mode C. Upper limit D. Expected value 137) Point C depicts: A. Lower limit B. Mode C. Upper limit D. Expected value

138) The Y-axis stands for: A. Likelihood B. Uncertainty C. Time D. Delay 139) The X-axis stands for: A. Likelihood B. Uncertainty C. Time or cost values D. Delay 140) 3, 6, 9, 12, 15, and 18 on the X-axis indicate: 1. Days 2. Hours 3. Months 4. Years A. 1 B. 2 C. 3 D. Can’t say with the information provided 141) Which of the below are used in quantitative risk analysis? A. Beta distribution B. Triangular distribution C. Uniform D. Lognormal 1. 2. 3. 4.

A, B, C B, C, D C, D, A All of the above

142) A toy manufacturer manufactures dolls that run on batteries. A risk has been identified where the battery provided by the supplier may not be per specifications and won’t fit into the doll’s battery compartment. The impact of the risk has been assessed to be very high. According to the definition of impact scales for four project objectives in the PMBOK® guide, this could mean that: A. There could be a >40% increase in cost to fix the issue if it occurs B. There could be a >20% increase in time needed to fix the issue if it occurs C. The doll could be effectively useless D. The quality of the doll could end up being unacceptable Answer choices: 1. A 2. C 3. B 4. All of the above 143) When planning risks for your project, you assess that the risk of a resource leaving his job is very low. Using the defined conditions for impact scales of a risk on major project objectives, this could mean that: A. There could be a significant cost increase to hire a new resource

B. There could be a significant time increase to train the new resource C. There could be an insignificant cost increase due to the resource leaving D. There could be an insignificant time increase due to the resource leaving Answer choices: 1. A, B 2. B, C 3. C, D 4. D, A 144) Your company conducts monthly beer bashes. They also encourage team lunches and go-karting with the team once every quarter. These are examples of: a. Coaching b. Team building c. Leadership Answer choices: 1. A and C 2. B 3. None of the above 4. C 145) Enterprise environmental factors that can influence the Identify Risks process include: A. Published information, including commercial databases B. Academic studies C. Published checklists D. Benchmarking Answer choices: 1. All of the above 2. D 3. None of the above 4. B 146) Which of the following are untrue about the Delphi technique used to identify risks? A. Anyone can participate regardless of expertise B. Participation is anonymous C. Reduces bias D. Keeps any one person from having undue influence on the outcome 147) Which of the following are untrue about the brainstorming technique used to identify risks? A. Experts not part of the team participate B. Participation is anonymous C. Goal is to identify key risks D. Project team is not involved Answer choices: 1. A, B, C 2. B, C, D 3. C, D, A 4. A, B, D

148) Which of the below are used to identify risks? A. Risk register B. Interviewing C. Root cause analysis D. Delphi technique Answer choices: 1. A, B, C 2. B, C, D 3. C, D, A 4. A, B, D

Use the below diagram for questions 149-150:

149) The above diagram is also known as: A. Ishikawa diagram B. Fishbone diagram C. Herrringbone diagram D. Fishikawa Answer choices: 1. A, B, C 2. B, C, D 3. C, D, A 4. All of the above 150) The above diagram is used to: A. Diagram risks B. Identify causes of defects C. Identify causes of risks D. Quantify risks Answer choices: 1. C 2. B, C, D 3. C, D, A 4. All of the above 151) In an influence diagram, which is the decision node? A. Project activity B. Project estimates C. Risk condition D. Deliverables 152) In an influence diagram, which are the uncertainty nodes?

A. Project activity B. Project estimates C. Risk condition D. Deliverables 1. 2. 3. 4.

A, B B, C C, D D, A

153) SWOT in risk identification is the analysis of: A. Strengths, Weaknesses, Opportunities, Threats B. Strengths, Weaknesses, Opportunities, Targets C. Surplus, Weaknesses, Opportunities, Threats D. Strengths, Weak points, Opportunities, Threats 154) As a project manager, you prepare a document where you record that you see a risk with the supplier providing resources on time and your plan to handle that (to work with a back-up supplier). This document is called: A. Risk register B. Risk document C. Risk registry D. Risk assets 155) As a project manager of Sunshine software, you have performed risk analysis with your team. Your team members have contributed some risks and feel that they are very important. But you feel that the team members may be worrying more than needed about those risks. One way to handle this is: A. To assign probabilities of occurrence for those risks and the impact if they occur B. To assure the team that they don’t have to worry and you will take care of the risks C. To tell the team that you have inside information and that they don’t have to worry about those risks D. To tell the team that the cost impact of those risks is less than $1000, so it’s not a big deal 156) One of your stakeholders had a greater risk tolerance at the beginning of the project. But halfway through, due to organizational changes, his tolerance has reduced. Where should you capture this? A. Brainstorming B. Baseline C. Organizational process assets D. Risk management plan 157) You are the project manager of a major software upgrade project. Your company is switching to state-of the-art technology and the project is highly complex with few predecessors inside and outside the company. The risks in this case are: A. More B. Less C. Can’t say D. Very less 158) The below risk probability and impact assessment is a tool/technique used in:

A. Perform Quantitative risk analysis B. Perform Qualitative risk analysis C. Expert judgment D. SWOT analysis 159) You prepared a probability and impact matrix where a risk probability of 0.4 was set as high impact to cost (based on your previous experience in another company you worked for). But your new company considers a risk probability of 0.5 as high impact to cost. They want you to revise the matrix. What should you do? A. Explain that they should use 0.4 as high impact to cost B. Call for a meeting with the stakeholders to escalate C. Agree to the current organization’s threshold and update the matrix D. Refuse to update the matrix and stand your ground 160) Project manager A performed qualitative risk analysis but it later turned out to be of little/no use. This could be due to: A. The use of low-quality risk data B. Not performing risk data quality assessment C. Doing SWOT analysis D. Using team members to identify risks Answer choices: 1. A, B 2. B, C 3. C, D 4. D, A 161) A tornado diagram: A. Is used to study tornadoes B. Is used in sensitivity analysis C. Is a bar chart with types of uncertainty at base values in the Y-axis D. Shows spread or correlation of the uncertainty to the studied output on the X-axis Answer choices: 1. A, B, D 2. A, B, C 3. B, C, D

4. C, D, A 162) Decision tree analysis is based on: A. The use of low-quality risk data B. Expected monetary value analysis C. Fishbone technique D. Using team members to identify risks 163) The EMV (Expected monetary value) of opportunities and threats are expressed as: A. The use of low-quality risk data B. Negative and positive values C. Positive and negative values D. Using team members to identify risks

Use the decision tree analysis diagram below for questions 164-172.

164) The EMV of the in-house solution before costs considering demands provided is: A. $13.9M B. $14.8M C. $16.9M D. $20M 165) The EMV of the vendor solution before costs considering demands provided is: A. $13.9M B. $14.8M C. $30M D. $20M 166) The decision EMV is: A. $13.9M B. $14.8M C. $30M D. $20M 167) What is the net effect of the payoffs minus costs for the in-house solution with strong demand? A. $13.9M B. $14.8M C. $19M D. $22M 168) What is the net effect of the payoffs minus costs for in-house solution with weak demand? A. $13.9M B. $14.8M C. $5M D. -$5M 169) What is the net effect of the payoffs minus costs for the vendor solution with strong demand? A. $13.9M B. $14.8M C. $5M D. $19M

170) What is the net effect of the payoffs minus costs for the vendor solution with weak demand? A. $13.9M B. $14.8M C. $5M D. -$5M 171) Which of the two options should be chosen based on the decision tree analysis? A. Vendor solution B. In-house solution C. Either vendor solution or in-house solution as there is no difference D. Can’t say 172) What do points A, B, and C stand for respectively? A. Chance node, Decision node, End of branch B. Decision node, Chance node, End of branch C. End of branch, Chance node, Decision node D. End of branch, Decision node, Chance node Answer choices: 1. A 2. B 3. C 4. None of the above 173) You can motivate your team members by: a. Offering bonus/compensation b. Providing work that challenges them c. Praising them in front of others making them feel accomplished d. Promoting them to higher levels of responsibility if they are interested Answer choices: 1. A and C 2. All of the above 3. None of the above 4. C 174) Your stakeholder wants to modify a requirement in the design phase of your project. You see that it is a risk that can impact your schedule. You talk to the stakeholder and move the requirement out to the next phase of the project. The risk response strategy you have implemented is: A. Avoid B. Transfer C. Mitigate D. Accept 175) You are managing a software upgrade project for your company. The new software is

expected to be faster and perform better than the old software. There are many live reports that use the old software. The management has decided to let the old software run in parallel with the new software for a few months giving some time for the new software to stabilize and time for the team to fix possible issues, and eliminating the chance of total failure by going in alone with the new system. The risk response strategy you have implemented is: A. Avoid B. Transfer C. Mitigate D. Accept 176) You have decided to set aside a contingency reserve for handling some risks. The risk response strategy you have adopted is: A. Avoid B. Transfer C. Mitigate D. Accept 177) You are assigned to a software project that has a large scope, fixed deadline, and limited budget. The CEO is very interested in the project as it aligns with a new business channel the company will pursue and can bring in lots of revenue for the company. You assign some of the best resources in your department to work on the design and development of the project. The risk response strategy you are adopting is: A. Share B. Transfer C. Mitigate D. Exploit 178) You are managing a software project that has a large scope, fixed deadline, and limited budget. The CEO is very interested in the project as it aligns with a new business channel the company will pursue and can bring in lots of revenue for the company. In fact, if the project can go live a couple of weeks earlier than planned, that can significantly boost sales and revenue. You assign more resources to help with development and quality assurance and wrap up early. The risk response strategy you are adopting is: A. Share B. Enhance C. Mitigate D. Exploit 179) You are managing a software project that has a large scope, fixed deadline, and limited budget. The CEO is very interested in the project as it aligns with a new business channel the company will pursue and can bring in lots of revenue for the company. There are some requirements that another team in your company is more equipped to meet than your team. You call for a meeting with the other team’s manager, explain the project and the benefits to his team, and decide to partner with him to meet the deliverables. The risk response strategy you are adopting is:

A. Share B. Enhance C. Mitigate D. Exploit 180) You work for a technology company that handles sensitive data situated in an earthquake-prone area. You prepare a plan that details actions to be taken in case of an earthquake. You mention that hard copies of data be maintained in a secure location offsite and back-up servers be run in another state. You are preparing the: A. Failure plan B. Risk plan C. Contingency plan D. Project management plan 181) Residual risks are those: A. That are deliberately accepted B. That remain after planned responses are implemented C. Other risks in the risk register D. Unplanned risks Answer choices: 1. A and B 2. B and C 3. C and D 4. D and A 182) You are planning to invite a famous jazz band to your company for an indoor campus event. You decide to mitigate the risk of disturbing employees in the building by hosting the event in the auditorium which is mostly sound proof. But employees can still hear some of the music. This is an example of: A. Secondary risk B. Residual risk C. Minor risk D. Negligible risk 183) Communication in a project refers to communication between: a. Project manager and stakeholders b. Project manager and team members c. Project team members Answer choices: 1. All of the above 2. A and B 3. B and C 4. A and C

184) Implementing risk responses, tracking identified risks, and monitoring residual risks is part of: A. Identify risks B. Control risks C. Perform risk analysis D. Plan risk responses 185) You are planning to host an event for your customers at one of your company’ buildings. Depending on the attendance, parking could become an issue. You hire a valet service to help with parking on event day. Your risk response strategy is: A. Accept B. Mitigate C. Exploit D. Transfer 186) You decided to train two team members A and B (keeping A as primary and B as secondary resource/back up) in an attempt to mitigate the risk of resources leaving the project hence risking the deliverables. A and B become equally knowledgeable and deliver their parts well. You are few days before going live and decide to retire the ‘Risk of resources leaving’. This is done in: A. Identify risks B. Control risks C. Perform risk analysis D. Plan risk responses 187) Team member A is a senior member who leads the design. Team member B is another design team member. If A leaves the project, you are at a risk of delaying/not delivering your project. Hence you ask A to prepare training documents and train B (still keeping A as the lead resource and B as the secondary resource). As you anticipated, resource A leaves half-way through the project. You ask B to take up A’s role and lead the design. As part of controlling risks, you have implemented the: A. Fall-back plan B. Risk plan C. Contingency plan D. Project management plan 188) Which of the below is true about a watch list? A. Part of the risk register B. Captures low priority risks that don’t have to be tracked closely C. Has risks that shouldn’t be missed D. Have low probability and impact Answer choices: 1. All of the above 2. None of the above 3. A

4. C 189) Which of the below compares the amount of the contingency reserves remaining to the amount of risk remaining at any time in the project in order to determine if the remaining reserve is adequate? A. Reserve analysis B. Deviation C. Technical Performance Measurement D. Variance and Trend Analysis 190) Responses that were not initially planned, but are required to deal with emerging risks that were previously unidentified or accepted passively are called: A. Workarounds B. contingency plans C. Fall-back plans D. Deviation 191) Which of the following is not a threat response techniques? A. Exploit B. Mitigate C. Accept D. Transfer 192) Which of the following is not an opportunity response technique? A. Exploit B. Enhance C. Accept D. Transfer 193) Project manager A manages a project that has team members spread across the world. What style of communication should he adopt with his team members? a. Communicate only through emails so there is no misunderstanding b. Base his communication on the cultural backgrounds of the team members and the context c. Adapt his communication based on the team members’ personalities d. Directive. It is always best to be direct and not worry about how each person might understand his statements Answer choices: 1. None of the above 2. A and B 3. B and C 4. A and C 194) Henry is a project manager on a garment manufacturing project. Due to machinery problems, the project is facing issues. But Henry thinks he is covered because he purchased

insurance to cover the cost of overruns due to machinery problems. Henry has used which of the following risk strategies? A. Exploit B. Transfer C. Accept D. Avoid 195) During your team meeting, your team members come up with suggestions on potential design changes from what was originally designed to help stakeholders better analyze the data. Which of the below are not risk strategies to deal with this opportunity? A. Exploit B. Enhance C. Accept D. Avoid 196) You maintain your project’s risks in a risk register along with owners and responses. You hold a weekly status meeting with your team. How often should the risks be reviewed? A. Weekly B. Daily C. Monthly D. If an issue arises 197) Which of the following will not be present in the risk register? A. Planned risk responses B. Watch list C. EMV calculations D. Risk responses 198) Which of the following are true about Monte Carlo analysis is: A. It is a risk analysis tool B. It runs simulations to compute a project model C. Input values are chosen at random for each iteration from the probability distributions of input variables D. A histogram is calculated from the iterations Answer choices: 1. A, B 2. B, C 3. C, A 4. All of the above 199) You are managing a wedding decoration project. Your flower supplier has told you at the last minute that he will not be able to provide you the lilies as planned. This is not a risk you anticipated. What is your best course of action now? A. Talk to the customer to see if they will accept tulips in place of lilies B. Find another flower supplier who can provide lilies

C. Check the risk register D. Contact the flower supplier and demand that he find lilies somehow 200) Your offshore team tells you that a team event has been planned and that the team members will not be working that day. You discuss options to minimize delay to project deliverables but decide that there is no way to decrease impact to project. This risk response strategy is called: A. Avoid B. Accept C. Mitigate D. Share

Answer Key

1C Ref: PMBOK® guide 5th ed. Page 515. 2- 1(All of the above) 3- 3(B and D) Ref: PMBOK® guide 5th ed. Page 516. 4- 1(A, B, and C) Ref: PMBOK® guide 5th ed. Page 259. 5- 1(A or C or D) Ref: PMBOK® guide 5th ed. Page 265. 6- 1(A and D) Ref: PMBOK® guide 5th ed. Page 3. 7D Ref: PMBOK® guide 5th ed. Page 270. 8- 3(All of the above) 9B Ref: PMBOK® guide 5th ed. Page 273. 10 B Ref: PMBOK® guide 5th ed. Page 275 11- 1(All of the above) Ref: PMBOK® guide 5th ed. Page 275. 12- 4(All of the above) Ref: PMBOK® guide 5th ed. Page 278. 13- 2(C) Ref: PMBOK® guide 5th ed. Page 282. 14- 1(A, B, and C)

Ref: PMBOK® guide 5th ed. Page 514. 15 A Ref: PMBOK® guide 5th ed. Page 292. Explanation: The total number of communication channels = n(n – 1)/2, where n is the number of stakeholders. n= x onsite members + y offshore members + 1 onsite stakeholder + 1 offshore stakeholder=x+y+2. # of communication channels=(x+y+2)(x+y+2-1)/2 16- 1(A) 17- 1(A, C) Ref: PMBOK® guide 5th ed. Page 321. 18 B Ref: PMBOK® guide 5th ed, page 344. 19 A Ref: PMBOK® guide 5th ed, page 348. 20 B Explanation: EMV= (40% of -$10,000)+ (10% of $1000)= -$4000+100=-$3900 21 All of the abobve Ref: PMBOK® guide 5th ed. Page 514. 22 B Ref: PMBOK® guide 5th ed. Page 515. 23 C Ref: PMBOK® guide 5th ed. Page 65. 24- 3(B) Ref: PMBOK® guide 5th ed. Page 3. 25- 4(Any of the above) Ref: PMBOK® guide 5th ed. Page 3. 26- 2(All of the above) Ref: PMBOK® guide 5th ed. Page 3. 27- 3(B) 28- 3(B) 29- 1(A, C, and D only) Ref: PMBOK® guide 5th ed. Page 526. 30- 4(All of the above) Ref: PMBOK® guide 5th ed. Page 526.

31- 4(None of the above) 32 A 33- 2(A and C) Ref: PMBOK® guide 5th ed. Page 255. 34- 1(A) Ref: PMBOK® guide 5th ed. Page 258. 35- 4(None of the above) Ref: PMBOK® guide 5th ed. Page 3. 36- 2(All of the above) Ref: PMBOK® guide 5th ed. Page 261. 37- 1(A, B, and D) Ref: PMBOK® guide 5th ed. Page 261-262. 38- 1(A) Ref: PMBOK® guide 5th ed. Page 262. 39- 4(C) Ref: PMBOK® guide 5th ed. Page 261. 40- 3(All of the above) Ref: PMBOK® guide 5th ed. Page 262 41- 3(All of the above) Ref: PMBOK® guide 5th ed. Page 263. 42- 1(A) Ref: PMBOK® guide 5th ed. Page 263. 43- 4(C) Ref: PMBOK® guide 5th ed. Page 263. 44- 3(B) Ref: PMBOK® guide 5th ed. Page 264. 45- 3(B) Ref: PMBOK® guide 5th ed. Page 264-265. 46- 1(A) Ref: PMBOK® guide 5th ed. Page 266. 47- 2(A, B, C, D) 48- 3(C) Ref: PMBOK® guide 5th ed. Page 270. 49- 1(A) Ref: PMBOK® guide 5th ed. Page 3.

50- 4(B) Ref: PMBOK® guide 5th ed. Page 271. 51- 4(All of the above) Ref: PMBOK® guide 5th ed. Page 271-272. 52- 4(D) Ref: PMBOK® guide 5th ed. Page 272. 53- 1(A, C, D) Ref: PMBOK® guide 5th ed. Page 272. 54- 3(All of the above) Ref: PMBOK® guide 5th ed. Page 4. 55- 2(B) Ref: PMBOK® guide 5th ed. Page 275. 56- 2(All of the above) Ref: PMBOK® guide 5th ed. Page 4. 57 A Ref: PMBOK® guide 5th ed. Page 6. 58- 4(A) Ref: PMBOK® guide 5th ed. Page 276. 59- 4(B) Ref: PMBOK® guide 5th ed. Page 276. 60- 4(B) Ref: PMBOK® guide 5th ed. Page 276. 61 C Ref: PMBOK® guide 5th ed. Page 277. 62 A Ref: PMBOK® guide 5th ed. Page 277. 63- 1(All of the above) Ref: PMBOK® guide 5th ed. Page 277. 64 A Ref: PMBOK® guide 5th ed. Page 277. 65 A Ref: PMBOK® guide 5th ed. Page 277. 66 A Ref: PMBOK® guide 5th ed. Page 6. 67- 4(All of the above)

Ref: PMBOK® guide 5th ed. Page 282. 68- 2 (B and C) Ref: PMBOK® guide 5th ed. Page 6. 69- 2 (D) Ref: PMBOK® guide 5th ed. Page 282. 70- 2 (D) Ref: PMBOK® guide 5th ed. Page 282. 71- 2 (C) Ref: Wikipedia. 72- 2 (A) Ref: Wikipedia. 73- B Ref: Wikipedia. 74- B Ref: Wikipedia. 75- 1 (B) Ref: PMBOK® guide 5th ed. Page 285. 76- 1 (B) Ref: PMBOK® guide 5th ed. Page 286. 77- 1 (All of the above) Ref: PMBOK® guide 5th ed. Page 286. 78- 1 (B) Ref: PMBOK® guide 5th ed. Page 290. 79- 3 (C) Ref: PMBOK® guide 5th ed. Page 290. 80- 1 (B, A, D) Ref: In general, we have short attention spans. It is best to communicate the most important update first instead of beating around the bush. Starting off with a catchy phrase can help get immediate attention when duly following up with a summary of the issue and the impact can help maintain focus. 81- 2 (All of the above) Ref: PMBOK® guide 5th ed. Page 287. 82- 2 (All of the above) Ref: PMBOK® guide 5th ed. Page 287. 83- 2 (All of the above) Ref: PMBOK® guide 5th ed. Page 288.

84- 3(D) Ref: PMBOK® guide 5th ed. Page 292. Explanation: The total number of communication channels = n(n – 1)/2, where n is the number of stakeholders. n=21 # of communication channels=21*20/2=210. 85- 3 (A) Ref: PMBOK® guide 5th ed. Page 292. 86- 1 (A) Ref: PMBOK® guide 5th ed. Page 292. 87- 1(A, B) Ref: PMBOK® guide 5th ed. Page 292. 88 B Ref: PMBOK® guide 5th ed. Page 292. 89- 1(A, C) Ref: PMBOK® guide 5th ed. Page 292. 90- 4(D) Ref: PMBOK® guide 5th ed. Page 292. 91- 4(D) Ref: PMBOK® guide 5th ed. Page 292. 92- 4(C) Ref: PMBOK® guide 5th ed. Page 513. 93- 1(A) Ref: PMBOK® guide 5th ed. Page 292. 94- 1(A) Ref: PMBOK® guide 5th ed. Page 292. 95 C Ref: PMBOK® guide 5th ed. Page 295. 96- 1(A, B, C) Ref: PMBOK® guide 5th ed. Page 295. 97- 3(All of the above) Ref: PMBOK® guide 5th ed. Page 295. 98 A Ref: PMBOK® guide 5th ed. Page 295. 99- 1(A, B) Ref: PMBOK® guide 5th ed. Page 295.

100- 3(All of the above) Ref: PMBOK® guide 5th ed. Page 295. 101 A Ref: PMBOK® guide 5th ed. Page 295. 102- 2(B, C, D) Ref: PMBOK® guide 5th ed. Page 296. 103- 4(None of the above) Ref: PMBOK® guide 5th ed. Page 296. 104 A Ref: PMBOK® guide 5th ed. Page 298. 105- 3(A, B, C) Ref: PMBOK® guide 5th ed. Page 298. 106- 1(All of the above) Ref: PMBOK® guide 5th ed. Page 301. 107 A 108 B Ref: PMBOK® guide 5th ed. Page 292. 109 A Ref: PMBOK® guide 5th ed. Page 292. The total number of communication channels = n(n – 1)/2, where n is the number of stakeholders. Explanation: Total # of project members (initial): PM+4 onsite+3 offshore+1 remote=9 Total # of communication channels (initial): 9*(9-1)/2=36 Total # of project members (after 1 team member quit): PM+4 onsite+2 offshore+1 remote=8 Total # of communication channels (after 1 team member quit): 8*(8-1)/2=28 Decrease in channels=36-28=8 110 B Ref: PMBOK® guide 5th ed. Page 292. The total number of communication channels = n(n – 1)/2, where n is the number of stakeholders.” Explanation: Total # of project members (initial): PM+3 onsite+1 remote=5 Total # of communication channels (initial): 5*(5-1)/2=10 Total # of project members (after offshore team is added): PM+3 onsite+2 offshore+1 remote=7 Total # of communication channels (after offshore team is added): 7*(7-1)/2=21 Increase in channels=21-10=11

111 B Ref: PMBOK® guide 5th ed. Page 292. The total number of communication channels = n(n – 1)/2, where n is the number of stakeholders.” Explanation: Total # of project members (initial): PM+3 onsite+1 remote=5 Total # of communication channels (initial): 5*(5-1)/2=10 Total # of project members (after offshore team is added and remote person leaves): PM+3 onsite+2 offshore =6 Total # of communication channels (after offshore team is added and remote person leaves): 6*(6-1)/2=15 Increase in channels=15-10=5 112- 4(None of the above) Ref: PMBOK® guide 5th ed. Page 292. The total number of potential communication channels = n(n – 1)/2, where n is the number of stakeholders.” Explanation: Total # of project members (initial): PM+2 onsite+1 remote=4 Total # of communication channels (initial): 4*(4-1)/2=6 Total # of project members (after offshore team is added and remote person leaves): PM+2 onsite+2 offshore =5 Total # of communication channels (after offshore team is added and remote person leaves): 5*(5-1)/2=10 Increase in channels=10-6=4 which is not one of the answer choices. 113 C Ref: PMBOK® guide 5th ed. Page 310. 114- 4(All of the above) Ref: PMBOK® guide 5th ed. Page 310. 115 A Explanation: Since she shares time with other projects and your project does not have high visibility, not getting enough of her time is a risk that should be added to the risk register. 116- 4(All of the above) Ref: PMBOK® guide 5th ed. Page 310. 117- 3(B) Ref: PMBOK® guide 5th ed. Page 310. 118- 3(A) Ref: PMBOK® guide 5th ed. Page 311. 119- 3(B) Ref: PMBOK® guide 5th ed. Page 311.

120- 1(C) Ref: PMBOK® guide 5th ed. Page 311. 121- 1(A) Ref: PMBOK® guide 5th ed. Page 311. 122- 3(B) Ref: PMBOK® guide 5th ed. Page 311. 123 A Ref: PMBOK® guide 5th ed. Page 311. 124- 1(B, C) Ref: PMBOK® guide 5th ed. Page 313. 125- 2(All of the above) Ref: PMBOK® guide 5th ed. Page 315. 126 A Ref: PMBOK® guide 5th ed. Page 315. 127- 2(All of the above) Ref: PMBOK® guide 5th ed. Page 316-318. 128- 1(A, B, C) Ref: PMBOK® guide 5th ed. Page 317. 129 A 130 C 131 B 132 A Ref: PMBOK® guide 5th ed. Page 317. 133 B 134 D Explanation: In a beta distribution, the X-axis stands for Uncertainty and Y-axis stands for Likelihood. Points A, B, and C stand for Optimistic, Most likely, and Pessimistic estimates respectively. Without knowing more details, it is not possible to say whether the values on the X-axis represent days, months, hours, or years. 135 A 136 B 137 C 138 A Ref: PMBOK® guide 5th ed. Page 317.

139 C Ref: PMBOK® guide 5th ed. Page 317. 140 D Explanation: In a triangular distribution, the Y-axis stands for Likelihood. Points A, B, and C stand for lower limit, upper limit, and mode respectively. Without knowing more details, it is not possible to say whether the values on the X-axis represent days, months, hours, or years. 141- 4(All of the above) Ref: PMBOK® guide 5th ed. Page 317. 142- 4(All of the above) Ref: PMBOK® guide 5th ed. Page 318. 143- 3(C, D) Ref: PMBOK® guide 5th ed. Page 318. 144- 2(B) Ref: PMBOK® guide 5th ed. Page 513. 145- 1(All of the above) Ref: PMBOK® guide 5th ed. Page 323. 146 A Ref: PMBOK® guide 5th ed. Page 324. 147- 2(B, C, D) Ref: PMBOK® guide 5th ed. Page 324. 148- 2(B, C, D) Ref: PMBOK® guide 5th ed. Page 324-325. 149- 4(All of the above) Ref: PMBOK® guide 5th ed. Page 325, Wikipedia. 150- 1(C) Ref: PMBOK® guide 5th ed. Page 325. 151 A Ref: PMBOK® guide 5th ed. Page 326, Wikipedia. 152- 2(B, C) Ref: PMBOK® guide 5th ed. Page 326, Wikipedia: Influence_diagram 153 A Ref: PMBOK® guide 5th ed. Page 326 154 A Ref: PMBOK® guide 5th ed. Page 327 155 A Ref: PMBOK® guide 5th ed. Page 329.

156 D Ref: PMBOK® guide 5th ed. Page 329. 157- 1(A) Ref: PMBOK® guide 5th ed. Page 329. 158 B Ref: PMBOK® guide 5th ed. Page 330. 159 C Ref: PMBOK® guide 5th ed. Page 331. 160- 1(A, B) Ref: PMBOK® guide 5th ed. Page 332. 161- 3(B, C, D) Ref: PMBOK® guide 5th ed. Page 338. 162 B Ref: PMBOK® guide 5th ed. Page 339. 163 C Ref: PMBOK® guide 5th ed. Page 339. 164-172:

A decision is being made whether to invest in the in-house solution or vendor solution. Below are the metrics: In-house solution: Strong demand leads to $42M revenue. Weak demand leads to $15M revenue. Vendor solution: Strong demand leads to $49M revenue.

Weak demand leads to $35M revenue. The end of each branch shows the net effect of the payoffs minus costs. For each decision branch, all effects are added to determine the overall Expected Monetary Value (EMV) of the decision. Net effect of the payoffs minus costs: In-house solution, strong demand=$42M-$20M (investment)=$22M In-house solution, weak demand=$15M-$20M (investment)=-$5M Vendor solution, strong demand=$49M-$30M (investment)=$19M Vendor solution, weak demand=$35M-$30M (investment)=$5M EMV of in-house solution before costs, considering demand=70% of $22M + 30% of $5M=$13.9M EMV of vendor solution before costs, considering demand=70% of $19M + 30% of $5M=$14.8M Decision EMV is the larger of the in-house and vendor solution EMVs=$14.8M A, B, and C are called Decision node, Chance nodes, and Ends of branches respectively. 164 A Ref: PMBOK® guide 5th ed. Page 339. 165 B Ref: PMBOK® guide 5th ed. Page 339. 166 B Ref: PMBOK® guide 5th ed. Page 339. 167 D Ref: PMBOK® guide 5th ed. Page 339. 168 D Ref: PMBOK® guide 5th ed. Page 339. 169 D Ref: PMBOK® guide 5th ed. Page 339. 170 C Ref: PMBOK® guide 5th ed. Page 339. 171 A Ref: PMBOK® guide 5th ed. Page 339. 172 B Ref: PMBOK® guide 5th ed. Page 339. 173- 2(All of the above) Ref: PMBOK® guide 5th ed. Page 514. 174 A Ref: PMBOK® guide 5th ed, page 344.

175 C Ref: PMBOK® guide 5th ed, page 345. 176 D Ref: PMBOK® guide 5th ed, page 345. 177 D Ref: PMBOK® guide 5th ed, page 345. 178 B Ref: PMBOK® guide 5th ed, page 346. 179 A Ref: PMBOK® guide 5th ed, page 346. 180 C Ref: PMBOK® guide 5th ed, page 346. 181- 1(A and B) Ref: PMBOK® guide 5th ed, page 348. 182 B Ref: PMBOK® guide 5th ed, page 348. 183- 1(All of the above) Ref: PMBOK® guide 5th ed. Page 514. 184 B Ref: PMBOK® guide 5th ed, page 349. 185 B Ref: PMBOK® guide 5th ed, page 345. 186 B Ref: PMBOK® guide 5th ed, page 350. 187 A Ref: PMBOK® guide 5th ed, page 346. 188- 1(All of the above) Ref: PMBOK® guide 5th ed, page 346. 189 A Ref: PMBOK® guide 5th ed, page 352. 190 A Ref: PMBOK® guide 5th ed, page 353. 191 A Ref: PMBOK® guide 5th ed, page 344-345. 192 D Ref: PMBOK® guide 5th ed, page 344-346.

193- 3(B and C) Ref: PMBOK® guide 5th ed. Page 514. 194 B Ref: PMBOK® guide 5th ed, page 344. 195 D Ref: PMBOK® guide 5th ed, page 344. 196 A Ref: PMBOK® guide 5th ed, page 350. 197 C Ref: PMBOK® guide 5th ed. Risk management knowledge area. 198- 4(All of the above) 199 B 200 B