PMP Track_V7.0.1

ID

Question

1 The engineering department wants the project objective to be a 10 percent improvement in throughput. The information technology department wants no more than 5 percent of its resources to be used on the project. Management, who is also your boss, wants the project team to decrease tax liability. The BEST thing you can do is: 2 Your customer requested the new railroad cars you are building for his company be constructed from heavy grade aluminum. After reviewing the requirements, two of your experts inform you the customer would be better off with steel cars. You meet with the customer to discuss the issue, and he directs you to go ahead with the aluminum cars. What should you do? 3 Your boss, the vice president of research at an electronic system development firm, defines success on the project as providing "state-of-the-art" development. The vice president of marketing defines success as "world-class practices." The vice president of engineering, who is the customer for this project, is primarily concerned with new features. Which of the following BEST describes what you should do? 4 The role of each stakeholder is determined by:

5 You are beginning a new project that has been attempted, but unsuccessful, several times in the past few years. Previous projects were cancelled because of "politics" (differing views and direction by key stakeholders on the project). This is an example of: 6 Your customer has asked for a 2,000-call capacity for the new call center project. However, one of your company's technical experts believes a 3,000-call capacity can be reached. Another thinks that based on the technical needs of the customer, the capacity needs to be only 1,500 calls. What is the BEST thing to do? 7 Who of the following is ALWAYS a stakeholder? 8 Near the end of your last project, additional requirements were demanded by a group of stakeholders when they learned they would be affected by your project. This became a problem because you had not included the time or cost in the project management plan for these requirements. What is the BEST thing you can do to prevent such a problem on future projects? 9 To obtain support for the project throughout the performing organization, it's BEST if the project manager:

10 All of the following are characteristics of a project EXCEPT:

11 Who determines the project scope requirements of a new project? 12 Which of the following techniques is the BEST way to determine project requirements?

13 The project manager must identify _________, determine their requirements, and then manage and influence those requirements to ensure a successful project. 14 A project manager can BEST resolve the differences between the requirements of one stakeholder and those of another by making which of these statements?

15 A conflict between the requirements is BEST resolved in favor of the: 16 Your manager approves the project charter and asks you to begin working immediately and to provide her with a schedule. What should you do FIRST? 17 Which of the following does NOT assess the value a project brings to an organization? 18 There are over 30 stakeholders on a new software development project , and no one can agree on the project objectives. One stakeholder believes the project can achieve a 30 percent improvement while another believes a 50 percent improvement is possible. The project manager thinks a 10 percent improvement is more realistic. What is the BEST course of action? 19 A market demand, a business need, and a legal need are All of the following statements about project feasibility 20 ALL: studies are true EXCEPT: 21 Your management has decided that all orders will be treated as "projects" and that project managers will be used to update orders daily, to resolve issues, and to ensure the customer formally accepts the product within 30 days of completion. Revenue from the individual orders can vary from US $100 to US $150,000. The project manager will not be required to perform planning or provide documentation other than daily status. How would you define this situation? 22 A project manager is planning a project when he discovers the project has many different deliverables which must be completed in a sequence, with each deliverable dependent on starting after the previous one is completed. What is the BEST thing the project manager can do? 23 Which of the following statements BEST describes the rule that has been ignored when a project which was originally scheduled for completion in six months has been ongoing for two years?

24 The human resources department wants to hire a new project manager from within the company. They can choose from the following candidates: Candidate A has good management knowledge; Candidate B has good project management knowledge; Candidate C has solid technical knowledge; Candidate D has general management, project management, and technical skills. Who is the BEST candidate? 25 You are the CEO of a large publishing house and desire to improve project management practices in your company. What is the BEST thing to do in order to manage the each issue? A project of manager is trying to complete a software 26 publication development project, but cannot get enough attention for the project. Resources are focused on completing processrelated work and the project manager has little authority to assign resources. What form of organization must the project manager be working in? 27 Project management processes can be categorized into five groups. The process groups are linked by the results they produce. The outputs of one often become the inputs to another. What is the MOST appropriate sequence of the five project management process groups? 28 The policies, methodologies, and templates for managing projects within the organization should be supplied by the: 29 You are a project manager in a large organization that uses a matrix structure for projects. You have been asked to investigate what organizational structure your competitors use and how this affects their ability to manage projects successfully. How would you describe the MAIN difference between a matrix organization and a functional organization? 30 Which type of organization is BEST for managing complex projects involving cross-disciplinary efforts? 31 Which of the following statements BEST describes how stakeholders are involved on a project?

32 A project team is working on manufacturing a new product, but they are having difficulty creating a project charter. What is the BEST description of the real problem? 33 A project manager in a predominantly hierarchical organization has been assigned a major project with aggressive timelines. The BEST approach for developing an initial project charter in this environment is to: 34 All of the following are correct statements about a project manager EXCEPT: 35 Who has more power in a strong matrix organization?

36 A project manager is completing the WBS with the project team, but the session is hard to manage. There are 200 people in the room representing four different departments. Some of the people who will be working on the project later are talking about other things while earlier work is discussed. Which of the following BEST describes the real problem? 37 A new project manager is having difficulty creating a WBS with the team. To alleviate this situation, the project manager should ask for help from: 38 Senior management has imposed a project delivery date prior to acceptance of the project scope statement. To whom is the project manager MOST accountable? 39 All of the following are parts of the team's stakeholder management effort EXCEPT: 40 You are the project manager for a large installation project when you realize there are over 200 potential stakeholders on the project. Which of the following would be the BEST course of action for you to take? 41 All of the following are true EXCEPT:

42 You are considering creating a project management office (PMO) in your organization and have solicited the opinions of some of the senior managers. The first representative recommends the PMO should manage all projects in the organization. The second believes the PMO should handle large projects budgeted over a defined dollar amount. The third thinks a PMO should simply provide support to the department project managers. What should you do? 43 You are a project manager in a large organization that uses a matrix structure. You have been asked to investigate what organizational structures your competitors use and how the choice affects their ability to manage projects successfully. Which type of organizational structure gives the LEAST amount of authority to project managers? 44 A project manager is assigned to an environmental engineering project chartered to build a reverse flow fish ladder on a river. An environmental group is performing the project. This type of project has never been done before. The project manager has decided to build a basic project schedule and to detail the work of each part as the current part nears completion. What BEST describes what the project manager is doing? 45 Which of the following BEST describes what is included in a staffing management plan?

46 An organization is going through an evolutionary phase of restructuring the way it does projects. In a shift from a weak matrix organization to a strong matrix organization, the power is shifted from the:

47 Which form of organization retains many characteristics of a functional organization and treats the project manager's role as more of a coordinator or expediter than a manager? 48 Consideration of ongoing operations and maintenance is crucially important to products of projects. Ongoing operations and maintenance should: 49 Important aspects of a product include the ongoing operations and maintenance. Which of the following BEST describes how operations and maintenance activities impact a project? 50 Two project managers have just realized they are in a weak matrix organization and their power as project managers is quite limited. One figures out that he is really a project expediter and the other realizes he is really a project coordinator. How is a project expediter different from a project coordinator? 51 Four project managers are having lunch together and discussing their projects. Most of the time they are just complaining about how hard projects are to manage in their company. Some complain about the stakeholders and the number of changes they cause. Others talk about how hard it is to get people to cooperate and perform. One project manager wants to focus on the advantages of the matrixtype organization they all work in for their projects. Which of the following would he mention? 52 In a projectized organization, the project team: 53 What are the project management process groups? 54 You are a public executive working on your fourth project to order new buses for a transportation route between two cities. You include a government official as a stakeholder and include meetings with that official in the WBS. Your manager objects to such activities as unnecessary. The BEST response is to inform your manager that: 55 A particular stakeholder has a reputation for making many changes on projects. What is the BEST approach a project manager can take at the beginning of the project to manage this situation?

56 In which project management process group is the detailed project budget created? 57 In project executing, a project manager from the information systems department is trying to complete the project, yet is constantly faced with interference from the manager of the engineering department. The engineering department keeps changing the resources assigned to the project team and their availability. What type of matrix does this represent? 58 Which project management process group generally takes the MOST project time and resources?

59 One of your team members informs you that he does not know which of the many projects he is working on is the most important. Who should determine the priorities between projects in a company? 60 A new project manager has just been assigned a project that is in progress and is two weeks behind schedule. The team members are about to be distributed to another project based on the original time estimates by the functional manager. What type of organization is the new project manager in? 61 People from the business development department are the only ones completing a project. Whenever questions arise, they are transmitted to the heads of other departments, to the people in these departments, and then back to the business development department. This is causing delays on the project. Why might this method of communicating be happening? 62 A frequent complaint about matrix organizations is that communications are: 63 A manager and the head of engineering discuss a change to a major work package. After the meeting, the manager contacts you and tells you to complete the paperwork to make the change. This is an example of: 64 You have just been assigned to take over a project your management has told you is "out of control." When you asked your management what the problems were, they had no specifics, but said the project was behind schedule, over budget, and the client was dissatisfied. Which of the following should be of the MOST concern to you? 65 You have just been assigned to manage a project in the middle of project executing. The BEST way to control the is to: You have just learned that one of your team members has 66 project not been adequately trained to complete project activities as assigned to him. How will you handle this situation?

67 A stakeholder complains that the project did not increase the department's knowledge of Java programming and therefore, the project is not complete. The customer has accepted the project. The project manager determines that all stated requirements and deliverables have been met. He does not find evidence that Java programming was a requirement. A review of project correspondence shows no mention of the deliverable. The project manager should: 68 The customer has accepted the completed project scope. However, the lessons learned required by the project management office have not been completed. What is the status of the project? 69 While staffing a project in another country, the project leader from that country comes to you with a suggested team consisting of members of the project leader's family. Your FIRST course of action should be to:

70 You are in the middle of a new product development project for your publicly traded company when you discover the previous project manager made a US $3,000,000 payment that was not approved in accordance with your company policies. Luckily, the project cost performance index (CPI) is 1.2. What should you do? 71 While preparing your risk responses, you realize you need to make adjustments to the project to compensate for unknown risk events. These adjustments are based on your past project experience when unknown risk events occurred and knocked the project off track. What should you do?

72 Due to corporate restructuring, the project sponsor, a major stakeholder, and the CEO have left the company. The project manager's project is past the halfway point and the remaining members of the management team have been lukewarm toward the project. The new CEO does not place a high value on project management methodology, and the project team is nervous about its future. Under these circumstances, what is the project manager's primary responsibility? 73 You have been working on a nine-month project for six months. The project is ahead of schedule when one of the functional managers tells you the resources committed to the project are no longer available. After checking further, you discover the company has just started another project and is using the resources committed to your project. You believe the new project is not critical, but the project manager is the son of a board member. What is the BEST course of action in this situation? 74 The project has a critical deliverable that requires certain expertise to complete. The person who was going to complete the activity has left the company and there is no one else available within the company who can complete the work. Therefore, the project manager needs to acquire the services of a consultant as soon as possible. To do this, the project manager should: 75 During a meeting with some of the project stakeholders, the project manager is asked to add work to the project scope. The project manager had access to correspondence about the project before the project charter was signed and remembers that the project sponsor specifically denied funding for the scope mentioned by these stakeholders. The BEST thing for the project manager to do is to: 76 A control chart shows the last eight pipes produced were all less than average weight. You need to inform management that there is a problem because the situation violates the: 77 Your project team has been informally meeting with sellers to discuss the sellers' "best practices" relative to upcoming potential work from your company. During one of these sessions, a seller offers to give you tickets to a sporting event if you will tell him the names of other companies you have been meeting with. What is the BEST response? 78 When checking the calendar of a team member to schedule a meeting, you see she has scheduled a meeting with a key stakeholder that you were not informed of. The BEST approach would be to:

79 The project manager is having a very difficult time keeping the project schedule on track. The project requires 220 people to complete it. All the project problems have been fixed to the project manager's satisfaction, the schedule performance index (SPI) is currently 0.67, the cost performance index (CPI) is 1.26, there are 23 activities on the critical path, and the project PERT duration is 26. Under these circumstances, the monthly status report should report: 80 Your employee is three days late with a report. Five minutes before the meeting where the topic of the report is to be discussed, she hands you the report. You notice some serious errors in it. What should you do? 81 While completing a project, a project manager realizes he needs to decrease project costs. After researching his options, he comes up with the following options Which choice would DECREASE project costs?

82 A manager has responsibility for a project that has the support of a senior manager. From the beginning, you have disagreed with the manager as to how the project should proceed and what the deliverables should be. You and she have disagreed over many issues in the past. Your department has been tasked with providing some key work packages for the project. What should you do? 83 You are managing a two-year project involving staff from several departments. The project is on schedule and within budget. A key team member leaves for a four-week vacation without completing a highly technical and specialized activity assigned to him (activity A). The project team cannot begin activity B or activity E (a critical path activity) until activity A is completed. Activity A has three days float and is not on the critical path. A team member, a seller, and a non-team member work overtime to complete activity A within its float time. You need to reimburse the non-team member's department and pay the seller at an overtime rate. What action should you take? 84 Although your company is not the lowest bidder for a project, the client has come to expect good performance from your company and wants to award the contract to you. To win the contract, the client asks you to eliminate your project management costs. The client says your company has good project processes, and project controls unnecessarily inflate your costs. What should you do under these circumstances? 85 In project planning, it becomes apparent that factions within the client's company have significantly different views on how the project should be structured and how the deliverables should be defined. Which of the following is the BEST thing to do? 86 Which of the following payments on an international project is unacceptable? 87 Payment for routine government action by a foreign official is: 88 Your company wants to open a plant in a country where the law stipulates that women can earn only 50 percent of what men earn. Under these circumstances, what should you recommend to your company?

89 Which of the following rules should apply to international dealings on your project?

90 You are making another international trip and have been invited to a holiday celebration. During the celebration, you discover that all of the subcontracted work for the project is going to be given to the brother of one of the team members. What should you do? 91 While visiting the country where a new branch office is being built, you are told you must pay a US $5,000 fee to the government permit officer to obtain the facility permit required by law to start construction. The construction company tells you this is standard practice and is required by law. What should you do? 92 Your company is in competition to win a major project for the government of a country. Your contacts in that country inform you that you must make a large payment to the foreign minister to be considered for the project. What should you do? 93 A large, complex construction project in a foreign country requires coordination to move needed equipment through crowded city streets. To ensure the equipment is transported successfully, your contact in that country informs you that you will have to pay the local police a fee for coordinating traffic. What should you do? 94 The success of your new project requires several of your people to work in a foreign country for six months. The team informs you that in this country a payment is required to obtain visas. What should you do? 95 Payment for any decision made or encouraged by a foreign official with respect to whether a company will be awarded a project is BEST described as: 96 For which of the following actions could a project manager incur a fine and be jailed? 97 While managing a project in another country, you are asked to make a "facilitating" payment so the country officials will issue a work order. What should you do? 98 You are reviewing the expense report from one of your team members when you notice a payment he made in another country. You think the payment is a bribe. What is your FIRST course of action? 99 Your project is being completed in another country. It is going reasonably well and is ahead of the cost projections when one of the local officials informs you he will make sure the project work stops unless you pay him US $50. What is the BEST thing to do? 100 You are about to begin negotiations with people from another country. Which of the following should provide guidance on what business practices are allowed and not You are managing a new oil purification project in a foreign 101 allowed? country. A person informs you that you will have to pay him a "transfer fee" for the permit to move heavy equipment through the city. What is the FIRST thing you should do?

102 A major negotiation with a potential subcontractor is scheduled for tomorrow when you discover there is a good chance the project will be cancelled. What should you do?

103 Which of the following is NOT a measure that determines if a business practice used by another country is an unfair business practice? 104 A project manager working for a construction company works closely with a design firm. Part of his responsibility is to negotiate and approve bid documents with the design firm. The design firm offers the project manager a job with the firm, which he accepts. When the project manager gives his two weeks notice to the construction company he is not asked, nor does he mention, that the design firm will employ him. For the next two weeks, the project manager continues to negotiate and approve bids and designs submitted by the design firm. In this situation: 105 You are working on an 18-month project with a small, colocated team. The project sponsor and senior management are in another city and have requested weekly updates. The customer requires monthly meetings. Because the team members are busy with the project executing work, they would like to reduce the frequency of meetings. Which of the following BEST describes how status meetings should be managed on this project? 106 You've been assigned to take over managing a project that should be half complete according to the schedule. After an extensive evaluation, you discover the project is running far behind schedule, and the project will probably take twice the time originally estimated by the previous project manager. However, the sponsor has been told the project is on schedule. What is the BEST course of action?

107 You need to make a major change to the equipment used on your project. You know of a product that meets your needs, but you are worried because your brother owns the company that produces the product. What should you do? 108 Your company wants to assign a resource to your project and asks you to bill that resource to the customer. This concerns you because you get a bonus for maximizing billings to the customer. What is the BEST thing to do? 109 You are managing a procurement for a project and have arranged a bidder conference with the potential proposers. All of the following are appropriate for a bidder conference Your project sponsor is extremely happy with the project 110 EXCEPT:

performance to date. To celebrate, he wants to hold a party with dancing and liquor for the entire team. You are concerned because the company policy states that "no alcohol can be served at company events." What should you do?

111 Another project manager has a family emergency and must leave. He has asked you to fill in for him during a team meeting to discuss a minor problem with the project. He has already distributed a detailed agenda and provided you with a copy. When you attend the meeting, several members of the team are making fun of the absent project manager's ethnic heritage. Your company does not have a formal diversity policy covering such behavior. What should you You are halfway through a major network rollout. There are 112 do? 300 locations in the United States, with another 20 in England. A software seller has just released a major software upgrade for some of the equipment being installed. The upgrade would provide the customer with functionality they requested, which was not available at the time the project began. What is the BEST course of action under these circumstances? 113 You are in the process of reviewing bids from various sellers for work on your project. One of the bidding sellers has a history of delivering on time and within budget, and you have personally worked with this company successfully on previous engagements. You receive a call from the manager submitting the bid inquiring about how the process is going. He asks to have lunch with you to discuss the bid. What is the BEST response? 114 A team member comes to you (the project manager) privately and informs you that an employee of your customer is making unwelcome advances. The team member has repeatedly requested that this person stop, but the advances continue. What is the BEST course of action? 115 The customer responsible for overseeing your project asks you to provide a written cost estimate that is 30 percent higher than your estimate of the project's cost. He explains that the budgeting process requires managers to estimate pessimistically to ensure enough money is allocated for projects. What is the BEST way to handle this? 116 In the process of reviewing the status of your team's work assignments, you learn the project has fallen behind schedule by one week. The project has high visibility within the organization and is completely date-driven. The project finish date is still two months out and you think you can recover the time over the next month or so. What is the BEST course of action for reporting the project status? 117 You are assigned to a project that senior management has already decided to outsource. As a project manager, you need to work with the contracts department to select the seller and then oversee the seller through project completion. Company policy requires a project of this size go through a formal bid process. A vice president in your company tells you his friend owns one of the companies that might bid on the project and the company would be an excellent choice as a seller. This vice president has a reputation for making or breaking careers. What is generally the BEST course on of action? are working your research and development project 118 You when your customer asks you to include a particular component in the project. You know this represents new work, and you do not have excess funds available. What should you do?

119 A floor in one of the office buildings a company owns is now available for rent. It is imperative that the space be rented within one month. The only offer that has been received is from a company that is a competitor. What is the BEST thing to do in this situation? 120 You are the project manager for one part of a new program in your organization. You are four months into a three-year project when your project team makes significant discoveries on your project. What is the BEST thing to do? 121 There are over 30 stakeholders on your project. The project is being done in another country with people from three countries as team members. Which of the following is the MOST important thing to keep in mind? 122 You are a project manager for one of many projects in a large and important program. At a high-level status meeting, you note that another project manager has reported her project on schedule. Looking back on your project over the last few weeks, you remember many deliverables from the other project that arrived late. What should you do? 123 Over lunch with another project manager, you discuss ways to identify risks on your project. The next day, the other project manager sends you risk identification software created by her company with a copyright date of 2008. What should you do?

124 You have always been asked by your management to cut your project cost estimate by 10 percent after you have given it to them. The scope of your new project is unclear and there are over 30 stakeholders. Management expects a 25 percent reduction in downtime as a result of the project. Which of the following is the BEST course of action in this situation? 125 You are a new project manager for Company B. You previously worked for Company A, which had an extensive project management practice. Company B has its own procedures, but you are more familiar with those from Company A. You should: 126 You are a project manager on an international project of great importance to the client. The client is from another country and is so pleased with how well the project is going that he presents you with a company automobile for your personal use. The BEST thing for you to do would be to: 127 Adhering to legal requirements, satisfying competing needs, providing accurate and truthful representations, and disclosing conflicts of interest are all: 128 In the course of completing work on the project, the project manager needs to complete an activity she has never done before. During this time, the project manager attends a professional association discussion where the presenter shares how he completed a difficult activity on his project that is similar to the project manager's activity. He provides a handout describing his process. The project manager should:

129 You are doing business in a foreign country and you are advised by your local contact that it will be necessary to make payments to certain officials in order to get the contract. Such payments are expected in the other country, but are illegal for people from your country. What should you do? 130 You are taken to lunch by one of your sellers on a current project who has become a friend. He offers you an opportunity to participate in a new venture in association with his company, unrelated to your current employment. What should you do? 131 A team member tells you that when his wife was diagnosed with a serious illness, he stole items from work and sold them, using the money for her treatment. He has since paid back the money taken, in ways that kept his theft secret. Ethically, what should you do? 132 Your team is assessing options to deal with a problem on the project. A team member has a copy of a software program on his home computer which he offers to you at no cost because it will may solve the problem. What should you do?

133 Your employee is three days late with a report. She walks into a meeting and hands you a copy of the report five minutes before the topic is to be discussed. You notice some serious errors in the report. How could this have been prevented? 134 You have designed an improved system for a consumer product that could decrease repair costs for the consumer. Management is impressed with your idea, but has decided to wait until next year to implement it. What is the BEST thing to do? 135 While reading a magazine article, you discover there is a tool of project management that other companies are using, but that your company has never heard of. You feel this tool would be of great help on the project you are currently planning. What should you do? 136 Another project manager in your company is having difficulty managing his project. You have learned that he has not used a project charter and that is probably the cause of the problem. How can you help? 137 You are in the middle of a project when you discover that a software seller for your project is having major difficulty keeping employees due to a labor dispute. Many other projects in your company are also using the company's services. What should you do? 138 All of the following are responsibilities of a project manager EXCEPT: 139 Your company is purchasing the services of a consultant. You own stock in one of the consulting companies interested in the work. What should you do? 140 Your organization is approached by company A to produce certain software. During the middle of the project, a competitor of company A asks your organization to produce similar software for them. What should you do?

141 Your company puts a new product into the marketplace without any reports of problems. However, your internal research indicates there is a possibility of serious injuries that would cost US $20,000,000 to fix. What should you do? 142 In order to complete work on your projects, you have been provided confidential information from all of your clients. A university contacts you to help it in its research. Such assistance would require you to provide the university with some of the client data from your files. What should you do? 143 A team member asks to tell you something in confidence. He advises you that he has been performing illegal activities within the company for the last year. He is feeling guilty about it and is telling you in order to receive advice as to what he should do. What should you do? 144 Your company has a policy that only a certain hotel chain may be used for business travel. You discover that a more expensive hotel is offering a discount on the days you need to be in town. What should you do? 145 You just found out that a major subcontractor for your project consistently delivers items late. You decide to postpone dealing with the issue until you have more time. What conflict resolution method are you using? 146 You just found out that a major subcontractor for your project consistently provides deliverables late. The subcontractor approaches you and asks you to continue accepting late deliverables in exchange for a decrease in project costs. This offer is an example of: 147 During construction of a new manufacturing facility in another country, one of your team members complains to you that the wage paid to the workers is below the acceptable wage in your home country. In this situation it is BEST to: 148 Management has promised you part of the incentive fee from the customer if you complete the project early. While finalizing a major deliverable, your team informs you that the deliverable meets the requirements in the contract, but will not provide the functionality the customer needs. If the deliverable is late, the project will not be completed early. What action should you take? 149 You signed an agreement with your client that the integration plan and other documents they provided would remain confidential. You needed these documents to complete the project. Another company contacts you because you're an expert in the field. They ask you for samples of integration plans, which they want to include in a book they are writing. They promise you a "thank you" fee of 300 British pounds, but they need the information today. a cost 150 You Whathave should you plus do? fee (CPF) contract with the customer and an arrangement with your manager whereby you will receive 10 percent of the contract amount as your payment for services. While completing the project, you discover the actual cost will be lower than expected, thus decreasing your fee. What should you do?

151 While constructing a new drug manufacturing plant, you discover a leak in a pipe which has released chemicals into the ground. It was difficult to acquire the necessary government approval and community support for the plant, and management has told you to be particularly careful to not upset the community. You are uncertain of whether the chemicals could leak into the groundwater or cause any damage. What should you do? 152 You have just discovered an error in the implementation plan that will prevent you from meeting a milestone date. The BEST thing you can do is: 153 While testing the strength of concrete poured on your project, you discover that over 35 percent of the concrete does not meet your company's quality standards. You feel certain the concrete will function as it is, and you don't think the concrete needs to meet the quality level specified. What should you do? 154 On one of your company's medical research projects, you object to how the research is being handled. However, you signed a confidentiality agreement with the company that prohibits you from talking about the research. It would be BEST to: 155 You are the project manager for a new international project, and your project team includes people from four countries. Most of the team members have not worked on similar projects before, but the project has strong support from senior management. What is the BEST thing to do to ensure that cultural differences do not interfere with the project? 156 A project has a tight budget when you begin negotiating with a seller for a piece of equipment. The seller has told you the equipment price is fixed. Your manager has told you to negotiate the cost with the seller. What is your BEST course of action? 157 Your company is in the middle of negotiating to win a major new project. The project nicely fits into the company's strategic plan, but will require some of the best resources the company has in order to meet the quality objectives. Management is excited, because the project represents the opportunity to generate good profits for the company and will put all their company expertise to the test. The prospective team members are also excited because the client is prestigious. In order to meet the schedule objectives for the project, you need to start committing jobs to new and critical project resources now, while the contract is still under negotiation. What should you do? 158 You are working on a large construction project that is progressing within the baselines. Resource usage has remained steady, and your boss has just awarded you a prize for your performance. One of your team members returns from a meeting with the customer and tells you that the customer is not happy with the project progress. What is the FIRST thing you should do? 159 A project manager discovers a defect in a deliverable that is due to the customer under contract today. The project manager knows the customer does not have the technical understanding to notice the defect. The deliverable meets the contract requirements, but it does not meet the project manager's quality standard. What should the project manager do in this situation?

160 Which of the following would BEST prevent cultural problems on your international project? 161 You are trying to help project managers in your organization understand the project management process groups and the project management process. Many of them are confusing the project life cycle with the project management process. Which of the following identifies the DIFFERENCE between these two? 162 A project manager is finalizing a project that has had repeated problems with cost conformance. He is concerned about what management will say. Which of the following types of information would be BEST for the project manager to use to evaluate performance? 163 You have just been assigned as the project manager for a new telecommunications project as it is entering its second phase. There appear to be many risks on this project, but no one has evaluated them to assess the range of possible project outcomes. What needs to be done? 164 Which of the following aspects of leadership is MOST important for a project manager? 165 For the last three months, a customer has been from two to four days late with her approvals on deliverables. After analyzing the situation, the project manager decides withdrawal is the best conflict resolution technique to use. Which of the following reflects withdrawal? 166 A project manager has a problem with a team member's performance. What is the BEST form of communication for addressing this problem? 167 What is one of the KEY objectives during contract negotiations?

168 Management tells a project manager to subcontract part of the project to a company that management has worked with many times. Under these circumstances, the project manager should be MOST concerned about: 169 The customer on a project tells the project manager he has run out of money to pay for the project. What should the project manager do FIRST? 170 You are the project manager for a large project under contract with the government. The contract for this two-year, multi-million dollar project was signed six months ago. You were not involved in contract negotiations or setting up procedures for managing changes, but now you are swamped with changes from the customer and from people inside your organization. Who is normally responsible for formally reviewing major changes to the project/contract?

171 A seller has withdrawn from a project midway through the project executing processes, and another seller is taking over. The project manager meets with the replacement seller and his crew. In this meeting, what should the project manager do FIRST? 172 The customer is repeatedly requesting changes. You discover the contract does not include procedures for implementing change, and there are no available funds in the customer's budget to accommodate change. What should you do? 173 During project executing, a major problem occurs that was not included in the risk register. What should you do FIRST?

174 Your organization is having a difficult time managing all of its projects. You have been asked to help senior management get a better understanding of the problems. What do you do Which of the following BEST describes the project 175 FIRST? manager's role regarding project changes?

176 Which of the following BEST describes the project manager's role as an integrator? 177 During project planning, one of the electrical engineers informs the project manager that the life cycle cost of the new heating and air conditioning system is higher than the life cycle cost of another heating and air conditioning system. What should the project manager do? 178 You are a project manager working on a multimillion-dollar project. As the project has progressed, you have become friends with the general contractor. You are working on a US $100,000 change request. She has offered to let you use her boat on the lake this weekend while she is away. What should you do? 179 The previous project manager for your project managed it without much project organization. There is a lack of management control and no clearly defined project deliverables. Which of the following would be the BEST choice for getting your project better organized?

180 Which of the following BEST describes the major constraints on a project? 181 You are taking over a project during project planning and discover that six individuals have signed the project charter. Which of the following should MOST concern you?

182 The project charter for a project was approved for planning, and you have just been assigned as project manager. Realizing that project planning is an ongoing effort throughout the project, which processes are you MOST likely to combine? 183 Which of the following describes the BEST use of historical records from previous projects? 184 You are a new project manager who has never managed a project before. You have been asked to plan a new project. It would be BEST in this situation to rely on _______ during planning to improve your chance of success. 185 The sponsor has asked you to require that each piece of the project scope be planned, estimated, and scheduled. The sponsor also wants to authorize each piece of the project management plan after the documentation is assembled. What is the MOST appropriate response to these requests? 186 A project manager is appointed to head a highly technical project in an area with which this person has limited familiarity. The project manager delegates the processes of Develop Schedule, Estimate Costs, Define Activities, and Estimate Activity Resources to various project team members, and basically serves as an occasional referee and coordinator of activities. The results of this approach are likely to be: 187 The sponsor assigns you to be the project manager of a project that crosses functional lines and is designed to operate at 6 sigma levels. The sponsor has given you cost and schedule requirements. Which of the following would NOT be an appropriate action on your part? 188 Which of the following processes involves creating a coherent, consistent document that can be used to guide all the work in both project executing and project monitoring All ofcontrolling? the following are NOT parts of a project management 189 and plan EXCEPT:

190 All the following should be determined before project planning EXCEPT: 191 If a project manager is concerned with gathering, integrating, and disseminating the outputs of all project management processes, she should concentrate on creating a better: 192 Which of the following management plan?

BEST

describes

a

project

193 You are assigned as a project manager to lead a new quality improvement project. Management is asking for a project management plan. Which of the following should createmanagement FIRST? A project plan should be realistic in order to be 194 you used to manage the project. Which of the following is the BEST method to achieve a realistic project management plan?

195 You have accepted a position at a company where you will manage a group of projects in a coordinated way. This organization specifically hired you to start a project management office to help it develop a more structured approach to project management. What should you do FIRST? 196 The person who should be in control of the project during project planning is the: 197 Which of the following is NOT needed in order to come up with a project estimate?

198 A project change management plan should be created during which process group? 199 Which of the following BEST describes a project management plan? 200 Your project team has identified dependencies on six related projects that are providing major deliverables to your project. Some of these projects have a very similar scope and may overlap with your deliverables. In light of this, which of the following processes should you be MOST concerned about? 201 You are given a new project to manage and a brief project scope statement. The project sponsor tells you there is no required completion date for the project. The BEST thing to do is to:

202 You have taken over a project from another manager who left the firm. This is a functional organization and the different units are often rather hostile to each other. The project is a large one involving activities the organization has never done before. You find the project has what appears to be adequate documentation, including an agreed-to project charter, project management plan, WBS, etc. The project is on schedule and within budget. However, the atmosphere in meetings with the project team often seems tense, and offhand comments made by participants seem to indicate a high level of dissatisfaction with the project. You review all the major project documents with the key stakeholders and get agreement that they are still accurate, but this does not seem to solve the problem. What is the MOST likely explanation for this situation? 203 You are in the middle of executing a major modification to an existing product when you learn that the resources promised at the beginning of the project are not available. The BEST thing to do is to: 204 A project manager receives a change request from the customer. The change requires adding a new filtration system to the project in place of a cleaner bag. When the project manager evaluates the change, it is MOST important that she consider the impact on the: 205 Inputs to the Direct and Manage Project Execution process include all the following EXCEPT:

206 During what part of the project management process is MOST of a project's budget expended? 207 You have been appointed manager of a project to convert multiple electronic mail systems at a major financial institution to a single platform. Your company's approach was not the client's first choice, and your firm was able to offer the lowest cost alternative by using funds provided to your company for a different purpose. After the project is underway, the client specifies a new approach that has never been used before. When the project is approaching the originally scheduled end date, it becomes clear that the technological approach will have to be significantly altered. Although the client has been apprised of developments throughout the project through regular status reports, and the project management plan has been followed, the client demands the project be continued without any increase in cost until all of their requirements are met. Your firm feels that it has no choice but to comply with the client's demands, although this will result in a substantial loss on the project. What is the MOST important thing that should have been done to avoid this situation? 208 You have been assigned to manage the development of an organization's first Web site. The site will be highly complex and interactive, and neither your project team nor the client has much experience with Web site development. The timeline is extremely aggressive. Any delay will be costly for both your firm and the client. You have a project sponsor and have achieved agreement and sign-off on both the project charter and the project management plan. Client personnel have been kept fully informed of the project's progress through status reports and regular meetings. The project is on schedule, within budget, and a final perfunctory review has been scheduled. Suddenly you hear that the entire effort may be cancelled because the product developed is totally unacceptable. What is the MOST likely cause of this situation? 209 The project manager has just received a change request from the customer that does not affect the project schedule and is easy to complete. What should the project manager FIRST? Having to constantly push the team to perform is an 210 do example of a LACK of: 211 Your company just won a major new project. It will begin in three months and is valued at US $2,000,000. You are the project manager for an existing project. What is the FIRST thing you should do once you hear of the new project?

212 You are a project manager who was just assigned to take over a project from another project manager who is leaving the company. The previous project manager tells you that the project is on schedule, but only because he has constantly pushed the team to perform. What is the FIRST thing you should do as the new project manager? 213 What is a project management information system (PMIS)?

214 The need for ____ is one of the major driving forces for communication in a project.

215 Which of the following BEST describes the project manager's role during project planning? 216 The project manager's role during the executing process of the project can BEST be described as a(n): 217 When is it MOST important that integration is performed?

218 Many more changes were made to the project during project executing than had been expected. What is the BEST thing for the project manager to do now? 219 A project manager has just been assigned to a project that has been in progress for two months when a team member requests more time on an activity he is working on. The project manager discovers the only impact to the project will be a delay on a non-critical path activity. The customer has emphasized the importance of completing the project on schedule. What should the project manager do NEXT? 220 A software development project has been suffering through many major project changes. Because of this, the project manager has not been able to do much but complete change request forms. Which statement BEST describes the other activities the project manager should be doing? 221 Your new project to outsource work has been going badly. The project deliverables have changed three times, the functional managers keep removing people from the team, and the project schedule baseline has been adjusted four times in the first week. This is MOST likely due to a lack of: 222 The Java development of a project is outsourced to India. The project schedule is starting to slip. What is the LEAST likely cause of the slippage? 223 After a great deal of effort, the project team has finally determined the specifications for a major scope change to the project. In light of this, what should the project manager FIRST? A project has just begun when one of the stakeholders asks 224 do the project manager about making a change to the format of the deliverable for activity Y. She wants to know how to go about submitting the change for review. The project manager should direct her to:

225 The project manager on a large software installation project is working with her team on a critical set of activities. They are working late on Saturday night. Circumstances create a situation wherein the project manager must decide to change the schedule, pushing the end date of the project out two weeks. What has MOST likely happened? 226 You are assigned as the project manager in the middle of the project. The project is within the baselines, but the customer is not happy with the performance of the project. What is the FIRST thing you should do? 227 A team member notifies you she has added extra functionality to the project. She tells you there was no impact on the cost or schedule. What should be done as a result of this change?

228 During the course of your project, you notice that most of the changes occurring on the project come from the research department. What should you do? 229 A project manager wants to more extensively involve the stakeholders on the project. Which of the following would be the BEST way accomplish this? 230 All of following should be done by the project manager during project monitoring and controlling EXCEPT: 231 When it comes to changes, the project manager's attention is BEST focused on: 232 Which of the following is the BEST method to control changes on a project? 233 When should project baselines be changed?

234 It is the middle of the project when the project manager is informed by her scheduler that the project control limits are secure. That same morning she receives a note from a team member about a problem he is having. The note says, "This activity is driving me crazy and the manager of the accounting department won't help me until the activity's float is in jeopardy." In addition, the project manager has e-mails from a minor stakeholder and 14 e-mails from team members. While she is reading the e-mails, a team member walks in to the project manager's office to tell her a corrective action was implemented by a team member from the project management office, but was not documented. What should the project manager do NEXT? 235 All of the following are outputs of the Monitor and Control Project Work process EXCEPT: 236 The networking vendor has contacted the project manager to inform her that a recent earthquake will impact the delivery of critical components. The project team meets to determine the impact on the overall project and determines that staffing will not be affected, but changes will need to be made in the areas of risk and cost management. What is the project team involved in here? 237 At a critical milestone in a development project, it is determined that implementation is two months behind schedule. The project manager is concerned the root cause is lack of conformance to requirements in the design of the new billing system. More extensive measurements are taken to see if this is, in fact, the problem. Such measurements are: 238 The customer wants to expand the project scope after the performance measurement baseline has been established. Which procedures must be followed? 239 The project manager on a large software installation project is working with her team on a critical set of activities. They are working late on Saturday night. Circumstances create a situation wherein the project manager must decide to change the schedule, pushing the end date of the project out two weeks. What is the BEST action for the project manager to take next as a result of her decision?

240 A change control system should be created:

241 While the project is being completed, management requests a change. What is the FIRST thing the project manager should do? 242 Which of the following BEST describes when a project baseline should be changed? 243 During the creation of lessons learned for a project, the team determines that the project would have been better if they had a change control board. Which of the following is the BEST description of what a change control board helps the team to do? 244 The role of the project manager relating to integration is MOST appropriately described as: 245 All of the following are parts of an effective change management plan EXCEPT: 246 A project is plagued by changes to the project charter. Who has the primary responsibility to decide if these changes are The project is not going well and many changes are being 247 necessary? made. Which of the following should you do FIRST to gain control of the project?

248 A stakeholder wants to make a change to the work breakdown structure that does NOT affect the time or cost of the project. What is the BEST thing to do? 249 The carpeting subcontractor has, without prior approval, installed carpet that is a slightly different pattern from the pattern selected for the project. The difference in cost per square yard saves the buyer approximately US $10,000. Upon learning of the change, the BEST course of action for the project manager is to: 250 The client demands changes to the product specification that will add only two weeks to the critical path. Which of the following is the BEST thing for the project manager to do?

251 The primary customer of a project has requested an application change during user testing. As project manager, how should you BEST address this issue? 252 A project manager has made a change to the project. What should she do NEXT? 253 A work authorization system can be used to:

254 Which of the following BEST describes the project manager's role relating to changes?

255 During project executing, the project manager determines that a change is needed to material purchased for the project. The project manager calls a meeting of the team to plan how to make the change. This is an example of: 256 The project was going well when all of a sudden there were changes to the project coming from multiple stakeholders. After all the changes were determined, the project manager spent time with all the stakeholders to find out why there were changes and to discover any more. The project work has quieted down when a team member casually mentions to the project manager that he added functionality to a product of the project. "Do not worry," he says, "I did not impact time, cost, or quality!" What should the project manager do FIRST? 257 The customer wants to make a change to the project scope. The BEST thing for the project manager to evaluate is the: 258 A team member notifies you, after the fact, that she has added extra functionality to the project. There was no impact on the cost or schedule. What should be done as a of this change? A project team member tells you she went to her project 259 result

manager with a good idea for a useful change to the project. Instead of giving her approval to make the change, the project manager asked her to write a report describing the benefits of the change. What is the MOST appropriate advice for the situation?

260 All the following are true of project baselines EXCEPT:

261 There have been numerous changes on your project. All approved changes are BEST reflected in the:

262 You take over a project that is in a lot of trouble. There are apparently problems with the team dynamics, project scope, the sponsor, and the timeline. The project has a cost performance index (CPI) of 0.75 and schedule performance index (SPI) of 1.2. The FIRST action you should take is to: 263 A project manager has finished the project. He knows the project scope has been completed and is within cost and time objectives set by management. Management, however, says that the project is a failure, because the original schedule was for 27 weeks and the project was completed in 33 weeks. If the project baseline was 33 weeks, the project is a success because: 264 Closure includes all of the following EXCEPT:

265 Company procedures require the creation of a lessons learned document. Which of the following is the BEST use of lessons learned?

266 Lessons learned are BEST completed by: 267 Your company has just presented its new five-year strategic plan. You have received a new product request from a customer that is in line with the previous five-year strategic plan, but it does not meet the objectives of the new plan. The product description seems to have a valid business driver and to be a straightforward development effort. As project manager, what is the BEST course of action? 268 The CEO of the company has assigned a project manager to a project the CEO has wanted to do for a long time. What should the project manager do FIRST?

269 All of the following are purposes of the project charter EXCEPT: 270 A market demand, a business need, and/or legal requirement are examples of: 271 Which statement about project deliverables is CORRECT?

272 The performing organization is trying to decide whether to split the procurement department and assign procurement responsibilities to departments directly responsible for the projects. A procurement professional might not want this split to occur because he or she would lose ___________ in a decentralized contracting environment. 273 Linear programming is an example of what type of project selection criteria? 274 You are a project manager for a large consulting firm. Your superior has just asked for your input on a decision about which project your company should pursue. Project A has an internal rate of return (IRR) of 12 percent. Project B has a predicted benefit cost ratio (BCR) of 1.3. Project C has an opportunity cost of US $75,000. Project D has a payback period of six months. If you had to choose based on this data, which project would you select? 275 A market demand, a customer request, and a technological advance are examples of:

276 A project manager has just been assigned to a new project and has been given the approved project charter. The FIRST thing the project manager must do is:

277 278 279

Benefit measurement and constrained optimization are examples The BESTof: time to assign a project manager to a project is during: A person is writing a document identifying the business need for a project and is including a description of the product to be created by the project. She includes a list of stakeholders and preassigned resources. What is the role of this person on the project? 280 Halfway through the project, the client considers cancelling the remaining work and the contract. It would be BEST to look at which of the following to determine the purpose for Whoproject? issues the project charter? 281 the 282 You have created the project charter but could not get it approved. Your manager and his boss have asked that the project begin immediately. Which of the following is the thing to do? To complete the project initiating processes, a project 283 BEST

manager needs the project charter and: 284 Identifying high-level project performance criteria, defining business need, and determining product description are all part of WHICH project management process group? 285 A project manager is trying to convince management to use more formal project management procedures and has decided to start improving the company's project management by obtaining a project charter for each of his projects. Which of the following BEST describes why a project charter would help the project manager? 286 Which of the following is included in a project charter?

287 Management gives the project manager a preliminary project scope statement and tells him that he is not sure it is complete. The preliminary project scope statement should include: 288 The project charter is created in which project management process group? 289 Generally, when is the BEST time to create a procurement management plan? 290 All of the following must be performed during project initiating EXCEPT: 291 All of the following are parts of the project initiating processes EXCEPT: 292 A WBS is BEST described as a tool for tracking: 293 Which of the following is an output of the Collect Requirements process?

294 Identifying alternative approaches is part of which scope management process?

295 Which of the following is NOT part of the Define Scope process? 296 Being told to complete the project in three months using only four resources is an example of: 297 The project management team has completed their makeor-buy analysis and decided it would be best to buy the equipment needed for the new voice-activated control system. The scope could not be defined well enough for a fixed price contract, but the team had specific quality metrics that were key to the success of the project. Because of this, the team decided to issue an RFP rather than request bids.All the work to be done was included in the RFP and it was sent to the companies on the prequalified seller list by the procurement department. Only two of the four companies who received the RFP filed questions as part of a question-and-answer period held at the bidder conference. Based on this, what is the MOST important thing the project manager should make sure is in the final contract? 298 A new project manager is about to begin creating the procurement statement of work. One stakeholder wants to add many items to the procurement statement of work. Another stakeholder only wants to describe the functional requirements. The project is important for the project manager's company, but a seller will do the work. How would you advise the project manager? 299 A new project manager has asked you for advice on creating a work breakdown structure. After you explain the process to her, she asks you what software she should use to create the WBS, and what she should do with it when it is completed. You might respond that it is not the picture that is the most valuable result of creating a WBS. It is: 300 Which of the following is a chief characteristic of the Delphi technique? 301 During which part of the project management process is the project scope statement created? 302 A project manager spends time determining his company's objectives and how the project fits into them. This is an example of: 303 You have a signed project charter, and are in the process of creating a project scope statement. You have asked the team for input to ensure the project scope statement is complete. However, the team is struggling with defining the scope. Which of the following BEST describes the problem?

304 A work breakdown structure is an input to all of the following processes EXCEPT:

305 The development of the scope baseline can BEST be described as involving: 306 In which of the following processes is a scope management plan created? 307 All the following come after the Define Scope process EXCEPT:

308 309 310

All the following are needed to create the WBS EXCEPT: Which of the following is done during the Create WBS process? Which of the following is a basic rule or guideline for creating a work breakdown structure?

311 Scope decomposition involves subdividing the major project deliverables into smaller pieces to: 312 A new project manager is planning a complex hardware installation project. The team consists of 13 people who are experts in their fields. The project manager does not want to micromanage the project. How far should he decompose the work? 313 If a project team is subdividing project work packages into smaller, more manageable components, they are: 314 To manage a project effectively, work should be broken down into small pieces. Which of the following does NOT describe how far to decompose the work? 315 What is the decomposition process used to develop? 316 All of the following statements about work breakdown structures are true EXCEPT: 317 A project manager is concerned about the amount of gold plating that has occurred on past projects. All the following would NOT be of use in controlling gold plating EXCEPT: 318 The work breakdown structure is created by: 319 A work breakdown structure numbering system allows the project team to: 320 Where should a new project manager look to determine resource requirements? 321 Define Activities, Sequence Activities, and Estimate Activity Durations all occur before:

322 The project management plan is LEAST useful for which of the following?

323 A project manager and her team worked together to develop a work breakdown structure. However, it seems project team members are doing work that is not included in the work breakdown structure. The purpose of a work breakdown structure is to: 324 Your project is approximately 66 percent complete and has progressed according to plan. There are nine teams working on implementation and testing activities. You receive notification, after the fact, that a manager has pulled two teams off the project to do non-project work. Part of the project is falling behind relative to the others. The MOST likely reason for this is: 325 A team member determines the scope for her activity is no longer valid. She comes to you for advice on making the change. To which of the following documents should you make no thislonger change? Your to project ties into the company's objectives. 326 refer What would be the BEST thing to do?

327 You have been assigned to manage a portion of a larger project that is supposed to be finished within a two-week period. You have met with the leadership of the department to gather requirements, and you have a project charter, project scope statement, and project management plan that have been approved by these individuals. You are told to meet with the actual user of the product of the project to demonstrate how the system will work. When you give the demonstration, it is clear the user's requirements are very different from the ones you were initially given and to which both you and the client agreed. What is the BEST thing for to Scope do now? Verify is closely related to: 328 you 329 A project manager is in the process of scope verification of a deliverable with the customer. What is the MOST important thing the project manager should ensure? 330 A project manager receives a deliverable from one of the team members to provide to the customer. While looking at the deliverable, the project manager notes that the document is smaller than what he expected and does not contain what he thought it should. The project manager should FIRST: 331 A project manager is performing an audit on a deliverable when she hears that the team member who did the work is complaining to everyone that he is being picked on by having his activity audited. You know this is not true. What lesson learned could you take to future projects? 332 During a walk-through of a work package, you discover a team member is completing the work differently than stated in the WBS dictionary. How should you deal with this? 333 All of the following are tools used in the Verify Scope process EXCEPT:

334 Which of the following BEST describes the Verify Scope process?

335 All of the following are inputs to the Verify Scope process EXCEPT: 336 After the kickoff meeting, two team members engage in a casual conversation about the project objectives and deliverables. It is clear they heard different messages during the meeting. One team member is so adamant that the other team member gives up arguing the point. In talking to the project manager, the second team member confirms that the first team member is mistaken. At this point, what is the BEST course of action? 337 The construction phase of a new software product is near completion. The next phases are testing and implementation. The project is two weeks ahead of schedule. What of the following processes should the project manager be MOST concerned with before moving on to the final phase? 338 A software system was accepted by the customer, but has been found to give unexpected results. Which of the following BEST describes what the project manager should do FIRST? 339 You are managing a project on which your team is physically located with client personnel at a remote location. There is a high level of interaction between your team and client personnel, and client satisfaction is considered very important. Since the client is expressing a very high level of satisfaction with the project's progress, your management has indicated no concerns about the project. However, you are behind schedule and over budget. In addition, morale among team members is low, and several team members have talked about quitting. Team members complain regularly about priority adjustments and alteration of activities. The weekly reports you receive about activities completed are often difficult to relate to the WBS and the project management plan. What action should you take to MOST effectively address these problems? 340 Which of the following is an important input to the Verify Scope process?

341 Which of the following can create the MOST misinterpretation of the project scope statement? 342 A project manager believes that modifying the project scope may provide added value for the customer. What should the project manager do? 343 Which of the following includes the processes required to ensure the project includes all the work and only the work required to complete the project successfully? 344 When should the Verify Scope process be done?

345 A new project manager is being mentored by a more experienced, PMP-certified project manager (PMP). The new project manager is having difficulty finding enough time to manage the project because the product and project scope are being progressively elaborated. The PMPcertified project manager advises that the basic tools for project management, such as a work breakdown structure, can be used during project executing to assist the project manager. For which of the following can a work breakdown structure be has used? customer given you a procurement statement of work 346 A for a complex, eight-month project that has a few unknowns. The customer has asked you to just "get it done" and only wants to see you at the end of eight months when you deliver the finished project. Under these circumstances, which of the following is the BEST thing to do? 347 Your project team member delivers a project deliverable to the buyer. However, the buyer refuses the deliverable, stating it does not meet the requirement on page 300 of the technical specifications. You review the document and find that you agree. What is the BEST thing to do?

348 Which of the following is a KEY output of the Verify Scope process? 349 Management by objectives works only if: 350 A project is ending one of its phases. What should be done before moving on to the next phase? 351 A customer is not happy with a project deliverable. What is your BEST course of action?

352 During project executing, a team member comes to the project manager because he is not sure what work he needs to accomplish on the project. Which of the following documents contain detailed descriptions of work packages?

353 Product verification is different than scope verification in that product verification: 354 A project manager is starting work on a complex project. There will be people from two different countries involved. The project sponsor is from a third country, and the work is being done on an expedited schedule in your country with 14 electrical engineers, 4 architects and their staffs, 3 mechanical engineers, and 2 maintenance experts. What should the project manager do to make sure all the work in this project is identified? 355 The project manager wishes to use the Delphi technique to obtain expert opinion on some difficult technical issues she's facing. What should she be careful to do?

356 A project manager has discovered a team member has gold plated the work done in an activity. In order to discover this, the project manager must have been performing: 357 A project manager is assigned to a new, high priority project. There are only five available resources because other resources are already committed to projects. The time available to complete the project is less than half the time needed, and the project manager cannot convince management to change the end date. The project manager should: 358 After the contract has been signed for the upgrade of 8,000 workstations, a project manager is assigned. The procurement manager is relatively new and has less projectrelated knowledge than the project manager. The cost analyst works from home, and his price estimates are based on the details outlined in the contract. The project manager thinks there was a flaw in the logic determining the number of workstations that can be upgraded via remote electronic software distribution. Which of the following is the BEST thing for the project manager to do? 359 A client has asked you to add to the scope of the project. The project is under budget and a little ahead of schedule. What should you do?

360 Over the last few weeks, the team has made three changes to the activities on the project. The project manager must be MOST careful to:

361 The customer wants to expand the product scope after the performance measurement baseline has been established. Which document must be submitted? 362 Your project team is spending so much time reviewing potential changes to a project that you do not have time to complete project work. Which of the following is the LEAST likely reason for this problem? 363 A project manager discovers two team members discussed what was needed to complete a work package on the project and made many changes to the project scope. The work package is now completed and the team members are planning to go on to the next work package. In looking at what was done, the project manager determines the work does NOT meet the requirements of the project. What is the BEST course of action for the project manager? 364 Which of the following is CORRECT in regard to the Control Scope process?

365 The product manager for the product the project is developing notifies the project manager that she has decided the product should be usable by an additional market. The BEST thing for the project manager to do would be to:

366 All of the following are outputs of the Control Scope process EXCEPT: 367 You are the project manager on an information technology project on which you and the sponsor have already approved the scope. While having lunch with a customer representative working with him on a software project, an information specialist on your team learns a simple alteration in the display would be a great addition to the project. The information specialist installs the change with no negative effect on the project schedule and at no additional cost. What action should be taken? 368 A project manager on a multinational Web site implementation project is at a party and talks to friends who will be heavy users of this new Web site when the project is complete and the site is rolled out. They describe some annoying aspects of the current Web site. The project manager takes this feedback to the sponsor, and encourages design and scope changes. Which of the following BEST describes what the project manager has months into a design project, the customer requested a 369 Two done? modification to the product. The change was made without notifying the project manager. During final testing, results were different than what was planned for. This scenario is BEST thought of as an example of which of the following? 370 All of the following are outputs of the Create WBS process EXCEPT: 371 During project executing, you realize the subcontractors are working with incomplete and different project scope statements. As the project manager, what should you do FIRST?

372 Your best programmer is an independent contractor. Recently, you learned that she is working on a project in the evening for one of your competitors. Your BEST course of action is to: 373 Two people on the same project team have just found out they are working on the same work. This situation can be BEST characterized as a lack of: 374 During a project team meeting, a team member suggests an enhancement to the scope that is beyond the scope of the project charter. The project manager points out that the team needs to concentrate on completing all the work and only the work required. This is an example of: 375 During project executing, you find the customer has requested a change to the scope of work even though the work was previously not included in the plan. There are no objections to the cost of the change. What should you do FIRST?

376 The project is mostly complete. The project has a schedule variance of 300 and a cost variance of -900. All but one of the quality control inspections have been completed and all have met the quality requirements. All items in the issue log have been resolved. Many of the resources have been released. The sponsor is about to call a meeting to obtain product verification when the customer notifies the project manager that they want to make a major change to the scope. The project manager should: 377 A functional manager meets with the project manager's boss to discuss a change to the acceptance criteria for a major deliverable. After the meeting, the boss calls the project manager into his office and tells him to make the change. What is the BEST thing to do? 378 The seller's project manager is managing a fixed price (FP) contract. She thinks a large customer-requested change might impact the schedule of the project. What should she YouFIRST? are managing a six-month project and have held bi379 do

weekly meetings with your project stakeholders. After fiveand-a-half months of work, the project is on schedule and budget, but the stakeholders are not satisfied with the deliverables. This situation will delay the project completion by one month. The MOST important process that could have prevented this situation is: 380 Which of the following BEST describes when the baseline can be changed? 381 Which of the following is NOT included in a schedule change control system? 382 A project manager decides to bring expected future schedule performance in line with the project management plan. What is this a definition of? 383 The project has been going relatively well, although there have been some problems with resource availability and the project scope has changed more than was expected. The project is now completing one of its phases. Of all decisions the sponsor must consider during an end-of-phase review meeting, the MOST difficult is: 384 From the seller's perspective, what is the status of a project when the project team has completed all the work specified in the procurement statement of work and the final deliverable has been sent to the customer?

385 While completing work, a project team member tells you that a work package has been forgotten in the WBS. What is the BEST thing to do? 386 Which of the following is an output of the Define Activities process? 387 The outputs of the Define Activities process include all the following EXCEPT:

388 Company A is developing a project similar to one it delivered nearly 12 months earlier. What is the MOST likely approach to defining project activities?

389 If your project will require redesign after completion of testing, which of the following diagramming techniques to use? is generally the MOST CORRECT Which be of BEST the following 390 would use of a project network diagram? 391 You are a project manager on a US $5,000,000 software development project. While working with your project team to develop a network diagram, you notice a series of activities that can be worked in parallel but must finish in a specific sequence. What type of activity sequencing method is required for these activities? 392 A discretionary dependency is one that is based on:

393 Which of the following includes all of the relationships represented on an activity-on-node diagram? 394 In an activity-on-node diagram, the nodes represent: 395 Free float is the amount of time an activity can be delayed without delaying the: 396 Total float is the amount of time an activity can be delayed without delaying the: 397 What is the BEST method of estimating the time for an activity that has not previously been done by your company?

398 The precedence diagramming method (activity-on-node) is different from the arrow diagramming method (activity-onarrow) because a precedence diagram: 399 A dependency requiring that design be completed before manufacturing can start is an example of a:

400 How many types of relationships between activities can be found on a precedence (AON) diagram? 401 What is another name for the waiting time between two activities? 402 Which of the following is NOT correct about network diagrams?

403 You are a project manager on a US $5,000,000 software development project. While working with your project team to develop a network diagram, your data architects suggest that quality could be improved if the data model is approved by senior management before moving on to other design elements. They support this suggestion with an article from a leading software development journal. Which of the following BEST describes this type of input? 404 Lag means:

405 Which of the following is NOT a factor in the project manager's acquiring the best resources for the project? 406 A project has seven activities: A, B, C, D, E, F, and G. Activities A, B, and D can start anytime. Activity A takes 3 weeks, Activity B takes 5 weeks, and Activity D takes 11 weeks. Activities A and B must be completed before Activity C can start. Activity C requires 6 weeks to complete. Activities B, C, and D must be completed before Activity E can start. Activity E requires 2 weeks. Activity F takes 4 weeks and can start as soon as Activity C is completed. Activity E must be completed before Activity G starts. Activity G requires 3 weeks. Activities F and G must be completed for the project to be completed. What is the path? A project has seven activities: A, B, C, D, E, F, and G. 407 critical Activities A, B, and D can start anytime. Activity A takes 3 weeks, Activity B takes 5 weeks, and Activity D takes 11 weeks. Activities A and B must be completed before Activity C can start. Activity C requires 6 weeks to complete. Activities B, C, and D must be completed before Activity E can start. Activity E requires 2 weeks. Activity F takes 4 weeks and can start as soon as Activity C is completed. Activity E must be completed before Activity G starts. Activity G requires 3 weeks. Activities F and G must be completed for the project to be completed. Which activities float available? How is three-point estimating related to risk? 408 have 409 Which of the following processes includes asking team members about the time estimates for their activities and reaching agreement on the calendar date for each activity? 410 You have a project with four activities as follows: Activity 1 can start immediately and has an estimated duration of 1. Activity 2 can start after activity 1 is completed and has an estimated duration of 4. Activity 3 can start after activity 2 is completed and has an estimated duration of 5. Activity 4 can start after activity 1 is completed and must be completed when activity 3 is completed. The estimate for activity 4 is 10. What is the SHORTEST amount of time in which the project can be completed? 411 A heuristic is BEST described as a:

412 You have a project with the following activities: Activity A takes 40 hours and can start after the project starts. Activity B takes 25 hours and should happen after the project starts. Activity C must happen after activity A and takes 35 hours. Activity D must happen after activities B and C and takes 30 hours. Activity E must take place after activity C and takes 10 hours. Activity F takes place after activity E and takes 22 hours. Activities F and D are the last activities of the project. Which of the following is TRUE if activity B actually takes 37 hours? 413 All of the following are used in estimating EXCEPT:

414 A project manager has received activity duration estimates from his team. Which of the following does he need in order to complete the Develop Schedule process? 415 The project manager is involved in the Develop Schedule process for the project. He has analyzed the project, compressed the schedule, and completed a Monte Carlo analysis. Which of the following is an output of Develop Schedule? 416 You are a project manager for a new product development project that has four levels in the work breakdown structure and has been sequenced using the precedence diagramming method. The activity duration estimates have been received. What time management activity would you do NEXT? 417 Based on the network diagram in the chart, you complete the initial schedule and find out that the scheduled completion date for activity G is after an imposed delivery date. In order to shorten the project length and meet that milestone, what should you do? 418 Which of the following BEST explains why the team needs to approve the final schedule? 419 Which of the following is the BEST method of completing "what-if" scenarios to determine what combination of resources and interdependencies will produce the best You have a project with four activities as follows. Activity 1 420 schedule?

can start immediately and has an estimated duration of 1. Activity 2 can start after activity 1 is completed and has an estimated duration of 4. Activity 3 can start after activity 2 is completed and has an estimated duration of 5. Activity 4 has an estimated duration of 8. It can start after activity 1 is completed. Both activity 3 and activity 4 must be completed before the project is complete. What is the critical path of the project? 421 What is the duration of the near-critical path based on the chart? 422 An activity-on-node (AON) network diagram shows the following activities on two critical paths; Start, D, E, J, L, End and Start, D, E, G, I, L, End. Each activity is at least three days in duration, except for activity L, which is one day in duration. If you are directed to reduce the project by one day, which activities are MOST likely to change?

423 The WBS, estimates for each work package, and the network diagram are completed. The NEXT thing for the project manager to do is:

424 A project manager is taking over a project from another project manager during project planning. If the new project manager wants to see what the previous project manager planned for managing changes to the schedule, it would be BEST to look at the: 425 The calculated duration of a project is 28.166. The standard deviation is 5.5. What technique would you use to compute the probability of completing a project on a specific day? 426 A project manager has held a video conference with some of the project team about a technical problem on the project. Various solutions were proposed and discussed, and a few were saved for later analysis. As a result, the issue is better understood and its description has been updated in the issue log. The project schedule has not been changed. During a follow-up meeting to make a final decision, a team member notifies the project manager that another team member expressed concern that he was not included in the meetings. Another team member mentions that he remembers seeing a letter from one of the potential sellers during the bidder conference that may shed some light on how to solve the issue. The team tries to find the letter but no one remembers which seller sent it and they cannot find it in their own e-mail archives. Which of the following would it be BEST for the project manager to do? 427 The buyer's project manager is meeting with the seller's project manager to discuss the seller's performance to date on this important design-build project. There have been two changes to the project caused by a change in government regulations and three perceived errors by the seller that are being discussed. What is the BEST output of such a meeting? 428 Based on the network diagram shown in the chart, what is the duration of the critical path? 429 A plan for establishing the criteria for developing and controlling the project schedule is BEST described as part of the: project manager is using weighted average duration 430 A estimates to perform schedule network analysis. Which type of mathematical analysis is being used? 431 A project manager has increased project costs by US $100,000, but completed the project four weeks earlier than planned. What activity is reflected by this outcome? 432 All of the following are inputs to the Develop Schedule process EXCEPT:

433 All of the following are inputs to the Develop Schedule process EXCEPT: 434 Which of the following is the MOST likely outcome of crashing a project?

435 Fast tracking the project usually:

436 Why is reverse resource allocation scheduling done?

437 When the project manager completes the detailed project schedule, it is MOST important to get it approved by the:

438 What kind of a diagram is represented by the information in the chart? 439 During the Develop Schedule process, which of the following would provide the basis for the MOST likely activity duration estimate? 440 The WBS, estimates for each work package, and the network diagram are completed. Which of the following would be the NEXT thing for the project manager to do?

441 The project manager has performed schedule network analysis, compressed the schedule, and completed a Monte Carlo analysis. What time management activity should be done NEXT? 442 A new product development project has four levels in the work breakdown structure and has been sequenced using the precedence diagramming method. The activity duration estimates have been received. What should be done NEXT? 443 The project deadline is the end of the year. The project consists of two activities. Activity A has a duration of two months and activity B has a duration of three months. Activities A and B can be performed concurrently. The start date for the project is set for the beginning of July. What is the MAXIMUM duration of the project? 444 Your project management plan results in a project schedule that is too long. If the project network diagram cannot change but you have extra personnel resources, what is the BEST thing to do? 445 A project manager received executive orders to deliver the project two weeks earlier than scheduled, doing whatever it takes. He decided that the least costly means would be to add resources to critical path activities in order to shorten the time of those activities. In this case, the project manager has:

446 A project manager knows she can delay the start of certain activities within the project schedule to coincide with the mitigation of a known risk. She knows exactly the work and duration needed, should the risk event occur. She is confident the finish date will not be impacted by the time delay. Which of the following aspects of schedule development has the project manager used in this situation? 447 You are the project manager for a new product development project that has four levels in the work breakdown structure. The network diagram and duration estimates have been created, and a schedule has been developed and compressed. What time management activity should you do NEXT? 448 What does "resource management?

leveling"

mean

in

project

449 According to your project network diagram, the critical path for the project is six weeks. One week into the project, the manager of the project management office informs you that the executive steering committee has moved the project's finish date to two weeks sooner than your published finish date. Assuming you are on schedule, what is the project float? 450 If project time and cost are not as important as the number of resources used each month, which of the following is the BEST thing to do? 451 You have a project with the following activities: Activity 1 can start immediately and has an estimated duration of 4. Activity 2 can start after activity 1 is completed and has an estimated duration of 8. Activity 3 can start after activity 2 is completed and has an estimated duration of 5. Activity 4 can start after activity 1 is completed and has an estimated duration of 8. Activity 5 has an estimated duration of 3 and must take place concurrently with activity 3. It can start after activities 4 and 2. What is the duration of the critical path of this project? 452 Which of the following is the MOST beneficial result of the project manager knowing the critical path?

453 If the optimistic estimate for an activity is 12 days, and the pessimistic estimate is 18 days, what is the standard deviation of this activity? 454 An activity has an early start (ES) of day 3, a late start (LS) of day 13, an early finish (EF) of day 9, and a late finish (LF) of day 19. What is the duration of this activity? 455 If the optimistic estimate is 1, the pessimistic estimate is 9, and the most likely estimate is 8, what is the PERT An activity has an early start (ES) of day 3, a late start (LS) 456 estimate? of day 13, an early finish (EF) of day 9 and a late finish (LF) of day 19. What is the activity's float? 457 A detailed project schedule can be created only after creating the:

458 Monte Carlo analysis is used to:

459 A project manager is in the middle of executing a very large construction project when he discovers the time needed to complete the project is longer than the time available. What is the BEST thing to do?

460 A project has three critical paths. Which of the following BEST describes how this affects the project?

461 Which of the following is needed to develop a project schedule? 462 Which of the following BEST describes the primary use of project management software? 463 A team member from research and development tells you that her work is too creative to provide you with a fixed single estimate for the activity. You both decide to use the average labor hours per installation from past projects to predict the future. This is an example of which of the following? 464 The float of an activity is determined by:

465 An activity has an early start (ES) of day 3, a late start (LS) of day 13, an early finish (EF) of day 9, and a late finish (LF) of day 19. The activity: 466 In attempting to complete the project faster, the project manager looks at the cost associated with crashing each activity. The BEST approach to crashing would also include at the: planning, you estimate the time needed for During project 467 looking each activity and then add the estimates to create the project estimate. You commit to completing the project by this date. What is wrong with this scenario?

468 Which of the following is the BEST project management tool to use to determine the longest time the project will take?

469 When should a schedule baseline be created and used?

470 Based on the chart, how many weeks will this project take? 471 Based on the chart, what is the float of activity B?

472 Based on the chart, what is the float of activity F? 473 Based on the chart, if the duration of activity F changes to 8, what is the effect on the project?

474 Your team is analyzing the project and comes up with the information in the chart. Which activities are on the critical In order to shorten the project duration, you look at fast 475 path? tracking the project. Based on the chart, which activity(s) would you consider fast tracking? 476 Based on the chart, what is the duration of the critical path? 477 Based on the chart, what is the duration of the critical path? 478 Based on the chart, which of the following statements BEST reflects the project situation? 479 Based on the chart, while working on the project, you are told you have to remove some resources to support a more important project for your customer. From which activity would it be BEST to remove resources? 480 You need to shorten the project by exactly four months, spending no more than US $22,000 to do it. Based on the information in the chart, you would include activity A as part of the solution. However, during planning, the resource completing activity A strongly argued for a particular method of completing the scope in order to agree to be on the team. His scope was accepted because his expertise was needed on the project. The BEST way to crash this project would be to crash which activity(s)? 481 Using the chart, a new activity, (activity R) with the duration of 5 is added to this project. Activity R has a predecessor of activity A and a successor of activity B. How long will the project now take? 482 During project executing, a functional manager asks you to use a model C generator instead of model B on your project. The functional manager says that model C will solve the needs of the project and provide some benefits to the manufacturing department. You look at the cost associated with model C and discover it is substantially higher than model B. If you are not sure you can justify the more expensive model, what is the BEST thing to do? 483 As per the chart, the resource completing activity E is not performing very well. After much argument, the functional manager agrees to assign a different resource to activity E, but this will increase activity E's duration to seven months. What is the effect of this change? 484 Based on the chart, while completing the project, a team member tells you the team forgot something during planning. Activity F needs the results of activity E before it can begin. Taking this new dependency into account, what would be the effect on the project?

485 The project manager has a project that is three months behind but is, surprisingly, markedly under budget. She has decided to try to make up time, but needs to minimize the project risk. What is the BEST thing to do? 486 Using the chart, the resource for activity A is assigned to an additional, more important, project. As a result, the resource will not be able to devote as much time to your project. Activity A will now take 10 weeks. How does this affect the project? 487 Based on the chart, some of the identified risks do not occur and therefore activity B gets done in 3. What is the effect on the project?

488 Your boss tells you one of your resources is needed on another project. All the activities in the chart are occurring at the same time. Assuming all the resources listed have the necessary skills to work on the other project, the resource working on which activity would you pick to move to the other project? 489 In order to provide one of your team members with a reward for excellent performance, you are going to allow him to acquire the new skill in which he is interested. Assuming any activity shown in the chart would provide the team member with the benefit, which activity would you assign him to? 490 Using the chart, in order to handle some resource changes on your project, activity H is going to be done concurrently with activity G instead of after it. What impact will this have the project? Based on the chart, a resource on your project from the 491 on consumer affairs department comes to you to tell you that he is taking a two-week leave from work due to a family emergency. He is assigned to activity F, which is currently in progress. This is a problem because activity F has:

492 Using the chart, the person completing activity G tells you that a few unidentified risks have occurred and the duration of the activity will now be 10 months. What is the effect on project? Based on the chart showing activities on the critical path, 493 the

which activity(s) would you crash to save exactly four Based on the chart, what is the lowest cost of crashing this 494 weeks? project to save four weeks? 495 Your boss says in order to get your new product to market sooner, the project must be completed four months earlier. However, he does not want to shorten the schedule if the project cost will go up more than US $22,000. Provided with the chart, which critical path activity(s) would you crash? 496 You need to shorten the duration of this project by five months. Included in your solution, based on the chart, would be to crash activity C. However, further analysis reveals that this activity has two days of float. What should you do? 497 Your project is currently scheduled to take 117 months. Based on the chart, you could crash the project by five months at a cost of US $20,000. How long will the project if you this option? Based on select the network diagram in the chart, the resource 498 take

working on activity G is replaced with another resource with 50 percent of the productivity of the previous resource. How long will this project take?

499 Instead of celebrating the end of the project, the stakeholders are breathing a sigh of relief. None of them were confident the project would meet the end date. Which of the following is NOT one of the reasons this project had difficulty? 500 Management wants to look at how a project is doing, as compared to past projects. To make a valid judgment, management should compare this project to: 501 A team member notifies the project manager after the fact that certain project deliverables have been attained without performing all the associated work packages in the WBS. What should the project manager do FIRST? 502 As project progress is tracked according to the project management plan, the project manager discovers that final deliverables will be completed two months after the deliverable dates imposed by management. What should the project manager do? 503 You are managing the project when you discover an estimated completion date will occur after the desired date. What should you do FIRST? 504 Which of the following does NOT need to be done if there is a major delay on a non-critical path activity?

505 During its first winter, a multi-year construction project experienced weather-related schedule delays that all the local parties involved described as typical for this area. What should the project manager do to integrate this information into the project schedule? 506 Originally a project has seven activities: A, B, C, D, E, F, and G. Activities A, B, and D can start any time. Activity A takes 3 weeks, activity B takes 5 weeks, and activity D takes 11 weeks. Activities A and B must be completed before activity C can start. Activity C takes 6 weeks to complete. Activities B, C, and D must be completed before activity E can start, and activity E takes 2 weeks. Activity F can start as soon as activity C completes and has a duration of 4 weeks. Activity G takes 3 weeks and cannot start until activity E is completed. Activities F and G must be completed for the project to be completed. However, during project executing, a dependency was discovered between activities E and F. What is the BEST thing to do? 507 The sponsor of the project you are managing asks you to compress the schedule. Which of the following is CORRECT? 508 As the project manager, you are considering tools and techniques to help control changes to the project schedule. Which of the following would be acceptable options?

509 A project manager for a small construction company has a project that was budgeted for US $130,000 over a six-week period. According to her schedule, the project should have cost US $60,000 to date. However, it has cost US $90,000 to date. The project is also behind schedule, because the original estimates were not accurate. Who has the PRIMARY responsibility to solve this problem? 510 During the planning processes, activity G was estimated to take 5 days. Activity G is on the critical path. On day 2, it becomes clear that activity G will take 15 days, which will impact the imposed project end date. The project team meets to perform root cause analysis to identify the cause of the variance and to plan schedule recovery with activities to be performed later in the schedule. Which of the following should ALWAYS be the output of this kind of meeting? 511 Senior management asks the project manager how the project would be affected if two resources were removed from the project. To calculate a response, the project should complete: A project is 50 percent complete when a schedule constraint 512 manager is identified. Which of the following should be done FIRST?

513 During project executing, the forecasted remaining hours exceed planned remaining hours. Consequently, the project takes on a negative variance. Which analysis method is the project manager likely to use as a measurement tool to validate this information? 514 The project is calculated to be completed four days after the desired completion date. You do not have access to additional resources. The project is low risk, the benefit cost ratio (BCR) is expected to be 1.6, and the dependencies are preferential. Under these circumstances, what would be the BEST thing to do? 515 After analyzing the status of your project, you determine the earned value (EV) is lower than the planned value (PV). What should you expect as an outcome if this trend After analyzing the status of your project, you determine it is 516 continues? two weeks behind schedule. You want to recover the original schedule if possible, and there is plenty of remaining budget in the current plan. What is the BEST option?

517 You evaluate your critical path and determine the project will be completed two weeks ahead of management's expected due date. What should you do? 518 Which of the following is CORRECT concerning a change management plan? 519 What is the duration of a milestone? 520 When would a milestone chart be used instead of a bar chart?

521 While evaluating the bar chart with your team, you determine the project is behind schedule. What should you do?

522 Which of the following is the BEST tool for showing the team the project schedule status during project executing? 523 An activity needs more time because an identified risk has occurred. The project manager determines there is enough reserve to accommodate the change. Who needs to the change? A team member tells the project manager her activity will be 524 approve delayed four weeks. The project manager investigates and determines the delay will affect the project's completion date. Who should approve the change?

525 A team member wants to make a technical change to her activity that will add time to the activity estimate. What is the FIRST thing the project manager should do? 526 A functional manager wants to change an activity estimate. The project manager analyzes the change and determines it will cause a delay to the entire project. Who should the change? While reviewing project performance, the project manager 527 authorize determines that the schedule variance is -500. What is the BEST thing to do?

528 A major construction project has been having a lot of schedule changes due to unanticipated weather problems. Who is it BEST to notify of these changes? 529 Which of the following are GENERALLY illustrated BETTER by bar charts than network diagrams? 530 Under which circumstances is it BEST to use a network diagram rather than a bar chart? 531

A project manager for a large information technology consulting firm was assigned to manage a software integration project for a large client. The schedule was already established. Management at the client site responsible for the project then informed the project manager the project duration was too long. Changing market pressures require the project to be brought in one month earlier than scheduled. He had already reviewed the scope of the project and nothing can be cut. He requested that the project manager cut each activity duration estimate by 10 percent in order to accomplish the goal. What is the MOST appropriate thing for the project manager to do in this The sponsor has informed you the resources for your 532 situation? project will be cut. The sponsor wants to know how long the project will take if only nine resources each month are committed to your project. What is this activity called? 533 To control the schedule, a project manager is reanalyzing the project to predict project duration. She does this by analyzing the sequence of activities with the least amount of scheduling flexibility. What technique is she using? 534 Management wants the project completed in 40 days. The cost performance index (CPI) is 1.1, the project critical path duration is 38 days with a standard deviation of two days. What is the maximum project float? 535 You have been assigned as the project manager for a construction project that has had two previous project managers, when you discover a deliverable will be late. Your analysis shows the item can be purchased from another seller at a higher price without affecting the schedule. What is the BEST thing to do?

536 A project has experienced significant delays due to equipment problems, staff attrition, and slow client reviews. The project is 40 percent complete and has used 60 percent of the available calendar time. What is the FIRST thing you should do?

537 Which of the following BEST describes comparing actual dates with planned dates? 538 Senior management is complaining that they are not able to easily determine the status of ongoing projects in the organization. Which of the following types of reports would help provide summary information to senior management? 539 You are a project manager for a small construction project. Your project was budgeted for US $72,000 over a six-week period. As of today, you have spent US $22,000. The earned value is US $24,000. According to your schedule, you should have spent US $30,000 by this time. Based on these circumstances, your project could be BEST described as: 540 Based on the chart, how is the project doing?

541 Using the chart, if the duration of activity D changes to 9, what would you need to include in your performance report? 542 Based on the chart, what will be the effect on the project if activity C now takes four months? 543 You are looking at the standard report templates the project management office has supplied, and you see network diagrams and bar charts. In which of the following circumstances would you ALWAYS use a network diagram instead of a bar chart? 544 All of the following relate to controlling the schedule EXCEPT: 545 A project may be selected based on all of the following A company is attempting to select the BEST project from a 546 EXCEPT: list of possible choices. If the information they have includes the following benefit cost ratios, which project should they What does a benefit cost ratio (BCR) of 2.1 mean? 547 pick? 548 Which factor would NOT be considered when an organization is choosing between two projects to undertake?

549 The cost of choosing one project and giving up another is called:

550 If project A has a net present value (NPV) of US $30,000 and project B has an NPV of US $50,000, what is the opportunity cost to the organization if project B is selected? 551 Project A has an internal rate of return (IRR) of 21 percent. Project B has an IRR of 7 percent. Project C has an IRR of 31 percent. Project D has an IRR of 19 percent. Which of these would be the BEST project? 552 Four projects have been proposed to management. Project A has a payback period of 16 months. Project B has a payback period of 12 months. Project C has a payback period of eight months. Project D has a payback period of six months. Which project should management choose? 553 You have four projects from which to choose one. Project A is being done over a six year period and has a net present value (NPV) of US $70,000. Project B is being done over a three year period and has an NPV of US $30,000. Project C is being done over a five year period and has an NPV of US $40,000. Project D is being done over a one year period and has an NPV of US $60,000. Which project would you choose? 554 The amount of funds available for a company to invest in projects is called: 555 There are two projects for the organization to choose between: Project A with an NPV of US $45,000 and Project B with an NPV of US $85,000. What is the opportunity cost B? you are presented with the following Asselecting a projectproject manager, 556 of

information on the net present value (NPV) of several potential projects. Which project is your BEST choice?

557 Company management is presented with the following information on the payback period for several possible projects. Which project is the BEST choice? 558 A project manager is working with management to create the project estimate. During the initiating process group, what level of accuracy should the estimate have? 559 Which of the following would be the BEST project to select?

560 What is present value (PV)? 561 Your company can accept one of three possible projects. Project A has a net present value (NPV) of US $30,000 and will take six years to complete. Project B has an NPV of US $60,000 and will take three years to complete. Project C has an NPV of US $90,000 and will take four years to complete. Based on this information, which project would you pick? 562 You are trying to decide whether to lease or buy an item for your project. The daily lease cost is US $150. The investment cost to purchase the item is US $2,000, and the daily cost is US $50. In how many days will the lease cost be the same as the purchase cost? 563 Resource requirements are determined:

564 While completing the Develop Human Resource Plan process on your project, you visited the functional manager of engineering many times, but she refused to provide resources for the project. First, the excuse was that her department was too busy. The next time, the department was undergoing a reorganization. This is causing your project to slip the schedule. Which of the following is the MOST probable reason for her lack of support? 565 While planning the project, you discover an expert resource might be available to work on your project. However, the resource manager will not commit to the resource being on your team at the present time. The BEST thing to do would be to estimate the activity: 566 Determining the physical resources, quantities of each, and when they would be used is the process of:

567 A project manager wants to make sure his plans for meeting the training needs of resources and plans for releasing resources are complete. All of the following are inputs to this EXCEPT: A project manager must publish a project schedule. 568 activity Activities, start/end times, and resources are identified. What should the project manager do NEXT?

569 All of the following are outputs of Develop Human Resource Plan EXCEPT:

570 A new store development project requires the purchase of various equipment, machinery, and furniture. The department responsible for the development recently centralized its external purchasing process and standardized its new order system. In which document can these new procedures be found? 571 A project manager is staying in touch with the work of project team members, managing conflicts, and requesting changes to the project management plan. What process is she involved in?

572 What does a staffing management plan describe? 573 A project manager has completed a detailed WBS and cost estimates for each work package. To create a cost baseline from this data, the project manager would:

574 Which of the following is a benefit of an analogous project estimate?

575 Analogous estimating:

576 Which of the following is an example of a parametric You have just completed the initiating processes of a small 577 estimate? project and are moving into project planning when a project stakeholder asks you for the project's budget and cost baseline. What should you tell her? 578 Your project has a medium amount of risk and is not very well defined. The sponsor hands you a project charter and asks you to confirm that the project can be completed within the project cost budget. What is the BEST method to handle this? 579 Your boss has asked you for a cost baseline for the project, but it is early in the project management process and there is very little project information. In this circumstance, what is the BEST way to estimate this project? 580 During the conceptual phase of a pipeline project, the project engineer estimates the following. The cost of the materials is most likely US $100,000, optimistically US $90,000, and pessimistically US $120,000. The cost for labor is most likely US $80,000, optimistically US $70,000, and pessimistically US $100,000. The cost for equipment is most likely US $60,000, optimistically US $50,000, and pessimistically US $70,000. The cost for construction management fees is most likely US $30,000, optimistically US $20,000, and pessimistically US $40,000. What is the probability of the project coming in under US $270,000? 581 The cost contingency reserve should be:

582 All of the following are true statements about parametric estimating EXCEPT: 583 A cost management plan contains a description of:

584 All of the following are outputs of the Estimate Costs process EXCEPT:

585 Early in the life of your project, you are having a discussion with the sponsor about what estimating techniques should be used. You want a form of expert judgment, but the sponsor argues for analogous estimating. It would be BEST to:

586 All of the following are inputs to the Determine Budget process EXCEPT:

587 The sponsor wants the project to begin, but needs to be sure the appropriate amount of funding is available. The project manager wants to create the project estimate herself. Which of the following is the BEST rationale the project manager can use to convince the sponsor to allow her to prepare the project estimate? 588 Which of the following is a KEY way to improve activity cost estimates?

589 The customer starts to have cash flow problems, because other projects are being completed early. The customer notifies the project manager that there will be limits on when funds will be available for the project. The project CPI is currently 1.02, and the estimate to complete is US $927,000. If the project manager performs funding limit reconciliation, there will also MOST likely be a change to the: 590 The approximate resource costs necessary for completing project activities are compiled during which project management process? 591 Which estimating method tends to be MOST costly for creating a project cost estimate? 592 The project manager is allocating overall cost estimates to individual activities to establish a baseline for measuring project performance. What process is this? 593 You are having difficulty estimating the cost of a project. Which of the following BEST describes the most probable cause of your difficulty? 594 Double declining balance is a form of:

595 During project executing, a new project manager is assigned to a project and finds the activity cost estimates for the project have rarely been accurate. Which of the following was MOST probably not done? 596 The main focus of life cycle costing is to: 597 You have been assigned as the project manager on a new project. The organization uses a strong matrix structure. Computers needed to complete the project are an example The project budget is proving to be inaccurate. The SPI is 598 of: 1.1. The team has had negative deviation from the activity attributes, and the sponsor has inserted herself on the change control board. What is the BEST thing for the project manager to do? 599 If a project manager is completing detailed estimating, which type of estimating is MOST likely being used? 600 An estimate that is +/-50 percent of actual is considered a: 601 A definitive estimate is:

602 Company ABC is evaluating three consulting companies to find a consultant to perform professional services. They request information on how the three consulting companies allocate fringe benefits to their clients. What type of cost is Company ABC asking about? 603 Which of the following sequences represents straight line depreciation? 604 A rough order of magnitude estimate is made during which project management process group? 605 How close to actual costs should a definitive budget estimate be? 606 A new testing center is going to be constructed over the next two years. The project sponsor and project manager have been identified and high-level estimates begun. It is expected that the project can be completed within budget and on schedule. The only difficulty is in acquiring the number of resources with the correct expertise to complete the work. Under these circumstances, the project manager should spend more time creating a: 607 All of the following are tools of the Determine Budget process EXCEPT: 608 You are managing a multi-million dollar project that is a joint venture between your company and another organization. You have repeatedly tried to get the contract and the project charter finalized between the two organizations, but there has been a great deal of arguing over language and details. The project's scope has been expanding, costs have been increasing, and the schedule has been regularly lengthening. You learn very suddenly that the project has been cancelled, because the other organization withdrew its share of the funding for the project. What is the MOST likely reason this occurred? 609 You have a choice of four ongoing projects that you can take over as project manager. Project 1 has a benefit cost ratio (BCR) of 1.4, is a high priority project, and has a critical path length of 16 months. Its cost performance index (CPI) is 1.2. Project 2 has a schedule performance index (SPI) of 1.1, is using three critical resources, has a low priority, and has a BCR of 1.1. Project 3 has a CPI of 1.2, an SPI of 0.89, a BCR of 1.6, and a critical path length of 19 months. Project 4 has a CPI of 0.82, an activity with 33 days of float, a hard-to-get resource assigned to activity L, and a priority of keeping cost low. Based on the above, which project would you prefer to take over? 610 You are asked to prepare a budget for completing a project that was started last year and then shelved for six months. All the following would be included in the project budget Your department is currently working on four urgent projects 611 EXCEPT:

when it is assigned a major new project. To staff the new project, one of the four urgent projects needs to be terminated. The benefit cost ratios (BCRs) for the four projects are listed. Which would you select for termination?

612 To accommodate a new project in your department, you need to move resources from one project to another. Because your department is currently working at capacity, moving resources will inevitably delay the project from which you move the resources. It would cause the LEAST negative impact if you move resources from which of the following projects? 613 You are in the middle of project executing and find you are running out of money due to unanticipated changes. What is the BEST thing to do? 614 Who has the cost risk in a fixed price (FP) contract?

615 A cost baseline is an output of which cost management During the first half of the project, five team members left for 616 process? other projects without being replaced, two team members went on vacation without informing you, and other team members expressed uncertainty about the work they were to complete. In this situation, it is BEST if you create a __________ for the second half of the project? 617 You are the project manager on a project that has a total project float of negative 20. What should you do FIRST?

618 A project is seriously delayed. Earned value analysis shows the project needs to be completed 10 percent faster than the work has been going. To get the project back on track, management wants to add 10 people to an activity currently assigned to one person. The project manager disagrees, noting such an increase will not produce an increase in speed. This is an example of: 619 A schedule performance index (SPI) of 0.76 means: 620 You just completed a cost estimate on the project, and you're assuming there is a 15 percent chance you will exceed this estimate. You are: 621 Your cost forecast shows you will have a cost overrun at the end of the project. Which of the following should you do?

622 A manufacturing project has a schedule performance index (SPI) of 0.89 and a cost performance index (CPI) of 0.91. Generally, what is the BEST explanation for why this occurred?

623 The BEST description of costs that change with the amount of production is: 624 Project setup costs are an example of:

625 Recommended corrective actions result from which of the following?

626 All the following are components of cost management EXCEPT:

627 Monitoring cost expended to date in order to detect variances from the plan occurs during:

628 In which part of the cost management process is earned value (EV) used? 629 An estimate at completion (EAC) is an output of which of the following? 630 Halfway through project executing, a team member alerts you to a potential cost overrun for a specific deliverable. What do you do FIRST? 631 A management team is trying to decide if it will continue working on a project that has spent US $500,000. The original estimate for work completed to date was US $200,000. The difference between the actual cost and the original estimate, is a(n): 632 Which of the following BEST describes the meaning of the 50/50 rule? 633 A project has a payback period of nine months. What does this mean? 634 A cost performance index (CPI) of 0.89 means: 635 What does estimate at completion (EAC) mean? 636 The BEST method to control costs is to:

637 A project manager has just been notified of a cost increase by a seller. He looks at the contract and determines that the seller has the right to pass along this cost increase. The project manager should FIRST determine if: 638 Which type of cost is team training? 639 One common way to compute estimate at completion (EAC) is to take the budget at completion (BAC) and: 640 If planned value (PV) is US $29,000, actual cost (AC) is US $32,000, and earned value (EV) is US $30,000, what is the schedule variance (SV)? 641 If earned value (EV) is US $300,000, actual cost (AC) is US $350,000, and planned value (PV) is US $375,000, what does the schedule performance index (SPI) indicate? 642 A project team budgeted US $3,000 for the work performed and has spent US $4,000, to date. If they budgeted US $5,000 for the work scheduled, what is the cost variance (CV)?

643 Value analysis is performed to get:

644 Your company is undergoing a change in ownership and the new owners are looking at the total cost of a new product. Which of the following would BEST provide that A project manager wants to decrease costs on a project a 645 information?

consultant is completing for her company. What costs should the project manager consider to accomplish this?

646 A project manager has run into cost difficulties. The project scope must be completed, but at less cost. The project manager should: 647 All the following are relevant for analyzing a cost overrun EXCEPT: 648 Although the stakeholders thought there was enough money in the budget, halfway through the project the cost performance index (CPI) is 0.7. To determine the root cause, several stakeholders audit the project and discover the project cost budget was estimated analogously. Although the activity estimates add up to the project estimate, the stakeholders think something was missing in how the estimate was completed. Which of the following describes what was missing? 649 A project manager needs to analyze the project costs to find ways to decrease costs. It would be BEST if the project manager looks at: 650 The project management office is worried about the quality of the company's various projects. They want to know which projects are having problems and which ones are doing well. If the PMO receives the following information, which project should they be the MOST concerned about? 651 You are evaluating a change to the project and trying to decide whether to lease or buy an item for the project. The daily lease cost is US $240. The cost of purchasing the item is US $6,800 investment cost and US $70 daily cost. How long will it take the lease cost to equal the purchase cost? 652 A customer has requested a change that requires you to obtain new equipment. You need to decide whether to lease or buy the equipment. The daily lease cost is US $150. The cost of purchasing the item is US $2,000 investment cost and US $50 daily cost. You will need to use the item for about 12 days. What should you do? 653 If earned value (EV) = 350, actual cost (AC) = 400, and planned value (PV) = 325, what is the cost variance (CV)? 654 A parking lot fencing project was bid at US $11 per foot, and one company is doing all the work. The parking lot has four equal sides of 125 feet and requires the installation of a sixfoot diameter culvert on one side. Fencing should be installed at a rate of 100 feet per day. The culvert installation will cost US $500 and take one day to complete. The culvert must be installed before work can begin on that side of the fence. After three days of work, one side is complete, another has 75 feet installed, and the culvert is completely installed. What is the current status of the project?

655 You are a project manager for a small construction project. Your project was budgeted for US $72,000 over a six week period. As of today, you've spent US $22,000 of your budget to complete work that you originally expected would cost US $24,000. According to your schedule, you should have spent US $30,000 by this point. Based on these circumstances, your project could be BEST described as: 656 Which of the following information about the project would NEVER be available during project planning?

657 Which of the following represents the value of work we have actually completed? 658 Earned value measurement is an example of: 659 A new project manager asks you what the 50/50 rule is used for. You would reply: 660 In planning your project, which would generally have the highest priority; quality, cost, or schedule?

661 Who of the following has primary responsibility for establishing design and test specifications? 662 During the Define Activities process, a team member begins talking about activities the project manager has never heard discussed. What should the project manager do?

663 During the Define Activities process, the team discovers they do not know enough to define the activities for 30 percent of the work packages. What would be the BEST course of action? 664 During the Define Activities process, a team member identifies an activity that needs to be accomplished. However, another team member believes that the activity is not part of the project as he interprets the project scope statement. What is the BEST thing for the project manager to do? 665 Identifying and documenting the specific activites that must be performed to produce work packages is called: 666 Activities in the Define Activities process should meet:

667 Who of the following would be LEAST likely to be involved in the Define Activities process? 668 Inputs to Define Activities include all the following EXCEPT:

669 What might historical records from previous projects used as an input to the Define Activities process include?

670 A project manager and his team are using an Ishikawa diagram, trying to determine how various factors might have contributed to project problems. The project manager is involved in which part of the quality management process? 671 A project manager is determining the factors that might influence specific quality variables. He has chosen to analyze the color/size combination that will contribute most to the functionality of the new product. In what part of the quality management process is the project manager involved? 672 During the execution of the project, a new ISO version of standard 9000 is issued and the project team is meeting with the quality department to determine how the standard will apply to the project. This is part of which quality process? 673 A project manager is using a cause and effect diagram with the team to determine how various factors might be linked to potential problems. In what part of the quality management process is the project manager involved? 674 Which of the following is the MOST appropriate thing to do in project closing? 675 All of the following are inputs to the Plan Quality process EXCEPT: 676 All of the following are tools of Plan Quality EXCEPT:

677 All of the following are parts of the Plan Quality process EXCEPT: 678 All of the following are outputs of the Plan Quality process EXCEPT: 679 Which of the following methods is used to provide a standard to measure performance? 680 Which statement is TRUE of quality planning? 681 A project manager and team from a firm that designs railroad equipment are tasked to design a machine to load stone onto railroad cars. The design allows for two percent spillage, amounting to over two tons of spilled rock per day. In which of the following does the project manager document quality control, quality assurance, and quality improvements for this project? 682 A project team is in the design stage of a new mountain bicycle prototype. The team is in the process of identifying which type of frame and material will provide high performance at a low cost. Which of the following is the MOST likely technique used to determine these variables?

683 All of the following are inputs to the quality process EXCEPT:

684 A project manager is identifying the quality standards relevant to the project and determining how to meet them. This activity is a part of which quality process? 685 Quality is: 686 A quality management plan is created during which of the following? 687 Design of experiments:

688 Which of the following describes why quality is planned in and not inspected in? 689 Who is ultimately responsible for quality management on the project? 690 To what does the following definition refer? "The point where the benefits or revenue to be received from improving quality equals the incremental cost to achieve that quality." 691 Which of the following would generally lead to the LEAST amount of quality improvement? 692 Which of the following is an example of a tool used in the Plan Quality process? 693 Team members are investigating quality standards that other companies are using, in order to help determine what quality standards to use on the project. What part of quality management is the team involved in? 694 All the following are used in quality management EXCEPT: 695 A project manager is leading an effort to analyze waste and non-value-added activity on the project. One team member reports that two processes in use require work he believes is unnecessary. Another team member reports that a process is not well understood. The project manager must be leading which of the following? 696 During project executing, a project team member informs the project manager that based on her observations, the project cannot meet the quality standards set for it. What would be the LEAST effective thing for the project manager to do? 697 You are in the middle of a major new facility construction project. The structural steel is in place and the heating conduits are going into place when a senior manager informs you that he is worried the project will not meet the quality standards. What should you do in this situation?

698 The Verify Scope process is different than the Perform Quality Control process in that:

699 You are asked to select tools and techniques to implement a quality assurance program to supplement existing quality control activities. Which of the following would NOT be appropriate for this purpose? 700 A project manager discovers a work package has been completed for substantially less cost than planned. Which of the following is NOT among the first things to consider Management wants to be sure the project is following 701 doing? defined quality standards. Which of the following should look at?results for the new computer modulation project The testing 702 they have arrived from the seller. The results indicate the project is not meeting the overall quality requirements. If the project manager meets with team members to analyze the situation, the project manager is involved in which process?

703 The new software installation project is in progress. The project manager is working with the quality assurance department to improve everyone's confidence that the project will satisfy the quality standards. Which of the following MUST they have before they start this process? 704 You are managing a project in a just-in-time environment. This will require more attention, because the amount of inventory in such an environment is generally: 705 What percentage of the total distribution is 3 sigma from the mean equal to? 706 The project you are working on has an increase in cost effectiveness, increased productivity, and increased morale. What might be the reason for these changes? 707 During a team meeting, the team adds a specific area of extra work to the project because they have determined it would benefit the customer. What is wrong in this situation? 708 You are a project manager for a major information systems project. Someone from the quality department comes to see you about beginning a quality audit of your project. The team, already under pressure to complete the project as soon as possible, objects to the audit. You should explain to the team that the purpose of a quality audit is: 709 A project manager is working with quality professionals in the Perform Quality Assurance process of the project. Which of the following activities is being performed? 710 All of the following are examples of nonconformance EXCEPT: 711 Testing the entire population would:

the cost of

712 If a project manager focuses on ensuring that the project satisfies the needs for which it was undertaken, the project manager is involved in: 713 Which statement BEST explains the phrase, "Quality is planned in, not inspected in"?

714 Your company is concerned about improving its project performance. Internal measures have been created and have helped to identify areas needing improvement. Additional measures of performance are still needed. Which of the following would be the BEST thing to do? 715 Standard deviation is a measure of how: 716 The project team has created a plan for how they will implement the quality policy. It addresses the organizational structure, responsibilities, procedures, and other information about plans for quality. If this plan changes during the project, WHICH of the following plans will also change? 717 A new software development project is in progress and the project manager is working with the quality assurance department. They want to improve everyone's confidence that the project will satisfy the quality standards. Which of the following MUST they have before they start this process? 718 During completion of the project work, a project manager wants to ensure that the quality of the end product is acceptable. The BEST way to do this is by:

719 A project manager has just taken over the project from another project manager during project executing. The previous project manager created a project budget, determined communications requirements, and went on to complete work packages. What should the new project manager do NEXT? 720 A project is facing a major change to its project deliverables. If the project manager is involved in determining which quality standards are relevant to the change, the project be involved in: activities underway on your There aremust several executing 721 manager project. You are beginning to get concerned about the accuracy of the progress reporting your team members are doing. How could you verify whether there is a problem?

722 During project executing, a project team member informs the project manager that based on her observations, the project cannot meet the quality standards set for it. The project manager meets with all parties concerned to analyze the situation. Which part of the quality management process is the project manager involved in? 723 A project manager takes over an existing project, only to find that there are no quality standards. What part of the quality process should the project manager be in? 724 By policy, the project management office regularly evaluates project performance. This is done in order to ensure standards are being followed. This is an example of: 725 A project is considered out of control and the previous project manager has quit. You are assigned as the new project manager and have been asked to verify the quality level of the project and to recommend corrective action. What do you do FIRST?

726 The project has had a major defect, and the project manager has involved the project team and process engineers in analyzing the situation. One of the group says that the real fault is the age of the equipment. Another says the material is not of the correct quality. To address the root of the problem, the project manager decides to use an Ishikawa diagram. Which of the following BEST describes the part of the quality management process in which the group is involved in this situation? 727 The code development phase of a software project is nearly complete when the first code review is conducted. During the review, it is discovered that the application is missing functionality required to complete a key business process. However, the product scope never specified this functionality. What should the project manager do? 728 A project manager needs to determine if the manufacturing process planned for the new micro-satellites will meet quality standards. Each satellite takes about three days to manufacture and costs US $125,000. The satellites are so small that inspection would destroy them. Under these circumstances, what should the project manager do? 729 A project team has invited many of the project stakeholders to help them inspect quality on the project. Which of the following would NOT be an output of this activity? 730 The acceptable range of variation of a process is the ___________ on a control chart. 731 If a data point falls outside the upper control limit of a control chart the process is said to be: 732 All of the following are tools of Perform Quality Control EXCEPT: 733 Which of the following is TRUE of inspections?

734 Another project has had a major defect. A project manager has gotten his project team and the process engineers involved in analyzing how this might affect their project. Which of the following would BEST describe what the group is involved in? 735 Evaluating overall project performance regularly is part of: 736 The results of another project have just been posted. Substantial rework will be required in order to meet the project requirements. Because the cost is so high, effective immediately, the project management office will require all projects to do statistical sampling. What is the project management office concentrating its efforts on improving? 737 Identifying ways to eliminate the causes of unsatisfactory performance would MOST likely lead to:

738 The testing results for a new computer modulation project indicate a problem with the on-board computer's sensors. The project manager calls a meeting with the team to analyze the problem. The project manager is involved in:

739 All of the following are parts of the Perform Quality Control process EXCEPT: 740 A project is in progress, and the project manager is working with the quality assurance department to improve stakeholders' confidence that the project will satisfy the quality standards. Which of the following is an output of this process? 741 From the project perspective, quality attributes: 742 The purpose of a fishbone diagram is to:

743 A control chart helps the project manager:

744 Pareto charts help the project manager:

745 The principal use of a Pareto chart is to:

746 A manager notices that a project manager is holding a meeting with some of the team and some stakeholders to discuss the quality of the project. The project schedule has been compressed, and the CPI is 1.1. They have worked hard on the project, the team has been rewarded according to the reward system the project manager put in place, and there is a strong sense of team. The manager suggests that the project manager does not have enough time to hold meetings about quality when the schedule is so compressed. Which of the following BEST describes why thecontrol manager is wrong? chart shows seven data points in a row on one 747 A side of the mean. What should be done? 748 A team member notifies the project manager that a quality requirement for the project cannot be met. What is the LEAST effective thing for the project manager to do? 749 Quality is achieved when:

750 In quality terms, one of the meanings of "out of control" is:

751 The upper and lower control limits in a control chart indicate the: 752 The widget production project is well underway. The requirements are clear that each widget must weigh between 0.320 and 0.325 ounces. The first day of test production resulted in 1247 widgets. Of the widgets inspected, 47 percent fell within the acceptable weight range. This is an example of?

753 Generally, where should control limits be located on a control chart?

754 Which of the following helps a project manager determine possible causes of problems on a project?

755 A cause and effect diagram and an Ishikawa diagram are both: 756 Which of the following is based on the 80/20 principle?

757 Which of the following represents information presented in its order of priority and helps focus on the MOST difficult issues? 758 A project manager needs to assess quality on the project. To do so, he wants to measure the height of each table produced. However, that would be too expensive. In this wouldcannot be BEST tooccur use: in a single trial, they are: If two itevents both 759 case,

760 A project manager is having problems with how two of the parts fit together on the new computer and the software uploads to the system. To plan a strategy for resolving these problems, it is BEST to determine if the problems are: 761 A project manager has to resolve two problems. Both problems can occur in a single trial. In this situation, what is the BEST action the project manager can take? 762 Measuring the height of one of the tables manufactured by your company to determine if it meets your quality standards is an example of measuring: 763 An increase in quality can result in increased productivity, increased cost effectiveness, and: 764 A project manager is worried about the costs on the project. There is a lot of rework, and scrap and inventory costs are rising. If you were a mentor to this project manager, what is the BEST advice you could offer? 765 Warranty and inventory costs are going up, causing the project manager to worry about the costs of nonconformance. What is the BEST advice you can give the manager? Which of the following CANNOT be used as a tool in the 766 project

Perform Quality Control process? 767 Checklists, fishbone diagrams, and Pareto charts are ALL examples of: 768 The line in the middle of a control chart is called the:

769 The customer's expectations for quality are shown on a control chart as the: 770 All of the following are found on a control chart EXCEPT:

771 Seven nonrandom data points that are still within the upper and lower control limit of a control chart are: 772 If a process has a lack of consistency and predictability it is said to be: 773 _______ refers to nonrandom data points that are grouped together on one side of the mean of a control chart . 774 A data point on a control chart that requires investigation is called:

775 A control chart indicates the last 12 weights produced were outside the upper control limit. What should the project A project do? manager has access to a tremendous amount of 776 manager historical information on a project and charts the information over time. Which of the following is the project manager likely use? manager working on a project that You are a to project 777 MOST

requires 100 items to be tested, spaced evenly over five weeks. You have just begun week three, with an overall budget of US $10,000. To date, you have spent US $2,000 with 40 items tested successfully. What does the cost variance (CV) tell you in this circumstance? 778 At the end of a project, a project manager determines the project has added four areas of functionality and three areas of performance. The customer has expressed satisfaction with the project. What does this mean in terms of the success of the project? 779 The sponsor's role on a project is BEST described as:

780 A new employee of the company is assigned to work on a project that is in the early planning processes. She has to decide today if she will accept the assignment to the project or whether she wants to be assigned to a different project. However, the project manager is not at work and is not reachable. Where can the team member look to help her determine what work she is given on the project? 781 What leadership style should you employ during the first two weeks of project planning? 782 During every project team meeting, the project manager asks each team member to describe the work he or she is doing, and the project manager assigns new activities to team members. The length of these meetings has increased because there are many different activities to assign. This could be happening for all the following reasons EXCEPT: 783 The project manager is in the process of staffing the project. Available resources are as follows: Mary always works overtime. Whitney works very hard. Laurie meets the project requirements. Deborah is very enthusiastic about the project and will work overtime if necessary. Who is the MOST appropriate resource for this project?

784 A resource assigned to your project contacts you, trying to get off the team. He knows an important project in his department is going to be approved and will take place at the same time as yours. He wants to work on the other project. Under the circumstances, what is the BEST thing to do? 785 A project team is scattered across North America, South America, and Europe. There are seven companies working on the project and 67 core team members. Which of the following would have the GREATEST impact on making the situation easier to manage? 786 You are planning a project. The functional managers will not commit any particular people to your project, because it will not begin for a few months. All of the following methods could be used to handle this situation EXCEPT: 787 A team member who does not have the required skills or knowledge was assigned to a team. Who is responsible for ensuring that he receives the proper training? 788 Co-location can help with: 789 Which of the following needs to be completed before resources can be finalized for the project? 790 Which of the following is the BEST method to make reward systems MOST effective?

791 A project manager needs to determine the resources needed for the project. Select the primary process from the following choices. 792 A responsibility assignment matrix shows all of the following EXCEPT: 793 In creating a project management plan, how should a project manager use rewards?

794 A project manager is assigned to a new project and is supplied with a preselected team. What is the FIRST thing the project manager should find out about the team?

795 You have just been assigned as project manager for a large telecommunications project. This one-year project is about halfway done. The project team consists of 5 sellers and 20 of your company's employees. You want to understand who is responsible for doing what on the project. Where would you find such information? 796 Which of the following BEST describes how a work breakdown structure can be used to determine resources?

797 During project planning in a matrix organization, the project manager determines that additional human resources are needed. From whom would he request these resources? 798 A project organizational chart shows resources and:

799 A resource histogram shows resources by:

800 What does a resource histogram show that a responsibility assignment matrix does not? 801 A project involves arranging for the closing of the company office where the team works and relocating everyone to a new city. The BEST thing the project manager can do is: 802 The project manager of a highly visible project is new to project management. He has carefully followed the steps to create a project management plan. During a status meeting, two of the team members argue over what needs to happen next. Whose responsibility is it to correct the problem? 803 A project manager is working on her first project that uses people from outside her country. Which of the following would be the MOST important thing to expect to occur? 804 You are a project manager leading a cross-functional project team in a weak matrix environment. None of your project team members report to you functionally and you do not have the ability to directly reward their performance. The project is difficult, involving tight date constraints and challenging quality standards. Which of the following types of project management power will likely be the MOST effective in this circumstance? 805 A responsibility assignment matrix includes which two data points? 806 A resource histogram includes which two data points? 807 Which chart allows a project manager to indicate the number of resources used each month?

808 A project manager has been working on a project for six months with the same team, yet the team still shows a lack of support for the project. The BEST thing the project manager can do to obtain the team's support for the project is to:

809 Your project schedule is tight and in danger of falling behind when two team members start disrupting status meetings by arguing with each other. As project manager, what is the BEST thing you can do? 810 Team members are arguing about the location of specification limits on a control chart. The discussion is becoming heated when the project manager walks in and says, "It seems that the real problem here is that we do not have enough information about the customer's specifications. Let's..." This is an example of: 811 A project manager has a large team consisting of people from many functional areas of the company. The BEST method to get the team's cooperation is to use _____ power.

812 You work in a matrix organization when a team member comes to you to admit he is having trouble with his activity. Although not yet in serious trouble, the team member admits he is uncertain of how to perform part of the work on the activity. He suggests a training class available next week. What should you do? 813 A new project manager has just been assigned a project that is currently two weeks behind schedule. The team members are about to be distributed to another project based on original time estimates provided by the functional manager. What is the FIRST step the project manager should take? 814 You are managing a project with part-time resources in a weak matrix organization. Several of the team members attend team meetings and have not completed their activity assignments as scheduled. At your next team meeting, the MOST important agenda item would be: 815 Which of the following conflict resolution techniques will generate the MOST lasting solution? 816 Which of the following is the primary output of the Develop Project Team process?

817 A project manager presented premier performance certificates to project team members who delivered above and beyond their required activities at each project This isresource an example of: a matrixed organization of The engineering group, 818 milestone.

which a project manager's project team is a part, has a policy of no salary bonuses for project work. The project manager's current project has an aggressive timeline and a difficult technical obstacle to overcome. A new product offering is dependent on this project's success in the current timeline. The project manager has heard grumbling from his team members about the fact that they cannot be rewarded for their effort. What is the FIRST thing the project manager should do? 819 A team member is not performing well on the project because she is inexperienced in system development work. There is no one else available who is better qualified to do the work. What is the BEST solution for the project manager? 820 A project team member has just completed work on the microprocessor for the new human system performance monitor and is now finished with the project. The project A project should: manager is finalizing the resources for the project 821 manager team. All of the following will help the project manager complete this work EXCEPT: 822 A project manager has just been assigned a team that comes from many countries including Brazil, Japan, the US, and Britain. What is her BEST tool for success?

823 You are in the executing process group of a major project with an estimated cost of US $22 million. Two team members are having a disagreement in choosing the potential sellers of a project component, and the project manager has offered to help. The project manager suggests a compromise, and the team members want to solve the problem. Who should decide on the BEST course of action? 824 At a critical design review meeting for a large project, several important issues surfaced. After hearing about a major technical problem, one of the subcontractor's engineers mentions that he experienced a similar situation on another project; he has some ideas on how to solve the current problem. What type of power is the engineer using? 825 A project manager has just found out that a major subcontractor for her project is consistently late delivering work. The project team member responsible for this part of the project does not get along with the subcontractor. To resolve the problem, the project manager says, "You both will have to give up something to solve this problem." What conflict resolution method is she using? 826 Conflict resolution techniques that may be used on a project include confronting, smoothing, forcing, and: 827 "Do the work because I have been put in charge!" is an example of what type of power? 828 All of the following are forms of power derived from the project manager's position EXCEPT: 829 What theory proposes that efforts will lead to effective performance and will be rewarded for accomplishments? 830 The project work has begun when the project manager notices how many times meetings and discussions are disrupted by power outages and the lack of a warm place to meet. She turns her attention to influencing the organization to improve the team's working conditions. She is following the concepts of which motivational theorist? 831 A project manager new to project management is taking on a new project. When is the BEST time to help build the people working on the project into a team? 832 A project has several teams.Team C has repeatedly missed deadlines in the past. This has caused team D to have to crash the critical path several times. As the team leader for team D, you should meet with: 833 Theory X postulates that people:

834 The MOST common source of conflict on projects is:

835 The highest point of Maslow's hierarchy of needs is called: 836 Two team members are having a big disagreement over the type of computer hardware to use on the project. Who should resolve the dispute?

837 The halo effect refers to the tendency to:

838 The MOST common causes of conflict on a project are schedules, project priorities, and: 839 An obstacle to team building in a matrix organization is that the: 840 The management theory which states that people can direct their own efforts is: 841 The new project is exciting to both the project manager and the team. This is the project manager's first assignment as project manager. The team feels they will be able to complete work that has never been tried before. There are 29 people contributing to the product description and the team consists of 9 highly experienced experts in their field. Part of the way through planning, three highly technical team members are disagreeing about the scope of two of the deliverables. One is pointing to the draft WBS and saying that two additional work packages should be added. Another is saying that a particular work package should not even be done. The third team member agrees with both of them. How should the project manager BEST deal with the conflict? 842 A project manager works in a company that has a matrix organizational structure. A server administrator is assigned to the project manager's project team. The server administrator is not taking direction from the project manager and the delay in the server administrator's activities is causing a negative variance to the schedule. The server administrator works for the director of server administration. Who is primarily responsible for solving this problem? 843 You are a project manager for a large electrical system implementation. One of your key people has started to miss deadlines and work quality is beginning to suffer as well. This person has participated in project planning, fine-tuning the earned value estimating, and developing the reward system for the project. You are confident this person is well aware of the work deadlines and required quality specifications. What action should you take? 844 A project team member has been having a big disagreement with another team member for over two months when other team members become involved. The issues are complex, but you have specific experience in the area and know what needs to be done. The BEST choice would be to: 845 The project is just starting out and consists of people from 14 different departments. The project charter was signed by one person and contains over 30 major requirements that must be met on the project. The sponsor has informed the project manager that the SPI must be kept between 0.95 and 1.1. A few minutes of investigation resulted in the identification of 34 stakeholders, and the schedule objectives on the project are constrained. The project manager has just been hired. Which of the following types of project management power will BEST help the project manager gain the cooperation of others?

846 A project manager is meeting with a team member and says, "I know you want to be involved in meetings with the customer. Because of your performance on the project so far, I have rearranged things so you can have that opportunity." This is an example of: 847 A project manager says to a team member, "If you cannot complete this activity according to the quality standards you set in place, I will remove you from the team that is going to Venezuela for the milestone party with the customer." What form of power is the project manager using? 848 A project manager has a very large project budget, but the team lacks experience and adequate management support. Under these circumstances, what is the MOST effective way to get the work completed?

849 Two team members are having a big disagreement about how to accomplish an activity. The project is low risk and is taking place in a strong matrix environment with 34 team members. To resolve this dispute, the project manager should:

850 In which project management process group is the project manager likely to do more directing?

851 In which project management process group is the project manager likely to do more coaching? 852 What is the MOST correct statement about conflict?

853 Conflict on projects is usually caused by:

854 Which of the following is the BEST way to resolve conflict? 855 Which of the following is the BEST way to resolve conflict?

856 Which of the following is the WORST way to resolve conflict?

857 A project manager is trying to settle a dispute between two team members. One says the systems should be integrated before testing, and the other maintains each system should be tested before integration. The project involves over 30 people, and 12 systems need to be integrated. The sponsor is demanding that integration happens on time. What is the BEST statement the project manager can make to resolve the conflict? 858 A project team has been arguing for days about the correct way to complete a high-level design. This argument has caused the schedule performance index (SPI) to fall to 0.89 and the cost performance index (CPI) to 0.8. If the project manager tells the team, "we will schedule this discussion for our team meeting next week," the project manager is: 859 A team member complains to the project manager that another team member has once again failed to provide necessary information. The project manager meets with both team members to uncover the reason for the problem. This is an example of: 860 During a team meeting, the team has been arguing about the method of integration for over 20 minutes without getting anywhere. The project manager reschedules the issue for the next team meeting. This is an example of: 861 The company has just announced there will be a layoff in the next month, and there's a good chance it will include some of the people from your project team. The team is discussing the layoff to the exclusion of everything else. If you tell the team, "Let's calm down and get back to work, maybe our performance in the next month will help keep us from losing our jobs," which conflict resolution technique are you using? 862 A project team is worried the integration of the components of the project will result in uncovering flaws. Instead of continuing their work, they are constantly looking for flaws to try to prevent their system from being the only one found to have flaws during integration. Quality and technical experts were called in to advise and found little possibility of errors on this project. An agreement was reached by all parties on what will be done to prevent errors. It might be BEST for the project manager to: 863 While creating the agenda for a status meeting with the team, a project manager receives input from one team member that an item should be added. Another team member says the team is not ready to resolve the item during the meeting. After much discussion, the project manager decides to put the item on the agenda as an initial discussion item only. Which conflict resolution technique is the project manager using? 864 Giving a team member a corner office is different than giving him health benefits because a corner office is a(n): 865 Employees who believe their efforts will lead to effective performance and expect to be rewarded for their accomplishments remain productive as rewards meet their is called: To help the This project team function more efficiently on 866 expectations. complex and interrelated activities, the project manager decides to use a war room. What does this mean?

867 Which motivational theory defines the hierarchy of needs?

868 Which motivational theory uses the concept of Theory X? 869 Which motivational theory uses the concept of Theory Y? 870 Which motivational theory is based on ideas about hygiene factors? 871 Which motivational theory uses the concepts of esteem and self-actualization? 872 Which motivational theorist said that people cannot ascend to the next level until the levels below are fulfilled? 873 Which motivational theory espouses the idea that all workers fit into one of two groups? 874 Which motivational theorist says that working conditions, salary, and relationships at work do NOT improve Which motivational theoist says that what motivates people 875 motivation? is the work itself, including such things as responsibility, selfactualization, and professional growth? 876 A project manager is spending all his time watching over the team, and team members feel he is always secondguessing them. The project manager is MOST likely a: 877 Which of the following is the highest point in Maslow's hierarchy of needs? 878 Which of the following is the highest point of Maslow's What conflict resolution technique is a project manager 879 hierarchy? using when he says, "I cannot deal with this issue now!" 880 You have a firm fixed price (FP) contract with a clause stating that all changes to the procurement statement of work must be written. One of your team members verbally instructed the seller to add a change that resulted in a 100 percent work package overrun. In this situation, what conflict resolution technique should you use (as the project manager) with the team member? 881 The project team is working on an important and complex project that requires a lot of coordination. Under these circumstances, the BEST strategy is to: 882 A project team member has completed his work on the project. Which of the following MUST the project manager At the end of a two-year project, the key stakeholders agree 883 do? that the project has met all the objectives outlined in the project charter and further defined in the project scope statement. The project was within budget and finished on time. The management of one of the functional areas is quite upset because over half of his staff quit during the project, citing long hours and lack of management support. What is the MOST correct statement about this project? 884 A company and its seller are in the middle of a long dispute over the costs of terminating the contract. The project manager determines the only way to resolve the problem is to have it heard and resolved by a neutral party. To accomplish this, the project manager should use a(n):

885 You provide a project cost estimate for the project to the project sponsor. He is unhappy with the estimate, because he thinks the price should be lower. He asks you to cut 15 percent off the project estimate. What should you do?

886 The project manager is working to clearly describe the level of involvement expected from everyone involved in the project in order to prevent rework, conflict, and coordination problems. Which of the following BEST describes the project manager's efforts? 887 You are a project manager for a US $3,000,000 product development project. Your project is well into project executing and remains on time, on budget, and on specification. This morning your project sponsor called to express concern about the project. Based on the schedule baseline, the project should be nearing implementation, but the sponsor does not know the current status of the project. You remind the sponsor that your team produces a detailed status report weekly and distributes it via e-mail. The sponsor says e-mail is too impersonal and verbal updates are preferred. This situation suggests problems with which of the following project management processes? 888 Changes to some project deliverables have been documented in the project management plan. These changes, and other project information, have been distributed according to the communications management plan. One stakeholder expressed surprise to the project manager upon hearing of a documented change to a project deliverable. All stakeholders received the communication containing notification of the change. What should the the Plan Communications process include all the 889 Inputs project to manager do? following EXCEPT: 890 "What information needs to be collected when" is part of which of the following? 891 What is the name of the process required to ensure timely and appropriate generation, collection, dissemination, and disposal of project information? 892 Barriers can influence communication when sending or receiving information. Which of the following is NOT a What percent of time do project managers spend 893 barrier? A large, one-year telecommunications project is about 894 communicating? halfway done when you take the place of the previous project manager. The project involves three different sellers and a project team of 30 people. You would like to see the project's communications requirements and what technology is being used to aid in project communications. Where will you find this information? 895 The communications management plan is developed to meet the needs of the:

896 All the following are part of a communications management plan EXCEPT: 897 In managing project communications, what should the project manager keep in mind? 898 As the project manager, you are preparing your quality management plan. You are looking for a tool that can demonstrate the relationship between events and their resulting effects. You want to use this tool to depict the events that cause a negative effect on quality. Which of the following is the BEST choice for accomplishing your objective? 899 You are a project manager of a construction project that is financially challenged and behind schedule. A foreman fails to provide a project deliverable on time as promised. You need to address the issue with the foreman. How should you approach the foreman? 900 A project manager had a complex problem to solve and made a decision about what needed to be done. A few months later, the problem resurfaced. What did the project manager most likely NOT do?

901 Communication is key to the success of a project. As the project manager, you had three stakeholders with whom you needed to communicate. Therefore, you had six channels of communication. A new stakeholder has been added with whom you also need to communicate. How many communication channels do you have now? 902 About midway through the project, the project manager learns most members of the project team are not reviewing the weekly project updates. What should the project manager do?

903 The purpose of status meetings is to: 904 A team meeting during project executing is the BEST format to: 905 The MOST likely result of communication blockers is that: 906 Two people are arguing about what needs to be done to complete a work package. If the project manager wants to know what is going on, she should pay MOST attention to: 907 Project reports are a method to: 908 Formal written correspondence with the customer is required when: 909 Communications under a contract should tend toward:

910 You want to let your team know the weekly project status report is now officially due by 4:00 pm on Thursdays. Which type of communication would you use? 911 A project manager has a project team consisting of people in four countries. The project is very important to the company, and the project manager is concerned about its success. The length of the project schedule is acceptable. What type of communication should he use? 912 The work breakdown structure can be BEST thought of as an effective aid for ______ communications. 913 When a project manager is engaged in negotiations, nonverbal communication skills are of: 914 How does MOST communication occur? 915 Communications are often enhanced when the sender ___ the receiver. 916 Extensive use of ___ communication is MOST likely to aid in solving complex problems. 917 The project status meeting is not going well. Many attendees are talking at the same time, there are people who are not participating, and many topics are being discussed at random. Which of the following rules for effective meetings is NOT being adhered to? 918 Project A has had ineffective project meetings since its inception. There have been complaints that information does not get to the right people, some people are talking too much during meetings, and the right people are not there to resolve issues. What is MOST likely missing from this project? 919 All the following are parts of effective problem solving A project team is having difficulty communicating over long 920 EXCEPT: distances. There were 13 team members from two countries, and then five people from India were added. This is of concern to the project manager because: 921 If a project manager wants to examine project results over time to see if performance is improving, she would use a:

922 A report that is focused on predicting future project status is called a: 923 If a project manager wants to report on the actual project results vs. planned results, he should use a: 924 You are project manager leading a US $3,000,000 chemical engineering project. To date, you've been leading the other 11 people who comprise the overall project team. Lately you've noticed that you are spread too thin and the schedule is being negatively impacted. Because the project is date-constrained, you convinced senior management to accept a cost variance and add a senior quality assurance analyst to the project team. This new resource will work directly with the three project team members who comprise the testing sub-team. How many more communication channels will there be on the project team?

925 A team of seven people adds two more people to the team. How many communication channels are there now? 926 Originally a project had four team members. Now the scope has expanded, and there are a total of six people on the project team. How many communication channels does the have? Originally, your project had five team members. Now the 927 project scope has expanded, and there are a total of eight people on the project team. How many communication channels added? Therebeen are four people on the project team and the project 928 have manager adds three more. How many channels of communication are there now?

929 A project team is having difficulty communicating over long distances. There are 13 team members from two countries when five people from India are added to the project. How many communication channels are there? 930 A project team includes five people when the project manager adds two more. How many additional channels of communication are there? 931 You are having a very difficult time keeping the project schedule on track. The project is 13 months long and requires 220 people to complete. You have just fixed all the project problems to your satisfaction, but the schedule performance index (SPI) is currently 0.67, the cost performance index (CPI) is 1.26, there are over 23 activities on the critical path and the project PERT duration is 26. In the monthly status report, you should report: 932 The communications management plan for the project has been completed and approved by the customer when a major stakeholder requests the project manager issue reports on the amount of testing done throughout the life of the project. However, testing is only a minor aspect of the quality control plan. It would be BEST for the project manager to: 933 You are finalizing the monthly project status report due now to your manager when you discover that several project team members are not reporting actual hours spent on project activities. This results in skewed project statistics. What is the MOST appropriate action to take? 934 Project coordination is enhanced through progress reporting, variance reporting, and team meetings. These are all forms of: update to the schedule performance report current 935 The shows no schedule variance. Based upon this report, you tell the client the project is on time. However, your team members know you just missed a major milestone and the project will not meet its startup date. This is an indication of poor: 936 A project manager is trying to manage a complex project at a 6 sigma level with 15 people. The project manager decides to use a trend report because it will help him: 937 Performance reports should address all the needs of:

938 The level of detail of performance reports is described in the:

939 To a project manager, which of the following is the BIGGEST disadvantage of progress reports as compared to watching what is going on in a project, asking questions, and assisting team members?

940 You have just been assigned as project manager for a large manufacturing project. This one-year project is about halfway done. It involves 5 different sellers and 20 members of your company on the project team. You want to quickly review where the project now stands. Which of the following reports would be the MOST helpful in finding such information? 941 Which of the following BEST describes formal acceptance of a project? 942 Your project is managed in a projectized organization. It has just entered the close project process. Under the circumstances, which of the following should be your concern? The first phase of your project has come to an end. What 943 GREATEST should you ensure is done BEFORE beginning the next phase?

944 The project is completed and the final deliverable has been sent to the customer, but the customer refuses to give final acceptance of the project. It is MOST important for the manager to: time administrative closure should be When is the earliest 945 project completed?

946 Which of the following regarding performance reporting is CORRECT? 947 The Close Project or Phase process is different than the Close Procurements process in that:

948 Performance reporting is important during administrative closure in order to:

949 All technical work is completed on the project. Which of the following remains to be done?

950 The Close Project or Phase process includes all the following EXCEPT: 951 An advisor to a new project manager tells the project manager to create lessons learned at the end of a project. What does a lessons learned include? 952 When is it BEST to perform the Close Project or Phase process? 953 Which of the following is a common problem in the Close Project or Phase process? 954 All of the following are always part of the Close Project or Phase process EXCEPT:

955 What is the LAST thing to do in project closure? 956 All of the following occur during the Close Process or Phase process EXCEPT: 957 Documents that serve as historical records for future projects are archived: 958 All of the following are required to bring a project to closure EXCEPT:

959 Outputs of the Close Project or Phase process include all of the following EXCEPT: 960 A company is making an effort to improve its project performance and create historical records of past projects. What is the BEST way to accomplish this? 961 It is important to collect project records at the end of the project to: 962 An output of the Close Project or Phase process is the creation of: 963 A project is considered closed when the: 964 All of the following are parts of the Close Project or Phase process EXCEPT: 965 All of the following are part of the Close Project or Phase process EXCEPT: 966 Developing alternative activity sequences is an example of:

967 What is the expected monetary value of the decision displayed in the chart? 968 You have a US $100,000,000 project that has 34 team members in four different countries. At the completion of project planning, you have identified six risks, 225 work packages, 13 stakeholders and seven phases to the project life cycle. What part of this project management plan needs to be revisited? 969 What is graphically represented in the chart? 970 A project manager has just finished the risk response plan for a US $387,000 engineering project. Which of the following should he probably do NEXT?

971 You have assumed responsibility for a complex, businesscritical project involving new technology and approaches. All the project's stakeholders have emphasized to you that this is a high-risk effort, and you are responsible for effectively identifying and addressing the project's risks. There are a number of risk management tools and approaches you have been encouraged to use, but there is no agreement from the stakeholders as to which is the superior approach. The organization sponsoring the project has risk management methodologies and templates, but does not consistently or effectively use them. In addressing risk management planning for this project, what is the MOST important consideration you should keep in mind? 972 Determining cost and schedule reserves, identifying risks requiring the most attention, and determining the overall project risk exposure are all part of the processes of Perform Qualitative Risk Analysis, Perform Quantitative Risk Analysis, and: 973 A project manager completed the work package estimating process and then performed a Monte Carlo analysis to determine the amount of risk reserve needed on the project. is this incorrect? A project manager asked various stakeholders to determine 974 Why the probability and impact of a number of risks. He then analyzed assumptions. He is about to move to the next step of risk management. Based on this information, what has the project manager forgotten to do?

975 During the Identify Risks process, a project manager made a long list of risks identified by all the stakeholders using various methods. He then made sure all the risks were understood and that triggers had been identified. Later, in the Plan Risk Responses process, he took all the risks identified by the stakeholders and determined ways to mitigate them. What has he done wrong? 976 If the team cannot identify a suitable response to an identified risk, which risk response strategy would they In which part of the risk management process would you 977 apply? complete a risk rating matrix? 978 What risk management process MOST affects the project management plan?

979 Risk tolerances are determined in order to help:

980 A list of risks for additional study is an output of: 981 When planning risk responses, the strategy of changing the project management plan to eliminate the risk is known as: 982 A project manager is quantifying risk for her project. Several of her experts are offsite, but wish to be included. How can be done? project manager has just begun working for An experienced 983 this a large information technology integrator. Her manager provides her with a draft project charter and immediately asks her to provide an analysis of the risks on the project. Which of the following would BEST help in this effort?

984 During the Plan Risk Management process of a major project, the project manager is informed that her key subject matter experts are currently spread around the globe. All experts are available via e-mail, and planning must not be delayed. What is the BEST method for gathering information? 985 You have been appointed as the manager of a new, large, and complex project. Because this project is businesscritical and very visible, senior management has told you to analyze the project's risks and prepare response strategies for them as soon as possible. The organization has risk management procedures that are seldom used or followed, and has a history of handling risks badly. The project's first milestone is in two weeks. In preparing the risk response plan, input from which of the following is generally LEAST important? 986 A project manager whom you have been mentoring has completed the Plan Risk Responses process. What is the NEXT thing the project manager should do? 987 The probabilistic analysis of the project is an input to which part of the risk management process? 988 Which parts of the risk management process use the project scope statement as an input?

989 Which of the following is the BEST way to describe the outputs of the Identify Risks process?

990 A project manager has just completed subjectively evaluating risks on the project. Which of the following is the MOST important output of this process?

991 A project team is creating a project management plan when management asks them to identify project risks and provide some form of qualitative output as soon as possible. What should the project team provide? 992 There is a probability of 0.1 a given risk will occur in a project. If it occurs, it will result in a loss of US $10,000. The insurance cost for this event is US $700, with a deductible amount of US $250. Should the project manager buy this insurance? 993 Based on historical data, the amount of overtime associated with the design effort of a project is estimated at 100 hours with 0.4 probability, 200 hours with 0.4 probability, and 300 hours with 0.2 probability. What is the expected monetary value of the amount of overtime? 994 Which of the following techniques incorporates a form of risk assessment? 995 You are finding it difficult to evaluate the exact cost impact of risks. You should evaluate on a(n): 996 All of the following are ALWAYS inputs to the risk management process EXCEPT:

997 All of the following are factors in the assessment of project risk EXCEPT: 998 A project manager is creating a risk response plan. However, every time a risk response is suggested, another risk is identified that is caused by the response. Which of the following is the BEST thing for the project manager to do? 999 During a voice conference, one team member suggests that a more experienced person be used on the project. Another proposes using a person with more training. Which of the following BEST describes what is being done? ### Two people are in the process of estimating probabilities for each of their identified risks. Which step of risk management is this? ### The outputs of the Plan Risk Responses process include a risk response plan, risk response owners assigned, and:

### Purchasing insurance is BEST considered an example of risk:

### The risk information on the project must be analyzed to determine how accurate and well understood it is, and whether more research is needed before a qualitative assessment can be done. It is MOST important to complete which of the following? ### A project manager has been instructed to use the project charter to help identify risks on the project. This does not make sense to him. If you were asked to explain the reason the project charter is used in this way, what is the BEST explanation? ### A project manager has assembled the project team, identified 56 risks on the project, determined what would trigger the risks, rated them on a risk rating matrix, tested their assumptions, and assessed the quality of the data used. The team is continuing to move through the risk management process. What has the project manager forgotten to do? ### Your project team has identified a major project risk. After talking to the project management office, they determine that a reserve on the project is not necessary. What is the NEXT step? ### One of the risks your team has discovered is a high probability that the equipment you are developing will not perform under the pressure it needs to in the workplace. In order to handle this risk, you have chosen to prototype the equipment. This is an example of risk: ### During the identification of risks on your project, you have determined there is a very high probability of conflict among the team during project executing over one aspect of the final design of the project. Which of the following is an example of mitigating the impact of the risk to the project?

### During the Plan Risk Responses process, the team is discussing ways to deal with a risk. They have come up with the following options: a) outsource the work, b) provide more training to the team members, c) wait to see if the risk actually happens, d) ignore the risk and e) do the risky activity sooner in the project. Which of the following is a risk response strategy that was forgotten in the above situation? ### You have finished the Plan Risk Responses process and are left with residual risks. What should you do with them? ### A project manager analyzed a US $200,000 project that involves 30 team members and has three customers. Why is there a need for an analysis of secondary risks on this The project manager and the team have developed ### project?

response plans for the identified risks. A senior manager has asked for the amount of risk reserves needed for the project. What is the FIRST thing the project manager should do? ### You are a project manager for the construction of a major new manufacturing plant that has never been done before. The project cost is estimated at US $30,000,000 and will make use of three sellers. Once begun, the project cannot be cancelled, as there will be a large expenditure on plant and equipment. As the project manager, it would be MOST important to carefully: ### A ranking of risks and a list of risks for additional analysis are outputs of which process of risk management? ### Probabilistic analysis of the project and probability of achieving the project budget or schedule are completed Which part of the risk management process receives input ### during: from risk response owners? ### Which parts of the risk management process do not generally use organizational process assets as an input? ### Your team has come up with 434 risks and 16 major causes of those risks. The project is the last in a series of projects that the team has worked on together. The sponsor is very supportive and a lot of time was invested in making sure the project was complete and signed off by all key stakeholders.During project planning, the team cannot come up with an effective way to mitigate or insure against a risk. It is not work that can be outsourced, nor can it be deleted. What would be the BEST solution? ### Which of the following is a TRUE statement about a risk rating matrix?

### A project is facing the following risks: 20 percent chance a part is not available, creating an additional fee of US $30,000; 10 percent chance the team requires additional training for a cost of US $12,000; 25 percent chance the second planned quality test costing US $8,000 is unnecessary. What is the expected monetary value of these risks?

### A project manager is unsure of how much cost reserve to add to the project. There is a 50 percent chance of a weather delay causing an impact of US $100,000 and a 30 percent chance of a delay in the testing center with a US $20,000 impact. How much should the cost reserve be? ### A project has the following risks: 20 percent probability of a 14 day delay in the receipt of customer requirements; 10 percent probability of a 21 day delay in the procurement process; 50 percent probability the integration will take 14 days longer than planned. What is the expected monetary value of these events? ### A project has the following risks: 5 percent probability of an additional acceptance test resulting in a three week delay; 50 percent probability the next software release will not be ready by the due date resulting in an eight week delay; 30 percent probability an expert resource will become available , shortening the duration of activity C by 4 weeks. What is the expected monetary value? ### Which of the following BEST describes when the team and stakeholders identify risks? ### During which risk management process is a determination to transfer a risk made? ### If a project has a 60 percent chance of a US $100,000 profit and a 40 percent chance of a US $100,000 loss, the expected monetary value (EMV) for the project is:

### If a risk event has a 90 percent chance of occurring, and the consequences will be US $10,000, what does US $9,000 During the Identify Risks process, a project manager ### represent? identifies a risk that, no matter what the company does, a fire could occur in the building during the testing. It would be ______ the been risk. hired to manage a transportation ProjecttoTeam A has ### BEST

project very similar to dozens of projects the team has managed successfully in the past. The team has determined the probability of achieving project objectives is 94 percent. What part of the risk process is the team in?

### If a risk has a 20 percent chance of happening in a given month, and the project is expected to last five months, what is the probability that this risk event will occur during the month be of the project? What should done with risks on the watchlist? ### fourth

### What is the purpose of a decision tree?

### A construction project has a work package that could result in fatalities or long term disabilities with losses of over US $2 million. The company has had a clean record in the past and has won several safety awards. An appropriate risk response strategy is to:

### After identifying a risk to your project, you determine there is a high probability of the risk occurring with a low consequence. What mitigation strategy is BEST to adopt?

### In response to a risk, the project manager meets with the team and management to develop a strategy. After discussions, they decide it would be best to make sure the risk definitely happens. This is an example of which risk response strategy? ### Impact assessment is part of which risk management process? ### Allocating ownership of a risk to a third party who is best able to capture the opportunity is an example of _______ risk.project planning, a project manager is planning the During ### the upcoming project team meetings which will occur during project executing. What should she include in these meetings that will have the biggest impact on the project? ### Which of the following risk events is MOST likely to interfere with attaining a project's schedule objective?

### You are in charge of a project developing a complex product that does not resemble anything your organization has done previously. You are using a resource to develop this product who is in high demand elsewhere in your organization. The project timeframe is very aggressive. In order to meet the schedule, only a limited amount of testing is done. Once the testing is completed, the resource is released. The product works fine when being tested, but in production, it performs poorly. This results in a substantial amount of rework and extra costs to reacquire the resource on an overtime basis. Which of the following BEST describes why this project had problems? ### You are a project manager for a major telecommunications network upgrade with a net present value (NPV) of US $10,000,000. You are heavily dependent on a third party seller for your project and your procurement office informs you there is a 30 percent chance the seller will go out of business at the end of the quarter. If that occurs, your project will incur a US $3,000,000 cost overrun due to rework. There is also a 30 percent chance new legislation will pass that will decrease government oversight of your team's work. If this legislation passes, you estimate your project will save US $1,600,000 in time delays. Lastly, your technical lead indicates that there is 20 percent chance a new software package will be available by month end that could save US $1,800,000 in testing time. If available, it will cost US $500,000 to procure and install the software and train the users. What is the total expected monetary value of these three risk events? ### According to the project manager's earned value (EV) analysis of a software development project on June first, the cost performance index (CPI) computes to 1.0 and the schedule variance (SV) is zero. On June third, the banks of the nearby river overflow and flood the development computer room, shutting down all operations for two weeks. This project has been struck by a(n):

### A team member assigned to the project needs two days of training to satisfactorily complete certain activities. No one else with the necessary skills is available to the project team. What is the BEST thing to do? ### All of the following are results of adding to the risk register in the Plan Risk Responses process EXCEPT:

### A person who has been working as a project expeditor for the past three years has just been named as project manager for a construction project in a neighboring state. The construction crew has worked together for a number of years. One of the project manager's responsibilities is to pursue all of the historical risk information available, but he doesn't have enough time to access all available sources. The project manager would be best served by relying LEAST on which of these sources? ### You were in the middle of a two-year project to deploy new technology to field offices across the country. A hurricane caused power outages just when the upgrade was near completion. When the power was restored, all of the project reports and historical data were lost with no way of retrieving them. What should have been done to prevent this problem? ### All the following are risk response strategies EXCEPT: ### A project team is trying to decrease risk on the project. Management has a good relationship with a seller who is experienced in areas your company is not experienced in. Management wants all activities with a US $50,000 or higher risk to be transferred to the seller. Management believes that this will remove the impact of those higher risks from the project. Why would this NOT be effective? ### Which of the following is NOT a possible outcome of risk acceptance? ### During project executing, the project manager is spending a lot of time solving problems that arise. It would be BETTER for the project manager to transfer his efforts to:

### A system development project is nearing project closing when a previously unidentified risk is discovered. This could potentially affect the project's overall ability to deliver. What should be done NEXT? ### Which of the following MUST be an agenda item at all team meetings?

### During project executing, an accepted risk occurs, and is handled. However, the project manager notes the impact was greater than was anticipated. The BEST thing to do is to:

### You are performing an audit of one of your project manager's projects and notice that she did not consider the network diagram as part of the Identify Risks process. As a result, the project manager will probably do which of the following? ### A fire has just destroyed a warehouse that was being constructed as part of a large project you are managing. What would have been the easiest way to ensure this force majeure would not significantly impact the cost of the project? ### Once a risk response is created, which of the following statements BEST describes the project manager's role regarding risks while the project work is being completed?

### You have just been assigned as the project manager for a sizeable engineering project, and you want to quickly review the project's procedures for managing risk. What would be the MOST helpful in finding this information? ### The cost performance index (CPI) of a project is 0.6 and the schedule performance index (SPI) is 0.71. The project has 625 work packages and is being completed over a four-year period. The team members are very inexperienced and the project received little support for proper planning. Which of the following is the BEST thing to do? ### Assuming that the ends of a range of estimates are +/- 3 sigma from the mean, which of the following range estimates involves the LEAST risk?

### The program was planned years ago, before there was a massive introduction of new technology. While planning the next project in this program, the project manager has expanded the scope management plan because, as a project becomes more complex, the level of uncertainty in the scope: ### Executing the risk response plan in order to react to risk events throughout the project is called: ### As project manager of the project, you just handled a risk event that impacted the project cost and schedule. Because the impact is 15 percent of the total project cost, what is the MOST appropriate action? ### During the implementation of a contingency plan, a team member notices the plan worked only marginally. There were three similar contingency plans developed for other risks that have not yet happened. He should recommend which of the following? ### A project manager gets a report from the risk response owner that a risk did not occur. The project manager should then:

### All of the following statements about workarounds are correct EXCEPT: ### Which of the following is the MOST likely cause of poor risk management? ### During project executing, a team member identifies a risk that is not in the risk register. What should you do?

### All the following are common outputs of risk management EXCEPT: ### The project manager has worked closely with the team to come up with contingency plans. Which of the following BEST describes contingency plans? ### The customer requests a change to the project that would increase the project risk. Which of the following should you do before all the others? ### During the project, a team member tells you a major risk identified by the team has occurred. However, it is not as serious as previously thought. What is the FIRST thing you What isdo? the difference between management reserves and ### should contingency reserves?

### You are a project manager for a US $3,000,000 product development project. You are well into project executing and the project remains on time, on budget, and on specification. This morning, a project team member alerts you to a newspaper article detailing unusually high defect rates in materials your team has been using to develop your product prototype. You had no reason to suspect quality issues in these materials before now. What should you do FIRST in response to this concern? ### Which of the following BEST describes a risk response owner? ### A project manager has developed risk responses for the list of high-ranking risks created in the Perform Qualitative Risk Analysis process. She was planning to go on to the Monitor and Control Risks process when she found out from another project manager that she forgot to do something important in the Plan Risk Responses process. Which of the following did she forget? ### Which of the following helps determine the probability of completing the project on any specific day? ### As a result of your analysis of the risks on the project, you have decided to remove a team member from the project team in order to decrease the overall project risk. What is an example of? risks that remain after the Plan Risk Residual risks are ### this Responses process. Secondary risks are:

### During the Monitor and Control Risks process, the risk response owner should: ### Risk response owners can potentially have conflict with risk auditors because risk auditors:

### A project manager is working on a major new product development project when a risk occurs that does not have a risk response plan. What should the project manager do? ### If the probability of one event occurring does not affect the probability of another event occurring, the events are: ### A project has a schedule reserve of 28 days when the customer adds scope not previously planned for. The change has a 40 percent chance of delaying the project by 14 days. What should be done?

### During the executing process group of the project, a team member identifies a new risk. What should occur in light of this identification? ### Workarounds are determined management process?

during

which

risk

### When entering into a procurement, it is BEST to assume there will be disputes about the performance of the work as specified, and to: ### A project manager for a large manufacturing concern is working on a project that calls for a building to be constructed to house a new clean system manufacturing process critical to the success of the project. Construction is not a core competency of his company. His team has the ability to create a detailed procurement statement of work, with penalties if specific statements of work deliverables are not met. He is in the Plan Procurements process, evaluating which contract would work the best. Which of the following is the BEST type of contract for this situation? ### During which step of procurement management would you make the LEAST use of expert judgment? ### Bidder conferences can have a negative effect on the project if the project manager does NOT remember to make sure: ### A project manager is asked to select a contract type for a new software development project that has complete, detailed requirements. Which is the BEST contract to The work breakdown structure has the LEAST impact on ### choose? which process?

### A team has just gathered information and requirements for a new project that will be completed by an external company. If the project manager is just starting the procurement process, which one of the following should be done LAST? ### Your program manager has come to you, the project manager, for help with a bid for her newest project. You want to protect your company from financial risk, and you have limited scope definition. What is the BEST type of contract to choose?

### The project team seems to like to argue; they have argued about everything. Luckily the project manager set in place a reward system and team-building sessions that will help and encourage the team to cooperate more. The latest thing they are arguing about is whether they should complete a work package themselves or outsource the work to someone else. What part of the procurement process must they be in? ### An output of Plan Procurements, the procurement documents are an input to all of the following EXCEPT: ### What is the result of bidder conferences held during the Conduct Procurements process? ### Source selection criteria are an output of which process? ### Which of the following contains an item that is NOT an output of the Plan Procurements process? ### All of the following are inputs to the procurement process EXCEPT: ### A project team is meeting to determine what the selection criteria will be for the project procurement. What procurement process are they in? ### The project team is arguing about the prospective sellers who have submitted proposals. One team member argues for a certain seller while another team member wants the project to be awarded to a different seller. The BEST thing the project manager should remind the team to focus on in order to make a selection is the: ### The project team is arguing about the prospective sellers who have submitted proposals. One team member argues for a certain seller, while another team member wants the project to be awarded to a different seller. What part of the procurement process is the team in? ### After much excitement and hard work, the procurement statement of work for the project is completed. Even after gaining agreement that the procurement statement of work is complete, the project manager is still unsure of whether it actually addresses all the buyer's needs. The project manager is about to attend the bidder conference. He asks you for advice on what to do during the session. Which of the following is the BEST advice you can give him? ### Negotiations between two parties are becoming complex, so Party A makes some notes that both parties sign. However, when the work is being done, Party B claims they are not required to provide an item they both agreed to during negotiations, because it was not included in the subsequent contract. In this case, Party B is: ### All of the following MUST be present to have a contract EXCEPT:

### An example of the contract price in a cost plus fixed fee (CPFF) contract is:

### A project team is analyzing its needs for an upcoming, longterm contract. They need to have a system analyzed and fixed, but they do not have the expertise to tell the seller exactly what should be done. What type of contract should they use? ### A project manager is in the middle of creating a request for proposal (RFP). What part of the procurement process is he in? ### A team is in the Plan Procurements process. Which of the following are they working on? ### A project manager for the seller is told by her management that the project should do whatever possible to be awarded incentive money. The primary objective of incentive clauses a contract is to:just been fast tracked and you are looking Your project has ### in to quickly bring in a subcontractor to complete networking. There is no time to issue a request for proposal (RFP), so you choose to use a company you have used many times before for software development. A PRIMARY concern in this situation is: ### Which of the following BEST describes the project manager's role in the procurement process? ### All of the following statements concerning procurement documents are incorrect EXCEPT:

### A project manager is working on a project for a large technology integrator. His project calls for Java technology. He needs to supplement his technical staff with a technical consultant for one month because his company does not have this skill set due to unexpected leaves of absence in the technical team. He will manage the seller's work since he wants to retain control. Which would be the BEST type of contract to use? ### A project manager for a large bank is in charge of developing a new certificate of deposit product, which needs information technology systems development. His internal information technology staff does not have expertise in the technology needed for this project, so he must contract out the work. Unfortunately, he does not have the time or the information to develop a detailed procurement statement of work, but this effort is likely to be large. In this situation, what is the BEST type of contract? ### Which of the following statements represents a fixed price incentive fee (FPIF) contract? ### Performance requirements describe:

### The project manager and project sponsor are discussing the project costs and whether it is better to have their own company do part of the project or hire another company to do the work. If they asked for your opinion, you might say it would be better to do the work yourself if: ### What is the BEST way to describe how contract terms and conditions are created? ### Which of the following occurs during the Plan Procurements process? ### While project work is being done, conflicts can arise between the procurement officer and the project manager because the procurement officer:

### The sponsor is excited that the product of the project is finally being produced. In which of the following must the project be involved? ### The primary objective of contract negotiations is to: ### During what part of the procurement process does procurement negotiation occur? ### A seller is awarded a contract to build a pipeline. The contract terms and conditions require a work plan to be issued for the buyer's approval prior to commencing work, but the seller fails to provide one. Which of the following is the BEST thing for the buyer's project manager to do? ### You are negotiating with a seller. Time is of the essence but you have a limited budget, and the seller knows this. What is your BEST negotiating strategy under these circumstances? ### During the Conduct Procurements process, your objective is to obtain the best price possible. The tool that you will MOST heavily rely upon will be a(n): ### Bidder conferences are part of: ### You are in the middle of a complex negotiation when the other party says, "We need to finish in one hour because I have to catch my plane." That person is using which of the following negotiation strategies? ### In a fixed price (FP) contract, which of the following might NOT be an output of the Administer Procurements process? ### You receive 25 new computers from the seller, but were expecting only 20. In looking at the contract, you see that it says "seller to provide twenty (25) computers." What should you do FIRST? ### While working on a contract, you receive a claim from the seller for the costs of additional reports your team members requested. You know the reports are not in the contract and you were not aware that the team needed the information. What should you do?

### During the construction of a large manufacturing facility, the expected delivery of a very critical piece of manufacturing equipment purchased by the buyer, to be installed by the project's general contractor, was delayed by six weeks. The original estimated delivery date for this equipment was provided to all the general contractors that bid the project as part of the bid documents. The bidders were specifically instructed to depend on this delivery date during the preparation of their bids. How should the buyer's project manager deal with the general contractor? ### In the middle of the project, a seller tells you he cannot get the resources to complete the project. Generally, what is the BEST thing to do?

### A seller on your project tells you he no longer thinks the project will provide the benefits he wanted when he signed the contract. Because of this, he does not believe it is in his best interest to continue. What should you do FIRST?

### You are the seller in a software development project. The project work is underway when you discover the client is going to make a major change. This change will dramatically alter the software requirements. What is the BEST thing to do? ### Project work is underway when you discover your specifications are incomplete, but you are not sure of the extent of the problem. Unfortunately, the project has a very tight timeline for your review of the seller's submittals and for completing the project. What should you do FIRST? ### A seller is giving you so much trouble that your time available allocated to the project has gone from 20 percent to over 80 percent for this small piece of the overall project. Most of the seller's deliverables are late and inadequate, and you have little confidence in his company's ability to complete the project. What should you do? ### While completing work for your project, the seller's subcontractor suffers a major fire. The fire destroys the heating system they were building for your project. What is the BEST thing to do? ### You get a call from the procurement manager who tells you the shipment of goods just received from a seller does not meet the requirements of the contract. You look at the shipment yourself and determine that the shipment meets the needs of the project. What should you do NEXT? ### Which planning output may be revised and refined as it moves through the procurement process?

### The contract was signed six months ago for this two-year, multi-million dollar project. You were not involved in contract negotiations or setting up procedures for managing changes. Now you are being swamped with change requests from the sponsor and from inside your organization. What kinds of changes should be approved?

### Your contract states the maximum charge for services from the seller will be US $50,000/month. However, the actual invoices have been US $100,000 for the past three months. Stopping the seller's service will impact the project schedule. Under these circumstances, the BEST thing to do is to review the: ### You have decided to terminate a contract because you no longer need the work from the seller. What is the BEST way to communicate this to the seller? ### You have just discovered one of the sellers on your project has not submitted the weekly status report, as is required in the contract, for the last four weeks. What is the BEST thing to do?

### During the execution of your project, the seller loses key personnel who were working on your project. What is generally the BEST thing for a project manager to do in this situation? ### While completing a project, a worker strike in the seller's city has resulted in the required deliverable being late. What is generally the BEST thing for the project manager to do?

### The seller on your project abruptly goes out of business. What is the BEST thing to do?

### During completion of the project, you notice a deliverable, integral to the project, has not been received. The seller says the work is not part of the contract. You remember discussing it during negotiations and even coming to agreement, but you cannot find it in the contract. Which of the following BEST describes this situation? ### You (the project manager) and the seller have discussed a change to the project and have agreed on the technical aspects of what is needed. Later, the seller calls to tell you he is having extreme difficulty getting the procurement manager to make the change to the contract. It would be BEST for you to: ### In managing a project, you notice a deliverable mentioned in the general conditions of the contract has not yet been received. The seller, however, says the special provisions of the contract specifically void that deliverable. What should you do?

### While completing work on your contract, the seller is refused access to the facility by your company's security force. If access to the facility is stipulated in the contract, what should the project manager do? ### You are managing a construction project that was contracted on a fixed price plus incentive (FPIF) basis. The incentives for completing the project early are very large. A not-for-profit cultural organization in the community has raised some concern that the construction site might overlap with an archeological site. As the project manager, you should: ### You are a project manager working on a large software integration project involving multiple sellers. One of your key sellers has informally requested a change to her procurement statement of work to account for some requirements she neglected to address. You are relatively certain the change requests will add time and cost to the project. What should you do in response to the seller's company has contracted with a well-known software ### Your request? developer to provide services during the planning and design phases of your project. Invoicing requirements were specifically defined within the contract, but limits on the seller's expenses were overlooked. As the project manager, what action should you take? ### Which of the following is the PRIMARY cause of contract changes? ### During a routine walkthrough, you discover a seller has neglected to properly produce a major component of a deliverable. The seller tells you that the component is not included in the contract. What should you do FIRST?

### You are the project manager for a seller. A parking lot fencing project was bid at US $11 per foot. The parking lot has four equal sides of 125 feet and requires installing a sixfoot diameter culvert on one side. Fencing should take 100 feet per day, and the culvert installation will cost US $500 and take one day to complete. The culvert must be installed before work can begin on that side of the fence. After three days of work, one side is complete, another side has 75 feet installed, and the culvert is completely installed. At this point, the client tells you the culvert needs to be increased to a seven-foot diameter. You determine this will cost US $1,000 and require two additional days. What should you do You are the project manager for the seller. Your work crews ### FIRST?

are digging a trench to lay fiber for a high-speed internet connection. All the work permits have been obtained and funding has been approved. There have been several weather-related delays, but due to the perseverance of the entire team, the project is on schedule. It is the customer's responsibility to provide entrance facilities so the connection into the building can be made. You discover the customer does not have adequate facilities and will not have them in time. What should you do?

### You are the seller's project manager. You discover you are working on work requested by the customer but not included in the contract. During previous meetings, the customer already spoke of being upset about the cost of several items she claims your company left out of the contract. No one in your company wants to discuss the change with the customer for fear of losing the contract. What is the BEST long-term course of action for the company? ### A seller contacts you to tell you one of your team members did something that caused the seller harm, and the seller is going to file a claim. What is the BEST thing to do? ### A project manager is working on a complex project with people from around the world. The project schedule is set, but the work packages require detailed integration with other work packages done by the buyer. What is the BEST thing the project manager could use to control this situation? ### A contract includes a requirement that the seller submit monthly acceptance tests to the project manager. If the seller does not submit such acceptance tests, the seller is: ### Which of the following is an advantage of centralized contracting?

### In planning a project, you notice some of the materials required on the project are only available from a seller who owns a patent. What should be one of your MAIN While completing the procurement, the project manager ### concerns? should be concerned about conflict with the procurement manager because:

### Company A hires Company B to work on a project. Company B then subcontracts part of the project to Company C. One day the project manager from Company A sees someone from Company C doing work she feels is wrong. If the project manager from Company A tells the person from Company C to stop that work, what is the person from Company C required by law to do? ### Under a contract, formal, written correspondence with the seller is required when: ### The project is not going well, due to poor performance of a seller. That seller has withdrawn from your project. A new seller has been selected, and their labor forces are arriving at the job site tomorrow. What is the LEAST effective thing to do? ### In a cost plus fixed fee (CPFF) contract, how can the fee change? ### Once signed, a contract is legally binding unless:

### During a meeting to negotiate a change to the contract, the seller states that they have another meeting at 3:00 pm. Negotiations will have to be over by then. What kind of technique this? As part of the recordsismanagement system, you are trying ### negotiation

to make sure all records from the procurement are documented and indexed. Which of the following do you NOT have to worry about?

### The sponsor and the project manager are discussing what type of contract the project manager plans to use on the project. The sponsor points out that the performing organization spent a lot of money hiring a design team to come up with the design. The project manager is concerned that the risk for the buyer be as small as possible. An advantage of a fixed price contract is: ### A major concern about a time and material (T&M) contract is that: ### In a fixed price (FP) contract, the fee or profit is: ### All of the following statements about change control are incorrect EXCEPT: ### Two days ago, you joined a consulting company as project manager to lead an existing project for a client. Today, a major change is requested. What should be done FIRST? ### A routine audit of a cost reimbursable (CR) contract determines that overcharges are being made. If the contract does not specify corrective action, the buyer should:

### All of the following are reasons to terminate a contract EXCEPT: ### You are purchasing a major component for a new product from the company that has the patent on that component. Under these circumstances, which of the following should be of LEAST concern? ### Which of the following is an advantage of centralized contracting?

### Emotions are running high during negotiations to purchase major equipment for your project when the seller starts to pack up his things. This an example of which negotiation During the project, you realize you need a consultant ### strategy? immediately to begin working on a part of the project. What is the MOST appropriate contract type in this situation?

### A project manager is working on his first project with outside sellers. He is familiar with project change control systems but not contract change control systems. In explaining how a contract change control system differs from a project change control system, it is BEST to point out that a contract change control system: ### An equipment seller provided a buyer with all the operations and maintenance manual information on their equipment in electronic disc format, compatible with the computer hardware/software used by the buyer. The buyer's project manager demanded that written copies of these manuals be provided. The seller refused, stating that the information had been supplied in the "useable & complete" format required in the contract. This disagreement is an example of an oversight made during which stage of the project's development?

### You are assigned a US $2 million project with the standard deviation of the estimated costs of US $200,000. What type of contract do you recommend?

### A company asks a project manager to lead a project to create a substantially improved version of one of the company's best-selling products. The project manager is given total freedom of decision and resources, including whether to utilize contractor services and/or the company's resource pool. Under these circumstances, which of the following would be the BEST way for the project manager to build the team? ### The buyer asks the project manager for the status of the project that his team is working on. What is the BEST way to determine the status of a project? ### Your company has an emergency and needs contracted work done as soon as possible. Under these circumstances, which of the following would be the MOST helpful to add to the contract?

### Which of the following is the BEST thing for a project manager to do in the Conduct Procurements process?

### With which type of contract is the seller MOST concerned about project scope? ### You are a seller with unclear directions and scope documentation. Time and cost are important considerations, and the buyer wants to be in full control. What is the BEST use?construction tomorrow to meet the deadline. You musttostart ### contract What type of contract should you sign to start construction? ### Which of the following is most important in determining the best type of contract to use on a project?

### You have just completed the design phase for a client's project and are about to enter the implementation phase. All of the following need to be done EXCEPT: ### The buyer has received the final deliverables and has formally accepted them. The balance of the Close Procurement process activities have been completed when a procurement audit identifies a failure. The project is considered to be: ### One of the project objectives for your company was to acquire additional expertise completing a large scale design project. The project is mostly completed when your client terminates the contract. A change in their business means the work is no longer needed. What is the MOST effective thing to do?

### With a clear procurement statement of work, a seller completes work as specified, but the buyer is not pleased with the results. The contract is considered to be: ### A seller has failed to make delivery on a major item for your project. What is likely to be the LEAST effective thing to do? ### You are executing a project for a client when they contact you to say they are terminating the contract for convenience. Because of this, the project is now in: ### What is the BEST way to ensure the project work is really complete? ### A project manager for a large international bank has a project team that just implemented an electronic funds project involving four large vendors. The project manager struggled through every part of the procurement process since the bank had a weak internal procurement department. What would be the MOST appropriate thing to do to ensure the problems are resolved for future projects? ### Two team members are currently documenting and verifying the product, while two other team members are updating records, performing an audit, and archiving lessons learned. What activity are the team members engaged in? ### A contract has just been signed with a construction company to complete a remodeling project within three months. Due to a force majeure, the project will be delayed by an additional three months. However, the construction company does not have enough resources to complete the project and has asked for an early termination of the contract. What is the MOST appropriate thing to do in this situation? ### You are performing administrative closure during the Close Project or Phase process. Upon completion of this process, you will have project archives, formal acceptance, and: ### Which of the following is an output of the procurement management process? ### Documentation on a contract should include all the following EXCEPT: ### What is the main purpose of a procurement audit? ### The work specified in the procurement statement of work is completed on a project. However, the customer is not happy because she wants additional work to be completed. In light of this, what should be done? ### You are closing out a minor contract on a major project when you discover a deliverable has not been received. Your manager wants the problem resolved as soon as possible without much trouble. What should you do? ### You have just completed a major deliverable on a project when you realize the seller did not perform the required inspection. What should you do?

### Your seller on the project has not performed and you are terminating the contract. Which of the following is the BEST thing to do? ### You have just finished most of the work on a new systems integration project when the buyer comes to you with detailed procedures to be used to close the contract. The contract included closure procedures. What should you do? ### You have just started administering a procurement when management decides to terminate the contract. What should you do FIRST? ### Close Procurements is similar to Close Project in that they both involve:

### Which of the following should a procurement audit include? ### From the seller's point of view, a procurement is considered closed when: ### A project performed under a cost reimbursable contract has finally entered the Close Procurements process. What MUST the buyer remember to do?

### A project manager you are mentoring comes to you for help because he is about to face his first procurement audit. You might explain that he should NOT worry about such an audit it: team has just completed the initial project The project ### because schedule and budget. The NEXT thing to do is to:

### A project manager has very little project experience, but he has been assigned as the project manager of a new project. Because he will be working in a matrix organization to complete his project, he can expect communications to be: ### A project team member is talking to another team member and complaining that many people are asking him to do things. If he works in a functional organization, who has the power to give direction to the team member? ### Who has the MOST power in a projectized organization? ### Approved corrective actions are an input to which of the following processes?

### You have just joined the project management office after five years of working on projects. One of the things you want to introduce to your company is the value of creating and utilizing work breakdown structures. Some of the project managers are angry that you are asking them to do "extra work." Which of the following would be the BEST thing you could tell the project managers to convince them to use work breakdown structures? ### A project manager may use ______ to make sure the team members clearly know what work is included in each of their work packages.

### Which of the following BEST describes the relationship between standard deviation and risk?

### Which of the following is the BEST thing to do to try to complete a project two days earlier?

### A project manager is trying to coordinate all the activities on the project and has determined the following: Activity 1 can start immediately and has an estimated duration of 1 week. Activity 2 can start after activity 1 is completed and has an estimated duration of 4 weeks. Activity 3 can start after activity 2 is completed and has an estimated duration of 5 weeks. Activity 4 can start after activity 1 is completed and has an estimated duration of 8 weeks. Both activities 3 and 4 must be completed before the end of the project. What is the duration of the critical path for this project? ### A project manager is trying to coordinate all the activities on the project and has determined the following: Activity 1 can start immediately and has an estimated duration of 1 week. Activity 2 can start after activity 1 is completed and has an estimated duration of 4 weeks. Activity 3 can start after activity 2 is completed and has an estimated duration of 5 weeks. Activity 4 can start after activity 1 is completed and has an estimated duration of 8 weeks. Both activities 3 and 4 must be completed before the end of the project. If there is an approved change to activity 4 and it now takes 10 weeks, what is the duration of the critical path? ### Estimate at completion (EAC) is a periodic evaluation of:

### Rearranging resources so that a constant number of resources is used each month is called: ### Cost performance measurement is BEST done through which of the following?

### A project manager has been overwhelmed with problems on his project. He would like to identify the root cause of the problems in order to determine where to focus his attention. Which of the following tools would be BEST for the project manager to use? ### All of the following are outputs of the Close Project or Phase process EXCEPT: ### The project is NOT completed until:

### When a product or service completely meets a customer's requirements: ### A team is using a fishbone diagram to help determine what quality standards will be used on the project. What part of the quality management process are they in? ### All the following are tools of Perform Quality Control EXCEPT:

### An Ishikawa diagram helps to:

### All of the following are typical concerns of matrixed team members EXCEPT:

### Most of the project risks will be identified during which risk management process(es)? ### All of the following are common results of risk management EXCEPT:

### Outputs of the Plan Risk Responses process include:

### A seller is working on a cost reimbursable (CR) contract when the buyer decides he would like to expand the scope of services and change to a fixed price (FP) contract. All of the following are the seller's options EXCEPT:

### All of the following are parts of the Direct and Manage Project Execution process EXCEPT:

### The engineering department has uncovered a problem with the cost accounting system and has asked the systems department to analyze what is wrong and fix the problem. You are a project manager working with the cost accounting programs on another project. Management has issued a change request to the change control board to add the new work to your project. Your existing project has a cost performance index (CPI) of 1.2 and a schedule performance index (SPI) of 1.3, so you have some room to add work without delaying your existing project or going over budget. However, you cannot see how the new work fits within the project charter for your existing project. After some analysis, you determine that the new work and existing work do not overlap and can be done concurrently. They also require different skill sets. Which of the following is the BEST thing to do? ### Based on the chart, if you needed to shorten the duration of the project, which activity would you try to shorten?

### The seller tells you that your activities have resulted in an increase in their costs. You should:

### You are about to take over a project from another project manager and find out the following information about the project. Activity Z has an early start (ES) of day 15 and a late start (LS) of day 20. Activity Z is a difficult activity. Cost performance index (CPI) is 1.1, schedule performance index (SPI) is 0.8. There are 11 stakeholders on the project. Based on this information, which of the following would you be the MOST concerned about? ### During project executing, a large number of changes are made to the project. The project manager should:

### You have been working on a very large software development project that has made use of more than 230 people. Finally, all the scope has been completed. It would be BEST to:

### A team member is visiting the manufacturing plant of one of the suppliers. Which of the following is the MOST important thing to be done in any telephone calls the project manager might make to the team member? ### While preparing your risk responses, you identify additional risks. What should you do?

### Close Procurements is different from Close Project or Phase in that Close Procurements:

### Which of the following is true of the Estimate Activity Durations process?

### Work on a project is ongoing when the project manager overhears two workers arguing over what a set of instructions means. The project manager investigates and discovers that the instructions for the construction of the concrete footings currently being poured were poorly translated between the different languages in use on the project. Which of the following is the BEST thing for the project manager to do FIRST? ### Your project will go through many phases to produce a highpriced product that will be sold to the public. You are currently starting the design phase. The price will include the product and scheduled maintenance. The team includes representatives from the engineering department, who will help determine the design of the project, the marketing department, who will determine the shape of the container for the product of the project and the accounting department who will help make sure the cost of the project allows ample profit margin.The project charter has been completed and signed by sponsors from all these departments. The product scope was completed in an earlier project that was two months delayed due to arguing over the scope. The team is now functioning well and past team-building efforts have produced an effective team for this new project. Which of the following is the BEST thing to include that has not been included in planning? ### Effective project integration usually requires an emphasis on:

### Integration is done by the:

### You are taking over a project and determine the following: Activity B has an early finish (EF) of day 3, a late finish (LF) of day 6, and an early start (ES) of day 2. Activity L is being done by a hard-to-get resource. The cost performance index (CPI) is 1.1 and the schedule performance index (SPI) is 0.8. Based on this information what would you be more concerned about? ### Which of the following is CORRECT?

### Which of the following represents the estimated value of the work actually accomplished? ### A project is in the middle of the executing effort when a stakeholder suggests a major new change. This change will cause the third major overhaul of the project. At the same time, the project manager discovers that a major work package was not completed because a team member's boss moved him to another project that had a higher priority. Which of the following is the BEST person for the project manager to address these issues with? ### The work breakdown structure can be an effective aid for communication in which setting(s)? ### The project status report is an example of which form of communication?

### Which of the following is CORRECT?

### Which of the following BEST describes product analysis?

### A project activity on the critical path is delayed. What is the BEST thing to do?

### A project manager holds a meeting with his manager to explain that an activity has been delayed and the project manager will need additional resources to complete the project. The manager stops the meeting because the project manager has forgotten something. What might it have been? ### Which of the following is CORRECT about quality improvements?

### The cost performance index (CPI) on the project is 1.13, and the benefit cost ratio (BCR) is 1.2. The project scope description was created by the team and stakeholders. Requirements on the project have been changing throughout the project. No matter what the project manager has tried to accomplish in managing the project, which of the following is he MOST likely to face in the future? ### A project manager's project has just been dropped to a lower priority on his department's prioritized list of projects. It would be BEST for the project manager to:

### A project manager is in a meeting with the customer when the customer starts to yell about the fact that a change she requested will result in a delay to the project schedule. Interestingly, yelling is not a common practice in the client's culture. The project manager starts to explain why the change affected the schedule when the project manager's boss stops the meeting and carefully removes the project manager from the room. Which of the following would BEST describe what is going on? ### Which of the following is CORRECT?

### Which of the following BEST describes the phrase, "influencing the factors that affect change?" ### A scope change has been suggested by one of the stakeholders on the project. After careful consideration and a lot of arguing, the change control board has decided to reject the change. What should the project manager do? ### A scope change is made on the project. You have determined the effect on the schedule, performed integrated change control, and adjusted the project baselines and the project management plan. What is the NEXT thing to do?

### Which of the following BEST describes what a project charter may be used for when the work is being completed? ### Based on the chart, what activities must be completed before activity H can start? ### Although you tried to plan the project to accommodate all major contingencies, you are now asked for the fifth time to decrease the length of time the project will take to complete. The person completing activity C is no longer speaking to you because of the added work she needed to do to accommodate previous decreases in time. She has already told you she cannot shorten her activity any more. The person doing activity D has been replaced by a new and less tested resource. The risk of crashing activity F is small. Based on this information and the chart, what is the BEST thing to do? ### What is the LAST thing that occurs in the Close Project or Phase process?

### Which of the following BEST describes the difference between the Control Scope process and the Perform Integrated Change Control process?

### Which of the following BEST describes when additional risk responses are documented?

### A new project manager has been hired in your company, and you have been asked to mentor her. Because she is well trained, she is planning her project in great detail. Her first project for the company is relatively low priority, and you feel the project manager is planning too many project control meetings. Which of the following would be the BEST thing to tell her? ### The project manager is working on a high-profile project where completing the project within budget is critical. The project manager is new, but well-trained and is excited to see that the project is spending less than budgeted. As a result, the project manager was planning to take a holiday when a more senior project manager warned him that he has some important work to do on the project. Why would the senior project manager give such a warning on this project? ### A trend report was given to the project manager, who reacted to the report by investigating what activity or activities had not been done, but should have been done, to date. What did the report show?

### A project manager is putting her project control system in place. After a few meetings with others, she realizes there are few effective measures of progress that can be used on the project. If you were to advise her, what would be the BEST thing the project manager can plan to do to control the project? ### What would be the BEST explanation for the following: Both the cost variance and schedule variance are negative, but the cost variance is lower than the schedule variance. ### A team member comes to you to tell you there is a problem on her activity. It cannot be started on the day it is scheduled to start. A manager overhears this conversation and reports that the project will be late. Later the project manager completes his own report saying "the project is still scheduled to be completed on time." Which of the following could be the reason the project manager made such a statement? ### A problem occurs on an activity with free float and the project manager has extended its duration. What is MOST likely to be affected?

### When managing a project, which of the following is the BEST order to deal with problems that arise?

### Which of the following is the BEST thing to do when a project activity will take longer than planned and the project can no longer be completed on time?

### An activity has been delayed and the project manager needs to deal with the situation. What is the NEXT thing she should do?

### Which of the following could happen during project executing as a result of fast tracking the project? ### A project has a team member assigned to the project full time. What is the MOST likely effect on the project if that resource completes her activity sooner than planned? ### A project manager measures the project against the project management plan to determine if the project is in control. Which of the following is also done in project monitoring and Quality on your project must be as high as possible, yet this ### controlling? type of project is new for your company. Which of the following is the BEST thing to do?

### The project for the accounting department has been going well when the company says it must reduce the cost of the project without changing the quality requirements. The project manager has looked to trim any resources, paid more attention to risk on upcoming activities, and even has reduced product scope, but the project remains over the new budget limit. Which of the following should the project manager do NEXT? ### You are worried about passing the PMP Exam and ask a PMP for help. That person sends you a message that includes two of the toughest questions he faced on the exam. What should you do? ### A member of your team has just passed the PMP exam. You are familiar with her experience, and you know she does not meet PMI's experience requirement for taking the PMP exam. What is the BEST thing to do? ### You are finishing the prototype that was planned as a risk mitigation strategy when you find out the benefit cost ratio (BCR) has improved and the project cost performance index (CPI) is 1.03. The standard deviation of the project time estimate has decreased and you discover the prototype, already almost finished, can fulfill the needs of another project requirement as well. What should you do FIRST? ### The seller has filed a delay claim against the buyer, asking for a change order, saying the buyer took longer than allowed in the contract to review and approve a deliverable. Who has the authority to sign the change? ### A scope change has been approved by the change control board. Which of the following MUST be impacted? ### The project manager had to request a change in the approved project budget because the WBS did not contain some work that needed to be done. Which of the following is the BEST thing to do as a result of this situation? ### The project has been going well when one of the suppliers informs you that, as they warned you during project planning, they will deliver your equipment two days late. At the same time, you get a call from a team member informing you that the critical path activity she is working on will take longer to complete than planned. What is the BEST thing to do? ### Three calls were received today inquiring whether one of your resources could be released from your project. There were nine such calls last week. The project is going well and its risk rating is low. Activity R has an early start of 4 and a late start of 45 and an early finish of 14. The project has a cost performance index (CPI) of 1.05 and a schedule performance index (SPI) of 0.893. The project float is zero and even through tough times, you believe the reward system you put in place during project planning is working. What is the BEST thing to do?

### While holding a risk reassessment meeting, the sponsor is looking at the latest list of top risks in the project report. A new risk has been identified and assessed. That risk did not rank higher than any of the previously identified risks. Two fallback plans have been adjusted based on the severity of previous risk impacts. What has the project manager NOT done? ### Four stakeholders have noted that major change is required on the contract. A project manager is documenting the change request when he receives a call from the seller informing him the seller's supplier has notified them of a price increase effective the next day. The seller is therefore asking for the change to become official right away. Generally, the project manager should: ### Although the project is generally performing well, there have been many instances where people have requested changes to the project. In one instance, the accounting department requested a change that would require the seller to comply with some new accounting standards. The project manager was investigating the change when he discovered the procurement manager had already approved the change. What should the project manager do? ### In order to decrease the risk on the project, the project manager decides during project executing to change resources on a near-critical path activity. If she is unsure whether such a change must be formally done on the project, she should look at the: ### The project was going well until the director of marketing discovered two of her staff members were working on different versions of the sampling plan, a product of your project. Which of the following BEST describes what needs the attention of the project manager on this project? ### The project manager has noticed there have been a lot of changes on the project. This was not considered to be a problem until one day he discovers he cannot determine how many scope changes are currently being reviewed. This problem indicates an error in which of the following? ### The project manager has had some difficulty in getting the team to complete work, but he feels the changes he made to the reward system will fix the problem. The number of stakeholders on the project has grown by 20 percent and the number of activities being completed late is growing. The project manager has heard from management that the project might become a higher priority if their competition comes out with a new product that uses wireless technology. Based on this, it would be BEST for the project manager to: ### Which of the following is NOT a reason to measure variances from the baseline? ### Calculating estimate to complete (ETC) is done in: ### The project is being completed faster than planned. Which of the following would NOT account for why this has occurred?

### A project is over budget to date. Which of the following is NOT a reason this could have occurred?

### A project manager meets with a resource manager and asks to move resources from project A to project B. What is the MOST likely reason for this request?

### Although it was difficult, the project manager received agreement on the project charter from all four sponsors involved in the project, and the US $4,000,000 project was approved. Now the cost variance for the project is -$500 and the last performance review was positive.As the project entered its second phase, a team member on a non-critical path activity announced she was leaving the company. At the same time, the float of activity L changed from two to four days. Only one unidentified risk has occurred, with a minor impact. The last quality review showed the project has made use of the results of the last design of experiments. Based on this information, what should the project manager NEXT?manager is documenting rules covering who will A project ### do

have access to controlled documents, how changes to these items will be recorded and approved, and how everyone will know what the current version is. The project manager is therefore creating a: ### A project has suffered many delays and the project manager has moved resources around, spent more time with risk management, and even fast tracked the project where possible. The project must be completed by its originally agreed-to date, as resources are needed for another project at that time. The project manager is about to meet with the customer to tell them the product scope needs to be cut when you stop him. What would you advise him to do? ### The six-month project has 300 work packages and a US $600,000 budget. Three months into the project, 150 work packages are complete and US $300,000 has been spent. Which of the following is CORRECT? ### You created the network diagram for your project based on the chart when all of a sudden the person completing activity C says you must plan for a lag of two weeks after the completion of the activity before starting the next activity. Which of the following would be the FIRST thing to do?

### Your project has a cost performance index (CPI) of 1.1 and a schedule performance index (SPI) of 1.03. All the deliverables to date have been completed to the customer's satisfaction. Getting formal acceptance of the project management plan was difficult because the schedule was compressed beyond reason. Activity B has float of 2 weeks, activity C has float of zero, activity D has a float of zero and activity E is being done by a new employee and has float of 3 weeks. The hardest part of the project is about to start and the project management office has asked you to increase your management oversight and report more often on the status of the project. In preparing your report you find out the team member completing activity E reports a oneday delay, the team member completing activity D reports the material needed to complete the activity has not arrived. The team member for activity B tells you his activity will be delayed by two days because the customer has delayed formal acceptance during the Verify Scope process. Another team member reports the earned value-related trend report is favorable. What should BEST you do? of the following describes what a network ### Which diagram is used for while the work is being completed?

### The stakeholders identified a major project risk of more than 2 centimeters of rain falling in any 24 hour period. With a little effort, contingency plans and fallback plans were put in place for this risk and risk response owners said they were ready to take action. One day during the project it started to rain. The risk response owner was not even near the project location to know it was raining and so the contingency plan was not implemented. Which of the following BEST describes why this occurred? ### A project has had some problems, but now seems under control. In the last few months almost all the reserve has been used up and most of the negative impacts of events that had been predicted have occurred. There are only four activities left, and two of them are on the critical path. Management now informs the project manager that it would be in the performing organization's best interest to finish the project two weeks earlier than scheduled, in order to receive an additional profit. In response, the project manager sends out a request for proposal for some work that the team was going to do, hoping to find another company that might be able to do the work faster. The project manager can BEST be said to be attempting to work with: ### A project manager is managing his second project. It started one month after the first and both are in process. Though his first project is small, this one seems to be growing in size every day. As each day passes, the project manager is beginning to feel more and more in need of help. The project manager has recently heard there was another project in the company last year that is similar to his second project. What should he do?

### This project is chartered to determine new ways to extend the product life of one of the company's medium-producing products. The project manager comes from the engineering department and the team members come from the product management and marketing departments.The project scope statement and project planning are completed when a stakeholder notifies the team that there is a better way to complete one of the work packages. The stakeholder supplies a technical review letter from their department proving that the new way to complete the work package will actually be faster than the old way. The project manager has had similar experiences with this department on other projects, and was expecting this to happen on this project. What is the FIRST thing the project manager should do? ### There have been many work packages completed successfully on the project, and the sponsor has made some recommendations for improvements. The project is on schedule to meet an aggressive deadline when the successor activity to a critical path activity suffers a major setback. The activity has 14 days of float and is being completed by four people. There are two other team members with the skill set to assist the troubled activity, if needed. The project manager receives a call that three other team members are attempting to be removed from the project because they do not feel the project can be successful. When the project manager pursues this, he discovers that those team members have issues that have not been addressed. Which of the following is the BEST thing to do to improve the project? ### The project has 13 team members and affects over 15 departments in the organization. Because the project has completed 20 percent of the project to date and has had successful performance reports from five of the affected departments, the project manager holds a party to celebrate. The project manager invites to the party key stakeholders from all of the departments, in order to give those providing good reviews an informal opportunity to communicate good things to those departments that have not yet been affected by the project.At the party, the project manager walks around to try to discover any relevant information that would help make the project even more successful. He happens to hear a manager of one of the departments talking about setting up more regular meetings on the project.The BEST thing for the project manager to do would be to FIRST: ### The project is in planning when three stakeholders come to the project manager asking for information on the company's new project management methodology. They want to know where it came from and why it is different from the way they currently manage projects. These stakeholders are also friends of the project manager, and the entire group has worked together for years. The project is using new terms like "corrective action" that are making some stakeholders nervous, as they are unsure whether the way the project will be managed is going to change along with new terms. What should the project manager do?

### The project has been going well, except for the number of changes being made. The project is being installed into seven different departments within the company and will greatly improve departmental performance when operational. The team has selected the appropriate processes for use on the project. The project manager is a technical expert as well as having been trained in communications and managing people. Which of the following is the MOST likely cause of the project problems? ### The project life cycle differs from the product life cycle in that the project life cycle:

### Stakeholders can be identified management process groups?

in

which

project

### Which of the following is NOT an input to the initiating process group?

### The project sponsor has just signed the project charter. What is the NEXT thing to do?

### The high-level project schedule constraints have just been determined. What project management process group are The in? WBS and WBS dictionary are completed. The project ### you team has begun working on identifying risks. The sponsor contacts the project manager, requesting that the responsibility assignment matrix be issued. The project has a budget of US $100,000 and is taking place in three countries using 14 human resources. There is little risk expected for the project and the project manager has managed many projects similar to this one. What is the NEXT thing to do? ### A project manager does not have much time to spend on planning before the mandatory start date arrives. He therefore wants to move through planning as effectively as possible. Which of the following would you recommend?

### The project manager is making sure the product of the project has been completed according to the project management plan. What part of the project management he in? gets a call from a team member notifying A projectismanager ### process

him that there is a variance between the speed of a system on the project and the desired or planned speed. The project manager is surprised because that performance measurement was not identified in planning. If the project manager then evaluates whether the variance warrants a response, he is in which part of the project management process?

### A team member notifies the project manager that the activities comprising a work package are no longer appropriate. It would be BEST for the project manager to be in what part of the project management process? ### During a team meeting, a team member asks about the measurements that will be used on the project to judge performance. The team member feels that some of the measures related to activities assigned to him are not valid measurements. The project is BEST considered to be in what part of the project management process? ### During the completion of project work, the sponsor asks the project manager to report on how the project is going. In order to prepare the report, the project manager asks all the team members what percent complete their work is. There is one team member who has been hard to manage from the beginning. In response to being asked what percent complete he is, the team member asks, "Percent complete of what?" Being tired of such comments, the project manager reports to the team member's boss that the team member is not cooperating. Which of the following is MOST likely the real problem?

### The difference between the cost baseline and the cost budget can be BEST described as:

### All of the following result from quality audits EXCEPT: ### During project executing, a project team member informs the project manager that a work package has not met the quality metric, and that she believes it is not possible to meet it. The project manager meets with all parties concerned to analyze the situation. Which part of the quality management process is the project manager involved in? ### The project manager notices that project activities being completed by one department are all taking slightly longer than planned. To date, none of the activities in the work packages have been on the critical path, nor have they affected the critical chain planning that has occurred. The project manager is bothered by the problem, since four of the next five critical path activities are being completed by this department. After making three calls, the project manager is finally able to converse with the department manager to determine what is going on. The conversation is slow, because both speak different native languages and they are trying to converse in French, a shared language. To make communication easier, the project manager frequently asks the department manager to repeat back what has been said.The department manager communicates that his staff is following a company policy that requires two levels of testing. During the conversation, the department manager also makes a comment that leads the project manager to believe that the policy may include excessive work. This is the fourth time the project manager has heard such a comment. What is the BEST thing to do?

### The installation project has a CPI of 1.03 and an SPI of 1.0. There are 14 team members, and each team member had input into the final project management plan. The customer has accepted the three deliverables completed so far without complaint and the responsibility assignment matrix has not changed since the project began. The project is being completed in a matrix environment and there are no contracts needed for the project.Although the sponsor is happy with the status of the project, one of the team members is always complaining about how much time his project work is taking. Which of the following would be the BEST thing for the project manager to do?

### The project has been challenging to manage. Everyone has been on edge due to pressure to complete the project on time. Unfortunately, the tension has grown to the point where team meetings have become shouting matches and little work is accomplished during the meetings. One team member asks to be excused from future team meetings, as all the shouting upsets him. Meanwhile, the sponsor has expressed interest in attending future team meetings in order to better understand how the project is going and the issues involved in completing the project, and the customer has started discussions about adding scope to the project. In this situation, it would be BEST for the project manager to: ### Project performance appraisals are different from team performance assessments in that project performance appraisals focus on:

### A project manager had a complex problem to solve and made a decision about what needed to be done. A few months later, the problem resurfaced. What did the project manager MOST likely NOT do?

### The project cost performance index (CPI) is 1.02, the benefit cost ratio (BCR) is 1.7, and the latest round of performance reviews identified few needed adjustments. The project team was co-located into a new building when the project started. Everyone commented on how excited they were to have all new facilities. The sponsor is providing adequate support for the project and few unidentified risks have occurred. In an attempt to improve performance, the project manager spends part of the project budget on new chairs for the team members and adds the term "senior" to each team member's job title.Which of the following is the MOST correct thing that can be said of this project or the project manager?

### A project manager overhears a conversation between two stakeholders who are discussing how unhappy they are with the impacts of the project on their own departments. Stakeholder A asks if the project is on time, and Stakeholder B replies that the SPI is 1.05. Stakeholder A asks if the project manager for the project knows of Stakeholder B's concern. Stakeholder B responds that he is not sure. What is the BEST thing for the project manager to do? ### A project manager has managed four projects for the company and is being considered to join the project management office team. The following is discovered during the evaluation of his performance. The project manager's first project had an ending cost variance of -500, used two critical resources, needed to rework the project charter during project executing, and was ranked 14th in priority within the company. The second project finished with a schedule variance of +100, was completed with a vastly compressed schedule, and received a letter of recommendation from the sponsor, but the product of the project was not used. The third project had 23 percent more changes than expected, had an SPI of 0.90, and 25 open items in the issue log when the project was completed. Each of these projects had a cost budget of US $10,000 and 20 to 28 percent more changes than others of its size. The project management office decided not to add this project manager to the team. Which of the following BEST describes why this decision was made? ### During the middle of the project, things have been going well. The work authorization system has allowed people to know when to start work and the issue log has helped keep track of stakeholders' needs. The sponsor has expressed his appreciation for the team members' efforts by hosting a milestone party. The project manager gets a call from a team member saying the results from the completion of her activity's predecessor are two days late. Which of the following reasons would BEST describe why this occurred?

### There have been many work packages completed successfully on the project, and the sponsor has made some recommendations for improvements. The project is on schedule to meet an aggressive deadline when the successor activity to a critical path activity suffers a major setback. The activity has 14 days of float and is being completed by four people. There are two other team members with the skill set to assist the troubled activity, if needed.

### The project has 13 team members and affects more than 15 departments in the organization. Because the project is 20 percent complete to date and the team has had successful performance reports from five of the affected departments, the project manager holds a party to celebrate. The project manager invites key stakeholders from all of the departments to the party, in order to give those providing good reviews an informal opportunity to communicate good things to those departments that have not yet been affected by the project.At the party, the project manager walks around to try to discover any relevant information that would help him make the project even more successful. He happens to hear a manager of one of the departments talking about setting up more regular meetings on the project.The BEST thing for the project manager to do would be to FIRST: ### A large project is underway when one of the team members reviews the project status report. He sees the project is currently running late. As he looks at the report further, he notices the delay will cause one of his activities to be scheduled during a time he will be out of the country and cannot work on the activity. This is of great concern because he is very committed to the success of the project and he does not want to be the cause of the project being further delayed. What is the BEST thing for him to do?

### The requirements of many stakeholders were not approved for inclusion in your project. Therefore, you had a difficult time receiving formal approval of the project management plan. The stakeholders argued and held up the project while they held meeting after meeting about their requirements. The project was finally approved and work began six months ago. All of the following would be good preventive actions to implement EXCEPT: ### The project manager is expecting a deliverable to be submitted by e-mail from a team member today. At the end of the day, the project manager contacts the team member to notify him that it has not been received. The team member apologizes and explains that he was not able to email the deliverable, and it was sent through the mail instead. The team member goes on to remind the project manager that he had informed the project manager, during a phone conversation, that this would occur. "Was that the conversation we had when I told you I could not hear you well due to poor cell phone coverage?" asks the project manager. "Yes," replies the team member. What could have been done to avoid this problem?

### Duplicate Question **** The project has had some problems, but now seems under control. In the last few months almost all the reserve has been used up and most of the negative impacts of events that had been predicted have occurred. There are only four activities left and two of them are on the critical path. Management now informs the project manager that it would be in the performing organization's best interest to finish the project two weeks earlier than scheduled in order to receive an additional profit. In response, the project manager sends out a request for proposal for some work that the team was going to do, in the hopes that another company might be able to do the work faster. The project manager can BEST be said to be attempting to work with: ### The sponsor is worried about the seller deriving extra profit on the cost plus fixed fee (CPFF) contract. Each month the sponsor requires the project manager to submit CPI calculations and an analysis of the cost to complete. The project manager explains to the sponsor that extra profits should NOT be a worry on this project because: ### What type of contract do you NOT want to use if you do not have enough labor to audit invoices?

### The scope baseline can BEST be said to include the: ### Which of the following is the LEAST effective way to influence the factors that create changes to the cost baseline? ### A seller submits an invoice that is outside the funding limit reconciliation completed during project planning. What is the LEAST likely cause? ### All of the following are parts of the scope baseline EXCEPT the: ### One of the stakeholders on the project contacts the project manager to discuss some additional scope he would like to add to the project. The project manager asks for details in writing and then works through the Control Scope process. What should the project manager do NEXT when the evaluation of the requested scope is complete?

### Outputs of the Develop Human Resource Plan process are:

### If a project manager is using observation and conversation to help control the project, she must be involved in which process?

### Change requests are an output of which processes?

### The main purpose of the Manage Project Team process is to:

### The project manager has a team scattered across four countries. The team members are experts in their fields and a few are certified project managers. To deal with the distance, the project manager creates ground rules with the team, and has virtual meetings to deal with cultural differences. Which of the following additional activities would have the GREATEST impact on the project? ### The project manager is looking at the project's resource needs and lessons learned from past projects. This information causes the project manager to be concerned about the ability to acquire enough resources for the project in six months. Which of the following would be the LEAST effective preventive action? ### Three items from the issue log have been assigned to a team member. However, no action has been taken by the agreed-upon due date. After three calls to the team member, the work is finally completed. Which of the following is the BEST preventive action to take NOW?

### The process that links people and information is called: ### Duplicate Question ******Which parts of the risk management process use the project scope statement as an input? ### A watchlist is an output of which risk management process?

### The project team has been working through some difficult technical issues relating to how the work should be done. The most recent problem related to the way each test was to be completed. There have also been disagreements between two of the eight managers. The sponsor has had to intervene once. After the testing work was completed, the project manager discovered one of the changes agreed to was not adequately completed. What did the project manager NOT do? ### A project has faced major difficulties in the quality of its deliverables. Management now states that quality is the most important project constraint. If another problem with quality were to occur, what would be the BEST thing for the project manager to do?

### While working with the procurement department to create the procurement documents for a project, the project manager is told this is the ninth time similar items have been purchased by the company and each procurement was administered easily. After asking a few questions and having a few discussions about the project manager's needs, the procurement administrator produces the procurement documents quickly and calls this a commodity purchase.Instead of receiving bids from 4 companies as expected, the buyer receives 11 bids. A few of the bidders express interest in giving the buyer a chance to tour their facilities. Other bidders offer substantially more valuable services than were requested.The buyer's company has a policy of selecting the lowest bidder for the type of work. The bids come in, and one seller's bid is 35 percent lower than the project manager's own independent estimate. Which of the following is the MOST likely reason for this? ### In the procurement, the buyer has required the seller to provide at least two PMP-certified project managers on the team, in addition to meeting additional selection criteria. The buyer creates an evaluation team that will evaluate the sellers' proposals using a system to minimize personal prejudice. Any major differences in the evaluations will be negotiated. The project is using which of the following proposal evaluation techniques? ### Which of the following BEST describes an opportunity on a project? ### All the following are outputs of the Perform Qualitative Risk Analysis process EXCEPT:

### The financial systems project has a relatively high profile in the organization and has received great support from the sponsor. There are over 230 activities on the project, and a few have remained relatively large due to the nature of the work to be accomplished. One of these larger activities has an estimate to complete (ETC) that is longer than planned. If the project manager wants to look at non-value-added activities that might be causing the delay, the manager should: ### Five of the seven phases on the project contain work that is substantially similar. What MUST the project manager do?

### Which of the following would be the MOST appropriate thing to do in the initiating process group?

### Which of the following would be the MOST appropriate thing to do during the initiating process group?

### Which of the following is the MOST appropriate thing to do in the initiating process group? ### Which of the following is the MOST appropriate thing to do in the planning process group?

### Which of the following would be the MOST appropriate thing to do during the planning process group? ### Which of the following is the MOST appropriate thing to do in the planning process group?

### Which of the following is the MOST appropriate thing to do in the executing process group?

### All of the following are actions a project manager should do. However, which of the following could have the biggest impact on a project? ### Which of the following would be the MOST appropriate thing to do in the executing process group? ### Which of the following is the MOST appropriate thing to do in the monitoring and controlling process group?

### Which of the following is the MOST appropriate thing to do in the executing process group?

### Which of the following is the MOST appropriate thing to do in the monitoring and controlling process group?

### Which of the following is the MOST appropriate thing to do in the closing process group?

### The widget production project is well underway. The requirements are clear that each widget must weigh between 0.320 and 0.325 ounces. The first day of test production resulted in 1247 widgets. Of the widgets inspected, 47 percent fell within the acceptable weight range. This is an example of:

### In order to handle some resource changes on your project, activity H is going to be done concurrently with activity G instead of after it. Based on the data in the chart, what impact will this have on the project? ### Identifying alternative approaches is part of what part of the scope management process?

### A seller has failed to make delivery on a major item for your project. What is likely to be the LEAST effective thing to do? ### Who is responsible for determining appropriate project management processes to use for a specific project? ### Which of the following is a characteristic of project management processes? ### Progressive elaboration means:

### Operational work is different from project work in that it is: ### Which of the following is NOT an example of a project? ### Which of the following factors is NOT considered to be a project constraint? ### How does risk affect a project?

### The main focuses of managing a project include identifying requirements, establishing clear and achievable objectives, and:

### The skills required for effective project management include knowledge of standards and regulations, understanding the project environment, and: ### What is a program? ### Which of the following BEST describes when a project phase is generally concluded? ### When do stakeholders have the MOST influence on a project?

### Which of the following BEST describes stakeholders?

### In what type of organization are employees grouped by specialty?

### A form of project organization where power is shared between the functional manager and the project manager is called: ### Which of the following BEST describes the role of the project management office (PMO)? ### Which process groups must be included in every project? ### Which process group authorizes the project? ### The project management plan is developed in which process group? ### Which of the following processes occurs in the initiating process group? ### Your team is involved in the Verify Scope process. What process group is the project in? ### In which process group does Close Procurements occur? ### Your team is involved in the Perform Quantitative Risk Analysis process. In which process group is the project? ### Which process group focuses on completing the requirements of the project? ### Which process group includes the creation of a project charter? ### During which process group does the team measure and analyze the work being done on the project? ### You and your team are working with activity cost estimates, resource calendars, and the project schedule to determine a cost baseline for your project. Which process group are you In which process group does authorization to start a new ### in? ### ### ### ### ### ###

phase of the project occur? Project management can be thought of as a start-_______do-check-act cycle. The executing process group corresponds to what part of the start-plan-do-check-act cycle? All of the following occur during the planning process group EXCEPT: Perform Quality Assurance, Acquire Project Team, and Distribute Information are all parts of which process group? Control Schedule, Report Performance, and Administer Procurements are in which process group? Which of the following are ALL outputs of the Perform Integrated Change Control process?

### Which of the following is part of the integration management process?

### In addition to a project management plan, the project team must create plans for each component of the project. These plans are called: ### A project may end for all of the following reasons EXCEPT:

### The ongoing definition of a project as more information becomes available to the team is called:

### A project is: ### In which process group is the product scope completed? ### Adminster Procurements is a part of which process group? ### Which of the following would be the MOST appropriate thing to do during the executing process group?

### The project manager is asked to assist the procurement manager in giving some sellers a tour of the facilities where the project work will be done. What part of the project areand they in? The project process manager procurement manager are ### management

meeting with a prospective seller to discuss the amount of reporting that will be needed on the project. The seller wants the contract to allow electronic submission of reports and to designate what specific e-mail addresses should be used for the submission. These contract negotiations occur during what part of the project management process?

### The project manager is measuring the performance of the project. The cost performance index (CPI) is 1.1 and there have been three changes on the project; just about what was expected. Management is calling for replanning parts of future scope, and there are three stakeholders complaining about potential impacts of the project on their department. While all this is going on, what part of the procurement process is the project manager involved in?

### Which of the following takes place during monitoring and controlling in the project management process? ### A retail chain has a long history of hiring contractors to design and build new stores for them as they expand around the world. An engineer within that organization has just been promoted to project manager. He is studying the science of project management and is getting confused with terms. You are asked to mentor him. He asks you, "Which should I expect to occur more frequently on an average project, project closure or procurement closure?" Which of the following is the BEST answer? ### You are part of a team that has been told by your management that they require you to take and pass the PMP exam by the end of the year. After studying, you are the first of the group to take the actual exam. When you return to work to tell everyone you passed, you are bombarded with questions. Management tells you that since everyone else is so worried about the exam, they want you to write out all the questions you can remember from the exam and provide copies to the rest of the team. In this situation, you could do all of the following EXCEPT:

### In which of the following contract types does the seller have the most cost risk?

### In which of the following contract types does the buyer have the most cost risk?

### In which of the following contract types does the buyer have the most cost risk?

### Which of the following is the BEST order of topics for the seller to negotiate?

### Who should be responsible for defining project objectives? ### Which of the following is a term describing people who think their culture is the best?

### What is the difference between expected monetary value and net present value?

### What is the definition of chart of accounts? ### Which of the following is NOT an input to the Administer Procurements process? ### What is a GERT chart?

### Which of the following best describes a control chart?

### Which of the following BEST describes what co-location does for the project?

### An e-mail is forwarded to you that involves conflict between two team members. Which conflict resolution technique use? As youyou walk into your office, you receive an e-mail from the ### would sponsor notifying you that the auditing team will soon be in your office to start a risk audit of your project. The next email you receive has been forwarded to you, and involves conflict between two team members. You are immediately bombarded with phone calls from both parties to the e-mail complaining about the other. Which conflict resolution technique would you immediately use with the team members? ### Your boss is worried about the project schedule. There is a critical deliverable due to the federal government in two weeks. If you miss the deliverable, you could lose the entire contract. To help reduce the boss's stress, you show him the earned value calculations you just completed. They show your cost performance index (CPI) is 1.25, your actual cost (AC) is US $400 million, and your planned value (PV) is US $490 million. Should your boss be comfortable? ### You are working for an international construction company. Your project involves pulling together over 13 different subprojects. You are having difficulty in ensuring three subcontractors are doing their work correctly. As you review the project results, you notice you have spent US $1,200,000 at the last reporting point. You know the schedule is not too bad, since your schedule performance index (SPI) is 1.1. Considering you feel you should have spent US $1,300,000 to this point, what are the cost performance index (CPI), and the schedule and cost The network expansion project you just took over is said to ### variances? be doing pretty well. The previous project manager only used variances to report the current project status. In the last report, you find SV = US $50,000, CV = US $10,000, PV = US $500,000. You know the rate of spending and schedule progress are important as well. Based on the details you have been given, what are the SPI and CPI? ### You take over a project that is US $100,000 over budget. You know the team has completed US $500,000 worth of work. Your sponsor has been calling all day leaving messages while you were in meetings asking for a quick update on the project status. What will you tell him when you return his call? ### You are tracking your project using earned value management (EVM) and find you are behind schedule but under budget. Your variances show schedule variance (SV ) = -US $50 million, cost variance (CV) = $100 million, and your actual costs are US $500 million. What are the CPI, PV, and SPI?

### Your assistant project manager does the monthly earned value management (EVM) analysis, but falls ill before completing it. She has provided you with the following information: cost performance index (CPI) = 1.10, actual cost (AC) = US $800 million, planned value (PV) = US $890 million. How is the project going? ### You and your team are busy planning the project, trying to make it fit within the sponsor's time constraint. You are happy with the team's efforts in breaking the project deliverable down into smaller pieces. This project management process output is an input to all of the following EXCEPT: ### You are working on implementing your communication plan during project executing. Some of the things you can do to enhance team buy-in and cohesion include:

### People associated with the organization in which you are working with have been complaining about the lack of information regarding upcoming changes and want to get information now. Some of them feel what they have heard about your project means they will lose their job or be forced to find a difference position within the company. Luckily for you, the SPI is at 1.08 and the CPI is at .99, so you feel confident of success. What is the BEST way to deal with this situation? ### Which of the following are ALL tools and techniques of the Manage Project Team process?

### Inputs to the Report Performance process include all of the following EXCEPT: ### A project is in progress, and the project manager is working with the quality department to improve stakeholders' confidence that the project will satisfy the quality standards. Which of the following are ALL outputs of this process?

### Which list includes a process where recommended corrective actions are NOT an output?

### A new project manager is getting his first team together to manage a new project. Though nervous, he realizes he has the Project Management Institute's standard for project management available to help make sure he is following acceptable project management standards. Though no one on the team has experience with the procurement process, he knows that some of the work on the project will be outsourced. Which of the following BEST represents what the project manager should do FIRST? ### Which of the following are ALL tools and techniques of the Plan Procurements process?

### Which of the following are tools and techniques of the Conduct Procurements process?

### Which of the following lists are all related?

### The project manager is completing the procurement management plan and will then move on to the next procurement management process. Which of the following are the outputs of the NEXT process? ### Which of the following occur during the SAME procurement process?

### A company attorney, newly hired by the company, walks into the project manager's office and tells her that he is ready to work with her on the procurement process. The project manager has little experience with procurement, so she is excited to have the assistance. With which of the following would it be BEST for the project manager to ask the attorney for help? ### The seller on the project has presented the project manager with a formal notification that the seller has been damaged by the buyer's activities. The seller claims that the buyer's slow response to sending the seller approvals has delayed the project, and has caused the seller unexpected expense. The FIRST things the project manager should do are:

### During which project management process group are budget forecasts created? ### Which of the following are ALL items included in the cost management plan?

### Which of the following defines things the project manager needs to do regarding cost?

### A decision has to be made regarding project selection. Several project managers have been asked to give their opinions to the executive committee. Each project manager has a personal interest because the project chosen will drive which project manager will be assigned. The project chosen will be high priority and high visibility, with substantial reward for success. How should the project managers make their recommendations?

### A project manager discovers an urgent need for outsourced resources on the project. He knows he has the money to cover the cost of these resources. He goes to the procurement manager and explains the situation, insisting a contract be drawn up today so he can obtain resources and circumvent the standard procedure. Is this the correct process to follow? ### A project manager gathered data to perform earned value calculations on his project. He used the results to report to management that the project is under budget and on schedule. After reporting this information, he discovered the base figures he used in the calculations were incorrect, as they came from an old copy of the project file that had not been updated. What should he do now? ### Three students from another country are working as interns on a project. The project manager has arranged for some games to play as team-building activities to help create a close-knit sense of team with the group members. At the event where the activities are taking place, the three students refuse to participate, claiming the behavior involved is unacceptable in their country and they would be very uncomfortable participating. What should the project of do? the following is the BEST thing to do at a bidder ### Which manager conference? ### What is the Delphi technique commonly used for? ### Which of the following is the BEST thing to do at a bidder conference?

### What does the critical chain method focus on?

### To-complete performance index (TCPI) is represented by which of the following?

### klj.bhvktudy ### hjhfujfruy ### Which of the following is TRUE about the development of a project charter? ### Cost risk means:

### Your company is expanding and needs to move its call center to a different facility on the other side of town. This move is a potential risk because not all call center operators will want to make the commute. Your company has assigned you to manage the move when you are called to an executive meeting in the CEO's office. They ask your opinion on upgrading the call center's computer hardware and software along with the moving project. You know that success in this project could significantly enhance your career. You tell them: ### The difference between a project, program and portfolio is:

### All of the following occur BEFORE the creation of a project charter EXCEPT:

### A senior manager has been on a personal campaign, lobbying the company to lease an office space in your building and turn it into an employee cafeteria. He has taken an informal poll and found that staff would greatly appreciate having more lunch options than the local fast food franchises. He wants you to create a charter for the project. The FIRST question you should ask him is: ### The new CEO of your company calls you into her office to informally discuss a potential project for your organization. The project involves moving your largest call center to a new building twenty-eight miles away, installing new hardware and call monitoring software, and giving the staff three days of intensive, product-specific training. She asks your opinion of this work. How should you respond? ### Project assumptions include: ### Assumptions are:

### Which of the following is NOT considered in project initiating? ### You are in the tenth month of a highly stressful elevenmonth project. One morning as you pass the car of one of your technical team the parking lot, you see a suit jacket and tie hanging in the back seat. You walk by his desk and he quickly stops a phone conversation. What kind of organization are you probably in? ### As part of your effort to develop a project charter, you meet with an engineering manager. He informs you that it is impossible to provide a cost estimate without knowing the specific resources who will be assigned to the project. You explain that: ### You have been assigned to create a project charter for a project to implement an internal website in your company. This project is expected to use a software platform new to your IT department. Stakeholders identified to date have expressed conflicting opinions about the website's basic functions. While confirming its high priority, management is hesitant to commit sufficient funds. You are meeting tomorrow with a seller who seems most qualified to design and implement the website. What should you do FIRST?

### Identify Stakeholders is:

### You are meeting with a group of managers at a client company to understand the requirements of the call center project. These functional managers are adamant that they know what is required and question your desire to meet with the call center staff. You are asked "Why would you want to speak with such an unmotivated group of workers who have a high turnover rate?" You respond that: ### What is a stakeholder register?

### It is determined that the benefit of the internal ticket tracking system project will be in the range of US $150,000 to US $230,000. The overall cost of the project is approximately US $250,000. Team members could learn new skills and the staff would benefit from its use. Which of the following tools could be used by management to determine whether this project should be done? ### In project initiating, the project manager is collecting everything required to initiate the new project. He obtains historical information, high-level stakeholder needs, how it fits with the strategic goals, what is in the project, and what constitutes success. Which of the following is NOT something he has forgotten? ### Which of the following is the BEST way to determine highlevel project objectives of schedule, cost, and scope, etc. during project initiating? ### Objectives documented in the project charter should:

### Why is it unethical to do a project without a charter?

### A project manager is being considered for a particular project that will deal exclusively with global virtual teams. He only has experience with local teams. What should he do when discussing the opportunity with the sponsor?

### You are about to call together 300 stakeholders from around the country to participate in a week-long planning session for your four-year bio-remediation device research project. The project sponsor stops you and suggests this is a waste of resources since there are many aspects of the later phases you know little about. You reply that:

### Product scope management involves the requirements that relate to the product of the project. Project scope management involves: ### Project management activities are:

### Which of the following are all group decision-making techniques?

### Your project to measure the factors that influence algae's ability to create a bio-fuel with the richest hydrocarbons includes 1000 separate ponds. You want to determine which factors yield the highest percentage of burnable hydrocarbon. The ponds are kept at different temperatures, some are fed a different nutrient combination, others receive different amounts of shade, and others get a daily four hour session of baroque music. Some of the ponds get a variety of these treatments. These activities are a example What is the difference between the 8/80 hour rule and the ### of: 80/20 rule?

### You have undertaken an exhaustive requirements gathering process as part of project planning. You are nearly finished when one senior subject matter expert brings to your attention the need to have 99.999% pure water for the biochemical process your project is undertaking. He has filled out a change request and has already lobbied with the sponsor to make sure this change gets included. You remind him that: ### What schedule network analysis technique uses buffers? ### Identified risks are: ### Which of the following BEST describes the role of the project manager during project executing?

### You have just passed a major milestone in your genetic engineering research effort and invite stakeholders to a fancy catered lunch. You want to impress upon this group of scientists and sophisticated technical marketers that your project is on the right track and you are still the most competent person to lead it. What is the BEST thing to do? ### What is a likely result of not following the approved processes to do the work?

### The project manager and one of the team leads are preparing some questions to ask the team who implemented the statistical sampling test. Since the results were different than expected, they want to be sure all those involved in the implementation followed the instructions properly. Which of the following are they involved in? ### Effective communication means:

### Letters, memos, faxes, and press releases accomplish what aspect of communication? ### The requirements documentation and contracts are:

### While discussing the project with some stakeholders, the project manager realizes she needs to add to the requirements traceability matrix and the stakeholder register. Does she need formal approval from the sponsor or others to change these? ### A project manager at a company is asks a lot of questions of everyone in and around the project. Some of his team members feel he is just looking for trouble. The sponsor is also concerned about this approach. Is this an appropriate way for the project manager to behave? ### Which of the following quality theorists is properly matched with their theory or tool? ### Who performs quality assurance, and what are they looking at? ### Your company is considering telecommuting as a way to downsize the main office. One senior manager complains that if you let people work at home, they will not be as efficient, will be distracted by kids, the dog, and television, and will not put in the required hours to get the job done. He sums it up by saying, "You just can't trust them to work on their own." The manager could be described as adhering to: ### Why is McClelland's theory of needs important to use when supervising a project team?

### In which stage of team development are team members more likely to be independent?

### You are managing a construction project for a new library in town. You know the low-bidding contractor is not paying his staff competitive wages, and his team is falling behind schedule. You find some funds in your budget and recommend the project offer coffee and pastries for the workers every Tuesday morning as motivation. You plan to deliver the snacks yourself. A city councilwoman questions your decision. You explain to her that:

### You have started the planning process for your US $32 million biomass power generator project when you are informed that your company has been taken over by a Japanese firm. You have struggled to satisfy the requirements of legal, technical, and business stakeholders though the balancing act has left some stakeholders upset. You are warned that the new management style is more consensus-based. Which of the following must you now watch out for? ### Misunderstandings can occur in a large project and need to be avoided. What can a project manager use to reduce the number of such misunderstandings? ### Which type of communication includes meetings, phone calls, and video conferencing?

### Reciprocal is another word for which communication method? ### Which of the following is NOT a rule regarding meeting management?

### Effective listening involves:

### You have completed project planning and are well into project executing when you discover a manager in one of the internal clients' departments is visiting your team members every afternoon for lengthy chats about the project. What is the BEST thing to do? ### Your boss has made statements such as "Your team always delivers late!", "Offshore resources never understand what we need", and "Get to the bottom of this quality problem by the end of the week, or else." What BEST describes this behavior? ### The process in which the program manager integrates the effort to produce product deliverables is called: ### The project management process in which the majority of project work is produced is: ### When executing a project, the project manager should pay special attention to:

### Outputs of the Direct and Manage Project Execution process include all of the following EXCEPT:

### The difference between push and pull communication can be described as:

### Paralingual cues cannot be transmitted by: ### A PMP-certified project manager is contacted by PMI and asked to provide information regarding a team member who has been reported to be involved in unethical activities. The PMP-certified project manager knows his information would support the accusations, and the team member in question is a friend. He decides the best thing to do would be to not respond, and therefore neither confirm nor deny the accusations. Would this be the right thing to do? ### How can a project manager track requirements through the project life cycle?

### You have a project to create 450 tons of road rock for a highway resurfacing materials depot. It is your first job for this company and you want to show off your skills. The average piece of road rock should weigh less than 11 kg (1/4 lb.) and be no longer than 50 mm (2 inches). You demand from your foreman and team a two sigma standard for the size and weight of road rock. This means that the device they use to sift the rock must get at least ___________ correct. ### A project manager is working with a vendor on a project when she learns one of the sellers has bribed a subcontractor to work on this project instead of fulfilling previous commitments to other projects. What should she do? ### What is the benefit of the closing process if the project has been terminated?

### Which of the following BEST shows that the customer considers the project completed and accepts the whole The project is over and team members have moved on to ### project? other work. Sometime later, the customer requests additional scope to be added. Which of the following is the best explanation of why this happened? ### At the end of a project, a project management output for the organization should be: ### You have finished the design phase of a mid-size jet airliner project. Before beginning the next phase, you hold a lessons learned meeting. A professional colleague suggests to you that this is a closing process and you should wait until the end of the project. You explain:

A

B

Put a plan together that meets all the Have these people get together and agree objectives. on one objective.

Meet with the customer again to ensure Find a way to cut other costs, and that he understands the expert opinions upgrade the cars to steel. about using steel instead of aluminum.

Make sure the requirements are defined in Concentrate on new features. measurable terms.

The stakeholder and the sponsor.

The project manager and the sponsor.

Stakeholder analysis.

Scope management.

Meet with the customer to better Set the objective at 3,000 calls. understand the reasons behind the 2,000call capacity.

A person who does not want the project to be completed Review the WBS dictionary more thoroughly, looking for incomplete descriptions.

Ensures there is management plan.

It is temporary.

a

An assembly line worker that will use the product of the project Review the project charter more thoroughly, examining the business case for "holes."

communications Correlates the need for the project to the organization's strategic plan.

It has a definite beginning and end.

The customer

The stakeholders

Delphi technique

Earned value analysis

Functional managers

Stakeholders

There are many points on which we Let's look at why there is a difference of agree. I am certain if we focus on them, opinion on the requirements. we will find a solution.

Sponsor.

Project manager's boss.

Begin estimating the activities necessary Begin creating a project scope statement. to complete the scope of work. Cost benefit analysis

Net present value

Move forward with the project and look for Average the numbers and use that as an more information later to settle the issue. objective.

Reasons to have change management. They can help in selecting one project over another. Because each individual order is a "temporary endeavor," each order is a project.

Justifications for initiating a project. They can be the first project phase or a separate project. This is program management since there are multiple projects involved.

Obtain a project charter for each work Make sure the WBS has work packages product. that include extra team meetings.

Too many activities can mean the project The project needs only one project never is completed. sponsor.

Candidate A

Candidate B

Clearly define the work to be supplied by Retain the other companies. structure. Functional

Initiating, planning, monitoring controlling, executing, closing

Project sponsor.

functional

organizational

Matrix

and Initiating, executing, monitoring controlling, planning, closing

and

Functional department.

In a functional organization, project More people work full-time on projects in a managers have more authority than they functional organization than in a matrix do in a matrix organization. organization.

Projectized

Functional

They determine the project schedule, They help to determine the project deliverables, and requirements. constraints and product deliverables.

They have not identified the project They are working on a process and not a objectives. project. Create a project charter using Create and present a draft project charter brainstorming sessions with potential team to potential team members and members and stakeholders. stakeholders to solicit their input. He or she is assigned after the project He or she may initiate changes to the charter is created. project. Project manager

Senior management

The project sponsor should be leading this They are not following the project kind of meeting. communications management plan.

The sponsor.

Other project managers.

Project sponsor

Project team

Giving stakeholders extras.

Identifying stakeholders.

Eliminate some stakeholders.

Contact your manager, and ask which stakeholders are most important.

The project manager needs to determine The stakeholders' impact on the project the skills of the stakeholders. must be assessed.

Go with the first representative's opinion because a project management office is intended to be a central repository for all project information and management of all projects.

Go with the second representative's opinion because it is not practical for the project management office to manage all projects. The most important projects should be managed by a focused group of trained project professionals.

Functional

Matrix

The controlling process of ensuring that The process of planning change control project objectives are met by taking corrective action when necessary

What details about the project should go How the team will implement the plans for to whom and when the details need to be ensuring the project will satisfy the needs sent for which it was undertaken

Project manager manager.

to

the

functional Expediter to the coordinator.

Projectized

Functional

Be included as activities to be performed Have a separate phase in the project life during project closure. cycle, because a large portion of life cycle costs is devoted to maintenance and They should be included as activities in operations. Work involved in turning over the product the project WBS.

The project decisions.

expediter

of the project should be included as part of the project. cannot

make The project expediter can make more decisions.

Improved project manager control over More than one boss for project teams resources

Reports to many bosses.

Has no loyalty to the project.

Initiating, developing, implementing, supporting The government official can negatively impact the project.

Initiating, planning, executing, monitoring and controlling, closing The government official knows the endusers better than either of us.

Say "No" to the stakeholder a few times to Get the stakeholder involved in the project dissuade him from submitting more as early as possible. changes.

Initiating

Before the project management process

Strong matrix

Weak matrix

Planning

Design

The project manager

The project management team

Projectized

Tight matrix

The communications management plan is There is no project charter. not clear.

Hard to automate.

Management management.

attention

Closed and inaccurate.

to

scope Management planning.

The project is over budget and behind There is very little documentation related schedule. to the project.

Use a combination of communication methods. Replace this team member with someone more qualified.

Hold status meetings because they have worked best for you in the past. Request proper training be provided and paid for by the functional manager.

Begin project closure.

Replan the project to include the new objective.

The project is incomplete because it The project is incomplete until all project needs to be replanned. and product deliverables are complete and accepted.

Inquire if hiring only through family lines is Review the resumes of the individuals to common practice in the project leader's see if they are qualified. country.

Contact your manager.

Put the payment in an escrow account.

Include a management reserve in the budget to compensate for the unknown risks, and notify management to expect unknown risks to occur.

Document the unknown risk items and calculate the expected monetary value based on probability and impact that may result from the occurrence.

Try to determine if the team should Ensure a conflict of interest does not continue to work on the project. compromise the legitimate interests of the customer.

Determine when resources will become Ask the project management office to available. formally prioritize the projects.

Follow the requirements set up by the Bypass the company procedures as they company for using outside services. are not relevant to the situation.

Let the sponsor know of the stakeholders' Evaluate the impact of adding the scope. request.

Rule of seven.

Rule of eight.

Ignore the question and refuse to meet Answer the question, but respectfully with him again. refuse the offer.

Avoid mentioning it to the team member Notify your boss about the problem. but continue to watch her activities.

That the project is doing well.

That the project will be late.

Cancel the meeting and reschedule when Go to the meeting and tell the other the report is fixed. attendees there are errors in the report.

Change to component A from component Change activity A to be completed by B. Component A costs more to purchase, resource B instead of resource C. but has a lower life cycle cost than B. Resource B is a more experienced worker.

Provide the manager with what she Inform your manager of your concerns to needs. get her support.

Send a complaint letter to the key team Reevaluate your member's boss, and ask him to fund the management plan. extra cost expended.

communications

Eliminate your project management costs Remove costs associated with project and rely on experience. team communications, meetings, and customer reviews.

Ask the client when they will be in Work with leadership from each area to agreement on the project requirements. collaboratively engineer a mutually acceptable solution. Offering to pay the country officials for not Payment for mail service awarding the project to a particular company A bribe. Allowed. Do not open the plant.

Your company should meet with government officials and try to get a waiver that equalizes the rate between men and women.

You have your way, I have mine.

Do not violate any basic fundamental human rights.

Do nothing.

Evaluate the cost of the subcontracted work.

Pay the fee.

Refuse to pay the fee.

Inform your company's management, and Do not make the payment. ask for direction.

Do not pay the fee because it is a bribe.

Eliminate the work.

Cancel the project.

Include the payment in the project budget.

A common practice.

A sunk cost.

Using people from outside the project Failing to file the necessary permits in manager's country to work on the project their own country Make the payment. Ask the person for proof the payment is required. Seek legal advice.

Contact the payee in the other country and ask if the payment was a bribe.

Make the payment.

Offer to pay more than the requested amount to get more support from the official in the future.

The company code of conduct

The project charter

Pay the fee, but only to the city.

Do not pay the fee.

Do not spend too much time preparing for Cut the negotiations short. the negotiations.

It hurts the right to physical movement.

It is a common practice in the other country.

The departure of the project manager provides both companies with benefits by allowing the companies to strengthen their relationship and enhance communication.

The construction company did not ask and the project manager is not obligated to inform the company of his new job position.

During project executing, you do not need to hold status meetings as long as you send the key stakeholders a status report every week.

Once a month the entire team, including senior management, should meet with the customer. You should discuss the details of the previous month's issues and the current status.

Try to restructure the schedule to meet the Report your assessment to the sponsor. project deadline.

Negotiate a good deal on the product with Let the customer know of the issue. your brother.

Maximize customer billings in any ethical Ask for the customer's approval before manner possible. adding the resource to the project scope.

A walkthrough of the project scope.

An explanation of why particular terms and conditions are in the contract.

The project sponsor is responsible. Hold Inform human resources that the sponsor the event as a good team-building is serving alcohol at a company function. experience.

Because your company does not have a Report the incident to the other project written diversity policy, there is nothing manager. you can do.

Continue as planned; your customer has Inform the customer of the upgrade and not requested a change. the impacts to the project's timeline and functionality if the upgrade is implemented.

Do not mention the other bidders, but Inform him that it would be inappropriate simply inform him that based on past to discuss the matter at all and document experience, he has a good chance of the conversation. winning the business.

Privately confront the customer's Suggest that the team member avoid employee and threaten legal action if the contact with the customer's employee. advances do not stop.

Add the 30 percent as a lump sum Add the 30 percent to your cost estimate contingency fund to handle project risks. by spreading it evenly across all project activities.

Report the project on schedule. This is not Report the project on schedule. Most a significant slippage and there is still time project management plans are not to recover. accurate to less than one or two weeks anyway.

Follow the bid process, and show the vice Obtain written permission to bypass the president why the favored seller is or is formal bid process. not the best choice.

Delete a lower-priority work package to Use funds from the contingency reserve to make more time and funds available. cover the cost.

Offer the space to the customer under a Report the issue to management and short-term lease agreement. inform the customer of their decision.

Make certain the discoveries are included Make certain the discoveries are reported in the project lessons learned. in the monthly status report.

The communication channels will be Many competing needs and objectives narrow. must be satisfied.

Meet with the program manager.

Develop a risk control plan.

Find out if using an old format would be Obtain approval acceptable. department.

Replan to achieve a improvement in downtime.

35

from

your

legal

percent Reduce the estimates and note the changes in the risk response plan.

Use the practices from Company A but Use the forms from Company B and include any forms from Company B. recommend ways to upgrade them.

Thank him and offer a gift in exchange.

Politely turn down the gift.

Examples of scope management.

Examples of the professional and social responsibility of the project manager.

Use the process to complete the activity.

Ask the speaker for permission to use the information.

Have the local contact make payments.

Refuse to make the payment and hope to get the contract solely based on your company's abilities.

Refuse to participate.

Participate.

Advise the team member to tell his Report him to his manager. manager.

Do not accept the software, and advise Refuse the software, and notify the owner the team member that such activity is in of the software. violation of copyright law.

Require periodic employee.

updates

from

the Coach and mentor the employee.

Advise government officials that there is a Wait until next year. better alternative that could save the public money. Copy the article and pass it around your Talk to your colleagues and see if they company. know about it.

Provide him with a copy of an article about Work with his boss to get him a mentor. project charters.

Attempt to keep the required people on Tell the other project managers in your your project. company about the labor problem.

Maintain the confidentiality of customer Determine the confidential information. procedures.

legality

of

company

Work hard to get the consulting company Tell your manager and remove yourself selected for the project. from the selection committee. Do not do the new project since it is a Do the project using some of the material conflict of interest. created for company A.

Make the necessary modifications to the Recall all existing product. products in production.

Release the information, but remove all Consult your management. references to the clients' names.

Ask for full details.

Confirm that the activity is really illegal.

Ask your manager for permission to use Contact the hotel chain to negotiate a the other hotel chain. better rate.

Ignoring

Compromising

Confronting.

Compromise.

Pay the workers at the new facility the Pay the workers at the new facility a little same wage as your country. less than the acceptable wage in your country. Provide the deliverable as it is.

Inform the customer of the situation, and work out a mutually agreeable solution.

Say no.

Try to get permission from the customer.

Find ways to add activities to the project Expand the critical path activities so they that provide more customer benefits and cost more. increase costs.

Follow the instructions to avoid upsetting Start to write articles in the local paper the community and do nothing. about how poorly treated the local drinking water is.

Develop options to meet the milestone Change the milestone date. date.

Change the quality standards to meet the State in your reports that the concrete level achieved. simply "meets our quality needs."

Quit and do not talk about what you know. Quit and begin talking to the community.

Spend a little more time creating the work As the project manager, make sure you breakdown structure and making sure it is choose your words carefully whenever you complete. communicate.

Make a good faith effort to find a way to Postpone negotiations until you can decrease the cost. convince your manager to change his mind. Wait until the last minute to do so.

Ask the customer for a letter of intent.

Tell your manager.

Complete a team-building exercise and invite the customer's representatives.

Issue the deliverable, and get formal Note the problem in the lessons learned acceptance from the customer. so future projects do not encounter the same problem.

Training in the project process to be used

management Training in the language of one of the countries involved in the project

The project life cycle is created based on The project the top level of the work breakdown longer. structure.

management

process

The cost performance index (CPI)

A list of complaints management

from

Plan Risk Management

Perform Quantitative Risk Analysis

Communication

Team building

is

senior

Inform the customer that late approvals Meet with the customer to determine a are not a problem, but ask him or her to new due date for approvals. try to get them in on time in the future.

Formal written communication

Formal verbal communication

Obtain a fair and reasonable price.

Negotiate a price under the seller's estimate.

Making sure the company has qualifications to complete the project.

the Meeting time.

management

expectations

Shift more of the work to later in the Close Project or Phase. schedule to allow time for the customer to get the funds. The change control board

The procurement/legal department

of

Introduce the team members, and identify Communicate the roles and responsibilities. project.

the

objectives

of

the

Ask your management to use money from Tell the customer there is no budget for the company's cost reserve. changes in the project.

Create a workaround.

Reevaluate the Identify Risks process.

Meet with individual project managers to Send a formal memo to all project get a better sense of what is happening. managers requesting their project management plans. Discover changes as early as possible.

Prevent changes that affect the project scope.

Help team members become familiar with the project. Determine if there is room in the project budget for the additional costs.

Put all the pieces of a project into a cohesive whole. Select the product with the lower life cycle cost.

Accept the offer with thanks.

Decline the offer.

Adopt a life cycle approach to the project. Develop lessons learned for each phase.

Scope, number of resources, and cost

Scope, cost, and time

Who will be a member of the change Spending more time on configuration control board management

Create WBS and Define Activities

Estimate Activity Durations and Develop Schedule

Estimating, life cycle costing, and project Risk management, estimating, planning creating lessons learned Your intuition and training Stakeholder analysis

and

Politely advise the sponsor to forego the Provide the sponsor with a schedule of authorization of work. when the components will be ready for authorization.

A team functioning throughout the project A team that initially experiences some at a very high level, demonstrating amounts of confusion, but that after a creativity and commitment. period of time becomes a cohesive and effective unit.

Accepting the requirements

Evaluating the project risks

Risk Management

Develop Project Management Plan

Baselines.

Milestone list.

Project management team.

Project stakeholders.

WBS.

Communications management plan.

The schedule, management plans, and The project manager's plan for managing budget and controlling the work

A process improvement plan

A quality management plan

The sponsor creates the project The functional manager creates the management plan based on input from the project management plan based on input project manager. from the project manager.

Study the history of the organization.

Get your job description changed to either project management or project management office work, but not both.

Project manager.

Team member.

A WBS

A network diagram

Initiating

Planning

A printout from software Control Scope

project

management A bar chart Verify Scope

Ask for better definition of the project Accomplish the project as time allows. scope before accepting the project.

There are personality conflicts among the The project does not have an effective project team members that you need to sponsor and thus is not viewed as a high uncover and resolve. priority.

Show how the resources were originally Replan the project without the resources. promised to your project.

Project constraints.

Communications management plan.

Approved corrective actions.

Project management plan.

Project planning

Project executing

Better identification of risks and Clearer project scope statement development of risk mitigation strategies

A key stakeholder was not adequately The project charter and project involved in the project. management plan were not thoroughly explained or adequately reviewed by the client.

Make the change happen as soon as Contact the possible. permission. Project continuity.

project

sponsor

Team buy-in.

Ask management how the new project will Resource level your project. use resources.

Check risk status.

Check cost performance.

A computerized status tracking system

A manual status tracking system

Optimization

Integrity

for

Creating a bar chart management to approve it

and

getting Coordinating the creation of a document that can be used to guide the project

Director.

Integrator.

During project planning

During project executing

Wait until all changes are known, print out Make changes as needed, but maintain a a new schedule, and revise the baseline. schedule baseline. Submit the information to the change Ask the team member why he needs more control board, determine if this event time, begin integrated change control, might impact the team member's future adjust the project schedule as needed work, inform the team member of the board's decision

Determine that changes have been made and whether the changes are beneficial. List all of them in the scope management plan.

Determine if a change is needed. Determine whether that change is beneficial, and notify stakeholders affected by the change.

A staffing management plan.

A signed project charter.

Lack of competent programmers

Cultural influences

Look for other changes.

Notify the stakeholders about the new scope.

The change control board.

The communications management plan.

An emergency project change has taken Scope creep has occurred. place.

Discuss it with the project team.

Recalculate baselines.

Implement change control processes to Understand what functionality was added. track the change.

Assign a team member to work solely with Change your communications the research department. management plan, so only you are assigned to interact with the research Have the stakeholders periodically review department. Invite the stakeholders to attend project the list of project requirements.

status meetings.

Determine a change has occurred.

Ensure a change is beneficial.

Making changes.

Tracking and recording changes.

Look for sources of changes.

Document the changes quickly when they occur. Only for changes that have been approved by the change control board

They should not be changed

Report the documentation violation to the project management office, evaluate the security of the control limits, and review the e-mailing rules in the communications management plan.

Clarify the reasoning behind documentation being a problem, get the accounting department to assist the team member, and respond to the minor stakeholder.

Rejected change requests.

Recommended corrective actions.

Configuration management

Work authorization analysis

Not needed. The schedule should be An example of Perform Quality Control. compressed.

Scope control

Integrated change control

Immediately document and capture the Look for free float to bring the project back changes and present them to the change on schedule. control board the next time that board is available for contact.

As needed on the project.

By management.

Comply with the request if possible.

Obtain an understanding of the scope of the change.

When a major delay occurs

When an official change is made

Create change requests

Approve or reject changes

Ensuring the various project elements are Ensuring team members work together. properly coordinated. Procedures. Standards for reports.

The project manager Review the project stakeholders.

The project team scope

with

the Create a new change form.

Tell the stakeholder that this change Make the change. cannot be made without revising the project management plan. Demand that the original carpeting be Meet with the customer to explain what installed. happened and celebrate the $10,000 windfall.

Compress the schedule to recover the two Cut scope to recover the two weeks. weeks.

Develop a risk mitigation plan.

Create a formal change request.

Assign resources.

Revise the project management plan and/or project documents. Manage when and in what sequence work is done.

Manage who does each activity.

Serve the customer and do what the Monitor and track changes to ensure they customer wants. benefit the project.

Management by objectives.

Lack of a change management plan.

Ask the team member how the need for Hold a meeting to review the team the functionality was determined. member's completed work.

Effect of the management.

change

on

scope Effect of the change on the project scope.

Inform the customer.

Make sure marketing is aware of the change.

The project manager is being Remind the project manager that the cost unreasonable and should do that kind of benefit analysis for the project was done work herself. during project planning.

They are included in the original approved They include approved scope changes. project management plan.

Performance measurement variance.

Verify Scope process.

Meet with the project sponsor.

Review all the project deliverables.

It only had six weeks of changes.

It was completed within the schedule baseline.

Determining performance measures.

Turning over the product of the project.

Historical records for future projects

Planning record for the current project

The project manager.

The team.

Do a cost benefit analysis of the project Submit the new product request to the and submit it for management approval. project management office (PMO) for review and approval before proceeding.

Assist the CEO in putting together a cost Work with the CEO to get buy-in from the benefit analysis to show the need for the other stakeholders. project.

It establishes the project. Reasons to hire a project manager.

It identifies the product acceptance criteria. Reasons projects are initiated.

They are determined after the work is They are described in project planning completely defined. and improved over time. Standardized company management practices

project Loyalty to the project

Constrained optimization

Comparative approach

Project A

Project B

Changes to the project.

Reasons to initiate a project.

Create a project scope statement.

Confirm that all the stakeholders have had input to the scope.

Benefit cost ratios. Variable costs. Executing. Closing. The project manager for the project or a A member of the project management company functional manager team working at the direction of the project manager The project description and need in the The WBS dictionary, to verify the scope is project charter correct Sponsor Project manager Set up an integrated change control Show your manager the process. proceeding without approval. Identified stakeholders.

A work breakdown structure.

Initiating

Planning

impact

of

It describes the details of what needs to It lists the names of all team members. be done.

A risk management strategy

Work package estimates

how success will be measured.

a detailed project scope.

Executing

Planning

After the contract is signed Identify and document business needs.

Preceding the Conduct Procurement process Create a project scope statement.

Develop product acceptance criteria.

Determine project boundaries.

The schedule. Requirements traceability matrix

Resources. Project scope statement

Initiating

Scope planning

Facilitated workshops

Identifying alternatives

Constraints.

Earned value analysis components.

Various reports that will be required of the Requirements for seller performance review

a

procurement

The procurement statement of work The procurement statement of work should be general to allow the seller to should be general to allow for clarification make his own decisions. later.

A bar chart.

Team buy-in.

Extrapolation from historical records from Expert opinion previous projects Initiating Planning Responsibility charts.

Management by objectives.

A WBS was not completed before the The team is working on the project scope project scope statement was begun. statement without the benefit of organizational process assets.

Define Activities.

Estimate Costs.

The functional managers.

The project team.

Verify Scope

Develop Project Mangement Plan

Estimate Activity Durations

Develop Human Resource Plan

Organizational process assets. Quality measurements. Product analysis Project selection The first row should describe the products Each level of a work breakdown structure of the project. is a smaller segment of the level above.

Improve the accuracy of estimates, define Provide more activities to assign to a baseline for performance, and assist resources. with responsibility assignments. As small as possible, because the work is As large as possible, because he is complex dealing with experts

Creating a WBS.

Decomposing.

Until it has a meaningful conclusion

Until it cannot be logically subdivided further

Project management plan

Communications management plan

They are created by the project manager. A staffing management plan

They prevent work from slipping through the cracks. A project charter

The team.

The project manager.

Systematically estimate costs of work Provide project justification. breakdown structure elements. Resource leveling chart

Resource bar chart

Develop Project Charter.

Create WBS.

Guiding project execution

Documenting planning assumptions

Guide the cost estimate for a project, not Provide senior management with a highhow the work is done. level view of the project scope.

The scope of work has changed.

The project system

management

A weak matrix project organization.

information The scope management plan

Decrease the cost.

Extend the schedule.

Generate a change request for the user's Convene another meeting with the requirements. leadership of the area and the user to generate a revised set of requirements.

Perform Quality Control.

Sequence Activities.

Accuracy

Timeliness

Discuss it with the team member.

Contact the team member's manager to get that person additional training.

Tell all the team members at the beginning Set an audit policy of the project that their deliverables will be management plan. audited.

in

the

scope

Replace the team member.

Determine if the alternative way acceptable to the functional manager.

Product reviews.

Audits.

is

It provides assurances that the deliverable meets the specifications, is an input to the project management plan, and an output of Perform Quality Control.

It ensures the deliverable is completed on time, ensures customer acceptance, and shows the deliverable meets specifications.

Work breakdown structure.

Project scope statement.

The second team member should send At the next project meeting, the team the other team member an e-mail member should ask the mistaken team describing what he discovered. member to describe his interpretation so the project manager can get everyone on the same page.

Verify Scope

Perform Quality Control

Review the customer's inspection process. Change the activity sequencing.

You should enforce scope control.

You should identify ways to make team members' work more satisfying using the most applicable motivational theory.

Validated deliverables

Organizational process assets

Imprecise language

Poor pattern, structure, and chronological order Contact the customer to determine if the change adds value.

Change the scope baseline.

Cost management

Scope management

At the end of the project

At the beginning of the project

Communicating with the customer

Showing calendar dates for each work package

Complete the project as requested, but Complete the project within eight months verify its scope with the customer without contacting the customer during occasionally throughout. this time.

Explain that the contract is wrong and Issue a change order. should be changed.

A more complete scope management plan Customer acceptance deliverables It is supported by management.

The rules are written down.

Team meeting

Verify Scope

of

project

Tell the customer the deliverable meets Determine why the customer is unhappy the scope of work and get the customer's with the deliverable. agreement to proceed. WBS dictionary

Activity list

Occurs during the executing process Verifies that the correct products have group. been used. Create a clear management plan, and put Create a WBS with input from all parties it in writing. involved.

Make sure the experts consulted are Compare information and work toward a recognized for their input. single opinion.

Time management.

Scope management.

Coordinate with team members the Provide the team with opportunities to overtime necessary to complete the work. produce acceptable quality on the work that can be accomplished.

Determine if the contingency budget will Meet with the cost analyst and the cover the additional cost of a more procurement manager to determine how expensive implementation. they can amend the contract to accurately reflect the work that will have to be done.

Approve the change.

Determine the effects of the change on the project.

Record all the changes.

Provide documentation on all the changes to the sponsor.

Change request

Project scope statement

No change control board

Not enough effort to identify the project stakeholders

Add another work package, describing the Refuse the submittal of the work package. correct scope, to the project.

Effective scope definition can lead to a The Control Scope process must be done more complete project scope statement. before scope planning.

Immediately notify the project sponsor that Notify the project change control board there is a project scope change. that the project scope will have to change.

Change requests.

Updated organizational process assets.

The information specialist should be The project manager should add an recognized for exceeding customer activity to the project management plan expectations without affecting project cost with no associated time. or schedule.

Verify Scope

Integrated change control

Poor scope control

Poor adherence to the communications management plan

Scope baseline.

Change requests.

Check the work completed against the Review the scope with the stakeholders. correct project scope statement.

Replace her.

Get her to agreement.

sign

a

non-disclosure

A good work breakdown structure.

A matrix organization.

Change management process.

Scope management.

Follow the change control process.

Discuss the change with the customer.

Meet with the project team to determine if Ask the customer for a description of the this change can be made. change.

Make the change as soon as possible.

Understand the change.

Meet with the stakeholders.

Meet with the team.

Monitor and Control Risks.

Control Schedule.

Only under emergency conditions

The original baseline is always maintained throughout the project Approval levels necessary for authorizing Tracking systems changes Corrective action Lessons learned

Authorizing scope change for the next Authorizing budget increases for the next phase. phase based on scope changes.

The project is completed.

Wait for a processed.

change

The project is in the closing process.

request

to

be Include it in the WBS.

A WBS

An activity list

Activity attributes.

Milestone list.

Review organizational process assets.

Add similar, if not the same, skill sets to the project team.

GERT

PERT

Showing the project schedule

Documenting activity interdependencies

Precedence diagramming method

Arrow diagramming method

Experience.

The needs of someone outside the project.

Finish-to-start

Finish-to-finish

Work packages. Project.

Activities. Completion date required by the customer.

Project.

Completion date required by the customer.

Analogous estimating

Three-point estimating

Can use PERT.

Has four relationships among activities.

Discretionary dependency.

External dependency.

4

3

Free float

Total float

A critical path can run over a dummy.

All the project interdependencies are shown.

Mandatory dependency

Discretionary dependency

The amount of time an activity can be The amount of time an activity can be delayed without delaying the project finish delayed without delaying the early start date. date of its successor. Schedule model

Activity attributes

Start, A, C, F, End

Start, B, C, E, G, End

Activity A has two weeks float, activity F Activity F has one week float. has one week.

It tells you how much assumptions testing It indicates whether the risk estimate is is required. acceptable. Sequence Activities Develop Schedule

10

9

Control tool.

Scheduling method.

The critical path is 67 hours.

The critical path changes to Start, B, D, End.

Work breakdown structure.

Team.

Change requests

Schedule change control

Activity duration estimates

Change requests

Schedule compression

Collect historical records from previous projects

Decrease the work of activity E.

Move more resources to activity B.

To ensure activities can be completed as To enhance team buy-in and loyalty scheduled Critical chain method

Monte Carlo analysis

Start, 1, 2, 3, End

Start, 1, 4, 3, End

33

44

Activity L

Activity E or activity J

Sequence Activities.

Develop Schedule.

Communications management plan.

Update management plan.

Reserve analysis

Monte Carlo analysis

Investigate the quality of the records Contact all the potential sellers to find out management system. who might have sent the letter.

Updates to the records management A letter of default system

33

44

Schedule management plan.

Schedule model.

Critical path method

PERT

Resource leveling

Schedule compression

Schedule baseline.

Network diagram.

Vacation schedules.

Need for delay between equipment and installing it.

Increased cost

Longer schedule

ordering

Decreases project duration.

Decreases project costs.

To ensure activities can be completed as To accommodate a finite and critical scheduled project resource

Project sponsor.

Team.

Activity-on-arrow

Precedence diagramming

Labor productivity rates published by a A consultant's estimate of the overall labor professional association man-hours required Sequence the activities.

Verify that they have the correct scope.

Update resource requirements

Recommend corrective actions

Create an activity list.

Begin the work breakdown structure.

Two months

Three months

Fast track the project.

Level the resources.

Fast tracked the critical path part of Decomposed the critical path WBS. project schedule.

She has relied on her certainty that, for GERT probability factors provide her with risk planning purposes, assumptions are certainty that there will be activities in the considered to be true, real, or certain. current schedule that will not be performed at all.

Control Schedule.

Estimate Activity Resources.

Shortening the time it takes to complete Making the most efficient use of the the project available resources Two weeks

Four weeks

Perform a Monte Carlo analysis.

Fast track the project.

15

18

She knows where extra resources should She knows what activities she needs to be placed. focus on while managing the project.

1

1.3

3

6

9

7

10

6

Project budget.

Work breakdown structure.

Get an indication of the risk involved in the Estimate an activity's length. project.

Cut product scope.

Meet with management and tell them the required date cannot be met.

It makes it easier to manage.

It increases the project risk.

Lessons learned

Network diagram

Managing a project

Creating and controlling a schedule

Parametric estimating

Three-point estimating

Performing a Monte Carlo analysis.

Determining the waiting time between activities.

Is on the critical path.

Has a lag.

Risk impact of crashing each activity.

Customer's opinion of which activities to crash.

The team did not create the estimate, and The team did not create the estimate, and estimating takes too long using that a network diagram was not used. method. Work breakdown structure

Network diagram

A schedule baseline is created at the beginning of the project and used to compare schedule performance on status reports 16

A schedule baseline is created the end of the project and then used to measure team performance

2

3

31

2

3

There is no effect on the critical path.

The duration of the critical path becomes 16.

Not enough information

Activities B, C, and I

Activity B or E

Activity C or F

19

13

30

23

The project is progressing on schedule.

The project manager should investigate decomposing activity E.

Activity A

Activity B

Activities A and H

Activity D

49

48

Review the specifications of each to Analyze the differences in using each validate the manager's claims. model and present them to the sponsor.

None, because activity E is not on the The project will be delayed because critical path. activity E is on the critical path.

It would increase the critical path.

Communication would be more complex.

Crash

Fast track

There are three critical paths.

The project will be delayed.

The project is complete.

There will be three critical paths.

Activity D

Activity C

Activity D

Activity E

It will cause the project to be completed It will cause a decrease in project risk. four time periods sooner. One week of float.

Two months of float.

The critical path changes.

There are two critical paths.

Activity F

Activities A and E

$18,000

$6,000

Activity D

Activities A and F

Crash activities F and H.

Crash activity D.

55 months

25 months

44

51

Lack of a payback period

Lack of milestones

Benchmarks.

Flowcharts.

Immediately communicate the changes to Review work packages and deliverables to all team members and stakeholders determine impact, if any. Recommend review the team member's performance. changes to the project management plan.

Look for options with stakeholders using Evaluate the impact on the company of some combination of scaling back work, completing this project late. reevaluating discretionary dependencies, and adding resources.

Add resources to the project.

Evaluate the possibility of doing more activities in parallel.

Investigate the delay.

Reevaluate which path is critical.

Lengthen the estimated activity duration Reevaluate the schedule to determine the for all activities scheduled to occur the potential impact. following winter. Tell management that the project will take Redo schedule development. longer than 18 weeks.

Crashing always shortens the timeline but Fast tracking often results in rework, and often increases risk. crashing often results in increased cost. An online system that routes change A paper form that requires a project requests to the appropriate levels for stakeholder to submit the request in authorization duplicate to the project manager for approval

Project manager

Senior management

Recommended corrective action

WBS updates

Resource leveling.

What-if scenario analysis.

Revisit all activities that have not yet Use a simulation technique such as Monte started. Carlo analysis, to calculate a distribution of probable results for the total project. EV-PV

EV/AC

Cut resources from an activity.

Make more activities concurrent.

The actual cost will be lower than planned. The estimate at completion will be lower than planned. Crash the schedule.

Inform the team that overtime will be required for a short time to recover the schedule.

Delay the project for two weeks.

Prepare a list of identified risks that did not occur.

It should include a method for controlling It is better if it focuses on cost. the schedule. It is shorter than the duration of the It is shorter than the activity it represents. longest activity. Project planning Reporting to team members

Obtain approval from the customer to slip Report findings to management. the project.

Milestone chart

Bar chart

Management

Project manager

Change control board

Project manager

See if there is any time available from See if there is enough reserve to handle another activity. the change. Project team

Sponsor

Let the sponsor know.

Determine the cost variance.

Stakeholders

Sponsor

Logical relationships

Critical paths

To report to the sponsor

To show activities

interdependencies

between

Initiate change control processes, explain Meet with the team and evaluate how that the project schedule needs to stand, each activity can be cut by 10 percent to and review the risks involved. accomplish the goal.

Crashing

Floating

Critical path method

Flowchart

Zero days

Two days

Evaluate the impact of the decision.

Discuss the impact with the customer and ask for a decision.

Rebaseline the schedule to reflect the Analyze the critical path activities for new date. potential to fast track or crash the schedule.

Develop Schedule

Resource leveling

Detailed cost estimates

Project management plans

Ahead of schedule.

Behind schedule.

You are in trouble because there are three You have a lot of flexibility because you activities with no float. have activities with float. The project will be completed later than Everything on the expected. according to plan.

project

There will be a new critical path.

The project will take longer.

To track progress or to report to the team

To show logical relationships

Value analysis.

Crashing.

Benefit measurement. 2.2

Net present value (NPV). 1.3

The costs are 2.1 times the benefits.

The profit is 2.1 times the costs.

Net present value (NPV)

Benefit cost ratio (BCR)

Fixed cost.

Sunk cost.

is

going

$23,000

$30,000

Project A

Project B

Project A

Project B

Project A

Project B

Working capital.

Sunk costs.

$45,000

$85,000

Project A with an NPV of $95,000

Project B with an NPV of $120,000

Project A with a payback period of 6 Project B with a payback period of 9 months months +/- 50 percent

-10 percent to +25 percent

A project that will take six years to A project that will take three years to complete and has an NPV of $45,000 complete and has an NPV of $85,000 Value of assets that a company owns

Today's value of future cash flows

They all have the same value.

Project A

10

15

Before the project schedule and after the After the project schedule and project network diagram. scope statement.

The priority of the project has increased.

The project does not have a project charter and the functional manager was not involved in approving the project management plan.

As if the expert resource were available.

As though you had an average resource doing the activity.

Resource selection.

Estimate Activity Resources.

Enterprise environmental factors.

Historical information.

Distribute the project schedule according Confirm the availability of the resources. to the communications management plan. Roles and responsibilities.

Project organizational charts.

Project scope statement

WBS

Report Performance

Manage Project Team

When and how resources will be added How resources will be leveled and taken off the team Use the highest level of the WBS to Sum up the work package and risk estimate analogously. contingency reserve estimates.

It will be closer to what the work will It is based on a detailed understanding of actually require. what the work requires.

Uses bottom-up estimating techniques.

Is used most frequently during executing.

project

Dollars per module The project budget can be found in the project charter, which has just been completed.

Learning bend The project budget and baseline will not be finalized and accepted until the planning processes are completed.

Build an estimate in the form of a range of Ask the team members to help estimate possible results. the cost based on the project charter.

Extrapolate from historical data.

Ask the team for estimates of each activity.

Zero

Less than 50 percent

Hidden to prevent management from Added to each activity to provide the disallowing the reserve. customer with a shorter critical path.

The model is scalable. The project costs.

Estimates are based on input from the team. How resources are allocated.

An understanding of the cost risk in the The prevention of inappropriate changes work that has been estimated. being included in the cost baseline.

Agree to analogous estimating as it is a Suggest life form of expert judgment. compromise.

cycle

costing

as

a

Activity cost estimates.

Work breakdown structure.

Such estimating provides a basis for Such estimating gives the project monitoring and controlling. manager an understanding of the sponsor's expectations.

Use historical data.

Let management create the management reserve and the activity cost estimate.

Resources assigned.

Number of change requests.

Cost Reserve Analysis

Estimate Costs

Bottom-up

Analogous

Cost Management

Estimate Costs

Inadequate scope definition

Unavailability of desired resources

Decelerated depreciation.

Straight line depreciation.

Obtain a cost constraint from Obtain a cost constraint from management, create a work breakdown management, perform a risk assessment, structure, and develop a project and form a team management plan Estimate installation costs. Limited cost.

Estimate the cost of operations and maintenance. Diminishing cost.

Encourage the sponsor to remove herself Recompute the project schedule. from the change control board.

Bottom-up

Analogous

Budget estimate.

Rough order of magnitude estimate.

A level of estimating that can be achieved Created without the team's help. group.

during the

initiating process

Variable

Fixed

$100, $100, $100

$100, $120, $140

Planning

Closing

-75 percent to +25 percent

+/- 10 percent

Risk analysis.

Responsibility assignment matrix.

Aggregation.

Reserve analysis.

Failure to process

understand

the

budgetary Inadequate scope management

Project 1

Project 2

Fixed costs.

Sunk costs.

0.8

1.1

Project A with a benefit cost ratio of 0.8, Project B with a net present value of no project charter, and four resources $60,000, 12 resources, and variable costs between US $1,000 and $2,000 per month

Crash or fast track the project.

Reevaluate the risk contingency funding.

The team

The buyer

Estimate Activity Resources Work breakdown structure

Estimate Costs Resource histogram

Use less experienced team members.

Request an extension of the project due date.

The law of diminishing returns.

Fast tracking.

You are over budget.

You are ahead of schedule.

Below the mean.

Above the mean.

Eliminate risks reestimate.

in

estimates

analysis

and

and Meet with the sponsor to find out what work can be done sooner.

The scope was changed.

A supplier went out of business and a new one needed to be found.

Variable costs.

Fixed costs.

Variable costs.

Fixed costs.

Cost aggregation

Bottom-up estimating

Vendor bid analysis.

Analogous estimating.

The creation of the cost change control Recommending corrective actions. system.

Performance measurement and variance Forecasting management planning reviews

and

project

performance

Control Costs

Project performance review

Determine the projected actual cost.

Implement a change control process to track the change.

Customer cost.

Example of how bad the schedule was.

Grant 50 percent progress on an activity when it begins and 50 percent upon completion. It will take the project nine months to start incurring costs.

50 percent of the work is done by 50 percent of the people on the project. The project will be complete in nine months.

At this time, we expect the total project to When the project is completed, we will cost 89 percent more than planned. have spent 89 percent more than planned. Each anticipated cost for the project Estimated average cost at project completion Estimate at the beginning of the project Estimate during project executing and and then check costs against the then manage each activity to the budget. baseline. There is a reserve to handle the change.

Another seller can provide it at the original cost.

Direct

NPV

Divide by SPI.

Multiply by SPI.

0.938

$1,000

You are only progressing at 86 percent of You are progressing at 125 percent of the the rate originally planned. rate originally planned. ($1,000)

$2,000

More value from the cost analysis.

Management to buy into the project.

Estimate at completion

Life cycle cost

Variable and fixed

Variable and direct

Change the depreciation method for the Perform a value analysis. equipment used on the project.

Labor rates.

Estimated costs measure CPI.

Resources used.

should

be

used

to SPI should be used, not CPI.

Variable costs and fixed costs.

Fixed costs and indirect costs.

Project A with a benefit cost ratio of 2.3

Project B with a benefit cost ratio of 1.3

30 days

40 days

Lease it.

Buy it.

350

-75

The budget is neutral with a cost variance It is over budget, with a cost variance of of $0. $1,100.

Under budget.

Over budget.

Cost performance index

Benefit cost ratio

Earned value

Planned value

Performance reporting.

Planning control.

Crashing.

Quality.

Cost is most important, quality next, and Quality is more important than cost or then schedule. schedule.

Senior management

Procurement

Make sure he has a good understanding Ask the team member to explain why such of the activities and include the activities in an activity would be needed to complete the activity list. the work package.

Redo the Define Scope process.

Review the project charter with sponsor and the team.

Try to build a consensus of the team.

Make the decision herself.

Define Scope.

Decomposition.

The WBS layout.

Cost incentives.

End user

Team

WBS.

A project scope statement.

the

Activities

Resources

Plan Quality

Utilize Quality Tools

Quality Analysis

Perform Quality Assurance

Plan Quality

Perform Quality Control

Quality analysis

Perform quality assurance

Work with the customer to determine Collect historical information from previous acceptance criteria. projects. Enterprise environmental factors.

The project scope statement.

Cost benefit analysis.

A scatter diagram.

Benchmarking.

Cost benefit analysis.

Quality management plan.

Validated deliverables.

Benchmarking

Sampling

Quality planning should be performed Quality planning is done to compile a risk regularly throughout the project. response plan. Quality management plan Quality policy

Cost benefit analysis

Ishikawa diagram

Organizational process assets.

Checklists.

Quality Management

Perform Quality Assurance

Meeting and exceeding the customer's Adding extras to make the customer expectations. happy. Project Executing Plan Quality

Identifies which variables will have the Identifies which variables will have the most influence on a quality outcome. least influence on a quality outcome. It reduces quality and is less expensive.

It improves quality and is more expensive.

The project engineer

The project manager

Quality control analysis

Marginal analysis

Total quality management

Quality planning

Fishbone diagram

Quality audit

Quality Execution

Perform Quality Control

Marginal analysis.

Selected sellers.

A process rather than a project

The Plan Quality process

Review the quality plan.

Continue the Perform Quality Assurance process.

Assure senior management that during Analogously estimate future results. the Plan Quality process, it was determined that the project would meet the quality standards.

Perform Quality Control focuses on the Verify Scope is performed throughout the quality of the project, while Verify Scope project and Perform Quality Control is focuses on customer acceptance. done throughout the project. Quality audits

Statistical sampling

Make sure all project processes were Make sure the right resources were used. followed. Risk management plan

WBS

Quality management

Perform Quality Assurance

Quality problems

Quality improvement

45 percent.

10 percent.

68.27 percent

99.9999998 percent

Project objectives are in line with those of Increased quality the performing organization

The team is gold plating.

To satisfy part investigation.

of

These efforts meetings. an

ISO

shouldn't

be

done

in

9000 To check if the customer is following the quality process.

Perform Quality Control

Determining if the right processes are being used

Rework.

Quality training.

Take too long.

Provide more information than wanted.

Cost management.

Time management.

It is more expensive to determine quality Quality activities occur during project by inspection than by planning. planning.

Calculate the benefit to cost of purchasing Determine the project scope and a new piece of equipment. measures to ensure the scope is met.

Far the estimate is from the highest Far the measurement is from the mean. estimate. Quality assurance plan Quality management plan

Completed checklists

A quality control plan

Checking quality against the standards set Identifying the quality standards you want in the quality management plan. the end product to meet.

Coordinate completion of work packages. Identify quality standards.

Quality management.

Perform Quality Assurance.

Quality audits

Risk quantification reports

Perform Quality Assurance

Quality Analysis

Plan Quality

Perform Quality Assurance

Plan Quality.

Perform Quality Assurance.

Review the project management plan.

Meet with the team.

Quality Analysis

Perform Quality Assurance

Reject the functionality as out of the Agree to include the functionality in the project's scope. current release.

Outsource the inspection to company with more expertise.

another Evaluate the attributes of the population.

Quality management plan

Quality control measurements

Mean

Specification limit

Assigned a cause.

Out of control.

Cost of quality.

Inspection.

They are not to be conducted by the They test future desires of prospective project team. customers. Quality Analysis

Plan Quality

Quality Management.

Perform Quality Assurance.

Quality management

Quality assurance

Quality audits.

Work performance information.

Quality Management.

Perform Quality Assurance.

Pareto charts.

Control charts.

Quality problems

Quality metrics

Determine how effectively the performing organization supports the project. Explore past outcomes and apply them to the current project.

Provide the basis for judging the project's success or failure. Stimulate thinking, organize thoughts and generate discussion.

Focus on the most critical issues to Focus on stimulating thinking. improve quality. Focus on the most critical issues to Focus on stimulating thinking. improve quality. Focus attention on the most critical issues. Quantify risks.

Improved quality leads to increased Improved quality leads to increased productivity, increased cost effectiveness, productivity, decreased cost effectiveness, and decreased cost risk. and increased cost risk.

Perform a design of experiments.

Adjust the chart to reflect the new mean.

Notify management.

Hold a team meeting.

The requirements have been met.

Customer exceeded.

Someone on the team is upset.

A data point on a control charts falls inside the upper or lower control limit.

Boundaries the customer will accept.

Acceptable specification limits.

Control limits

Quality assurance

expectations

have

been

Near the assignable cause

Above the statistical independence point

The 50/50 rule

A fishbone diagram

Flowcharts.

Fishbone diagrams.

The 50/50 rule

A fishbone diagram

A flowchart

A fishbone diagram

Benchmarking.

A sample.

False events.

Mutually exclusive.

Nonconforming.

Statistically independent.

Develop a solution for each problem.

Develop a solution that solves both problems.

A sample.

A population.

Decreased cost risk.

Decreased morale.

Such effects are the nature of the project Improve quality training and throw a and not to worry. milestone party.

Increase scrap.

Increase rework.

Pareto chart

Sampling

Tools used to define scope.

Tools used in quality management.

Mean.

Specification limit.

Mean.

Specification limits.

The rule of two.

An assignable cause.

Specification limits.

Out of control.

Out of control.

In control.

Specification limits

Lower control limit

A special cause.

Gold plated.

Stop production.

Work to better meet ISO 9000 standards.

Benchmarking

Trend analysis

The project is proceeding at 100 percent The project is $2,000 under budget. of the expected rate.

The project was an unqualified success.

The project was unsuccessful because it was gold plated.

Helping to plan activities.

Helping to prevent unnecessary changes to project objectives.

Activity definitions

Project management plan

Coaching

Directing

Lack of a WBS.

Lack of a responsibility assignment matrix.

Mary

Whitney

Keep him if he is a valuable resource.

Talk to the functional manager about releasing him from the team.

A project scope statement

A staffing management plan

Use the average productivity factor for Use the average daily rate of the each department. resources in each department times the number of resources needed of each resource type. The sponsor

The functional manager

Bringing customers together.

Building the team.

Work breakdown structure

Estimates

Pay a large salary increase to the best Give the team a choice of rewards. workers.

Estimate Activity Resources

Develop Schedule

Time.

Resources.

Use the reward system currently in place Ignore rewards because the functional throughout the company. manager will take care of it.

Each team member's favorite color.

What each team member wants to get out of the project.

Responsibility assignment matrix

Resource histogram

The WBS breaks the project into one- The small work packages the WBS person activities. provides make it easier to determine what expertise is needed. The PMO manager

The functional manager

WBS work packages.

Activity resource estimates.

Unit of time.

Activity.

Time

Activities

Spend time carefully creating the work Have a strong quality control plan. breakdown structure.

The team

The project manager

Added costs due to shoddy or incomplete Language or cultural differences that work preclude effective team work Referent

Expert

Resource and time estimate

Activity and calendar date

Resource and time estimate Responsibility assignment matrix

Resource and calendar date Resource histogram

Reevaluate the effectiveness reward system in place.

of

the Talk to each team member's boss with the team member present.

Separate the two until the project is back Tell each team member they will not on track. receive a recommendation from you if they continue arguing. Asserting the project manager's authority. Problem solving.

Formal

Penalty

Switch to a trained resource to avoid the Determine if anyone else needs training. cost.

She should first revise the bar chart with She should contact the sponsor and begin new timelines. with a new team.

To review the work breakdown structure.

Team building.

Forcing

Smoothing

Change requests

Staffing management plan

Project performance appraisal.

Gold plating.

The project manager should determine The project manager should talk to whether team members from another management to determine other rewards department can help with the project. that can be given.

Consult with the functional manager to Obtain a new resource more skilled in determine project completion incentives development work. for the team member. Evaluate the requirements.

project's

Staffing pool description.

The responsibility (RAM)

assignment

resource Provide input to the team member's performance appraisal. Work breakdown structure.

matrix The teleconference

Management

Team members

Manipulative

Formal

Confrontation

Compromise

Withdrawing.

Directing.

Formal

Penalty

Formal.

Reward.

Conditional reinforcement

Maslow's hierarchy

Herzberg

McGregor

During project initiating

Before committing to a project cost estimate

The leader of team C.

The project manager.

Are motivated by pay.

Have expectations.

Personality.

Cost.

Physiological satisfaction.

Attainment of survival.

Two team members and their project Project manager manager

Promote from within.

Hire the best.

Personality.

Resources.

Team organization is technically focused.

Team members are borrowed resources and can be hard to motivate. Herzberg's theory.

Theory Y.

He should listen to the differences of He should postpone further discussions, opinion, determine the best choice, and meet with each individual, and determine implement that choice. the best approach.

The project manager

The server administrator

Report the problem to the personnel or Reassign some work to other team human resource department for corrective members until performance starts to action. improve.

Make the decision yourself.

Strive for fair resolution of the issue.

Formal

Referent

Team performance assessment.

Reward power.

Reward power

Formal power

Provide bonuses for meeting specific Inform the team members that they will be quality measures. fired if they do not perform.

Make the decision.

Send the team members to their managers for advice on resolving the dispute.

Initiating

Planning

Initiating

Planning

The primary personality.

source

of

conflict

is Conflict can be beneficial.

Schedules, project priorities, resources, Schedules, and technical opinions. resources.

Confronting

Withdrawal

Compromising

Forcing

Compromising

Forcing

personality,

priorities,

and

Do it my way.

Let's calm down and get the job done.

Using earned value.

Compromising.

Withdrawal.

Confronting.

Compromising.

Forcing.

Compromising

Forcing

Smooth the situation.

Compromise the situation.

Compromise

Smoothing

Perquisite.

Fringe benefit.

A perquisite.

A halo effect.

All the project records are kept in many The tools needed to accomplish the work locations. are kept in one place with easy access by the team from various locations. Maslow

Deming

Maslow

Deming

Maslow

Deming

Maslow

Deming

Maslow

Deming

Maslow

Deming

Maslow

Deming

Maslow

Deming

Maslow

Deming

Theory X manager.

Hygiene factor expert.

Social

Physiological

Self-fulfillment Problem solving

Respect Forcing

Punishment

Problem solving

Have a war room.

Hire a contractor.

Provide the team member with copies of his work on the project. The project was within budget and time and achieved its objectives. Upper management is responsible for providing adequate resources, and the project manager successfully managed the project with available resources.

Update the employee's records with the new skills acquired. The project should be measured against how successfully it met its project charter. This was not done during this project.

Functional resource manager.

Conflict solution expert.

Start the project and constantly look for Tell the team members to cut 15 percent cost savings. from their estimates.

Develop Project Management Plan and Problem solving, control, and discovering Plan Quality gold plating

Plan Communications

Distribute Information

Determine why the stakeholder did not Ask the functional manager why the receive the information and let him know stakeholder did not understand his when it was published. responsibility.

Communications requirements.

Stakeholder management strategy.

Formal reporting

Plan Communications

Quality management

Communications management

Prejudices

Attitudes and emotions

90 The project management plan

20 The information distribution plan

Project sponsor.

Team.

Names of the stakeholders who can talk Names of those receiving a telephone call to the project manager. when the system crashes. Communication skills are most important The receiver is responsible for making during project executing. sure communications are clear. Histogram Pareto chart

You are the project manager responsible You disregard the issue, acknowledging for the whole of the project. To ensure you that what is done is done and develop a have control, remain firm and reprimand plan for moving forward. the foreman and the team to ensure they do not slow down. Neglect to do proper risk analysis

Confirm the decision solved the problem

7

10

Create a signature log so team members Revise the communications management can indicate when they have read the plan appropriately to meet the project updates. informational needs of the stakeholders.

Exchange information about the project. Determine project status.

Have team members report on what they are doing. Communicate.

The project is delayed. What is said and when.

The trust level is enhanced. What is being said, who is saying it, and the time of day.

Plan communications. Defects are detected.

Distribute information. The customer requests additional work not covered under contract.

Formal written communication.

Formal verbal communication.

Formal written communication

Formal verbal communication

Informal verbal communication

Formal written communication

Team

Project manager

Little importance.

Major importance.

Nonverbally Speaks up to

Verbally Uses gestures when speaking to

Verbal

Written

Demonstrate courtesy and consideration Schedule meetings in advance. of each other, and control who is allowed to speak. A scope management plan

A staffing management plan

Waiting to make decisions. Communications channels grow rapidly.

Reviewing the decision. It will be harder to use reward power.

Trend report.

Forecasting report.

Trend report.

Forecasting report.

Trend report.

Forecasting report.

12

11

9

36

6

9

9

10

14

16

153

180

7

10

That the project is doing well.

That the project will be late.

Issue the report, as this is a major Not issue the report. Project resources stakeholder. Her needs would have been should be expended on communicating included in the staffing management plan. information that contributes to success.

Discuss the impacts of these actions with Report the team members' actions to their team members. functional managers.

Staffing management.

Risk management.

Communications planning.

Scope planning.

Evaluate earned value.

Examine project results over time.

Management.

Team members.

Project charter.

Communications management plan.

Progress reports include information from Progress reports require expending time all the team. gathering information from stakeholders.

Work status

Progress

Substantial completion is reached.

Customer sign-off of the product is documented. Setting yourself up to take over a large The team is not focused on completing multi-year project. the project. Verify that the resources are available for Check the project's progress compared to the next phase. its baselines. Inform management of the situation.

Ask the team for assistance.

At the end of each project phase

At the end of the project

It is done during project planning and project executing. Close Project or Phase occurs at project end while Close Procurements occurs during project executing.

It is done during project planning and project monitoring and controlling. Close Procurements involves updating employee skills in their records while Close Project or Phase does not deal with resources.

Show progress made on activities.

Communicate the team's success.

Verify Scope

Plan Risk Responses

Analysis of project success. Variances and their causes

Ensuring that records include specifications. Reports from the customer

At the end of project planning

During project closure

Retaining resources to complete project Completing the lessons learned.

the Completing the quality assurance plan Performing closure of a procurement.

final

Complete the lessons learned. Creating lessons learned.

Provide the client documentation. Formal acceptance.

with

all

pertinent

Throughout the project.

Before the end of project planning.

Discuss project feedback with the team.

Obtain sign-off from the customer.

Project archives.

Formal acceptance.

Create project management plans.

Create lessons learned.

Document decisions made on the project. Recall what happened on the project. Project archives.

A project charter.

Client accepts the product.

Lessons learned are completed.

Update employee skills.

Record the reasons for termination.

Collection of records. Risk transfer.

Analysis of effectiveness. Risk aversion.

$4

$100

The Identify Risks process

The staffing management plan

project

success

and

A Pareto chart A probability chart Determine the overall risk rating of the Begin to analyze the risks that show up in project. the project drawings.

Ensure risks have been identified and Complete at least a moderately thorough mitigation strategies have been developed examination of available risk management for the most important ones. tools and methodologies to select the best ones for the project.

Plan Risk Responses.

Monitor and Control Risks.

The risks per work package have not been The critical path was not calculated. identified. Evaluate trends in risk analysis.

Identify triggers.

The project manager should have waited More people should be involved in the until the Perform Qualitative Risk Analysis Plan Risk Responses process. process to get the stakeholders involved.

Avoidance

Mitigation

Identify Risks

Perform Qualitative Risk Analysis

Identify Risks

Perform Qualitative Risk Analysis

The team rank the project risks.

The project manager estimate the project.

Identify Risks.

Plan Risk Management.

Avoidance.

Transference.

Use Monte Carlo analysis using the Apply the critical path method. Internet as a tool. An article from PM Network Magazine Her project scope statement from the project planning process

Brainstorming

Delphi technique

Project team members

Project sponsor

Update the project management plan.

Recommend corrective action.

Identify Risks

Perform Qualitative Risk Analysis

Plan Risk Management and Monitor and Identify Risks and Perform Qualitative Control Risks Risk Analysis

A list of risks

A list of triggers

Decrease in the risk ranking for the project A determination of which risks to process further and which to simply document

Prioritized list of project risks

Risk triggers

Yes, since $1,000 > $950.

Yes, since $1,000 > $700.

100 hours

160 hours

Arrow diagramming method

Network diagramming

Quantitative basis.

Numerical basis.

Historical information.

Lessons learned.

Risk events.

Risk probability.

Document the new risks and continue the Make sure the project work is better Plan Risk Responses process. understood.

Plan Risk Responses

Resource Leveling

Identify Risks

Perform Quantitative Risk Analysis

Residual risks.

Closed risks.

Mitigation.

Transfer.

Trigger data analysis

Data quality assessment

The project charter describes the business Reviewing what is said and not said in the needs of the project. project charter will help determine risks.

Simulation

Risk mitigation

List the time or cost overrun expected on Develop risk transference strategies. the project in your project management plan. Mitigation.

Obtain an insurance policy anticipated cost of the impact.

Avoidance.

for

the Provide the team with training on conflict resolution techniques.

Remove the activity causing the risk from Purchase insurance the project. anticipated cost.

to

cover

the

Document them in the risk register and revisit them later. It provides a vehicle for efficient stakeholder involvement.

Deal with them as they arise during project executing. It provides a way to effectively decrease the amount of contracting on the project.

Create the risk reserves.

Prioritize the list of risks.

Review all cost proposals from the sellers. Examine the budget reserves.

Identify Risks

Perform Qualitative Risk Analysis

Identify Risks.

Perform Qualitative Risk Analysis.

Identify Risks

Perform Qualitative Risk Analysis

Identify Risks and Perform Qualitative Perform Qualitative and Quantitative Risk Risk Analysis Analysis Accept the risk.

Continue to investigate ways to mitigate the risk.

It should be changed for every project.

It should never be used on a large project.

$50,000

$5,200

Less than $50,000

More than $120,000

11.9 days

35.8 days

20.65 days

29.05 days

During the Verify Scope process

After the project charter is received and before the work breakdown structure is created

Identify Risks

Perform Quantitative Risk Analysis

$100,000 profit.

$60,000 loss.

Risk value

Present value

Deflect

Accept

Perform Qualitative Risk Analysis

Plan Risk Responses

Less than 1 percent

20 percent

Document them for historical use on other Document them and revisit them during projects. project monitoring and controlling. It demonstrates the path of events in a It calculates the probability of an outcome. project. Post a sign that describes the number of Insure against the risk. injuries to date and remind everyone to be careful.

Eliminate the consequence of the risk.

Avoid the risk.

Share

Exploit

Identify Risks

Perform Qualitative Risk Analysis

Sharing

Enhancing

Review of the action item list

Review of upcoming identified risks

Delays in obtaining required approvals

Substantial increases in the cost of purchased materials

Poor quality management

Poor reporting

$60,000

$1,640,000

Unknown unknown risk.

Known unknown risk.

Add two days to the schedule and inform Ask management for additional personnel management of the delay. because you cannot afford the extra schedule time.

You are in control of the project as it By managing the plan, you are able to progresses with few surprises. avoid some risks while mitigating the effects of others. Project files

Published benchmarking reports

Purchase insurance.

Plan for a reserve fund.

Retain.

Accept.

Working with sellers will add more than You would have to go through the the $50,000 of risk to the project. contracting process.

The project will suffer no damages.

The project will use the risk reserve.

Having the team solve the problems, thus Executing the project management plan freeing his time to hold more meetings. and making sure the quality management plan is viable.

Alert the project sponsor of potential Qualify the risk. impacts to cost, scope, or schedule.

Discussion of project risks

Status of current activities

Notify the sponsor.

Forget some evaluation.

activities

Create a workaround.

in

her

risk Forget activity precedence in her risk evaluation.

Reduce the impact of such risk by Reduce the probability that the event will transference. take place.

Take actions when identified risks occur.

Look for unexpected impacts implemented risk responses.

A risk identification plan

A risk management plan

Update risk identification and analysis.

Spend more time improving the cost estimates.

30 days, plus or minus five days

22 to 30 days

Remains the same.

Decreases.

Contingency planning.

Monitoring and control.

Control the cost.

Inform the appropriate stakeholders.

A workaround

A project change request

Update the risk response plan in the risk Update the network diagram. register.

of

They are unplanned responses to risks. Inadequate risk response planning

They are responses only to risks that were identified in project planning. Poor risk monitoring and control

Get further information on how the team Disregard the risk, because risks were member identified the risk, because you identified during project planning. already performed a detailed analysis and did not identify this risk. Contract terms and conditions.

A risk response plan.

Planned responses to risk events

Planned risk control procedures

Include the expected monetary value of Talk to the customer about the impact of the risk in the new cost estimate. the change. Increase the quality standard.

Present this finding to the project team and ask them to verify the team member's finding.

Contingency reserves address known Contingency and management reserves knowns, whereas management reserves both address known unknowns and could address known unknowns. be considered the same. Stop work on the prototype.

Quantify the risk.

The person who identified a risk

The department or company that is the source of the risk and most knowledgeable on the risk She has not created an overall risk She has not analyzed secondary risks. ranking for the project.

Network diagram

Monte Carlo analysis

Transference

Resource analysis

Planning risks that are no longer a factor Discovered during project executing. process.

during

the

Identify

Risks

Identify which risks he/she wants to Control the identification of response monitor. strategies. Report to the project manager. Investigate the effectiveness of the risk response owner.

Hold a risk reassessment and plan a Inform management and communicate the workaround. new risk to the team. False events.

Mutually exclusive.

Add more resources to the project.

Look for ways to cut 14 days of work from another activity.

Include it in the risk triggers.

Test its assumptions.

Identify Risks

Perform Quantitative Risk Analysis

Include a procedure in the contract Track claims to ensure the best position describing the means for dispute during litigation. resolution. Fixed price (FP)

Cost plus fixed fee (CPFF)

Plan Procurements

Conduct Procurements

All questions and answers are put in All sellers get answers to their questions writing and sent to all sellers. only. Cost reimbursable (CR)

Fixed price (FP)

Develop Human Resource Plan

Estimate Costs

A make-or-buy analysis

Seek expert judgment from a variety of resources including industry groups, consultants, and other divisions of her organization

Fixed price (FP)

Cost plus percentage of cost (CPPC)

Conduct Procurements

Plan Procurements

Close Procurements.

Administer Procurements.

A procurement statement of work

A proposal

Plan Quality

Plan Risk Responses

Procurement management plan, Procurement statement of work, procurement documents, procurement procurement management plan, make-orcontract award buy decisions The project scope statement. Market conditions. Plan Procurements

Adminster Procurements

Procurement documents.

Procurement audits.

Plan Procurements

Administer Procurements

You do not need to attend this session. Make sure you negotiate project scope. The procurement manager will hold it.

Incorrect, because both parties must Correct, because there was an offer. comply with what they agreed on.

A procurement statement of work.

Acceptance.

$10,000 plus fee.

Costs, whatever they are, plus $10,000 as fee.

Cost plus fixed fee (CPFF)

Time and material (T&M)

Conduct Procurements

Plan Procurements

Proposals received

Procurement contract award

Reduce costs for the buyer.

Help the seller control costs.

Collusion between subcontractors.

The subcontractor's qualifications.

The project manager has only minor The project manager should be the involvement. negotiator. Well-designed procurement documents Procurement documentation must be can simplify comparison of responses. rigorous with no flexibility to allow consideration of seller suggestions.

Cost plus fixed fee (CPFF)

Time and material (T&M)

Fixed price (FP)

Cost plus percentage of costs (CPPC)

Pay $1,000,000.

Pay all the costs plus a $10,000 fee.

The functionality desired by the customer. Precisely what work is to be done.

There is a lot of proprietary data.

You have the expertise, but you do not have the available manpower.

They are created based on a risk analysis. They are created by the procurement officer assigned to the project. Make-or-buy decisions

Answering sellers' questions about the bid documents

Is the only one who can change the Works for a different department. contract.

Project executing

Integrated change control

Get the most from the other side.

Protect the relationship.

Plan Procurements

Close Procurements

File a letter of intent.

Develop the work plan, and issue it to the seller to move things along.

Focus the negotiation on seller's profit Negotiate to get the work done even margin in order to decrease the project sooner than necessary in order to add a cost. reserve. Weighting system.

Screening system.

Plan Procurements.

Administer Procurements.

Good guy, bad guy

Delay

Resource approvals

Payment requests

Issue a change order through the contract Return the five extra computers. manager.

Deny the claim and investigate why the Pay the claim reports were requested. procedures.

and

institute

better

The project manager should inform the general contractor immediately of the pending problem, and direct him to adjust his schedule to accommodate the new equipment delivery date.

The project manager should inform the general contractor immediately of the pending problem, and request an estimate of the impact on the general contractor's work as provided under the changes clause of the procurement documents.

The contract has been breached. Contact Try to help uncover more resources, but your lawyer. continue the project.

Remind him that you have a contract, and Document his issues. he is required to continue.

Stop work on the software and await Inform the client of the impact on the instructions. project of making such a change.

Hold a meeting with the stakeholders to Tell the seller to stop work until further determine what areas are incomplete. instructed.

Terminate the seller for convenience, and Assign a group within your team to meet hire another seller. with the seller, and reassign project work so that the seller has easier work to accomplish.

Stop payment on invoices for the heating Check to ensure the subcontractor was system until work begins again. covered by insurance.

Send the shipment back.

Accept the shipment.

Contract changes

Procurement documents

Changes that decrease the overall project Changes that decrease the overall project cost schedule

Contract change control system.

Scope control system.

Call the seller immediately.

Send the seller a notification by e-mail.

Send a letter to the seller letting him know Determine if the report is important to the he has breached the contract and project before doing anything. demanding corrected performance in the future.

Remind the seller of the next delivery due Contact the other bidding sellers, and see date. if one could complete the project.

Extend the contract for the length of the Remind the seller they are under contract delay. to complete the project by the due date or they will be in default on the project.

File for a portion of the company's assets. Hire a new seller immediately under a time and material contract.

The deliverable may be described in the The deliverable specifications and not the contract. completed.

Make the change yourself.

is

required

to

be

Notify the project management office of your need for assistance.

Require the deliverable as in the contract. Do nothing.

Let the seller work with security to obtain Issue a change order to change the the access. Then issue a change order to contract to allow such access, but only fix the problem in the future. with the project manager present. Contact the city council. It is the Stop the project immediately until the site responsibility of the city council to monitor can be validated. social or environmental impacts.

Work with your procurement office to Analyze the change requests. obtain new bids from other sellers on the procurement statement of work.

Negotiate a modification to the terms of Define acceptable limits to be adhered to. the contract.

Independent estimates Insist the seller assurance plans.

follow

Organizational policies his

quality Send a letter to the seller insisting the contract be adhered to.

Call a team meeting and determine if Review the procurement statement of schedule and cost alternatives can work for mention of the diameter of the maintain the current cost and schedule culvert. requirements.

Slow down the work, allowing the team time off but ensuring your work will be completed before the customer finishes their portion of the work.

Continue working according to your contract. Remind the customer both verbally and in writing of the their responsibilities. Provide the customer with an estimate of the impact if they do not meet their responsibilities.

Have a meeting with the customer to Contact your senior management and identify all the items she thinks were left procurement department to determine the out of the contract. options. Then schedule a meeting with management and the customer to discuss these options.

Look for instances where the seller Use the reserve to cover the claim. caused you harm to counteract the claim. Work authorization system

Configuration management

Not following the staffing management Waiving his rights to submit the reports. plan. It gives easier access to contracting It increases expertise contracting

Seller bankruptcy

company

expertise

Applicable laws

In many cases, the procurement manager The procurement manager is the only one who can change the interested in the contract. contract. Stop work immediately.

in

is

not

Ask her to sign a change order requesting the stop.

A change to the project is issued.

A meeting with the seller's management is held. Establish yourself as the authority in Bring your team in for introductions, and charge. establish a communications exchange.

It cannot change.

It can change if change orders are issued.

One party is unable to perform.

One party is unable to finance its part of the work.

Deadline

Missing man

Proposal

Procurement statement of work

Cost risk is lower.

Cost risk is higher.

The procurement statement of work needs There is profit in every hour worked. to be complete. Unknown. Part of the negotiation involved in paying every invoice. A fixed price contract will minimize the Changes seldom provide real benefits to need for change control. the project. Quickly develop a change control board to Approve the change if your sponsor approve or disapprove changes. approved it, otherwise suggest a review by the project team. Continue to make project payments.

Halt payments corrected.

Breach.

Nonpayment.

until

the

problem

Making sure the color of the component is Assessing the experience of the seller appropriate

Increased expertise

Easier access

Missing man

Fair and reasonable

Fixed price (FP)

Start work order

Includes procedures.

Includes trend analysis.

Administer Procurements

Control Quality

is

Fixed price (FP)

Cost plus fixed fee (CPFF)

She should choose her team from the top She should create a team of company line developers and fabrication workers in the workers and contract the development company. services under a cost reimbursable contract with provisions to protect confidentiality.

Compare the project performance against Compare the earned value to the planned the project baselines. value. A clear procurement statement of work

Requirements as to which subcontractors can be used

Evaluate risks.

Select a contract type.

Fixed price

Cost plus fixed fee

Fixed price (FP)

Time and material (T&M)

Fixed price (FP)

Cost plus fixed fee (CPFF)

How your company does business

How complete the procurement statement of work is

Lessons learned.

Updating records.

Incomplete until the problem is resolved.

Complete.

Stop work immediately.

Complete the project, but do not charge the client for the time.

Null and void.

Incomplete.

Terminate the contract for default. Negotiation.

Work with the seller to correct the problem. Executing.

Final performance reporting

Procurement audits

Document all the issues in a memo, and Include an agenda item in the project schedule a meeting with the head of the closure to discuss these issues in a nonprocurement office. threatening manner.

Administer Procurements

Close Procurements

Bring details of the situation to the legal Complete the Close Project or Phase department. process.

Project reports.

Lessons learned.

Contract

Proposals

Approvals.

Inspection reports.

Validate that costs charged to the contract Loosely review the project are valid and correct Begin the Close Procurements process Change to a cost reimbursable contract. and sign a new contract for the additional work. Deduct the cost of the deliverable from Deduct the deliverable from the cost of the payments. project.

Deduct the cost of the inspection from Deduct the inspection from payments. procurement statement of work.

the

Enter the Close Procurement process.

Revise the closure procedures getting management's approval.

Go back to the process.

Plan

Meet with the seller, explain the problem, and obtain the seller's agreement on termination.

after Request a change order.

Procurements Go back to the Conduct Procurements process.

Product verification.

Kickoff meetings.

A complete list of the contract drawings

The customer's evaluation of the work

Work is complete and formal acceptance Lessons learned are complete and final received. payment is received. Decrease the risk rating of the project.

Audit seller's cost submittals.

Identifies successes and failures that Makes sure the contract is being followed. warrant transfer to other procurements. Identify risks.

Begin iterations.

Simple.

Open and accurate.

The project manager

The functional manager

The project manager

The functional manager

Verify Scope

Direct and Manage Project Execution

Work breakdown structures prevent work Work breakdown structures are from slipping through the cracks. needed on large projects.

only

The project scope statement

The product scope

There is no relationship.

Standard deviation tells you if the estimate is accurate.

Tell senior management that the project's Tell your boss. critical path does not allow the project to be finished earlier. 10

11

10

11

The cost of work completed.

The value of work performed.

Crashing.

Floating.

Asking for a percent complete from each Calculating earned value and using the team member and reporting that in the indexes and other calculations to report monthly progress report past performance and forecast future performance

A Pareto chart

Conflict resolution techniques

Lessons learned.

Formal acceptance.

The project scope is completed, Formal acceptance is received, and any administrative closure is completed, and other requirements for project closure as payment is received. stated in the contract are met.

Quality is achieved.

The cost of quality is high.

Perform Quality Control

Perform Quality Assurance

Inspection.

Cost of quality.

Put information in its order of priority.

Explore past outcomes.

Wondering who evaluations.

will

handle

their Serving multiple bosses.

Perform Quantitative Risk Analysis and Identify Risks and Monitor and Control Identify Risks Risks Contract created.

terms

and

conditions

Residual risks, fallback contingency reserves.

plans,

are The project management plan is changed.

and Risk triggers, contracts, and a risk list.

Completing the original work on a cost Completing the original work and rejecting reimbursable basis and then negotiating a the additional work. fixed price for the additional work.

Identifying changes.

Using a work breakdown structure.

Develop a project charter.

Reestimate the project schedule with input from the engineering department.

Activity B

Activity D

Recommend a change to the project Have a meeting with management to find costs. out what to do.

Schedule

Float

Wait until all changes are known and print Make sure the project charter is still valid. out a new schedule.

Throw a party for the team members.

Make sure the project is integrated with other projects.

Ask the team member to repeat back what Review the list of contact information for the project manager says. all stakeholders.

Add reserves to the project to Document the new risks, and calculate the accommodate the new risks, and notify expected monetary value based on the management. probability and impact of the occurrences.

Occurs before Close Project or Phase.

Is the only one to involve the customer.

Estimates should always indicate the Estimates should be made by resource range of possible results. managers in order to increase the accuracy of the estimates. Get the instructions translated by a more Look for quality impacts of the poor experienced party. translation of the instructions for the footings.

The team working on the project does not include anyone from senior management and will thus not have enough support to be completed quickly and effectively.

The personal members.

Project manager.

careers

of

the

There needs to be a representative from the quality department to ensure that the project will satisfy the needs for which it is undertaken.

team Timely updates management plan.

Team.

to

the

project

Float

Resources

The critical path helps prove how long the There can be only one critical path. project will take.

Earned value (EV)

Planned value (PV)

The team

Senior management

Internal within the project team

Internal within the organization

Formal written communication

Formal verbal communication

There must be an attempt to gain a complete product description before the project is initiated (this could be the result of another project to determine the requirements). The product description can be progressively elaborated as the project progresses.

The product description is created in project executing, and the WBS makes use of the knowledge gained while creating the product description.

Working with the customer to determine Mathematically analyzing the product description desired for the project

Obtain more resources.

the

quality

Tell the customer the project will be late.

To investigate undoing tracking activities

previous

fast To try to compress the project schedule before asking for additional resources

They are a tool of Perform Quality They require the preparation of change Assurance and an output of Verify Scope. requests or the recommendation of corrective actions.

Having to cut costs on the project and Making sure the customer approved the increase benefits project scope

Let the customer know schedule will need to slip.

the

project Use some of the management reserve to accommodate the change.

There was an inadequate change control The project manager did not inform the system. boss before the meeting.

Inspecting is part of project control, and Determining whether the project is order of magnitude estimates are in a following policies and procedures is done range of +10 to -25 percent. in the Perform Quality Assurance process, and accepting work results is done in the Verify Scope process.

Telling people that changes are not Determining the sources of changes and allowed fixing the root causes Support the stakeholder by asking the Suggest to the stakeholder that the next board for the reason for the rejection. change they request will be approved.

Look for impacts to cost.

Notify stakeholders change.

affected

by

the

To make sure all the team members are To help determine if a scope change rewarded should be approved Activity B and activity E

Activity A, activity D, and activity G

Determine why there have been so many Invite the person doing activity C to lunch decreases to the project length. to talk about her problems.

Formal acceptance is received.

Lessons learned are created.

Control Scope focuses on making changes to the product scope and Perform Integrated Change Control focuses on making changes to integration.

Control Scope focuses on controlling the scope of the project and Perform Integrated Change Control focuses on determining the impact of a change of scope on time, cost, quality, risk, resources, and customer satisfaction.

In the Plan Risk Management process

When an unknown risk occurs

Strike a balance between the extent of the Make sure you identify more than 40 risks, control system and the risk of unfavorable and then have more than one meeting a project outcomes. month.

Under budget could mean work that was The project manager needs to create a scheduled to be done has not been project control system to make sure there completed. The project manager should are no problems in the future. look at how the cost performance compares to the schedule performance.

Actual cost was below planned and The cost performance index (CPI) was 0.8 schedule progress was less than planned. and the schedule performance index (SPI) was 1.2.

Emphasize the creation of milestones.

Add more people to the project team to help control it.

The project underspent because all work The project overspent due to increased was not completed, but overspent for work costs and yet completed some activities that was done. faster. The activity has free float and can be The activity is on a near-critical path with rescheduled later in its early-start to late- less float than the length of the delay. finish window.

Project duration

Resource schedules

Go to the team, go to management, go to Go to resource managers, go resource managers. management, go to the customer.

Compress the schedule.

Ask for an extension of time.

Determine how much of a problem it is.

Report to management.

to

A problem in a successor activity could All successor activities will have more affect more activities. float. Lower quality deliverables Wasted cost

Administer procurements

Distribute information

Audit work as it is being completed to look Improve your work authorization system. for any needed improvements.

Get an extension of time.

Review expensive customer requirements that add the least benefit.

Ask for more help. This person is very Refuse to read the questions. experienced.

Contact your manager.

Ask the person how she qualified.

Look for ways to help get the prototype Review the benefits of the project with the accepted faster and thus cut cost. customer and determine if the prototype will improve the benefits.

Project manager

Procurement manager

The early start date of the activities later in The cost of the project the network diagram Redo the WBS and look for more missing Ask for a time extension. scope.

Use a contingency reserve for the first, Ask for a change order for each. and find out how much later the activity will be.

Crash the project.

Crash Activity R.

Provide the sponsor with the full list of Perform Quantitative Risk Analysis for the non-critical risks. new risk.

Finish creating and then sign and send the Report the issue to the change control change order. board.

Complain that the procurement manager Continue preparing the change himself. does not have the authority.

Configuration management plan.

Change control system.

Stakeholder management

Resource allocation

Change control system and project scope Plan purchases and acquisitions and management plan requirements gathering

Reestimate the activities and prepare to Perform configuration management. create a new schedule.

To catch deviations early

To allow early corrective action

Project planning.

Project initiating.

Trend analysis was used to eliminate the A pre-made item was purchased instead need for some testing. of the team creating it.

More work accomplished.

than

planned

was There was a cost increase from the supplier.

A problem has caused delay beyond the Project A has become higher priority within project manager's ability to control. the organization.

Complete closure of the first phase.

Fast track the project to add more float.

Work authorization system.

Change control system.

Cut quality before cutting scope.

Move resources from a non-critical path to a critical path.

The project is on time and on budget.

The project manager should reevaluate cost performance but not worry about time.

See if the duration of activity H can be Nothing, because the two weeks could be shortened. assigned to activity E.

Investigate why it was difficult to get Hold a meeting to walk through the formal acceptance of the project upcoming difficult activities with those management plan and whether that doing the work. problem added any risk to the project.

To track the flow of information in a To determine if the selection criteria system, looking at all the interfaces should be created before the contract statement of work is written

The project manager should implement The risk response owner should have the contingency plan if the risk response been required to remain in the project owner does not. location for the length of the project and run through the implementation of the contingency plan at least twice before it was needed.

Reserve.

Opportunities.

Contact the other project manager and Obtain lessons learned and guidance from ask for assistance. the project management office (PMO).

Contact the department and complain Look for how this change will impact the again about their missing the deadline for cost to complete the work package and submission of scope. the quality of the product of the work package.

Have the team members immediately Investigate why the project schedule is assist the troubled activity. aggressive.

Record the effectiveness of the party in Review the information the project lessons learned. methods on the project.

distribution

Advise the stakeholders that she will keep Supply a list of new terms and their them in the communication loop for the definitions. project.

The project manager was not trained in The project should have more understanding the company environment. management oversight since it will result in such great benefits to the company.

Does not incorporate a methodology.

Is different for each industry.

Initiating, planning, executing, monitoring Initiating and planning and controlling, and closing

Company processes

Company culture

Begin to complete work packages.

Verify scope.

Initiating

Planning

Understand the experience of the sponsor Create an activity list. on similar projects.

Make sure you have a signed project Create an activity list before creating a charter and then start the WBS. network diagram.

Planning

Executing

Initiating

Executing

Corrective action

Integrated change control

Closing

Monitoring and controlling

The project manager did not get buy-in The project manager did not create an from the manager for the resources on the adequate reward system for team project. members to improve their cooperation.

The management reserves.

The contingency reserves.

Determination of whether project activities Improved processes comply with organizational policies. productivity. Perform Quality Assurance Project Control

Create a better communications management plan that requires only one language to be the universal language on the project and have translators readily available on a moment's notice.

to

increase

Contact someone else in the department who speaks the project manager's native language better to confirm the department manager's opinion.

Review the reward system for the project. Try to improve schedule performance of the project.

Ask the sponsor if the information needed Inform the team member who asked to be could be send in a report rather than have excused from the meetings of the value of her attend the meetings. communication in such meetings.

How an individual team performing on the project.

Proper risk analysis

member is An evaluation of effectiveness.

the project team's

Confirm the decision solved the problem

The project manager has misunderstood The project is slowly spending more Herzberg's theory. money than it should. The project manager should begin to watch cost more carefully.

Make sure the stakeholders see that the Make a presentation to all the project manager overheard. Then ask stakeholders regarding the status of the them to direct any questions to the project project. manager in writing.

The project manager has only managed low-priority projects and he had to compress the schedule, showing that he does not have the skill to work in the project management office.

Issue logs should not be used on projects of this size, showing that the project manager does not have the knowledge to work in the project management office.

The project manager was focusing on the Functional management was not included sponsor's needs. in the communications management plan.

Have the team members immediately Investigate why the project schedule is assist the troubled activity. aggressive.

Record the effectiveness of the party in Review the information the project lessons learned. methods on the project.

distribution

Contact the project manager immediately Include the information on his next report. to provide the project manager with his schedule.

Keep a file of what requirements were not Make sure the change control process is included in the project. not used as a vehicle to add the requirements back into the project.

Paralingual communication

Adding to the issue log after the phone call

reserve.

opportunities.

The team is making sure the seller does All costs invoiced are being audited. not cut scope.

Cost plus fixed fee (CPFF)

Time & material (T&M)

WBS and project scope statement.

Scope management plan and project scope statement. Review the project scope with the Explain to those requesting changes the functional manager responsible for the impact of changes to the project. greatest number of requested changes. An activity has taken longer to complete The critical path was fast tracked during than planned. project planning. Scope management plan.

Project scope statement.

Ask the stakeholder if there are any more Complete integrated change control. changes expected.

Roles and responsibilities, organization charts, and management plan. Develop Project Team

project Project organization charts, project staff staffing assignments, and roles and responsibilities. Distribute Information

Manage Project Performance

Team

and

Report Manage Stakeholder Expectations and Determine Budget

Assess the viability of the project's ground Complete the project according to the rules. project management plan.

Plan Communications

Acquire Project Team

Make sure functional managers have a Show the sponsor the data, and explain copy of the resource histogram. the project manager's concern.

Remove the team member from the team Meet with the team member to uncover if possible. the reasons why there were problems.

Scope management.

Human resource management.

Risk management planning, and risk Qualitative and quantitative risk analysis monitoring and control Plan Risk Management

Perform Quantitative Risk Analysis

Ask those doing the work to describe the Get the sponsor to sign off on the change. change, to make sure they understood it.

Fix the problem as soon as possible.

Allow the schedule to slip by cutting cost.

The procurement statement of work was The seller misunderstood the procurement unclear. statement of work.

Independent negotiation

estimates

and

contract A seller rating system and a screening system

Team members will learn more about spy The requirements might need updating satellites and will be able to use that later. information on future projects. Root causes of risk.

Probabilities and impacts.

Measure using quality metrics.

Complete process analysis.

See what can be done to make sure the Make sure the same resource completes work is carefully reworded to remove the all the similar work packages. similarity.

Ensure the product scope is as final as Ensure continued understanding of the practical. work.

Create a detailed description of the project Get familiar with the company culture and deliverables. structure as it relates to the project.

Update corporate processes and Evaluate the procedures based on lessons learned. responses.

effectiveness

of

risk

Work with stakeholders to determine their Determine the initial project organization. communication preferences.

Review industry standards relevant to your Develop closing procedure. project. Determine high-level stakeholders.

Focus on productivity.

checking

team

Hold a meeting of all parties to make certain everyone is familiar with the details of the project

member Manage communication channels.

Reevaluate the project's business case Recommend updates when a severe problem occurs. management plan.

to

the

project

Look for newly arising risks while the work Obtain additional funding when needed. is being done. Implement recognition and reward Obtain sign-off of the product of the systems. project.

Evaluate individual performance.

team

member Add new skills to team members' human resources records.

Create a budget forecast.

Implement improvements.

approved

Hold inspections of work packages.

Perform procurement audits.

Control limits.

Quality assurance.

process

It will cause the project to be completed It will cause a decrease in project risk. four time periods sooner.

Initiating

Scope planning

Terminate the contract for default. Sponsor

Work with the seller to correct the problem. Project management office

Iterative

Unique

Implementation of the project must Project processes are iterated as more progress strictly according to the initial information is uncovered throughout the project management plan. project life cycle. Unique. Issuing monthly invoices Scope

Temporary. Implementation program Time

of

a

new

software

It is an uncertain event that if it occurs has It is a certain event that will have a a positive or negative effect on at least negative effect on the project. one project objective. Making sure all the scope is identified in Eliminating the need for any changes. initiating.

Application area knowledge.

Engineering knowledge.

An initiative set up by management When the work is done

A means to gain benefits and control of related projects When the deliverables are accepted

At the beginning of the project

In the middle of the project

People who may have a positive or End users negative influence on a project

Prioritized

Weak matrix

A tight matrix.

They supply project managers projects. Planning, executing, and closing

A weak matrix.

for They are part of the change control board. Initiating, planning, and executing

Initiating Initiating

Planning Planning

Define Activities

Develop Project Charter

Planning

Closing

Initiating Monitoring and controlling

Closing Closing

Initiating

Planning

Initiating

Planning

Initiating

Executing

Planning

Initiating

Monitoring and controlling

Closing

Initiate

Execute

Plan

Do

Develop Project Charter.

Create WBS.

Initiating

Planning

Initiating

Planning

Approved corrective actions, validated Deliverables, implemented defect repair, forecasts, deliverables actions, rejected change validated defect repair

Monitor and Control Project Work

Develop Human Resource Plan

Sub-plans.

Process plans.

corrective requests,

It is determined that the objectives cannot The project objectives have been met. be met.

Scope verification.

Strategic planning.

Temporary and unique.

Repetitive work.

Initiating Monitoring and controlling

Executing Closing

Forecast when the next milestone will be Recommend updates completed. management plan.

Initiating

Planning

Initiating

Planning

Plan Procurements

Conduct Procurements

Plan Procurements

Close Procurements

to

the

project

Since all the work is always done under Since there are typically many contracts in contract, project closure occurs more one design/build project,project closure often. occurs once and procurement closure occurs more frequently.

Do your best to provide only what you Offer to assist the others by motivating remember exactly. them.

Fixed price incentive fee (FPIF)

Time and material (T&M)

Fixed price incentive fee (FPIF)

Time and material (T&M)

Cost plus percentage of costs (CPPC)

Cost plus fixed fee (CPFF)

Performance, time, cost

Cost, time, performance

The project manager

The sponsor

Culture-centric

Egotistical

Expected monetary value is the estimated Expected monetary value is the value it value of the work actually accomplished takes to recover your investment and net and net present value is the value of the present value is the value of money. work to be done. A list of all the buyers a seller works for

Another name for a chartered accountant

Work performance information

Approved change requests

A bar chart showing project activities and A chart showing the upper and lower their schedule control limits

A bar chart showing project activities and A chart showing the upper and lower their schedule control limits

Saves cost

Reduces communication problems

Forcing

Compromising

Forcing

Compromising

Yes, your SV is $10 million.

No, your CPI is too high.

1.19, $130,000, and $230,000

1.1, ($230,000), and $130,000

0.90, 1.02

1.10, 1.02

The CPI is 0.90.

The SPI is 1.10.

1.20, -$100 million, 0.92

0.92, $550 million, 1.20

The schedule is behind by 10 days.

Both the schedule and the budget are better than planned.

Control Scope, Define Activities, and Determine Budget, Estimate Cost, and Estimate Cost. Define Activities.

Discuss lessons learned in the project team meetings, make sure the right people get reports, and hold team members accountable for doing what they committed to doing.

Send messages in the mode best for the situation, remember to communicate both up and down the organization, and ensure team members capture lessons learned as they happen.

Update the organizational process assets Use face-to-face meetings to gather and reassess the risks of this type of further information about the issues and situation occurring again. use the issue log to track the issues to completion.

Watch the team, report on team members' Use appropriate conflict resolution performance, and issue conflict techniques, do a 360-degree feedback resolutions assessment, and update the project management plan

Completion forecasts.

Change requests.

Change requests, project management Quality metrics, process updates, change plan updates, completed checklists requests

Perform Quality Control, Control Costs, Control Costs, Perform Quality Assurance, Report Performance Direct and Manage Project Execution

Make sure he has a complete WBS, do a Look for organizational process assets, make-or-buy analysis, create a look for expert judgment, review contract procurement management plan types

Expert judgment, contract procurement management plan

types, Standard contracts, non-disclosure agreement templates, expert judgment

Weighting system, method to rate and Selected sellers, contract, score proposals, expert judgment management plan updates

project

Bidder conferences, selected sellers, and Advertising, procurement award, project executing project monitoring and controlling

and

Source selection criteria, selected sellers, Selected sellers, change requests. and contract documentation.

Discuss what contract terms should be in Walk the sellers around your facility, ask the contract with your lawyer, perform a to review the sellers' references, and procurement audit, and perform a document lessons learned. procurement performance review. Claims administration, audit results, and Contract change control updating organizational process assets payments, and change requests

system,

Collect all relevant data, send the data to Review the contract for specific agreedthe company attorney, and consult with upon terms that relate to the issue, see if the attorney about legal actions. there is a clear response, and consult an attorney if needed.

Monitoring and controlling

Planning

The level of accuracy needed for Specifications for how estimates should estimates, rules for measuring cost be stated, rules for measuring cost performance, specifications for how performance, the level of accuracy duration estimates should be stated needed for estimates Never just accept constraints from Meet any agreed-upon estimates, management, periodically recalculate the estimate larger-sized work components, estimate to complete, meet any agreed- accept constraints from management upon estimates

They should each explain why the project They should recommend the project that they would be in charge of would be the would be best for the company in the long best to choose and provide run, regardless of who is going to run it. documentation to substantiate it.

Yes. For urgent needs, it is not necessary Yes. Urgent needs from projects should to follow the organization's procedure always be dealt with immediately, as regarding procurement. directed by the project manager.

He should contact management to make them aware of the error, give the correct information, and explain how he made the mistake.

He should contact management and tell them to expect some changes in the next reporting period, and that things are starting to look gloomy.

He should tell the students they need to become familiar with the how things are done in this country and they must play along.

He should excuse the students from playing and arrange to discuss with them alternative team-building activities they would be more comfortable with.

Answer sellers' questions

Planning

Identifying risks

Decomposition of requirements into work packages Meet the sellers' teams.

Answer sellers' questions.

Determining early and late start and finish Calculating multiple project durations with dates different sets of assumptions

BAC - EV/BAC - AC

A measure of the value of work completed compared to the actual cost or progress

ergter dhtsfg

rehser adgfah

The sponsor creates the project charter, and the project manager approves it. There are risks that will cost the project money.

The project team creates the project charter, and the PMO approves it. The project is too risky from a cost perspective.

You can do these three projects if given You'll do the move first then upgrade the sufficient initiating and planning time. hardware and software as one project.

A project is an ongoing endeavor, a A project is a temporary endeavor with a program is all the projects in a given beginning and an end, a program department or division. combines two or more unrelated projects; a portfolio combines two or more programs. Project proposal.

Business case development.

What are the business objectives of this Will a cost benefit analysis justify the project? expense?

You need to meet with the IT and call You should ask whether she has center managers to get more detail on the determined the impact to the staff of plan. moving the call center so far away.

Events which we assume will happen, as opposed to risks which may happen. Identified in project planning, used to make planning decisions, and managed throughout project monitoring and controlling. Project statement of work

Things we think are true, but may not be true. Identified in project planning, validated in project planning, and used in project monitoring and controlling to create control limits. Complete requirements

Strong matrix

Weak matrix

It is not a problem because stakeholder Resource cost is not an issue at this point. identification during project initiating will You will have a realistic budget at the end uncover key resources. of project planning. Create a high level work breakdown Put out a fixed price invitation for bid to structure to help you estimate costs. best control costs.

A planning process, because you need to An initiating process, because you need to involve stakeholders in planning. know stakeholders' requirements before you plan. You'd like to invite the call center You'd like to invite both supervisors and supervisors into the current meeting and line staff into the current meeting to hear ask their opinions to confirm what the their opinions. managers said.

Assessment and classification information A process of systematically gathering and regarding identified stakeholders analyzing quantitative and qualitative information to determine whose interests must be taken into account throughout the project Cost of quality

Cost benefit ratio

Constraints and assumptions

Rough order of magnitude estimates

Involve the project manager early, so he or Encourage the sponsor to make decisions she can be involved in determining high- about the high-level objectives without level objectives. wasting too much time. Be broad enough to ensure all the Relate to the project scope. stakeholders are satisfied.

It wastes company time, money, and It is not an issue of ethics, it is part of the resources. process of project management.

Since the project manager has managed many projects and teams, it does not make any difference that the new project involves global virtual teams. He should tell the sponsor he has the relevant experience.

The project manager should avoid any conversation regarding the types of teams involved so the sponsor does not know he lacks experience in this area.

He is right. You should do as much of the planning yourself as possible, to avoid the time and expense of gathering stakeholders for a meeting.

It is important to get all the stakeholders together when initiating an effort like this to understand their needs and expectations and do team building activities.

The work the project manager will do to The entire work of the project, including manage the project. the product scope.

Part of project scope and not part of Part of product scope and project scope. product scope. Majority, plurality, and consensus

Unanimity, majority, multiplicity, referent

The process of elimination.

Refined control limits.

The 8/80 rule relates to how small you break down work packages in a work breakdown structure. The 80/20 rule states that, for many events, 80 percent of the problems are due to 20 percent of the causes.

The 8/80 rules relates to how you estimate activity durations. The 80/20 rule states that, for many events, 80 percent of the effects come from 20 percent of the causes.

He must provide the cost, schedule, and The change control board will consider his quality consequences of his idea. change using the tools of integrated change control.

Critical path

Critical chain

An input to the Estimate Costs process.

An output of the Estimate Costs process.

Control all aspects of project work to be Keep everything on schedule exactly as it sure it is done correctly and within the was agreed to before the kickoff meeting. performance measurement baseline. Prepare large wall charts showing progress and expected plans; ask team leads to give minute-long presentations on the next steps; announce a contest with a prize to your team member who uncovers the best previously unidentified risk.

Send e-mails with status reports to all stakeholders; prepare to hand out hard copy spreadsheets of cost reports; choose an award to give to the most communicative stakeholder.

A new standard

A reduction in time and cost

Quality control

Leadership

Information is provided, at the right time, Information is in the right format, sent as to the right recipients. early as possible, without causing an impact. They ensure common understanding of They ensure the information was the information that was distributed. distributed, but not necessarily reviewed or understood. Parts of the project management plan.

Historical records.

Yes. All documents require formal Yes. The change needs to go through the approval of changes by management. change control board for approval.

No. His actions are causing trouble. He is probably looking for things to blame on others, so if the project fails it won't be his fault.

No. If there are issues he needs to deal with, the team will inform him. In the meantime, he should let people do their work, and focus on creating reports and other communications.

Ishikawa & Pareto

Juran & TQM

The quality control department performs The project team members perform QA, QA, analyzing the effectiveness of project comparing the project metrics against the processes. project management plan. Theory Y.

Theory X.

This is a quality management theory, and This theory categorizes thus is not applicable to supervising team behavioral styles. members.

needs

and

Storming

Forming

While the contractor is responsible for motivating his staff, you know that, as a project manager, free food always increases good will.

The construction workers are stakeholders and, since they are not being well rewarded financially, this small investment may bring some performance benefits.

Autocratic leadership

Common understanding communications management

Schedule delays

and Influence and delegating

Push

Pull

Formal

Verbal

Have an energizing opener to get people Have a purpose for each meeting. involved in the meeting.

Attending to the speaker without Taking notes, providing feedback, and distractions, confirming what the speaker expressing empathy. says, and taking note of body language. Tell your team members not to waste their Ask the manager to formally address his time talking to the manager. questions to you.

Your boss jumps to conclusions that are Threats may or may not be carried out, often incorrect. and stereotypes are rarely true.

Direct and Manage Project Execution.

Manage Project Team.

Develop Project Management Plan.

Direct and Manage Project Execution.

Each individual knowledge area.

Schedule.

Project management plan updates.

Cost benefit analysis.

Push communication is sent to those who need to know the information. Pull communication requires that the recipients access the information at their own discretion.

Push communication requires confirmation of a message's receipt. Pull communication requires the recipient to send a request to the sender for information.

E-mail.

Face to face meetings.

Yes. It would be a safe thing to do to just No. If he knows something, he is required ignore the request and stay out of it. by PMI's Code of Ethics and Professional Conduct to cooperate.

Project scope statement

Stakeholder requirements

Nine thousand five hundred and forty five Six thousand eight hundred, and twenty rocks out of ten thousand seven out of ten thousand

She should report the offense to She should not do anything because this management and the project managers of is the vendor's problem. The project the affected projects. manager herself didn't do anything wrong. There is no benefit to closing a project if The benefit of the closing process is to the project has been terminated. gather lessons learned for the benefit of future projects. The customer expressed satisfaction with the project deliverables. Formal acceptance from the customer was never received.

Formal sign-off and formal acceptance was received. Scope was removed from the original project.

Improved quality.

Improved requirements.

It is a best practice to conduct lessons He is right, and you'll wait until project learned sessions on a monthly basis closing to conduct another lessons during a project. learned session.

C

Answ er

D

Include the engineering and information Include only management's objective. C technology objectives, but hold further meetings regarding management's objective.

Provide aluminum cars that meet the Meet with your experts to find another C customer's requirements. proposal for the customer.

Identify additional stakeholders that want Concentrate on making the product of A new features to shift the balance in that the project state-of-the-art. direction.

The team and the project manager.

The project stakeholder.

manager

Historical information.

Risk identification.

and

Meet with the technical experts, and help Set the objective at 2,000 calls. them to agree on an objective.

the D

C

A

A functional manager from the A person who might lose his or her B engineering department position in the company because of Do a more thorough job of procurement the Payproject more attention to stakeholder D planning. management.

Connects the project to the personal Ensures that the management plan B objectives of the sponsor. includes the management of team members.

It has interrelated activities.

It repeats itself every month.

D

The project manager

Senior management

B

Expert interviews

Pareto analysis

A

Scope

End users

B

This discussion is getting too heated. Let's I have made the decision to resolve B regroup to solve the problem tomorrow. the problem this way.

Stakeholder.

Customer.

D

Create an activity list and then begin to Identify a team and obtain approval B assign the activities to resources. for their participation from their functional managers. Value analysis

Needs assessment

C

Perform a feasibility analysis.

Ask the sponsor to make the final C decision.

Reasons to have a team. Reasons to create a management B They can be used to determine if a project plan. They can be used to determine D should be completed. project team members. This is a recurring process. Orders incurring revenue over C $100,000 would be considered projects and would involve project management.

Make sure each team member knows how Make sure the communications A his or her activities interact with other management plan addresses activities. interdependencies.

The work breakdown structure is a good A project way to determine project activities. temporary.

is

something

that

is D

Candidate C

Candidate D

D

Set up a project office.

Identify all the stakeholders for this B project.

Expediter

Coordinator

A

Initiating, planning, executing, monitoring Initiating, monitoring and controlling, C and controlling, closing planning, executing, closing

Project management office.

Project manager.

C

Project team members usually report to two bosses in a matrix organization; the functional manager and the project manager.

Most companies have found that C functional organization structures provide the most flexibility for managing projects.

Line

Matrix

D

They determine the resource needs and They help provide assumptions, the B resource constraints on the project. WBS, and the management plans.

The end date has not been set.

They have not identified the product B of the project.

Create a project charter jointly with Create a project charter with the C management for distribution to potential functional managers and present it to team members and stakeholders. the sponsor for signature. He or she manages changes and factors He or she is held accountable for A that create change. project success or failure. Sponsor

Functional manager

A

There are too many departments involved The project manager in the project. managing a program.

is

really D

The project management office.

The team.

C

Customer

Senior management

C

Determining stakeholders' needs.

Managing stakeholders' expectations. A

Gather the needs of all the most influential Find an effective way to gather the D stakeholders. needs of all stakeholders.

The stakeholders do not have a role in The communications determining the project management plan plan is part of unless they are part of the project team. management plan. Get other opinions representatives' employees.

from

management C the project

the Begin the process of gaining authority D and formal approval for implementing all three choices.

Projectized

Profit centers

A

The process of progressive elaboration

The process of reiterating a plan in C the same order from project to project

When and how human resources will be If independent estimates are needed, C brought into and taken off the project team who will prepare them and when

Functional manager.

manager

to

the

project Functional manager to the sponsor.

C

Strong matrix

Weak matrix

D

Not be viewed as part of a project.

Be viewed as a separate project.

C

They should be undertaken as separate They should not be broken out as B projects under a mutual program. separate phases in the project life cycle. The project expediter reports to a higher- The project level manager. authority.

expediter

has

some A

Communications are easier

Reporting is easier

A

Reports to the functional manager.

Will not always have a "home."

D

Feasibility, planning, design, implementation, support The government official is a stakeholder since the buses will be used in his city.

Requirements analysis, design, B coding, testing, installation, conversion, operation official is a A The government stakeholder because he will be using the buses.

Talk to the stakeholder's boss to find ways Ask that the stakeholder not be B of directing the stakeholder's activities to included in the stakeholder listing. another project.

Planning

Executing

C

Functional matrix

Tight matrix

B

Integration

Executing

D

The project management office (PMO)

The team

C

Balanced matrix

Functional

D

The project is being managed in a The work breakdown structure did not C functional organization. show responsibilities.

Complex.

Misleading.

C

A project expediter position.

A change control system.

C

The client is very dissatisfied with the Your management is looking for rapid B project's progress. and visible action on this project to rectify the problems.

Refer to the bar chart weekly.

Meet with management regularly.

A

Revise the schedule to account for the Mentor this resource during decreased effectiveness of this resource. remainder of project duration.

the D

Meet with the team to discuss the issue Get the project stakeholders involved A and find a resolution. to help resolve the issue.

The project is complete because the The project is complete because it B customer has accepted the deliverables. has reached its due date.

Ask the project leader to provide Use a different project leader to A additional names of people unrelated to prevent problems later in the project. him/her.

Bury the cost in the largest cost center Ignore the payment. available.

A

Determine the unknown risk events and With the stakeholders, determine a A the associated cost, then add the cost to percentage of the known risk budget the project budget as reserves. to allocate to a management reserve budget.

Interact with others in a professional Provide accurate and truthful C manner while completing the project. representations in all project reports.

Use the reserve to hire contractors to Negotiate a new schedule with the B complete the work. other project manager.

Expedite and go directly preferred consultant.

to

his/her Ask his/her manager what to do.

A

Tell the stakeholders the scope cannot be Add the work if there is time available C added. in the project schedule.

50/50 rule.

3 sigma rule.

A

Ask him why he needs to know.

Refuse to answer the question and D remove the company from consideration for future work.

Address the concern with the team Address the concern with the team D member's boss. member.

That the project cost is behind budget.

The issues and options.

D

Allow the employee to do the presentation Cancel the meeting and rewrite the A and remain silent as the other attendees report yourself. find the errors. Move activities B and H to occur Remove a test from the project D concurrently, and accept a 30 percent management plan. increase in the risk that five more resources will be needed later.

Sit down with the manager at the Ask to be removed from the project. beginning of the project, attempt to describe why you object to the project, and discover a way to solve the problem.

A

Thank the others for filling in, but tell them Pay the cost out of your project B not to waste time on non-critical path reserves. activities.

Remove meeting costs but not the project Describe the costs incurred on past D manager's salary. projects that did not use project management.

Make sure the terms and conditions of the List the consequences of changes in B contract are clear. the requirements section of the contract. Payment for a "foreign workers application license" required in the country Not payable upon violation of government law. Do not hire women.

Payment for police protection

A

Allowed only if they process the B project schedule. Provide the women you hire with extra A work to increase their salary.

Always apply the business practices of Do whatever it takes to manage the B your own country. project successfully.

Determine what the common practices are Tell the team member that such C in that country. actions are not allowed.

Have the construction company pay the Have the customer pay the fee. fee.

A

Have the local contact make the payment. Make the payment.

B

Pay the fee.

Do not pay the fee if it is not part of C the project estimate.

Do not pay and see what happens.

Do not send your people.

B

A bribe.

A progress fee.

C

Paying a bribe to a foreign official

Not using minority workers on the C project Seek legal advice on whether such a Do not pay and see what happens. C payment is a bribe. Ignore the problem; it is in the past.

File a permit authorizing the team to A make such payments.

Offer to pay a smaller amount to Do not make the payment. discourage future requests for larger amounts.

D

The scope management plan

A

Make sure the person government official.

Only negotiate major items.

The negotiation plan

is

really

a Negotiate openly with the city officials. C

Postpone the negotiations.

D

It does not supply a decent wage for the It discriminates against women. country and the type of work.

B

There is a conflict of interest.

The project manager is required to C inform the construction company in his departure interview.

During project executing, it is only necessary for the project manager to meet with the customer once a month to fulfill your contractual obligation. Provide the customer with the status report and copy this report to key stakeholders.

The frequency and level of meetings, D as well as the format and type of information to be exchanged, should be defined in the project's communications management plan during project planning.

Turn the project back to the previous Move forward with the schedule as B project manager. planned by the previous project manager and report at the first missed milestone.

Submit the bid and allow your brother to Eliminate your brother from bidding. negotiate with the procurement office.

B

Ask for clarification of the intent of adding Remind the appropriate members of C the resource. the billing organization that monetary compensation is not worth compromising the integrity of the individual or the organization. A request for bidders to offer their Working with the bidders to determine D thoughts on problems with the scope of alternative solutions for the project. the work. Tell the project sponsor that the party is a Suggest the event be held outside of C great idea, but no alcohol can be served. working hours.

Hold the meeting as if nothing happened.

Begin the meeting with a discussion D of diversity and professional behavior.

Implement the change and adjust the Implement the change on the B schedule as necessary because this remaining sites and continue with the supports the customer's original request. schedule.

Inform him that it would not be appropriate Politely avoid continuing the B to discuss the matter over the phone conversation and disregard the bid. during business hours, but that an informal lunch discussion would be more appropriate.

Contact the employee's manager to Facilitate a meeting with the team C arrange a meeting to discuss the matter. member, the customer's employee, and yourself to allow the two to work it out amicably. Create one cost baseline for budget Ask for information on risks that would D allocation and a second one for the actual cause your estimate to be too low. project management plan.

Report the project one week behind Report the project one week behind C schedule and include recommended schedule and then issue a new report corrective actions. next week showing the problem fixed.

Let the evaluation team know management has a favorite seller.

Follow the system.

contract

change

that Let the procurement handle the situation.

department A

control Ask for more funds from the project C sponsor.

As part of the lease agreement, include a Tell the customer that your company B non-competitive agreement. has decided to use the space.

Make certain you mention the discoveries Make certain you tell the other project D at the senior management meeting in two managers involved in this program months. about the discoveries at the weekly meeting. There must be one sponsor from each Conflicts of country. disclosed.

Discuss the issue with your boss.

interest

must

be B

Meet with the other project manager.

Share some of your templates with her to Send the software back. improve competencies.

D

D

Provide an accurate estimate of the actual Meet with the team to identify where C costs and be able to support your you can find 10 percent savings. estimate.

Talk about changes to the change control Interact with others in an ethical way B board of Company B. by sharing the good aspects of Company A's procedures. Ask that the gift be exchanged for Ask for a gift that can be used up B something that can be shared by the before you return home. team.

Examples of project closure activities.

Examples of the intellectual property B requirements of subcontractors.

Ignore the information.

Ask her manager for guidance.

B

Call your government officials and ask for Amend your price increasing the cost B direction. to reflect the payments to be made to local officials.

Participate, but advise your employer of Request your employer's consent for D the offer. your participation.

Talk with a lawyer to see if this can be Attempt to gather evidence to B justified. determine whether or not the theft in fact occurred. Accept the software, and use it until you Accept the software with thanks since A are able to buy the software yourself. the software creator will not find out.

Make sure the employee was competent Cancel the meeting earlier because D to do the work. you did not have a chance to review the report. Go to one of your competitors with the Tell everyone you come in contact B idea in order to save consumers cost. with that you have a better design.

Arrange a meeting with your manager to Summarize your opinion of the D discuss it. benefits of using this tool in your company. Present your analysis to your manager. Develop a draft project charter for his use. Talk to him about his project and offer D help in creating a project charter.

Contact the company and advise that you Cease doing will cancel the company's work on your company. project unless the labor dispute is settled.

business

with

the B

Ensure that a conflict of interest does not Provide accurate and truthful B compromise the legitimate interest of the representations in cost estimates. customer. Tell the people from the consulting Keep the information to yourself. company that you hope they get the work. Do the project with all new work.

B

Review the intellectual property D clause for the first project to help determine the approach to take.

Wait until an injury to verify the impact.

Obtain insurance to anticipated damages.

cover

the B

Contact your clients and seek permission Disclose the information. to disclose the information.

B

Inform your manager of the illegal activity. Tell the employee to inform his boss.

C

Use the company's approved hotel chain. Provide justification on your expense C report for using the other hotel chain.

Smoothing

Withdrawing

D

Smoothing.

Forcing.

B

Pay the workers an appropriate wage for Ignore the issue as you have not C the country within which they work. heard the workers complain.

Start to compile a list of delays caused by Cut other activities in a way that will B the customer to prepare for negotiations. be unnoticed to provide more time to fix the deliverable.

Use the material provided by the Create new material based on the B customer, but remove all company specific confidential material. references.

Purchase more expensive equipment.

Notify the project sponsor of the D probable decreased cost.

Wherever possible, communicate all the Inform local officials and ask for their D great benefits of the plant to the help. community.

Remove any discussion about due dates Educate the team about the need to A in the project status report. meet milestone dates.

Ensure the remaining concrete meets the Report the lesser quality level and try D standard. to find a solution.

Continue working and begin to talk about Destroy the research. your objections to the research to newspapers in other cities. Ask one person at each team meeting to Carefully encode describe something unique about his or communications. her culture.

all

A

the

project C

Hold the negotiations, but only negotiate Cancel the negotiations. other aspects of the project.

A

Only start to collect resumes and do not Explain to management that this B commit any funds. would not be a good idea at this point.

Change the schedule baseline.

Meet with the customer to uncover D details.

Discuss the issue with the customer.

Inform the customer deliverable will be late.

that

the C

Training in cultural differences between Training on mannerisms of the other C the other countries countries The project management process only The project life cycle describes what D applies to some projects. you need to do to complete the work.

The last bar chart

The project budget

A

Plan Risk Responses

Monitor and Control Risks

A

Technical expertise

Project control

A

Postpone a decision.

Call the customer and demand that C you receive the approvals today.

Informal written communication

Informal verbal communication

D

Ensure that all project risks are thoroughly Ensure that an effective A delineated. communications management plan is established.

The cost of the subcontracted work.

The contract terms and conditions.

A

Stop work.

Release part of the project team.

B

The project manager

Senior management

A

Review the schedule.

Create a management plan.

communications A

Discuss the situation with the customer to Make only those changes that do not C decide how to remedy this problem. impact cost.

Look for any unexpected effects of the Tell management. problem.

A

Meet with senior managers to help them Review the project charters and bar A develop a new tracking system for charts for all projects. managing projects. Prevent the addition of profit in sellers' Have the changes. changes. Put all the pieces of a project into a program. Select the product with the best life cycle cost to earned value ratio.

sponsor

approve

all A

Get all team members together into a B cohesive whole. Select the product with the lowest B maintenance cost to life cycle cost ratio.

Decline the offer and report it to your Ask your boss to approve your use of C supervisor. the boat.

Develop specific work plans for each work Develop a description of the product A package. of the project.

Scope, time, cost, quality, risk, resources, Time, cost, and number of changes and customer satisfaction Getting a single project sponsor Determining the reporting structure

C B

Develop Human Estimate Costs

Resource

Plan

and Estimate Budget

Costs

and

Determine A

Project planning, estimating, and creating Estimating, risk management, and D a status report project planning Historical information Configuration management C

Ask the sponsor to authorize each piece Tell the sponsor the chance for D before it is completed. authorization will come after the pieces of the project management plan are compiled. A team that is not highly productive, but A team that is characterized by poor D that stays together because of the work performance, low morale, high levels environment created by the project of conflict, and high turnover. manager.

Creating a detailed estimate

Working with the team to develop a A project management plan

Develop Project Scope Statement

Plan Quality

B

Risk register.

Lessons learned.

A

Project charter.

Project scope statement.

D

Project management information system.

Project scope management plan.

C

The project charter, WBS, and project A formal, approved document used to D scope statement control the project

A project management plan

A project scope statement

D

The project manager creates the project The project manager creates the D management plan based on input from project management plan based on senior management. input from the team.

Meet with key stakeholders to better Focus on communications with your C understand the organization and projects. boss and other senior managers.

Functional manager.

Sponsor.

A

Risks

A change control system

D

Executing

Closing

B

Risk, staffing, process improvement, and The project scope other management plans Plan Risk Responses Plan Communications

C C

Plan the project as you would a normal Make a list of activities that need to C project, but build in schedule flexibility. be done.

Stakeholders have very different The organizational structure and C expectations about what the project is dynamics prevent people from supposed to accomplish. working together effectively.

Explain the impact if the promised Crash the project. resources are not made available.

C

Sponsor.

Subsequent work packages.

A

Implemented corrective actions.

Defect repair orders.

C

Project monitoring and controlling

Project closing

Enhanced communications management Formal client acceptance plan project management plan

B of

the D

Communications arrangements were The project sponsor failed to provide A inadequate and did not provide the adequate support for the project. required information to interested parties.

Go to the change control board.

Evaluate the impacts on other project D constraints.

Management support.

Team accord.

Crash your project.

Ask management how the project will affect your project.

Determine a management strategy.

Tell the team your objectives.

B new D

C

A method to determine and archive how A method to gather, integrate, and D the project is doing disseminate what and how the project is doing Integration

Differentiation

C

Making a list of activities the team Determining what can get in the way B members are required to perform and how to prevent it Coordinator.

Leader.

At key interface points

At the end of each management process

Make only the changes approved by Talk to management management. changes are made.

B

project C

before

any B

Look for impacts to quality, cut unneeded See if any stakeholders object to the A scope from the project, ask for more change, calculate the exact impact on resources the project, look at removing this resource from the project

List all changes in the project charter, notify stakeholders affected by changes, and ensure the team signs off on all changes.

Determine that a change has B occurred. Notify all stakeholders affected by the change, and list all the changes in the scope management plan.

Clear direction from the sponsor.

A scope management plan.

C

Internationalization

Communication

A

Gain sign-off on this change.

Calculate the risks associated with D this change.

The sponsor.

The change control system.

D

A status change to the implementation Risk assessment failure has taken A has taken place. place.

Renegotiate the contract.

Meet with the customer.

Instruct the team member to remove the Issue an approved change request. extra functionality.

D

B

Ask the research department to assign Talk to the research department to D one person to be your liaison. understand the reasons for the changes. Send status reports to the stakeholders.

Update the stakeholders on the status A of all project changes.

Make sure all changes are approved by Manage changes as they occur. management.

C

Informing the sponsor of changes.

Preventing unnecessary changes.

D

Prevent changes from being made.

Direct all changes to the change A control board. For all approved changes that affect D the baselines

At each project team meeting

Add the implemented corrective action to the historical records, discuss the value of documentation at the next team meeting, and smooth the team member with the accounting department problem.

Find out who caused the problem with C the accounting department, respond to the minor stakeholder before responding to the other e-mails, and review the process listed in the communications management plan for reporting concerns with the team member having the documentation problem.

Forecasts.

Recommended defect repair.

A

Status review meeting

Integrated change control

D

Not going to show why the schedule is Part of the Perform delayed. Change Control process.

Integrated B

Integrated management

Document control

B

Implement configuration management in Review her detailed risk assessment A order to obtain senior management development process to ensure that approval and then make the change. other unidentified risks are included and a plan for mitigation is created.

As a formal documented procedure.

By the team.

C

Tell the customer that a change will be Ask the team to accept the change. coming.

B

When a cost increase occurs

Changes should never be made to B the baseline

Create procedures

Formulate the change

Ensuring the stakeholders' role integrated with the rest of the team. Meetings.

is Ensuring management's role is A integrated into the everyday workings of the project. Lessons learned. D

The sponsor Remind everyone procedures.

The stakeholders of

the

B

C

change Ask the sponsor to review the project A charter.

Meet with management.

Look for other impacts on the project. D

Document the change in the change Determine the overall impact on the D control plan. project.

Consult with the sponsor about options.

Advise the client of the impact of the C change.

Inform the project sponsor of changes to Ensure the scope change complies B scope, cost and schedule. with all relevant contractual provisions. Evaluate impact. Manage when each activity is done.

Influence the factors that cause changes.

Request change control board B involvement. Manage who does each activity and B when it is done.

Deny change possible.

requests

whenever C

Good team relations.

Lack of a clear work breakdown B structure.

Look for other added functionality.

Ask the team member how he knows D there is no time, cost, or quality impact.

Effect of the change on the project Effect of the change on the project C schedule, cost, quality, risk, resources, baselines. and customer satisfaction. Understand what functionality was added. Implement change control processes C to track the change. A project manager must be able to weigh the benefits of the change versus the costs and compare them to other possible changes. The team member should do what was asked.

The team member should do what C was asked because this sort of information must be given to the project sponsor to make the change.

They are useful in detecting project They are useful in preparing the D variances. WBS.

Change control procedures.

Project management plan.

Meet with the team.

Meet with individually.

There were so few changes.

There was control.

each

good

team

D

member B

communication B

Documenting the degree to which each Updating the company's A project phase was properly closed after its organizational process assets. completion.

Informing the team about what the project Informing the team about the project A manager has done management plan

The sponsor.

The stakeholders.

D

Inform the customer of the change in Request a project charter from B corporate direction and ask him/her to management and begin a WBS. take another look at the project.

Produce a ranking of all feasible projects, Guide the creation of a project D including the assigned project, in a charter. weighted scoring of decision variables.

It gives the project manager authority.

It documents stakeholders' B requirements. Reasons people or businesses become Reasons to sponsor a project. B stakeholders. They are defined at project onset with the They are determined by the project C input of project stakeholders. sponsor. Experience

Access to others with similar expertise D

Benefit measurement

Impact analysis

A

Project C

Project D

A

Components of structure (WBS).

Analyze project risk.

a

work

breakdown Reasons to outsource the work.

B

Begin work on a project management B plan.

Types of depreciation. Initiating. The sponsor or the project manager

Project selection methods. D Planning. C A manager or executive in the C organization who is higher in the corporate hierarchy than the project manager

The risk response plan, to evaluate The chart of accounts, to determine A alternatives the estimate at completion Project team Stakeholders A Focus on completing projects that have Start work on only the critical path B signed project charters. activities. A project scope statement.

A scope management plan.

A

Executing

Monitoring and controlling

A

It gives the project manager authority.

It describes the project's history.

C

Detailed resource estimates

The business case for the project

D

a detailed schedule.

business need.

A

Closing

Initiating

D

During project initiating

When updating the procurement B management plan Accumulate and evaluate historical B information. Develop performance measurement D baselines.

Divide a large project into phases. Develop project objectives.

Cost. Work breakdown structure

Scope. Change requests

D A

Scope definition

Scope verification

B

Product analysis

Inspection

D

Benefit cost ratios.

Law of diminishing returns.

A

Information on how payments may be How claims will be handled if more B paid out to subcontractors questions arise

The procurement statement of work The procurement statement of work D should be detailed to allow for clarification should be as detailed as necessary later. for the type of project.

Activities.

A list of risks.

B

Analytical hierarchy process

Bottom-up approach

B

Executing

Monitoring and controlling

B

The project's future.

The work breakdown structure.

B

The team is in the Define Scope process The project objectives were not B and needs the project scope statement as identified before the project scope an input. statement was begun.

Perform Quality Assurance.

Plan Procurements.

C

All the stakeholders.

The project expediter.

B

Define Scope

Create WBS

B

Estimate Costs

Collect Requirements

D

Requirements documentation. Decomposition A work breakdown structure should be like a to-do list, listing in chronological order every activity that needs to be done to complete the project.

Project scope statement. B Alternatives identification C A work breakdown structure should be B organized by functional areas.

Provide the project duration, provide Assist in stakeholder assignment to A project control, and assign control charts. project activities. To 1000-hour work packages, because he To about 80-hour work packages, D is dealing with experts because it will make the work less complex Network diagramming.

Activity sequencing.

B

Until it can be done by one person

Until it can be realistically estimated

C

Work breakdown structure

Earned value

C

They provide a basis for estimating the They help to organize the work. project. A work breakdown structure dictionary A risk management plan

A

Management.

A

The sponsor.

Identify the level at which individual Use it in elements are found. software.

project

C

management C

Activity list

Project schedule

C

Develop Schedule.

Project development.

C

among Developing the project charter

D

Facilitating stakeholders

communication

Include the work required to create the Include the total project scope, or all D products of the project. of the work that must be done to complete the project. Unidentified risks.

Low morale due to compensation B issues.

The cost management plan

The work authorization system

B

Change the CPI.

Change the target opportunity cost.

B

Attempt to meet as many of the user's Complete the work as originally A requirements as possible within the specified and formulate a new project project's established budget and to meet the user's requirements. schedule.

Perform Quality Assurance.

Time Management.

A

Acceptance

Completeness

C

Audit the development process.

Complete the Verify Scope process.

D

Audit less frequently.

Use a walk-through instead of audits. B

Ask the team member if the changes are Determine if the changes also change D necessary. the scope of the work package. Walkthroughs.

Sensitivity analysis.

D

It ensures customer acceptance, shows It is an output of Perform Quality C the deliverable meets specifications, and Control, occurs before Define Scope, provides a chance for differences of and ensures customer acceptance. opinion to come to light.

WBS dictionary.

Inspection.

D

The project manager should send out an At the next project meeting, the D e-mail to the team restating the project project manager should spend time objectives and deliverables. reviewing the documented project scope statement for the purpose of identifying this and other false assumptions. Performance Reports

Control Costs

A

Apologize to the customer.

Review the Verify Scope process.

D

You should incur the extra expenses You should create a reward system to A necessary to be on-site to more closely ensure that project team members monitor the activities of the project team. complete activities within the timeframes outlined in the project management plan.

Accepted deliverables

Change requests

A

Small variations in size of work packages Too much detail or detail of work Call a meeting of the change control Change the project's objectives. board.

A

Time management

Customer satisfaction management

B

At the end of each phase of the project

During the planning processes

C

B

Showing the functional managers for each Showing the business need for the A team member project

Ask management to check in with the Complete the project, but document A customer occasionally. that the customer did not want contact.

Review the requirements and meet with Call a meeting of the team to review C the responsible team member to review the requirement on page 300. the WBS dictionary.

Improved schedule estimates

The project does not objectives. Management meeting

An improved project management B information system impact

the The project includes the objectives in A the project charter. Scope management B

Meet with the team to determine changes Meet with the customer and offer a B needed. substitute project deliverable.

Project scope statement

Scope management plan

Obtains customer sign-off.

Makes sure all work is completed D satisfactorily.

Identify the laws of each country involved. Create a scope control system.

Consult the stakeholders.

A

B

Meet together with the experts to B obtain consensus.

Cost management.

Staffing management.

B

Look for any scope that can be cut from Use more experienced resources to C the project. complete the work faster.

Meet with the appropriate project team Meet with the seller to adjust the C members to choose the best solution. contract for the change.

Ask the sponsor for approval to make the Get approval from the configuration B change. change board.

Make sure the changes are reflected in Prevent more the project scope baseline. occurring.

Performance measurements

changes

Activity attributes

A poor communications management plan An unclear project charter

from C

A

C

Have the team begin the work package Ask the team member's manager to B again and include the incident in their assign different people to the work performance reviews. package.

The Control Scope process must be Controlling the schedule is the most C integrated with other control processes. effective way of controlling scope.

Inform the product manager that the Do nothing, as this is an example of C potential impacts to the project will be progressive elaboration. reviewed.

Updates to the project management plan. Accepted deliverables.

D

The information specialist should be told that his behavior was unacceptable, as it may have negatively affected the overall project.

The project manager should create a C change control form and have the customer approve the change since the change has already been made.

Scope planning

Stakeholder analysis

Poor development management plan

of

the

quality Poor definition of the test plan

D

A

WBS dictionary.

Updates to the requirements B documentation. Document the inconsistencies to the Stop work until the scope issue is B sponsor, calculating the cost of resolved. nonconformance.

Inform her that you do not allow your Limit her access to sensitive data. contractors to work with your competition, and ask her to choose.

B

Sponsor direction.

Effective status meetings.

A

Quality analysis.

Scope decomposition.

B

Meet with the team and plan alternatives.

Evaluate and document the risks that A might result from this change.

Explain that the change cannot be made Inform management. at this point in the process.

B

Supply the boss with a change form.

B

Evaluate the impact of the change.

Renegotiate the remainder of the contract. Follow the contract change control D system. Define Scope.

Control Scope.

C

With approved changes

When the project sponsor determines C it is appropriate Paperwork necessary for making changes Limitations on the scope of changes D Scope verification

Scope planning

A

Cancelling the project.

Decreasing scope to maintain the C budget.

The project is at the end of project The project is in the Verify Scope B executing. process.

Include it only in the network diagram.

Include it in the estimate, but not the A activity list.

A network diagram

A project schedule

All activities that will be performed on the A network diagram. project.

B D

Gather the team for a brainstorming Hire a third party expert to avoid A session. mistakes that were encountered during previous projects.

CPM

ADM

A

Defining project resources

Defining the project costs

B

Critical path method

Operational diagramming method

A

The nature of the work being done.

The needs of the project sponsor.

A

Finish-to-start, start-to-finish, finish, start-to-start

finish-to- Start-to-start, start-to-finish

C

Dependencies. Early start of its successor.

Discretionaries. Project completion date.

B C

Early start of its successor.

Project completion date.

D

Monte Carlo analysis

Parametric estimating

B

Has only finish-to-finish relationships.

May use dummy activities.

B

Mandatory dependency.

Scope dependency.

C

2

1

A

Lag

CPM

C

Float is the amount of time an activity can The path with the dummy is always D be delayed without delaying the project. the critical path.

External dependency

Heuristic

Waiting time.

The product of backward pass.

Quantified resource activity Start, D, E, G, End

requirements

There is no float available in the project.

B

a

forward

and C

by Directive of the project manager

D

Both Start, B, C, E, G, End and Start, D D, E, G, End

Activity A has eight weeks float.

A

It indicates the degree of uncertainty in It indicates the risk variance. the estimate. Define Scope Develop Project Charter

C

18

11

D

Planning tool.

Rule of thumb.

D

B

The critical path is Start, A, C, E, F, End.

The critical path increases by 12 C hours.

Network diagram.

Scope verification.

D

Recommended corrective actions

Reserves

D

Resource requirement updates

Work breakdown structure

C

Create an activity list

Update the work breakdown structure A

Outsource activity I.

Fast track activities H and J.

B

To get a better cost estimate

To improve communications

A

Parametric estimating

Resource leveling

B

Start, 1, 4, End

Start, 1, 2, 3, 4, End

A

31

43

D

Activity G or activity I

Activity D or activity E

D

Verify Scope.

Resource Simulation.

B

Staffing management plan.

Schedule management plan.

D

Probability analysis

Variance analysis

B

Discover why the issue was not clearly Find out why the other team member A described in the issue log in the first place. was not included.

Change requests

Scheduling a performance review

procurement C

31

36

B

Activity attributes.

Schedule network analysis.

A

Monte Carlo

Resource leveling

B

Critical chain

Adjusting leads and lags

B

Organizational process assets.

Resource requirements.

A

Assumption that the software will be Planned start and finish dates for D released without any damaging bugs. each activity. Doing more activities in parallel

Added schedule risk

A

Decreases the amount of management Decreases the number of resources A oversight needed. used. To delay resource allocation

To allocate the main resources to the project

body

of B

Functional managers.

Customer.

C

Start-to-start

Activity-on-node

A

The initial estimate used to budget the The schedule for a similar project at D project the same facility completed two years earlier Create a preliminary schedule and get the Complete risk management. team's approval.

C

Estimate Activity Durations

Create a milestone list

A

Finalize the schedule.

Compress the schedule.

D

Five months

Six months

D

Crash the project.

Perform Monte Carlo analysis.

C

Leveled resources.

Crashed the critical path.

D

Her float calculations have revealed those The project manager's risk C activities that allow sufficient time for the management plan was to build in inserted activities. buffer time to all the project activities during schedule development in order to cover any risk event occurrence.

Analogously estimate the schedule.

Gain approval.

D

Hiring contractors to fill in during "peak" Reducing the project costs times on the project schedule

B

Minus four weeks

Minus two weeks

D

Perform resource leveling.

Analyze the life cycle costs.

C

17

12

C

She knows where stakeholders need to be She knows where there is float on the B assigned to the project. project.

6

3

A

7

10

D

8

3

B

3

19

A

Project management plan.

Detailed risk assessment.

B

Simulate possible quality issues on the Prove to management that extra staff A project. is needed.

Work overtime.

Determine options for schedule D compression and present management with his recommended option.

It requires more people.

It makes it more expensive.

Completion of the Verify Scope process

Completion of the Control Schedule B process

B

Creating a complete project management Creating a work breakdown structure plan

B

Analogous estimating

Monte Carlo analysis

A

Determining lag.

Determining the length of time the D activity can be delayed without delaying the critical path.

Is progressing well.

Is not on the critical path.

D

Boss's opinion of which activities to crash Project life cycle phase in which the A and in which order. activity is due to occur. The estimate is too long and should be The project estimate should be the B created by management. same as the customer's required completion date. Bar chart

Project charter

B

A schedule baseline is created at the end A schedule baseline is created at the D of the project and included in the archive beginning of the project and used during the project to measure performance 18 13 C 5

0

D

5

0

A

The critical path changes.

Activity A is now on the critical path.

C

Activities B, C, E, F, H

Activities D, G, I

D

Activity H

Activity D or I

D

15

14

A

49

46

D

The duration of the critical path is 30.

There are two critical paths.

B

Activity C

Activity D

D

Activities F and H

Activity C

B

38

52

A

Use model C and cut other activities to Do a life cycle analysis and present B make up for the added cost. the results to your boss.

The project will be delayed because None, because activity E has float of D activity E has float of five. four.

There would be no effect.

It would delay activity F.

B

Redefine the scope

Resource level

A

The project is riskier.

Activity D will be delayed.

C

Activity A will have more float.

The project will complete sooner if D activity F starts immediately.

Activity H

Activity B

C

Activity F

Activity B

B

It will have no effect on the critical path.

It will affect activity F.

B

One month of float.

No float.

D

There is no effect on the critical path.

There is less chance of completing C the project on time.

Activities C and E

Activities A and C

D

$7,000

$9,000

B

Activities A and H

Activity C

C

Crash activities D and H.

Crash activity C.

A

112 months

117 months

C

52

36

C

Lack of a communications management Lack of a staffing management plan plan

A

Bar charts.

A

Trend charts.

Change the project performance Change the reporting process to get B measurement baselines and the WBS. information sooner, then review the communications management plan to see if it is still appropriate to the needs of the project. Drive the project team to work faster to Recalculate the project schedule and A make up for lost time. distribute it according to the communications management plan.

Negotiate for more time.

Explain to the customer that the B project cannot be done on time.

Change the project schedule.

Review the float time for the activity.

C

Leave the current project schedule Make changes to the project B unchanged and work the issues as they management plan in order to maintain arise next year. the current project schedule. Call a team meeting and determine if Call a meeting of stakeholders and B crashing or fast tracking are possible communicate schedule risks. solutions to meeting the original schedule.

Crashing is only a viable alternative if Fast tracking will result in fewer B earned value analysis indicates the project parallel activities than crashing the is ahead of schedule and under budget. project. A system that allows rapid approval of all An online system that routes changes A submitted changes manually to each required approver followed by impact analysis

Project sponsor

Manager of the project management A office

Activity list updates

Schedule updates

A

Schedule compression.

Fast tracking.

B

Rebaseline the project management plan Level resources on the remaining B to determine impacts on schedule, cost, activities to determine resource and scope. variances. EV/PV

EV-AC

Move resources from the preferential Remove an activity from the project. dependencies to the external dependencies.

The project will finish behind schedule.

A

B

The project will finish below the C original cost estimate.

Reduce the project scope with a change Compress the testing and quality A request. management portion of the project.

Pull resources off the critical path to work Add extra features that will enhance B on non-critical path activities. the project and require two more weeks to complete. It is better if it focuses on risk. It has no duration. Reporting to management

Evaluate the alternatives with the team.

It should be created during project A executing. It is the same length as the activity it C represents. Risk analysis C

Evaluate the alternatives with the C customer.

Work breakdown structure

Network diagram

B

Team member

Functional manager

B

Team member

Sponsor

A

Send a change request to the change Determine if the activity is on the D control board. critical path. Project manager

Change control board

D

Look for activities that can be done in Move resources from the project to B parallel. one that is not failing. Project team

Functional managers

A

Resource trade-offs

Progress or status

D

To track progress or to report to the team

To create a work breakdown structure B

Do more critical path activities in parallel.

Meet with management to review the C original project management plan and discuss scope changes that would reduce project timeline.

Leveling

Fast tracking

C

Precedence diagramming

Work breakdown structure

A

Four days

One day

C

Crash or fast track the project.

Change the project management plan B to reflect the new due date.

Document the lack of progress and Identify activities that required more D associated issues to management. time than planned.

Variance analysis

Three-point estimating

C

Bar charts

Milestone reports

D

On schedule.

Having not provided.

enough

information B

You do not have enough information to Everything is fine because you have C make a decision. an even number of activities with and without float. The project will be completed early.

The risk of the project not being A completed is now greater.

There is no change to the critical path.

Activity B is now on the critical path.

C

In the Define Activities process

To report to senior management

B

Float.

Mandatory dependencies.

A

The number of resources used. 0.8

Value analysis. 1.6

D A

The payback is 2.1 times the costs.

The cost is 2.1 times the profit.

C

Payback period

Law of diminishing returns

D

Net present value (NPV).

Opportunity cost.

D

$20,000

$50,000

B

Project C

Project D

C

Project C

Project D

D

Project C

Project D

A

Value analysis.

Direct cost.

A

$40,000

$130,000

A

Project C with an NPV of $20,000

Project D with an NPV of -$30,000

B

Project C with a payback period of 12 Project D with a payback period of 18 A months months -35 percent to +75 percent

-10 percent to +10 percent

A

A project that will take eight years to A project that will take 10 years to B complete and has an NPV of $30,000 complete and has an NPV of $60,000 Future value of money on hand today Project B

Current value of today's adjusted for inflation Project C

assets B

20

25

After the project schedule and WBS.

Before the project scope statement A and the network diagram.

D

C

The project schedule network diagram The WBS did not include was not time-phased. resources needed on the project.

all B

As if you had an inexperienced resource.

Using the Delphi technique.

D

Resource Leveling.

Define Activities.

B

Project organizational charts.

Activity resource requirements.

C

Refine the project management plan to Publish a bar chart illustrating the B reflect more accurate costing information. timeline. The number of resources needed.

The staffing management plan.

C

Staffing management plan

Organizational policies

D

Develop Human Resource Plan

Acquire Project Team

B

What resources will be used on the project Roll up work package estimates into a project total and add management reserves.

The responsible organization for each A work package Gain expert opinions of the project B total costs.

It gives the project team an understanding It helps the project manager C of management's expectations. determine if the project will meet the schedule.

Uses top-down estimating techniques.

Calculates estimates using actual C detailed historical costs.

Bottom-up CPM A The project management plan will not It is impossible to complete an B contain the project's budget and baseline; estimate before the project this is a small project. management plan is created.

Based on the information you have, Provide an analogous estimate based A calculate a parametric estimate. on past history.

Provide a rough order of magnitude Calculate an estimate estimate. schedule model.

Exactly 50 percent

Over 50 percent

using

the C

B

Maintained by management to cover cost Added to the base costs of the project D overruns. to account for risks.

The parameters used in the model are readily quantifiable. The budgets and how they were calculated.

Historical information is used in the B model. The WBS level at which earned value D will be calculated.

An indication of the range of possible Documentation of any assumptions B costs for the project. made during the Estimate Costs process.

Determine why the sponsor wants such an Try to convince the sponsor to allow A accurate estimate. expert judgment because it is typically more accurate.

Project scope statement.

Project performance reviews.

D

Such estimating will include hidden costs. A project estimate does not require A the identification of work packages.

Base activity estimates on the upper and Let the project manager create the A lower control limits. activity cost estimate.

Cost baseline.

Project schedule.

D

Cost Aggregation

Forecasting

B

Parametric

50/50

A

Determine Budget

Control Costs

C

Lack of historical records from previous Lack of company processes projects

A

Accelerated depreciation.

C

Life cycle costing.

Form a team, create a work breakdown Form a team, develop a project C structure, and use historical records from management plan, and perform a risk previous projects assessment Consider installation costs when planning Consider operations and maintenance D the project costs. costs in making project decisions. Fixed cost. Indirect cost. C

Reestimate the activity attributes.

Calculate the cost performance index. D

Parametric

50/50 rule

A

Definitive estimate.

Parametric estimate.

B

Within a range of -10 percent to +25 The most expensive to create. percent of actual.

D

Direct

Indirect

D

$100, $120, $160

$160, $140, $120

A

Executing

Initiating

D

+10 percent to -25 percent

-5 percent to +10 percent

B

Responsibility chart.

Resource-limited schedule.

D

Funding limit reconciliation.

Bottom-up estimating.

D

Lack of sponsor commitment

Poorly done analysis

Project 3

Project 4

A

Direct costs.

Variable costs.

B

0.9

1.9

A

initial

cost

benefit C

Project C with an opportunity cost of US Project D with indirect costs of US A $300,000, no project control plan, and an $20,000 and 13 resources internal rate of return of 12 percent

Ask for a change to the project budget.

Use resources that do not charge B against the project.

The seller

Management

C

Determine Budget Staffing management plan

Control Costs Responsibility assignment matrix

C C

Acquire more resources for critical path Fast track the project if overall project C activities. risk is already too high.

Earned value.

Life cycle costing.

A

You are progressing at 76 percent of the You are progressing at 24 percent of C rate originally planned. the rate originally planned. Above the median. Below the median. B

Cut quality.

Additional equipment purchased.

Decrease scope.

needed

to

A

be A critical path activity took longer and D needed more labor hours to complete.

Direct costs.

Sunk costs.

A

Overhead costs.

Opportunity costs.

B

Reserve analysis

Control Costs

D

Earned value management.

Estimate Activity Resources.

D

Updating the cost baseline.

Project performance reviews.

D

Creating the cost baseline and the cost Reserve analysis control system aggregation

and

cost B

Variance management

Performance measurement analysis

A

Inform the customer.

Determine the cause of the overage.

D

Direct cost.

Sunk cost.

D

Identify 50 percent of risks before you The project is given credit for A start to develop responses. completing 50 percent of the work starts. The first nine months of the project will when It will ittake the project nine months to D provide profit to the company. cover the investment and start generating revenue. The project is progressing at 89 percent of The project is getting 89 cents out of D that planned. every dollar invested. Anticipated total cost at project completion Anticipated expenses at project C completion Estimate during planning and then Estimate during project initiating and A reestimate before each activity begins. have management confirm the estimates. Another activity can save money.

The activity is on the critical path.

A

Indirect

Fixed

A

Multiply by CPI.

Divide by cumulative CPI.

D

1.034

($2,000)

B

You are progressing at 116 percent of the You are only progressing at 80 D rate originally planned. percent of the rate originally planned. $1,000

($2,000)

A

The team to buy into the project.

A less costly way of doing the same D work.

Earned value

Net present value

B

Fixed and indirect

Direct and indirect

B

Evaluate benefit cost ratios.

Recover some sunk costs.

B

Communications management plan.

Lag.

D

Bottom-up estimating should have been Past history was not taken into C used. account.

Direct costs and variable costs.

Indirect costs and direct costs.

C

Project C with a benefit cost ratio of Project D with a benefit cost ratio of C negative 2.3 negative 1.3

50 days

60 days

B

Ask the customer for a $2,000 change Lease it for only seven days to try to A order. save cost.

400

-50

D

It is under budget, with a cost variance of It is over budget with a cost variance A +$500 due to the completion of the culvert of +$125. installation.

On budget.

Not having provided.

Internal rate of return

Budget at completion

A

Actual cost

Estimate to complete

A

Ishikawa diagrams.

Integrating the project components A into a whole. Cost estimating. C

Performance reporting.

enough

information A

Schedule is most important, quality next, It should be decided for each project. D and then cost.

Engineering

Quality control

C

Make sure the entire team agrees that the Evaluate the impact of the change. activities should be done.

B

Continue on to the Sequence Activities Include this problem as part of risk A process and define the activities at a later identification. date.

Ask the sponsor for clarification.

Ask senior clarification.

management

for C

Define Activities.

Sequence Activities.

C

Schedule objectives.

Project objectives.

D

Experts

Project manager

A

A team.

A project schedule.

D

Costs

Schedule

A

Perform Quality Assurance

Perform Quality Control

D

Perform Quality Control

Plan Quality

D

Quality Analysis

Perform Quality Assurance

A

Perform quality control

Quality planning

D

Confirm all the requirements in the project Gain formal approval have been met. management plans.

of

the C

The schedule baseline.

Project work results.

D

Benchmarking.

Cost of quality.

B

Inspection.

Design of experiments.

C

Checklists.

Metrics.

B

Estimating

Leveling

A

Quality planning is done only during Quality planning is not considered A development of the project management during project executing. plan. Control charts Project management plan A

Design of experiments

System flowchart

C

Quality policy.

The project scope statement.

B

Plan Quality

Perform Quality Control

C

The degree to which the project meets Conformance to management's C requirements. objectives. Perform Quality Assurance Perform Quality Control B

Determines what a quality outcome is.

Determines the methods to be used A for research and development.

It reduces quality and is more expensive.

It improves expensive.

The quality manager

The team member

B

Standard quality analysis

Conformance analysis

B

Implementing an ISO 9000 standard

Increasing inspection

D

Cause and effect diagram

Benchmarking

D

Perform Quality Assurance

Plan Quality

D

Standard deviation.

The Delphi technique.

B

Management by objectives

The Perform process

Review the project scope statement.

Hold a meeting on the issue.

Form a quality assurance team.

Check the results from the last quality C management plan.

quality

and

Quality

is

less D

Assurance D

B

Perform Quality Control is considered part Scope verification is provided to the A of Plan Quality, while Verify Scope is not. project management team while quality control is provided to the project. Pareto charts

Focus groups

D

Make sure all the work was done.

Identify ways to increase the result.

D

Statement of work

Quality audit

D

Plan Quality

Perform Quality Control

B

Quality control measurements

Rework

C

12 percent.

0 percent.

D

95.45 percent

99.73 percent

D

Management's focus on cost containment Rewards efforts

presented

for

individual B

Nothing. This is how to meet and exceed Nothing. The project manager is in A customer expectations. control of the situation. To identify policies.

inefficient

and

ineffective To check the accuracy of costs C submitted by the team.

Determining what processes should be Evaluating used processes

quality

against

the B

Scrap.

Warranty costs.

B

Be mutually exclusive.

Show many defects.

A

Quality management.

Scope management.

C

Quality is part of planning, not inspection.

Planning for quality is after the fact.

A

Perform a root cause analysis on the Read a project management D quality problems that have occurred on magazine each month, and look at the project. the results of other companies' projects to help determine quality measures for future projects. Correct the sample is.

Much time remains in the project.

B

Project management plan

Quality control plan

C

Results of quality control measurements

Rework

C

Performing cost benefit analysis.

Determining the cause of a problem A using a fishbone diagram.

Begin the Identify Risk process.

Execute plan.

Plan Quality.

Perform Quality Control.

C

Regression analysis

Monte Carlo analysis

A

Perform Quality Control

Plan Quality

A

Quality Analysis

Perform Quality Control

A

Perform Quality Control.

Quality Management.

B

Draw a control chart.

Create a risk mitigation plan.

C

the

project

management B

Perform Quality Control

Plan Quality

C

Agree to include the functionality in the Assess the impact on the project of D next release. including the functionality, and inform the sponsor.

Inspect a sample of the satellites.

Decrease the costs of quality.

C

Recommended preventive actions

Validated deliverables

A

Rule of seven

Upper and lower control limit

D

In control.

Gold plated.

B

Control charts.

Flowcharting.

A

They can only be conducted on the final They prevent defective deliverables D product. from reaching the customer. Perform Quality Assurance

Perform Quality Control

B

Plan Quality.

Perform Quality Control.

B

Quality planning

Quality control

D

Recommended corrective actions.

Updates to the performance C measurement baseline.

Plan Quality.

Perform Quality Control.

D

Inspection.

Quality audits.

D

Recommended corrective action

Quality audits

C

Are specific characteristics for which a Are objective criteria that must be C product is designed and tested. met. Determine the organization of the project. Show functional responsibilities and B how they are related to one another and to the objectives of the project. Explore a desired future outcome.

Determine if a process is functioning D within set limits.

Explore a desired future outcome.

Determine if a process is out of A control.

Help predict future problems.

Improve risk management.

A

Improved quality leads to increased Improved quality leads to increased A productivity, increased cost effectiveness, productivity, decreased cost and increased cost risk. effectiveness, and decreased cost risk.

Find an assignable cause.

Nothing. This is the rule of seven and C can be ignored. Look for alternative ways to meet the Ask management to come up with A quality level. options. The customer indicates acceptance of the The customer stops product or service. additional features.

asking

Several data points fall on the same side A data point is within 1 sigma. of the mean within the upper and lower control limits.

for A

C

Acceptable range of variation in the Statistical control points for judging C process. the success or failure of the project. Control charting

Corrective action

A

Within the specification limits

Above the normal curve

C

A control chart

A Pareto chart

B

Control charts.

Pareto charts.

B

A control chart

A Pareto chart

D

A control chart

A Pareto chart

D

A control chart.

A Pareto chart.

B

Statistically independent.

Just-in-time.

B

Impacting quality.

Normally distributed.

B

Use a statistically independent trial.

No solution is needed, the two A problems cancel each other out.

Statistical independence.

A mutual exclusivity.

A

Lower customer satisfaction.

Increased risk.

A

Look at sunk costs.

Look at marginal costs.

B

Perform a quality audit.

Look for benchmarks.

C

Work breakdown structure

Life cycle costing

D

Tools used in assessments. Rule of seven.

team

performance Parts of a project management plan.

B

Upper and lower control limit.

A

Rule of seven.

Upper and lower control limits.

B

A control limit.

A sample.

A

In control.

Gold plated.

B

Assigned a cause.

Quality assured.

A

Rule of seven

6 sigma

C

A rule of seven.

A specification limit.

A

Look for the nonrandom causes for the Plan to rework the 12 weights. variations. Variance analysis Decision trees

The project is on budget.

A B

The project is getting $2 of work for B every dollar spent.

The project was unsuccessful because The project was successful because B the customer being happy means they the team had a chance to learn new would have paid more for the work. areas of functionality and the customer was satisfied. Identifying constraints.

unnecessary

project Helping to develop management plan.

the

project B

Job descriptions

Responsibility assignment matrix

D

Supporting

Facilitating

B

Lack of resource leveling.

Lack of team involvement in project C planning.

Laurie

Deborah

C

Release him after he finds a suitable Wait until the last minute to see if the B replacement. other project is approved.

A change control system

More time spent in scope planning

B

Use the results of the Delphi technique for Use the average probability of D the number of hours. successful completion multiplied by the number of resources needed each day. The project manager

The training coordinator

C

Decreasing project rental costs.

Decreasing project time.

B

Bar chart

Verify Scope

A

Make the link between performance and Present notification of rewards within C reward clear. the company.

Expert advice from functional managers

Develop Human Resource Plan

A

Names.

Work packages.

A

Create a specific reward system for the Ignore rewards because they are C project. management's responsibility.

Each team member's project activities.

Each team member's role in the B project management plan.

Bar chart

Project organization chart

A

It lists the names of the resources to be It enables management to list the B used. resource hierarchy.

The team

The project sponsor

B

Responsibilities.

Schedule.

C

Area of expertise.

Phase.

A

Interrelationships

The person in charge of each activity

A

Decrease the fringe benefits.

Carefully consider the reward system D for the project.

The functional manager

The individual team members who B disagree

Increased human resource planning and Team-building activities become C coordination activities impractical, and the cost is prohibitive Penalty

Formal

B

Activity and resource

Resource and usage each month

C

Activity and resource Project organizational chart

Resource and usage Pareto chart

D B

Find someone else to be project manager. Tell the team members he needs their A support, and ask the team members why they do not support the project.

Discuss the problem with the two team Meet with both team members and C members. their manager to determine the source of conflict. Compromising.

Withdrawal.

B

Reward

Referent

C

Get money from the team member's Get money from the project budget. functional department budget.

D

She should first show sympathy to the She should check the project D current team and delay decision-making management plan for contingencies for another week. concerning resources and talk to the functional manager. To review assignments.

project

schedule

and To define the impact of the delays.

D

Compromise

Problem solving

D

Team performance assessment

Updated issue log

C

A recognition and rewards system.

Team building.

C

The project manager should negotiate a The project manager should talk with B less aggressive schedule from the client. the team about the importance of getting this done on time and explain the company policy.

Arrange for the team member to get Allocate some of the project schedule C training. reserve.

Reevaluate the activity duration estimates. Change the plan.

staffing management B

Staffing management plan.

Recognition and rewards systems.

D

Team communication with the WBS

Communication and well-developed D people skills

Project manager

Customer

B

Expert

Referent

C

Smoothing

Communicating

B

Organizing.

Controlling.

A

Effective

Expert

A

Penalty.

Expert.

D

McGregor's

Expectancy

D

Theory Y

Maslow's hierarchy

A

Throughout the project

During project planning

C

The project manager and management.

The project manager and the leader D of team C.

Need to be watched every second.

Can direct their own efforts.

C

Priorities.

Schedules.

D

Need for association.

Esteem.

D

Management

System supervisor

A

Move people into project management Move people into project C because they are good in their technical management because they have had fields. project management training. Cost.

Management.

Teams are too centralized.

Teams are too large and therefore B very hard to handle. Theory X. A

Maslow's hierarchy.

B

He should listen to the differences of He should help the team focus on C opinion, encourage logical discussions, agreeable aspects of their opinions and facilitate an agreement. and build unity by using relaxation techniques and common-focus team building.

The director of server administration

The sponsor

C

Discuss the issue with the employee at Escalate the situation to the D the next team meeting and try to employee's functional manager and determine the factors impacting ask for assistance. performance.

Ask the other team members to stay out Bring the team together and work out B of the issue. the issue to a win-win solution.

Penalty

Expert

A

Team building.

Project performance appraisals.

B

Penalty power

Referent power

C

Spend some of the project budget taking Inform the team they do not need to A the team members' bosses to lunch and worry because the project manager discuss the benefits of the project. will provide the technical expertise.

Ask for a benchmark analysis.

Have the compromise.

Executing

Monitoring and controlling

B

Executing

Monitoring and controlling

C

Conflict is best resolved by smoothing.

The best way to prevent conflict in the B procurement process is to make sure the project manager is not involved with negotiations.

Schedules, personality, technical opinions.

priorities,

and Schedules, resources.

team

cost,

members B

priorities,

and A

Smoothing

Forcing

A

Smoothing

Withdrawal

A

Smoothing

Withdrawal

B

Let's deal with this again next week after Let's do limited testing before D we all calm down. integration and finish testing after integration.

Increasing costs even further.

Withdrawing.

D

Compromising.

Smoothing.

B

Smoothing.

Withdrawal.

D

Smoothing

Withdrawal

C

Tell the team to create quality testing Let management plans. concern.

know

of

the A

Forcing

Withdrawal

A

Use of the expectancy theory.

Example of formal power.

A

Expectancy theory.

A motivational theory.

C

The entire team is located in one area.

The project's entire senior C management team is located in one area.

McGregor

Herzberg

A

McGregor

Herzberg

C

McGregor

Herzberg

C

McGregor

Herzberg

D

McGregor

Herzberg

A

McGregor

Herzberg

A

McGregor

Herzberg

C

McGregor

Herzberg

D

McGregor

Herzberg

D

Maslow's hierarchy expert.

Strong self-actualization manager.

A

Esteem

Safety

C

Affection Withdrawal

Stability Compromising

A C

Negotiating

Withdrawal

B

Hold more meetings to get the word out.

Gain extra management.

assistance

from A

Invite him to the project closure party.

Check to make sure he is happy with B his performance. The project manager did not obtain The functional manager is responsible C adequate resources and did not set a for his staff and obtaining adequate realistic deadline based on resources resources to meet the schedule once available. it has been set. The project and project manager achieved all of its objectives set forth in the project charter. Arbitrator.

Lawyer.

C

Inform the sponsor of the activities to be Add additional resources with low C cut. hourly rates.

Verify Scope and Control Quality

Monitor and Control Risks, Develop A Project Team, and lessons learned

Report Performance

Stakeholder Management

A

Review the communications management Address the situation in the next C plan and make revisions if necessary. steering committee meeting so others do not miss published changes.

Company culture.

Forecasts.

D

Stakeholder management

Earned value

B

Procurement management

Scope management

B

Personality and interests

Feedback

D

70 The bar chart

25 The communications plan

Project manager.

Stakeholders.

A management D

D

Methods used information.

to

collect

and

store Names of the stakeholders and A instructions on sending project status to them.

Only the team members need to be A choice must be made about how to D concerned about communicating with communicate properly. each other. Ishikawa diagram Control chart C

You meet with the foreman inquiring about You reprimand the foreman in private C what happened and seek to understand and ask that he keep you better and solve the problem. informed in the future.

Have the project sponsor validate the Use an Ishikawa diagram decision

B

12

B

16

Improve the layout of the weekly project Require the reading of the project B updates to encourage reading by team updates in order to receive any members. rewards on the project.

Issue work authorizations. Make changes to the project.

Confirm the accuracy of the costs A submitted by the team. Authorize changes to the project. B

Conflict occurs. Senior management is displeased. C Physical mannerisms and what is being The pitch and tone of the voices, and D said. physical mannerisms. Report performance. Manage resources. The project has a schedule slippage that The project has cost overruns. includes changes to the critical path.

B B

Informal written communication.

A

Informal verbal communication.

Informal written communication

Informal verbal communication

C

Formal verbal communication

Informal written communication

B

Customer

Stakeholder

D

Importance only when cost and schedule Importance only to ensure he wins the B objectives are involved. negotiation. Paralingually Referentially A Speaks slowly to Shows concern for the perspective of D Formal

Nonverbal

B

Have a purpose for the meeting, with the Create and publish an agenda and a D right people in attendance. set of rules for controlling the meeting. A communications management plan

A process improvement plan

C

Confirming that the decision solved the Analyzing the problem. A problem. Communication blockers grow linearly. Conflict can be increased with an A increase in project priorities.

Status report.

Variance report.

A

Status report.

Variance report.

B

Status report.

Variance report.

D

78

66

A

18

81

B

12

15

D

18

28

C

21

12

C

324

362

A

21

11

D

That the project cost is over budget.

The issues and options.

D

Request details of the information the stakeholder needs in the report. Provide that information to those handling the quality control function on the project.

Have the stakeholder meet with the B project sponsor to get the sponsor's agreement that project funds should be expended on this effort.

Continue reporting presented to you.

information

as Provide accurate and truthful D representations in all project reports.

Time management.

Communications management.

D

Team trust.

Schedule planning.

A

Analyze the level of project complexity.

Determine the level of quality.

B

The project manager.

Stakeholders.

D

Monthly requests management.

for

information

by Project's monthly needs.

B

Progress reports generally show problems Progress reports supply information C after they have occurred. about trends.

Forecast

Communications

B

Final payment is made.

Final deliverables are sent to the B customer. You will have extra pressure from the Making sure your manager knows the B customer. project is almost completed Confirm that the phase has reached its Recommend corrective action to bring C objectives, and have its deliverables the project results in line with project formally accepted. expectations. Document the situation.

Initiate legal proceedings.

C

Whenever a deliverable is complete

Whenever a new project manager A takes over a project

It is done during project monitoring and controlling and project closure. Close Procurements does not include an audit, and Close Project or Phase does not include lessons learned.

It is done during project executing and C project monitoring and controlling. Close Procurements includes an D audit, while Close Project or Phase does not.

Gain approval to start the lessons learned. Prove formal acceptance has been B achieved.

Create a staffing management plan

Complete lessons learned

D

Creating a project risk management plan.

A collection of project records.

C

Reports from management

All the plans used in the project

A

At the end of each project phase Obtaining scope verification

At the beginning of the project with C verification throughout the project Completing a project charter A

Updating the archives.

Releasing team members.

B

Update the archives.

Release resources.

D

Performance reporting.

Performing cost benefit analysis.

D

Before the end of project executing.

During project closure.

D

Review project completeness.

documentation

for Update the project management plan. D

Lessons learned.

A risk audit.

D

Create network diagrams.

Create status reports.

B

Support cost decisions.

Support the risks on the project.

B

A project management plan.

A risk management plan.

A

Archives are completed.

Contract is finished.

C

Transfer information from one phase to Verify Scope. the next phase. Coordinating operations and Archiving project information. maintenance activities. Risk identification. Contingency planning.

D

$20

$200

A

The network diagram

The communications plan

C D

management A

A fishbone diagram A decision tree Add work packages to the project work Hold a project risk reassessment. breakdown structure.

D C

Create a high quality risk management Tailor the level, type and visibility of D plan and risk response plan. risk management to match the risks associated with the project and the project's importance.

Identify Risks.

Plan Risk Management.

A

The network diagram was not used.

The schedule was not developed.

A

Provide a standardized risk rating matrix.

Create a fallback plan.

C

The project manager should have created Triggers are not identified until the B workarounds. Identify Risks process.

Acceptance

Transference

C

Monitor and Control Risks

Plan Risk Responses

B

Plan Risk Responses

Monitor and Control Risks

C

The team schedule the project.

Management know how other A managers will act on the project.

Perform Qualitative Risk Analysis.

Perform Quantitative Risk Analysis.

C

Mitigation.

Acceptance.

A

Determine options for recommended Use the Delphi technique. D corrective action. Her resource plan from the project A conversation with a team member D planning process from a similar project that failed in the past

Assumption analysis

Individuals responsible for management policies and templates

Cause and effect diagramming

B

risk Key stakeholders

B

Update the risk identification checklist.

Create risk response strategies.

A

Perform Quantitative Risk Analysis

Plan Risk Responses

D

Perform Quantitative Risk Analysis and Plan Risk Responses and Monitor B Plan Risk Responses and Control Risks

A list of the risk response owners

An understanding of the project risks

Probabilistic analysis of the project and Probability identification of risk triggers objectives

Contingency reserves

of

achieving

D

cost B

Probability of achieving the time and A cost objectives

No, since the deductible amount changes No, since $1,250 > $1,000. the expected monetary value of the risk event.

A

180 hours

260 hours

C

Critical path method

Three-point estimating

D

Qualitative basis.

Econometric basis.

C

Work breakdown structure.

Project status reports.

D

Amount at stake.

Insurance premiums.

D

Spend more time making sure the risk Get more people involved in the A responses are clearly defined. Identify Risks process since risks have been missed. Define Activities

Develop Project Team

A

Plan Risk Responses

Monitor and Control Risks

B

Probability and impact matrix.

Probability objectives.

Acceptance.

Avoidance.

A risk rating matrix

Analysis of trends in qualitative risk B analysis

of

achieving

cost A

B

The project charter is issued by the Reviewing the project charter will help B sponsor. determine a description of the product of the project. Overall risk ranking for the project

Involvement of other stakeholders

D

Create a risk response plan that includes Ignore the risk until it happens. the risk.

C

Transference.

A

Acceptance.

Outsource that part of the project to Eliminate that part of the project. another company.

B

Assign the activity to a more experienced Prototype the product. person to handle.

A

Include them as part of the contingency Perform a sensitivity analysis on A plans. them. It helps create a prioritized list of risks. It helps determine which new risks D have been created as a result of the risk response strategies chosen. Create the overall risk rating for the Analyze secondary risks. project.

D

Complete the project charter.

Perform an identification of risks.

D

Perform Quantitative Risk Analysis

Plan Risk Responses

B

Perform Quantitative Risk Analysis.

Plan Risk Responses.

C

Perform Quantitative Risk Analysis

Plan Risk Responses

D

Perform Quantitative Risk Analysis and Plan Risk Responses Plan Risk Responses and Control Risks Look for ways to avoid the risk.

It should projects.

$42,000

be

standardized

and Monitor D

Look for ways to transfer the risk.

A

between It should be developed by the project C manager.

$7,200

B

Less than $20,000

More than $56,000

D

49 days

Seven days

A

77 days

84.23 days

A

Whenever there is a change to the project Before the project charter is created

C

Plan Risk Responses

Monitor and Control Risks

C

$20,000 profit.

$40,000 loss.

C

Expected monetary value

Contingency budget

C

Avoid

Change

A

Perform Quantitative Risk Analysis

Identify Risks

C

60 percent

80 percent

B

Document them and set them aside Document them and give them to the B because they are already covered in your customer. contingency plans. It determines what events may take place. It takes into account future events for D today's choices. Add classroom training on safety for the Not do the work package. project team.

D

Add the risk to the watchlist.

Insure against the risk.

C

Accept

Enhance

B

Plan Risk Responses

Monitor and Control Risks

B

Exploiting

Accepting

A

Assignment of activities to team members Estimating costs

B

Contract disputes that generate claims for Slippage of the planned post- A increased payments implementation review meeting

Poor risk identification

Poor resource management

C

$5,900,000

$160,000

D

Known risk.

Foreseen risk.

B

Offer a bonus to the team member if Include training in he/she gets the training on his/her own management plan. time.

the

project D

The need for workarounds is minimized.

The need for contingency reserves is D minimized.

Project team knowledge

Lessons learned databases

Monitor the weather contingency plan.

and

Share.

have

C

a Schedule the installation outside of C the hurricane season.

Avoid.

A

The transference of a risk does not Management's association with the C remove all impacts of the risk. seller is a conflict of interest for the project.

The project will recover costs from the The project will experience a cost or C insurance company. schedule overrun. Identifying additional risks and following Performing sensitivity analysis on past C the risk management process. problems and transferring them to other projects.

Mitigate this risk by developing a risk Develop a workaround. response plan.

B

Identification of new activities

A

Review of project problems

Perform additional risk response planning. Revisit the Quantitative Risk Analysis D process.

Forget some path convergence issues in Forget some stakeholders in her risk C her risk evaluation. evaluation.

Accept the risk.

Eliminate the threat by not building A the warehouse.

Implement planned workarounds.

Make sure that risk response owners B are assigned to identify risks.

Environmental process assets

A risk impact matrix

B

Remove as many work packages as Reorganize the possible. assignment matrix.

responsibility A

Optimistic = 26 days, most likely = 30 Mean of 28 days days, pessimistic = 33 days

C

Decreases then increases.

Increases.

D

Mitigation.

Life cycle costing.

B

Act to bring the cost of the event within Update the project budget. acceptable limits.

B

A new risk rating matrix

A risk responsibility chart review

B

Decrease some project reserves.

Change all strategies.

future

risk

response A

They make use of the management plan. Lack of a prioritized list of risks

project They may result in a project change B request. Lack of detail in the project scope C statement Inform the customer about the risk. Analyze the risk. D

Schedule reserves.

An approved project management D plan. Planned responses based on A probability analysis

Planned workarounds

Analyze the impacts of the change with Change the risk management plan. the team.

C

Investigate plan.

C

changing

the

contingency Notify management.

Contingency reserves address known Contingency reserves are managed C unknowns, whereas management by senior management, whereas reserves address unknown unknowns. management reserves are managed by the project manager. Develop a risk mitigation plan.

Determine a workaround.

B

The department or company that will be The person who will be responsible D most affected by the risk for implementing the risk response strategy She has not created workarounds. She has not created a prioritized list B of quantified risks.

Qualitative risk analysis

Precision testing

B

Avoidance

Acceptance

C

New risks created by the risk response Lower priority risks not requiring C strategies selected. mitigation efforts. Inform the project manager of any Update stakeholders regarding new C midcourse correction needed. strategies for mitigating risks. Measure the effectiveness of the risk Report to the stakeholders. B thresholds.

Communicate the planned response to Use some of the the stakeholders. accommodate the risk.

reserves

to A

Statistically independent.

Just-in-time.

C

Add 5.6 days to the schedule reserve.

Plan to add 14 days of overtime to the C project.

Add it to the risk management plan.

Assess this risk.

D

Plan Risk Responses

Monitor and Control Risks

D

Make sure disputes are never brought to Include a change order provision in A public knowledge. the contract. Cost plus incentive fee (CPIF)

Time and material (T&M )

A

Make-or-buy analysis

Close Procurements

D

To hold separate meetings with each There is room in the meeting for all A bidder to ensure the project team receives sellers. proprietary data. Time and material (T&M)

Cost plus fixed fee (CPFF)

B

Develop Schedule

Plan Procurements

D

Contract type selection including fixed Finalize the terms and conditions of D price, unit price, and cost reimbursable the contract contracts Time and material (T&M)

Cost plus fixed fee (CPFF)

D

Administer Procurements

Claims Administration

B

Manage Project Team.

Conduct Procurements.

C

A clear and common understanding of the A contract work required Plan Procurements Estimate Costs

C C

Change requests, procurement Make-or-buy decisions, procurement A management plan, source selection statement of work, change requests criteria The product description. the procurement statement of work. D Conduct Bidder Conference

Conduct Procurements

A

Source selection criteria.

Procurement management plan.

C

Negotiate Contracts

Conduct Procurements

D

Make sure you give all the sellers the Let the project sponsor handle the C opportunity to ask questions. meeting so you can be the good guy in the negotiation session.

Generally correct, because both parties Generally incorrect, because are only required to perform what is in the agreements must be upheld. contract.

all C

The address of the seller.

Buyers' signatures.

C

$10,000

$150 per hour.

B

Fixed price (FP)

Fixed price economic adjustment (FPEPA)

price A

Administer Procurements

Make-or-buy Analysis

B

Creation of a request for proposal

Procurement audit

C

Synchronize objectives.

Reduce risk for the seller by shifting C risk to the buyer.

The subcontractor's evaluation criteria.

Holding a bidder conference.

B

The project manager should provide an The project manager should tell the C understanding of the risks of the project. procurement manager how the procurement process should be In general, procurement documents handled. Well-designed procurement A should not include selection criteria. documents do not include a procurement statement of work.

Fixed price (FP)

No contract is needed. A simple B purchase order will work.

Cost plus incentive fee (CPIF)

Time and material (T&M)

C

Pay the costs plus $10,000 for every Pay $1,000,000 plus $10,000 for D month the project is finished earlier than every designated incremental quality June 14. level reached. The end result and deliverables required What the product of the project D during the project. should be able to accomplish.

You do not need control over the work.

Your company resources are limited.

A

They use only the company's existing They are created based on the needs A standard terms and conditions. of the seller. Advertising

Proposal evaluation

A

Needs to obtain the project manager's Has a different approach to creating a A approval to make project changes. contract.

Develop Project Management Plan

Develop Schedule

A

Get the highest monetary return.

Define objectives and stick to them.

B

Administer Procurements

Conduct Procurements

D

Issue a default letter.

Issue a stop work order to the seller C until a work plan is prepared.

Negotiate identified risks.

Arrange to reschedule the negotiation C until you can acquire information of which the seller is not aware.

Independent estimate.

Summary of past performance history. C

Conduct Procurements.

Communications Management.

C

Deadline

Extreme demands

C

Contract changes

Records collected

A

Make payment for the 25 computers.

Call the seller and ask for clarification. B

Let the procurement manager know you Amend the contract to include the B had not requested reports. reports.

The project manager should inform the The project manager should work with B general contractor of the problem just the general contractor to get schedule before the equipment arrives. relief from the equipment manufacturer.

Remind the seller of the penalties for not Begin the meeting the next deliverable due date. process.

Send a letter to terminate the contract.

Close

Procurements B

Hold a meeting to determine the A details of the problem.

Ask the client when the change will be Stop work on parts of the project that B finalized and manage the project will not change. accordingly. Begin comparing your requirements to the Have the seller stop work on the parts C specifications at the same time you hold a of the project that are completely meeting with the stakeholders to defined. determine what areas are incomplete. Meet with the seller to discover the cause Provide some of your own staff to A of the problem. augment the seller's staff.

Be prepared to extend the deliverable due Tell the seller to stop work on the part C date. of the project that involves the heating system until their subcontractor can recover from the fire. Issue a change order to change the Expect to receive a claim from the A contract specifications. seller.

Procurement statement of work

Proposals

C

Changes that are most beneficial to the Changes approved by management entire project

C

Performance reporting system.

A

Cost change control system.

Send the seller a stop work order by Hold an immediate meeting with the C overnight mail. seller. Suspend payment.

Call the seller and ask when the A report will be issued.

Work closely with the seller to review the Attempt to hire the people to work C qualifications of any replacement staff. directly for you.

Investigate ways to shorten other parts of Tell the seller to stop work on the A the project in order to meet the seller's project until the strike is settled. project completion date.

Terminate the project.

Terminate the contract.

B

A change to the contract is required in The seller is required to complete the C order to get the deliverable. deliverable.

Work with the procurement manager to Contact the resolve the problem. assistance.

Contact the procurement manager.

project

sponsor

for C

Send a letter requiring the deliverable B be provided.

Work to gain access for the seller to the Delete the site access from the C facility. Expect to receive a claim for project and expect to receive a additional time and cost. change of scope. Change the facility design to incorporate Quickly research the situation and D the archaeological site. bring details to management.

Negotiate a compromise with the seller.

Reject the change requests and insist B that the seller perform to the contract she signed.

Proceed in good faith.

Terminate the contract.

A

Procurement statements of work

Change requests

D

Determine if the seller is correct, and Inform the project sponsor of the C whether the component could be discrepancy. reasonably considered part of the contract.

Ask for a change order to cover the Renegotiate the contract. change.

B

Continue working with your company's Stop all work and request the B portion of the work according to the customer to contact you when they contract. As a project manager, your job is have fulfilled their responsibilities. done once this work is completed.

Look for ways to save time on other work Renegotiate a new procurement D packages so the new work can be done. statement of work and a new contract.

See if there is any money left in the Follow the change control process D budget to pay for the claim. outlined in the contract. Historical information

Change control board

A

Using his right of retainage.

In breach of contract.

D

It gives more loyalty to the project

It allows a procurement manager to B work on a single project

Type of contract to use

Seller competition

The company favors the procurement The contract is complex. manager rather than the project manager.

A

A

Initiate a change order requesting the Continue work, and ignore that project D stop. manager.

The seller is asked for supporting There is a follow up to a conversation. A information. Take the new team on a tour of the site, Bring out the project management C and show them where they will be plan. working. It can only be increased by 10 percent if It can be decreased under certain B there is an unexpected cost overrun. circumstances. It is in violation of applicable law.

It is declared null and void by either C party's legal counsel.

Demand

Delay

A

Terms and conditions

Negotiation process

D

There is little risk.

Risk is shared by all parties.

A

The cost is known.

The seller has the cost risk.

B

Applied as a line item to every invoice.

Determined with the other party at the A end of the project. Contracts should include procedures to More detailed specifications eliminate C accommodate changes. the causes of changes. Hire an outside consultant to develop and Find out if a change control system is D manage overall change control. in place for this project. Void the contract and start legal action to Change the contract to require more A recover overpayments. frequent audits.

Material breach.

Default.

B

Assessing the financial stability of the The seller's procedures seller

A

No home for the procurement manager

More loyalty to the project

A

Withdrawal

Deadline

C

Time and material (T&M)

Cost plus fixed fee (CPFF)

C

Requires more sign-offs.

Requires less documentation.

C

Plan Procurements

Verify Scope

C

Fixed price plus incentive fee (FPIF)

Cost plus percentage of costs (CPPC) B

She should contract the entire team She should contract selected team A utilizing a cost plus incentive fee type of members on an ad hoc and as contract. needed basis utilizing a time and material contract.

Compare the project performance against Compare the number of people used A the integrated change control plan. on each work package to the planned number to be used. Incentives

A force majeure clause

C

Update the project schedule.

Answer sellers' questions about the D procurement documents.

Time and material

Purchase order

A

Purchase order (PO)

Cost reimbursable (CR)

B

Fixed price economic price adjustment Time and material (T&M) D (FPEPA) Type of contract the law requires Type of contract you have experience B with Formal acceptance.

Completion of the product of the D project.

Still in closure until the problem is Incomplete until formal acceptance is B resolved. accomplished.

Tell the client that work will stop after it is Move on to the Close Project or B completed. Phase process.

Complete.

Waived.

C

Negotiate an extension of time. Closure.

Hire another seller to work side by D side with the original seller. Procurement audit. C

Archive records

Formal acceptance

D

Address this through contract change Conduct a procurement audit. control.

D

Close Project or Phase

B

Complete process.

the

Performance documentation.

Close

Conduct Procurements

Procurements Issue a change order for an extension C of time.

measurement Statement of work updates.

B

Formal acceptance

Change orders

C

Correspondence.

Customer's meeting minutes.

D

Identify the successes to transfer to other Acknowledge substantial completion C procurements Tell the customer it is too late to make a Add to the procurement statement of A change. work, and proceed with additional work after obtaining management's agreement. Deduct the deliverable from procurement statement of work.

the Require that completed.

the

deliverable

be D

Require that the inspection be completed. Report the seller to the state agency C in charge of inspection.

Review change requests.

Report the seller to the state agency A in charge of inspection.

Create new procedures that are more Assess the quality of the buyer's new B complete. detailed procedures, and if they are better than the current procedures, use them. Finish the process.

Administer

Procurements Go to the process.

Quality assurance activities.

Close

Procurements D

Creation of the scope verification A plan.

The team's evaluation of the contract type Evaluations of what went right and D selected wrong The archives, administrative closure, and Final payment is made. C closure requirements as stated in the contract are all completed. Evaluate the fee she is paying.

Make sure the seller is not adding B resources.

Makes sure costs are in line with the Makes sure the seller is following the A project. contract. Determine communications requirements

Create a bar (Gantt) chart.

C

Complex.

Hard to automate.

C

The team

The PMO

B

The team

They all share power

A

Develop Project Charter

Develop Schedule

B

Work breakdown structures are required Work breakdown structures are the A only if the project involves contracts. only way to identify risks.

The WBS dictionary

The schedule

C

Standard deviation tells you how uncertain Standard deviation tells you if the C the estimate is. estimate includes a pad.

Meet with the team to look at options for Work hard and see what the project C crashing or fast tracking the critical path. status is next month.

14

8

A

14

8

B

The anticipated total cost at project What it will cost to finish the project. completion.

C

Leveling.

C

Fast tracking.

Using the 50/50 rule and making sure the Focusing on the amount expended B life cycle cost is less than the project cost last month and what will be expended the following month

A fishbone diagram

Trend analysis

C

Transition of the product.

Cost benefit analysis.

D

The customer is satisfied payment is received.

and

final Lessons learned are completed.

B

The cost of quality is low.

The customer pays the minimum A price.

Plan Quality

Variable Analysis

C

Pareto chart.

Fishbone diagram.

B

Show team responsibilities.

Show functional responsibilities.

B

Developing commitment.

Computing fringe benefits working on multiple projects.

when D

Perform Qualitative Risk Analysis and Identify Risks Monitor and Control Risks

B

The communications management plan is The project charter is changed. changed.

D

Secondary risks, process updates, and Contingency plans, project A risk response owners. management plan updates, and change requests. Negotiating a fixed price contract that Starting over with a new contract. includes all the work.

D

Implementing corrective actions.

Setting up a project control system.

Verify the scope of the new work with the Identify specific help of the stakeholders. existing work.

changes

to

D

the A

Activity H

Activity C

D

Ask the seller for supporting information.

Deny any wrongdoing.

C

Cost

The number of available resources

A

Change the schedule baseline.

Talk to management changes are made.

Begin to focus on your other projects.

Analyze project success or failure.

before

any B

D

Ask the team member to look for change Review the requests. schedule.

upcoming

meeting A

Determine the risk events and the Add a 10 percent contingency to the B associated costs, then add the cost to the project budget and notify the project budget as a reserve. customer.

Includes the return of property.

May be done more than once for each A contract.

Historical information is too old to use in Critical paths should be taken into A estimating. account when an activity is first estimated. Bring the issue to the attention of the Inform the sponsor of the problem in B team, and ask them to look for other the next project report. translation problems.

The project is not taking into account how Team-building efforts should still be C the project work will affect future phases done in the future to ensure an and thus future phases may cost more. effective team.

Effective communication at key interface Product control. points.

C

Sponsor.

A

Stakeholders.

Cost

Schedule

D

The network diagram will change every A project can never have negative A time the end date changes. float.

Actual cost (AC)

Cost variance (CV)

A

The customer

The sponsor

D

External with the customer

Internal and external to the project

D

Informal written communication

Informal verbal communication

A

The WBS must be completed before one creates a project charter, and the communications management plan is included in the project management plan.

The project sponsor creates the A product description, which contains the sponsor's requirements, and includes it as part of the documents he sends to the customer.

Gaining a better understanding of the Determining whether the quality C product of the project in order to create standards on the project can be met the project scope statement

Compress the schedule.

Cut scope.

C

To look for options with the customer To eliminate float in the near-critical B before meeting with management path

They occur only through experience of the They are a product of cooperation B project manager, team, and sponsor. between the customer and the project manager.

Not being able to measure completion of Having to add resources to the project C the product of the project

Start cutting work packages.

Gain more resources.

B

The project manager did not properly There was an inadequate agenda for C interpret the customer's communication. the meeting.

Define Scope and make-or-buy decisions Cost estimates are best created by B are parts of the Plan Procurements the person doing the work and the process. detailed project cost budget is created by management.

Adding more activities to the work Calculating the impact of changes to B breakdown structure to accommodate date on the project risks Record the change request and its result.

Advise the change control board to C make sure they create approval processes before the next change is proposed.

Submit the change to the change control Change board for approval. structure.

the

work

breakdown B

To assess the effectiveness of the change To make sure control system documentation on completed Activity B, activity C, and activity E

that all the B the project is

Activity C and activity E

C

Evaluate the risk added to the project with Make changes to the project to C the change of resources on activity D. decrease the time the project will take.

Financial closure is achieved.

Resources are released.

D

Control Scope focuses on controlling the scope of the project and Perform Integrated Change Control focuses on making changes to integration.

Control Scope focuses on making B changes to the product scope and Perform Integrated Change Control focuses on determining the impact of a change to scope, time, cost, quality, risk, resources, and customer satisfaction. When the impact of a known risk event is When a risk due to happen multiple C more significant than expected times on a project does not occur the first time it is expected A good project management plan should Make sure you include milestones to A be about 90 percent complete before help plan the project to the project starting work. charter.

A project that is under budget may also Team meetings should be scheduled A have contracts that need to be managed. every week and a holiday would mean that one team meeting would have to be cancelled.

The budget at completion (BAC) was The schedule performance index A higher than planned. (SPI) was 1.3 and the estimate at completion (EAC) was greater than planned.

Have meetings every week versus every Break the project into phases. month.

A

The project activities took longer than The project underspent, because A expected, but costs were lower. costs were lower than planned and activities were easier to complete than planned. The activity is on the critical path but is to The activity has a mandatory A be done after another activity that does dependency, allowing the project have float. manager to place it in the project schedule at any location that he wants it to be done.

Project scope management plan

The latest start for the successor B activity

Handle it yourself, go to the customer, go Resolve the problem with resources D to management. you control, go to the resource manager, go to the customer. Negotiate for more resources.

Work overtime to make up the time.

A

Crash or fast track.

Use contingency reserves

A

Subsequent activities will have additional Subsequent activities will lose C risk. resources. A subsequent activity will be delayed Changes to the risk response plan B

Implement quality assurance procedures

Continuous improvement

A

Use cause and effect diagrams when Make sure your staffing management A there is a defect. plan is up to date.

Suggest the project be terminated.

Cut 10 percent off the cost estimate B of each remaining activity.

Report the violation of the Code of Ethics Ask for help understanding why the C and Professional Conduct to PMI. questions were hard for the person.

Contact PMI about the possible violation.

Do nothing, as you do not know there C is a problem.

Compress the project to get it completed Look for the risk impacts of fulfilling D faster using the prototype. another requirement with the prototype.

Senior manager

Team and the project manager

B

The expected monetary value of project The number of resources used on the A risks project Redo the change control system.

Recalculate variance.

the

project

scope A

Have both reviewed with the change Find out why the activity was late. control board.

A

Deal with diminishing the impact of the Look for areas to cut cost. phone calls.

A

Look at the impact of the new risk to the Look for contingency risks from the C project as a whole. fallback plan.

Ask for an extension of time to finish.

Get the change signed procurement manager.

by

the D

Contact the accounting department to find Start integrated change control. out if any more such changes are planned.

D

Integrated change control.

Change control board.

B

Staffing management plan

Configuration management

D

Lack of a change control board and A poor change configuration system A constrained optimization and benefit analysis

Recreate the project work authorization Better respond to risk event triggers. system.

A

To determine if there are any wild To create a project control system fluctuations

D

Project executing.

D

Project monitoring and controlling.

A critical path activity and a non-critical A critical path activity was crashed. path activity were fast tracked.

C

Work was delayed.

Work was done inefficiently.

C

An activity has taken longer than planned. An activity was missed because a A work breakdown structure was not created.

Review the management plans.

Investigate additional risks caused by C the difficulty with the senior managers.

Configuration management system.

Project system.

Work overtime.

Reevaluate the project's business D case.

management

information C

The project needs 50 more work There is not enough information. packages to be completed to be on time.

Make Start, A, D, G, End the critical path Calculate project float in order to save time. insertion of the lag.

after

D

the D

Investigate the reason for the delayed Reassign resources from non-critical C material and the effect on the project. path activities to critical path activities and meet with the customer about activity B.

To see if the cost of a change exceeds the To evaluate the reward system's B project cost baseline effectiveness

The project manager should have been watching the weather to see if the risk event might be triggered and then had the risk response owner available to fulfill his responsibilities.

The risk response owner only C determines ideas for contingency plans, he does not implement them, therefore there is another root cause of this problem.

Scope verification.

Threats.

B

Wait to see if the project is impacted by Make sure the scope of the project is B the growth in scope. agreed to by all the stakeholders.

See if there is a way to change from a Ask the department if they have any B matrix organization to a functional other changes. organization so as to eliminate all the interference from other departments.

See who can replace the three team Create an issue log. members.

D

Hold a meeting of all the stakeholders to Make sure the manager has a copy of B discuss their concerns. the communications management plan so he is reminded that such concerns should be sent to the project manager.

Notify the project management office Make sure she maintains her C (PMO). authority as the project manager even the stakeholders are her friends.

The project should have used more of the Some stakeholders project management processes. identified

project

were

not D

Can spawn many projects.

Describes activities.

management B

Planning and monitoring and controlling

Monitoring and controlling and closing A

Historical WBSs

Project scope statement

D

Start integrated change control.

Start to create management plans.

D

Executing

Monitoring and controlling

A

Make sure the project scope is defined.

Complete risk management and issue B the responsibility assignment matrix.

Document all the known risks before you Finalize the quality management plan B document the high-level assumptions. before you determine quality metrics.

Monitoring and controlling

Closing

D

Monitoring and controlling

Closing

C

Monitoring and controlling

Project closing

C

Executing

Initiating

C

The project manager should have had a The project manager did not assign D meeting with the team member's boss the work packages. first time the team member caused trouble.

The project cost estimate.

The cost account.

Creation of quality metrics.

Confirmation of the implementation of C approved change requests. Plan Quality C

Perform Quality Control

A

Find out if the upcoming activities should Work on increasing the effectiveness D be reestimated. of the performing organization by recommending continuous improvement of the policy in question.

Meet with the customer to try to extend Gain formal acceptance in writing A the schedule. from the customer.

Create new ground rules for the meetings Hold a team-building exercise that C and introduce them to the team. involves all the team members.

A team building effort.

Reducing the staff turnover rate.

Have the project sponsor validate the Use an Ishikawa diagram decision

A

B

The performance review should be The project manager should use good A handled better to find more adjustments. judgment to determine which variances are important.

Send both stakeholders a copy of the Arrange a meeting with both D issue log and ask for additional stakeholders to allow them to voice comments. any concerns they may have.

The project manager did not effectively involve the stakeholders, showing that he does not have the knowledge to work in the project management office.

The project manager had two critical C resources on his team and still needed to rework the project charter, showing that he does not have the discipline to work in the project management office.

The successor activities should have been The right people were not invited to B watched, not the predecessors. the milestone party.

See who can replace the three team Create an issue log members.

D

Hold a meeting of all the stakeholders to Make sure the manager has a copy of B discuss their concerns. the communications management plan so he is reminded that such concerns should be sent to the project manager.

Request that the issue be added to the Recommend preventive action. project issue log.

Maintain an issue log.

D

Hold meetings with the stakeholders D to go over the work that will not be added to the project.

Better attention to determining Feedback during the communication communications requirements

D

scope verification.

threats.

B

There can only be a maximum 10 percent The fee is only received by the seller B increase if there is an unexpected cost when the project is completed. overrun.

Fixed price (FP)

Fixed price incentive fee (FPIF)

A

Scope management plan and WBS.

WBS and project charter.

A

Eliminate the scope causing the most Notify all stakeholders that no more D changes. changes will be allowed. Equipment was received earlier than There was a cost increase to the B planned. successor activity of a critical path activity. Work breakdown structure.

WBS dictionary.

A

Make sure the impact of the change is Find out the root cause of why the B understood by the stakeholder. scope was not discovered during project planning.

Project management plan updates, Roles and responsibilities, staffing A staffing management plan, and project management plan, and resource organization charts. availability. Manage Stakeholder Expectations

Manage Project Team

D

Define Scope and Plan Communications

Plan Procurements and Qualitative Risk Analysis

Perform A

Acquire the best resources available.

Make sure each team member has a B clearly assigned role.

Define Scope

Sequence Activities

A

Determine metrics to use as an early Ask functional managers for their A warning sign that resources will not be opinions. available.

Make sure the action item list is distributed Make sure items assigned in the B to all the right parties. action item list are accepted by the team members they are assigned to.

Communications management.

Time management.

C

Qualitative risk analysis and risk response Risk response planning and risk B planning monitoring and control Perform Qualitative Risk Analysis

Plan Risk Responses

C

Make sure the functional manager closely Provide more training for those doing A supervised the testing. the testing.

Allow cost to increase by fixing the root Allow risk to increase by cutting cost. cause of the problem.

C

The seller made an error in calculation.

The marketplace has changed, D making the prices lower than previously estimated.

A screening system and a weighting A weighting system and contract C system negotiation

The quality requirements are hard to Additional engineering may be A achieve. needed in order to get the satellite to meet the customer's requirements. Risk categorization.

Risk urgency.

A

Perform a quality audit.

Use a Pareto chart.

B

Plan in continuous improvement activities. Make sure the first and last of these C work packages is scheduled close in time to each other.

Remove roadblocks.

Review bids and select sellers.

A

Identify the root cause of problems.

Ensure all project management B processes are complete.

Recommend changes and defect repair.

Work with the customer to determine D acceptance criteria.

Refine control limits.

Verify Scope.

A

Look for positive and negative interactions Update the communications C from and to other projects that could affect management plan based on late your project. deliverables. Implement improvements.

approved

process Perform Quality Assurance

Manage configuration.

Evaluate the effectiveness implemented corrective actions.

B

of B

Recalculate how long the project will take. Determine if project controls need to A be updated. Identify and analyze trends.

Implement process improvements.

D

Issue performance reports.

Keep everyone focused on C completing the project to the charter.

Determine acceptance criteria.

Determine how you will complete A process improvement.

Record project issues in an issue log.

Determine if project activities comply A with processes.

Obtain formal acceptance of the project Do project performance appraisals. scope from the customer.

B

Control charting.

A

Corrective action.

It will have no effect on the critical path.

It will affect activity F.

C

Scope definition

Scope verification

C

Negotiate an extension of time. Project manager/project team Unnecessary

Hire another seller to work side by D side with the original seller. management Customer C

Project management plans must elaborate in order to be effective.

Standardized

A

be Distinct processes are developed for B each project.

Ongoing and repetitive. Design of a new department store Cost

A part of every project activity. Construction of a bridge Appearance

C A D

It can cause a change in the number of It can cause a change in the project A resources for the project, but not the cost. schedule, but not the project scope. Balancing competing demands for scope, Holding status meetings with the C time, cost, etc. team.

Software knowledge.

Financial knowledge.

A

A group of unrelated projects managed in a coordinated way When the work for the next phase is ready to start At the end of the project

A government regulation

B

Sponsor and the team

The public

A

Strong matrix

Functional

D

When it is scheduled in the milestone B schedule Throughout the project A

A balanced matrix.

A strong matrix.

C

They provide the project management procedures. Initiating, planning, executing, monitoring and controlling, and closing Executing Executing

Their role can vary from an advisory capacity to full authority over projects. Planning, executing, and monitoring and controlling Monitoring and controlling Closing

D

Perform Quality Control

Verify Scope

B

Executing

Monitoring and controlling

D

Monitoring and controlling Planning

Planning Executing

B C

Executing

Closing

C

Executing

Monitoring and controlling

A

Monitoring and controlling

Closing

C

Closing

Executing

A

Planning

Initiating

D

Plan

Control

C

Check

Act

B

Estimate Costs.

Sequence Activities.

A

Executing

Monitoring and controlling

C

Executing

Monitoring and controlling

D

C A B

Approved defect repair, validated defect Recommended corrective actions, C repair, rejected change requests, validated defect repair, approved approved corrective actions defect repair, rejected change requests Perform Quality Assurance

Report Performance

A

Component plans.

Management plans.

D

The need for the project no longer exists.

The project manager has left the D company.

Progressive elaboration.

Quantitative elaboration.

Work that can be accomplished in 40 Work required to sustain a business. hours or less. Monitoring and controlling Closing Initiating Planning

C

A B A

Recalculate how long the project will take. Determine if project controls need to B be updated.

Executing

Monitoring and controlling

C

Executing

Monitoring and controlling

C

Close Project or Phase

Administer Procurements

D

Conduct Procurements

Administer Procurements

D

Every time we close out a contract, we All projects are different and there is B close out a project. no real answer to this question

Explain that providing questions from the Explain that you may have passed the A actual exam is specifically prohibited. exam, but you are not an expert. The team should follow the expert advice that they were given on how to study and pass the exam.

Cost plus award fee (CPAF)

Cost plus percentage of costs (CPPC) A

Cost plus award fee (CPAF)

Cost plus percentage of costs (CPPC) D

Cost plus award fee (CPAF)

Cost plus incentive fee (CPIF)

A

Time, performance, cost

Cost, performance, time

A

The project management team

The stakeholders

B

Ethnocentric

Enlightened self interest

C

Expected monetary value is the probability times impact of an opportunity, and net present value is the benefits less costs over many time periods.

Expected monetary value is the C estimated value of risk response plans and net present value helps determine the value of investments.

A document where risks are described

Allowable places to charge expenses D

Procurement management plan

Requested changes

A chart showing causes of issues

A chart activities

showing

loops

between D

A chart showing potential causes of issues A chart activities

showing

loops

between B

D

Accelerates schedule

Improves opportunities

B

Avoiding

Confronting

D

Avoiding

Confronting

C

He needs more data.

Yes, your SPI is 1.05.

C

1.19, $230,000, and ($230,000)

1.43, $130,000, and ($130,000)

A

0.91, 0.98

1.11, 0.98

B

The CPI is 0.83.

The SPI is 0.83.

C

0.92, $650 million, 1.08

1.20, $650 million, 0.92

D

There is enough money to support an You have no real concerns about D offsite team outing. either schedule or budget.

Verify Scope, Define Activities, and Collect Define Activities, Determine Budget, C Requirements. and Control Scope.

Use project organization charts, ensure people understand the message as you meant it, and make sure everyone gets the same information.

Use your soft skills to have empathy D and to influence the team, co-locate the team, and develop and enforce good ground rules.

Use smoothing to let the people know they Have the people submit a change B are not in fact going to lose their jobs, and request so their concerns may be fight for better feedback in the future. addressed, and have the change control board review the change for merit.

Do a 360-degree feedback assessment, Report on team members' D verify critical resource availability, and performance, use appropriate conflict watch the team resolution techniques, and do a 360degree feedback assessment

Details of work performance. Recommended preventive benchmarking, process updates

Deliverables status.

B

actions, Change requests, recommended D corrective actions, process updates

Control Scope, Distribute Information, Monitor and Control Risks

Monitor and Control Project Work, C Manage Stakeholder Expectations, Perform Quality Assurance

Make sure the project scope statement is Determine the enterprise B completed, create source selection environmental factors that might criteria, create procurement documents affect the project, analyze the risk register, review contract types

Make-or-buy analysis, independent Bidder conference, advertising, online B estimates, contract change control system research

Procurement documents, criteria, make-or-buy decisions

selection Contract change control system, A inspections, records management system

Proposal evaluation techniques, contract Procurement audits, procurement A administration, and project monitoring and administration, and project closing controlling Qualified sellers list, documents, and proposals.

procurement Resource availability, procurement B documentation, and contract closure procedure.

Document the agreed-upon selection Identify variances between planned D criteria, report on performance, and review and actual performance, write a note the availability of resources. to document a phone conversation with the seller, and make a payment to the seller. Recommended corrective actions, Procurement documentation, project A performance reporting, and records management plan updates, and management system procurement management plan updates

Review the procurement statement of work for requirements, send a receipt of claim response, and meet to resolve the issue without resorting to legal action if possible.

Hold a meeting with the team to B review why the acceptances have been late, make a list of the specific reasons, and resolve those reasons.

Initiating

Executing

A

Rules for measuring team performance, Specifications for how estimates B the level of accuracy needed for should be stated, the level of risk estimates, specifications for how needed for estimates, rules for estimates should be stated measuring cost performance Periodically recalculate the estimate to complete, increase estimates by eliminating risks, reestimate when changes are requested

Never recalculate the estimate to A complete, never just accept constraints from management, only use historical records for accurate estimates

They should make a chart that shows the They should not give an opinion since B pros and cons of each project making it would not be objective. sure to list more pros for the one they would run and less cons to prove its value.

No. The procurement manager has a process to follow when creating contracts that helps protect the company and its projects.

No. The procurement manager should C be checking in with the project manager to see if he is in need of a contract, rather than making the project manager come and ask for one.

He should use the correct figures to calculate the information when it is time for the next report and ignore the fact the he reported incorrect information.

He should tell management that the A data he received from team members was incorrect and thus the report was not accurate.

He should report the students to their functional manager and request they be removed from the project since their attitude will have a negative impact on the project.

He should tell the students they are B excused from the activities and to not attend any team-building activities in the future.

Initiating

Executing

A

Verifying scope

Calculating the critical path

A

Make sure the sellers have all the Make sure the sellers ask all their D procurement documents. questions.

Managing remaining buffer durations Scheduling resources that are C against the remaining durations of activity overallocated or are only available at chains certain times

A measure of progress compared to progress planned

achieved AC + (BAC - EV)

A

tesruht dfhsdfbb

bseryhe sdfhdhg

D A

The executive manager creates the project charter, and the functional manager There is aapproves risk that it.project costs could go higher than planned.

The project manager creates the D project charter, and the sponsor approves There is it. a risk that the cost of the C project will be lower than planned.

You want to projects map objectives

understand how these These are three separate projects. D to corporate strategic Combining projects with unrelated objectives could bring unnecessary risk.

A project is a temporary endeavor with a beginning and an end, a program is a group of related projects; a portfolio is a group of projects and programs related to a specific strategic objective.

A project is a contracted endeavor C with a beginning and end; a portfolio is a group of projects with more open ended completion dates.

Team development.

Project selection.

C

Does he have support from all the other What are the schedule, scope, and A stakeholders, including HR and Finance? cost requirements?

You should suggest that the project needs You should inform the CEO that this D a formal charter. initiative may involve more than one project.

Things we consider as the foundation of why this project is needed. Identified in project initiating, analyzed in project planning, and managed throughout the project.

Aspects of project constraints not B validated in the project scope statement.in project initiating, including C Identified in project planning, and managed throughout project executing.

Lessons learned from previous projects

Business case

B

Projectized

Functional

C

You were counting on his support to help For now you only need a ROM D you select the most cost-effective estimate to be validated later, when resources. you know what resources will be available. Perform a high level risk assessment of Create a preliminary project schedule. C the project.

Part of organizational process assets, and An initiating process, because before B an input to project initiating. you start, you must make a clear delineation between the customer and the performing organization. After writing up a report about what you've learned at this meeting, you should copy all call center staff for their anonymous input.

You'd like to meet with each call D center staff member, separately or as a group, as the call center staff may have valuable insights.

An approach to increase the support and A table that links requirements to A minimize negative impacts of stakeholders project objectives

Design of experiments

Statistical sampling

B

What to purchase

Initial project organization

C

Have the stakeholders make all these Involve the project manager as soon A decisions before identifying and assigning as possible so he or she can start the project manager. executing the project from a generic project Be measurable. Be free charter. from risk. C

No one would be aware that the project is Resources may become overloaded A occurring. since the project is not official, yet uses resources working on the chartered projects. The project manager should point out to the sponsor that he has not had experience with global virtual teams, but discuss why he thinks he is a good fit for the project anyway.

The project manager should point out C to the sponsor that he has not had experience with global virtual teams and therefore must decline the assignment.

You must plan the entire project as best He is right. You will use rolling wave D you can before you begin executing. planning on the later phases, inviting only stakeholders for the first two phases.

The work the project will do to deliver the All work included product scope. management plan.

in

the

scope C

Are distinct from both project and product Included in project scope at the A scope. project manager's discretion. Majority, plurality, smoothing, facilitating

Dictatorship, majority, Delphi A technique, nominal group technique

Non-linear control analysis.

Design of experiments.

D

The 8/80 rule relates to quality control. The 8/80 hour rule relates to the A The 80/20 rule relates to quality risk/reward ratio of fixed price assurance. contracts. The 80/20 rule states that, for most contracts, 20 percent of the profits come from 80 percent of the work. He must bring his data to a discussion He need not submit a change request D with the quality manager. during project planning.

Schedule compression

Resource leveling

B

Not related to the Estimate Costs process. Both an input to and an output of the D Estimate Costs process. Work to the project management plan. Work to the satisfaction of the C stakeholders.

Prepare t-shirts to celebrate the milestone; make a gingerbread model of the molecule you think will be your most successful final product; invite stakeholders to wager a dollar to go to charity on the project's final completion date. Rework

Prepare a packet of charts and A graphs to hand to the participants as they arrive; have a looping powerpoint presentation that describes the deliverable; feature a microscope showing a slide of the human tissue that graphically shows the success of your research. Fulfilled requirements C

Quality assurance

Negotiation

C

Information is provided in the right format, Information is distributed in project C at the right time, with the right impact. executing, in the requested format. They ensure the recipients can access the They ensure the information is shared B information, and that they understand it. with others at each recipient's discretion. Project documents.

Quality and procurement documents. C

It depends on what changes are being No. These are part of made. documents, not the management plan.

project D project

Yes. If he continues to look for problems, Yes. By looking for problems, the D then he prove that he is working hard to project manager is being proactive. earn his fee on the project.

Deming & Plan-Do-Check-Act

Crosby & fishbone diagram

C

The project manager performs QA, The quality assurance department D looking for process improvement performs QA, analyzing the opportunities. effectiveness of project processes. The theory of constraints.

The theory consequences.

of

intended B

This theory states that hygiene factors do This theory states that recognition is B not motivate people. highly valued by all people, and is thus the most effective way to motivate team members. Adjourning

Influencing

B

The financial impact of this gesture is The councilwoman is correct. It is not B minimal and, at least one day a week, will your responsibility to motivate the save the workers time from going out and contractor's staff. getting snacks during their breaks.

Tighter cost control

Kaizen quality measures

B

Collaboration and forcing

Rewards and threats

A

Stakeholder

Interactive

D

Interactive

External

C

Distribute a meeting agenda beforehand.

Document minutes.

and

publish

meeting A

Asking opening and closing questions, Listening without judgment, A restating the speaker's statements, and summarizing every few sentences, mirroring non-verbal cues. and pointing out body language cues. Meet with the manager to understand why Ask the manager to formally address D he feels the need to communicate with project issues as per the your team members. communications management plan.

Too much emotion gets in the way of clear Communication blockers often D communication. obstruct a shared, equitable understanding Control Scope.

Develop Project Management Plan.

A

Conduct Procurements.

Define Scope.

B

Cost.

Quality.

A

Work performance information.

Change requests.

B

Push communication requires feedback from the recipients. Pull communication requires more effort on the part of the receiver.

Push communication is best suited for A telephone or in-person messages. Pull communication is best suited for e-mail and voice mail.

Casual conversations.

Telephone conversations.

A

No. It would be better to deny the charges Yes. It is expected that project B against his friend to maintain the managers will support each other in relationship. the field.

Requirements traceability matrix

Quality checklists

C

Nine thousand, four hundred and fifty six Nine million, three hundred forty five A rocks out of ten thousand out of ten million

She should report subcontractors.

this

to

other She should resign from the project so A as to remove herself from this type of activity, but keep her discovery to herself rather than cause problems.

The benefit of the closing process is to The benefit of the closing process is B document how much work the project to get everyone together and manager did. acknowledge that the team did a good job, even though the project was terminated. The customer made the final payment. No more project work is requested or B scheduled. Resources were needed on other projects The customer thought of something A sooner than expected. new at a later time.

Improved processes.

Work package standards.

composition C

This company's project life cycle Lessons learned can be documented D mandates a lessons learned session at throughout the project. the completion of every project management process.

Desc

Pictur e

Page in 《PMP Exam Prep》

Did this one catch you? All the objectives should be met, but they must be none quantifiable. Management's objective cannot be measured and, therefore, needs more work. You need to have more discussions with management so you can make their objective quantifiable. Then you will be able to create a plan that meets all the objectives.

22

Differences in objectives are resolved in favor of the customer. Here the project none manager has discussed the issue with the customer, and the customer has made his determination. It's time to move on.

154

Requirements must be measurable to ensure they are understood and reachable. none This is even more important than resolving a difference of requirements in favor of the customer, because you cannot meet the customer's needs if the requirements are ambiguous.

150

The role of each stakeholder is determined by the project manager and the none stakeholder. It is important that stakeholders have input into what they will be contributing to the project. The role of the project manager is NOT to tell people what to do!"stakeholder" is used in the question, but this is not an example of none The word stakeholder analysis, nor is it an example of scope management, as the situation described relates to past projects. Such information can result in the identification of risks, but this is not an example of risk identification. The question describes historical information, which is extremely valuable to consider when planning a project. The fact that such a discussion is occurring indicates a lack of clarity as to why none the customer requested the 2,000-call capacity. Generally, a difference in requirements resolved in favor of the customer. However, it is the project manager's responsibility to inform the customer of other options.

304

A user of the project's product is always a stakeholder, while the others may or none may not be. Reviewing the project charter and WBS are good ideas, but they do not solve the none problem presented in the question, as they do not identify stakeholders. Procurement planning is a procurement function, also unrelated to stakeholder identification. Paying close attention to stakeholder management is the best way to prevent new requirements from surfacing late in the project.

24

Connecting the project to the sponsor's objectives might be a good idea, but it none does not address the issue of obtaining support throughout the performing organization. Neither a communications management plan nor an overall management plan address obtaining support for the project. Correlating the need for the project to the organization's strategic plan is the best way to gain support for the project. "It repeats itself every month" implies that the whole project repeats every month. none Generally, the only things that might repeat in a project are some activities. The whole project does not repeat.

42

350

62, 151

351

19

The stakeholders determine the project requirements and decide whether the none project was a success. The customer, the project manager, and senior management are all subsets of "stakeholders."

147

Earned value analysis is a progress reporting tool. Pareto analysis is a quality none tool. Expert interviews simply provide information from individuals. The Delphi technique leads to consensus of expert opinion and is therefore best of the choices in terms of determining project requirements.

148

Scope does not fit in the context of the question. The best answer presented is none stakeholders because it encompasses functional managers and end users.

351

It is imperative that requirements be as clear as possible before the project none management plan is finalized. Focusing on points of agreement is smoothing, adjourning the discussion until tomorrow is avoidance and making the decision unilaterally is forcing. Only problem solving (determining the cause for differing opinions regarding the requirements) helps to clarify the requirements.

151, 326

This can be a tough question unless you realize that the project is being done for none the customer. Yes, it is hard to say no to our managers. Notice that none of the choices include "Give her a schedule." First things first! none The project scope statement and other planning activities must be completed before a schedule can be created.

151

none

232

Value analysis is a way of finding the least expensive way to do the work.

67

This type of issue must be settled early in the project because the content and none extent of the entire project management plan depends on the deliverables and objectives. The best way to resolve the issue is by performing a feasibility analysis, which is a problem solving method. The other choices are really smoothing or forcing.

45

These are all good justifications for a project to be initiated. none A feasibility study addresses whether the project should be done. Its purpose is none not to determine team members. Because orders are numerous and of short duration, this situation is a recurring none process, not a project.

10 45

This question tests your understanding of the definition of a project. A project has none a beginning and an end, and has a unique product, service, or result. According to this question, the deliverables described must be done in sequence, indicating that each deliverable is dependent on the previous one for the work to continue. Each of these deliverables is, in reality, a separate project, and should be managed accordingly. Thus, a project charter for each deliverable is required.

19

The WBS is a good way to determine project objectives, however, that does not none relate to the question presented. There is no reason to suspect there were too many activities or more than one sponsor , but letting a project continue to expand (from 6 to 24 months) violates the definition of a project as something temporary.

19

20

Project managers need to have a broad base of experience and knowledge. none Therefore, the best choice is Candidate D.

307

A project is temporary and unique. This is an example of a business process that none is ongoing and repeatable. Such processes are best managed in a functional organization.

21

In a functional organization, the project manager has the least support for the none project and has little authority to assign resources. Project expediter and project coordinator are roles in a weak matrix organization.

26

Some questions on the exam can be quite easy. This one tests whether you know none how to organize the project management processes.

39

none

21

Did this question make you think? Notice how many of the choices twist around none the truth to make them incorrect. If you picked an incorrect choice try to figure out why your choice was not correct. Project managers have less authority in a functional organization than in a matrix organization. The amount of time people work on projects depends on the needs of the organization, not how the organization is structured. Functional organizations do not provide flexibility.

29

The key word here is "cross-disciplinary." Cross-disciplinary means the project none covers more than one department or technical area of expertise. In such a case, a matrix organization is needed with representatives from each department or discipline. The project manager determines the project schedule through schedule none development. The team and other stakeholders provide the inputs. Since it is also the project manager's role to determine resource needs and create management plans, the choices including those roles cannot be best. Stakeholders are generally not involved in WBS creation either. They do, however, help in determining project constraints and product deliverables. Notice how tricky questions can be if you do not read them correctly! Watch for this in other questions, and pay close attention to the differences in wording. Manufacturing a product is an ongoing process; it is operational work, not project none work. Therefore, the manufacturing team would have no reason to create a project charter and would have difficulty doing so if they tried, because of the ongoing of the work. The typenature of organization you are working in has a direct influence on the project. none

25

A project manager manages, and may initiate changes to the project. He or she is none held accountable for project success. A project manager is involved in the creation of the project charter. Therefore, he or she is assigned during project initiating, notmanager after it. has more power in a strong matrix organization. The project none

307

This is a role of the project management office.

A participative approach will probably not be as effective in a hierarchical organization.

304

20

25

25

The project sponsor should not be in charge of the WBS creation, and there is no none indication that there are too many departments involved. Because there are so many people on the team, and because the work is apparently broken up into major components that have little to do with each other, this "project" is most likely a program; a group of related projects.

21

This is a role of the project management office. Although the project manager can none get help from other places, the project management office can provide the most expertise.

21

The project manager must facilitate a fair and equitable solution, but the customer none is the first of equals.

151

Identifying all the stakeholders, determining their needs, and managing their none expectations are all parts of good stakeholder management. Giving stakeholders extras is known as gold plating. This is not effective stakeholder or quality management. You need to consider the needs of all your stakeholders. none

25, 350

The project manager must assess the skills of the stakeholders and analyze their none impact. The communications management plan is part of the project management plan. On most successful projects, the stakeholders are actively involved in project management plan creation. The statement contradicting this fact is the exception among the choices offered. The project management office can be established to offer services ranging from none basic support to total management of all projects. Gaining approval for implementing all of these options covers the diverse opinions of management, and will meet all their needs.

24

Read the last line and you will find the real question. This is an example of a none wordy question. The project manager has the least authority in a functional organization where the functional manager is king.

25

Even with the best of efforts, the project management plan may not be finalized none when the project work begins. This project has taken into account that planning is an interactive and ongoing process, and is using the process of progressive elaboration.

62

What information should be sent to whom, and when information should be sent none is included in a communications management plan. How the team will ensure the satisfaction of the needs for which is created is a quality management plan. Details about independent estimates is covered in the procurement management plan. Plans for when and how human resources will be brought into and taken off the project team is documented in the staffing management plan.

314

In a weak matrix organization, the power resides with the functional manager. none When the organization goes to a strong matrix organization, the power shifts to the project manager.

25

350

21

The description is one of a weak matrix organization where the project manager none does not have much power.

25

Remember the definition of a project: temporary and unique. Operations and none maintenance are considered ongoing activities, not temporary. Therefore, such work is not considered a project or part of a project.

19

You might remember a similar question with a different answer. Operations and none maintenance activities are not part of projects. The work to collect data, meet with operations and maintenance to explain the project, and other such activities should be included in the project.

80

The project coordinator reports to a higher-level manager and has authority to none make some decisions. The project expediter has no authority to make decisions.

25

Communications and reporting are easier in a projectized organization. In a none matrix organization, team members have more than one boss, but that is a disadvantage, not an advantage. Improved project manager control over resources is an advantage of a matrix organization as compared to a functional organization.

27

The main drawback of a projectized organization is that at the end of the project none when the team is dispersed, they do not have a functional department ("home") to which to return. Practice Rita's Process Game in the PMP(Author:Bobby)174(Author:Bobby) none Exam Prep book until you fully understand how these fit together. This question tests two areas: your knowledge of stakeholders and your none understanding of the level of stakeholder involvement that would justify including the official in meetings. The government official could be a stakeholder, but that alone is not a definitive reason to include him in meetings. The fact that the official could negatively impact the project justifies the need to include him in such meetings.

27

The project manager cannot avoid the stakeholder, because he has a stake in the none project. The project manager can say "No," but this does not solve the root cause of the problem. There may be some good ideas within those changes. The only choice that deals with the problem is getting the stakeholder involved in the project as soon as possible. Changes generally arise due to lack of input at the beginning of the project. If the project manager begins effective communication with this stakeholder early, there is a much better chance his changes will be discovered during the planning process, when they will have less of an impact on the project. Notice the use of the word "detailed." Such a budget is created in project none planning. In a strong matrix, the project manager has the power. There is no such thing as none a functional matrix, and tight matrix means co-location. In a weak matrix,as described in the question, the functional manager has the power.

351

Doing the actual work will generally take the most project time and resources.

none

39 24

56 25

68

Because the question talks about priorities between projects, this cannot be the none role of the project manager, the project management team, or the project team. Determining priorities between projects is a role of the PMO.

22

none

26

There is no indication that the situation is not part of the communications none management plan. The project charter does not include a plan for communications. The WBS does not show responsibilities. This type of communication is common in a functional organization.

25

Because team members have two bosses, the communications are complex. none Communications COULD also be misleading, but if managed well, this would not be a true statement. Thus, "complex" is the most correct answer.

27

This is an example of a project expediter position because you are not evaluating none the change, looking for impacts, etc. You are merely implementing others' requests.

25

Without adequate documentation, it is impossible to know what was agreed upon none and the status of the project.

112

Your communication needs to be correct for the situation. Because situations none vary, so must your communication methods. There is no need to take such drastic action as replacing the team member, none because you would have accounted for the team member's level of experience and productivity in the project management plan. Training for project work is considered part of the cost of the project. Revising the schedule is unnecessary, as no impact to the project is referenced in the question. Mentoring is the only logical choice, and work that a project manager may be frequently called on to perform. The full and satisfactory delivery of project deliverables marks the end of the work none and the beginning of closure.

354

Replanning is uncalled for by the situation described. Reaching the planned none completion date does not mean the project is necessarily finished. A project is complete when all work, including all project management work, is complete and the product of the project, not just deliverables, is accepted. The lessons learned are project management deliverables, and therefore must be completed for the project to be complete. Ask yourself, what is the root problem? Your first action would be to find out none whether working with family members is a common practice in that country, as there is nothing inherently illegal in this activity. Then, you would review qualifications. You may find it is not necessary to ask the project leader to provide additional names, or to consider using a different project leader.

127

This is a functional organization with weak project manager authority.

320

78

491

Putting the payment in an escrow account or burying the cost hides it. Ignoring none the payment is not an option. Project managers must deal with potentially unethical situations like the situation described. This payment must be brought to the attention of the project manager's manager.

490

This question is asking how unknown risks are handled. It should be a reminder none that, although the risk management process is designed to identify risks, not all risks can be identified. Some will inevitably remain unknown, and thus, they cannot be identified or assessed. A management reserve is not calculated based on a percentage of known risks. The amount of known risk reserves will have no impact on the number of unknown risks. Past history of what projects have needed is a better indicator. A management reserve is used for unknown risks, and it is wise to inform management that unknown risks can occur. The project manager's primary responsibiity is to complete the project he was none chartered and approved to complete. He also has a secondary responsibility to make sure the project is still necessary, and to determine whether it needs to change based on the customer's needs. Protecting a project from conflicts of interest and providing accurate and truthful reports are always part of a project manager's professional and social responsibility. However, completing the project in a professional manner is the primary responsibility.

394

It is a responsibility of the project management office to prioritize the company's none projects. When prioritization is clear, it is easier to allocate resources among projects.

22

Company procedures must be followed. This does not mean extensive none procurement procedures will apply. Many companies have emergency procedures.

317

Alhough one could let the sponsor know about the stakeholders' request, the best none choice listed would be to say no. An even better choice would be to find the root cause of the problem, but that choice is not listed here.

165

Less than the average weight means there isn't a normal and expected variation none in the process. This condition has occurred seven or more times in a row. The process is out of control.

272

You need to protect your company's interests and limit sellers from gaining none information that can be used to their advantage in subsequent negotiations. You might also wonder what other confidential information the company may try to acquire if you were to work with them.

492

Not mentioning the issue to the team member is withdrawal. Notifying your boss none or the team member's boss would not be appropriate until you learn the root cause of the problem. Always look for the choice that deals with and solves the problem. In this case, the best course of action is to address your concern with the team member directly.

492

The professional and social responsibility of the project manager requires that the none truth be told. Reporting that the project is doing well is lying and unethical. Reporting that the project will be late is not the correct choice because you do not KNOW the project will be late. There is time to fix the problems. You would not report that the project is behind budget, because there are no cost problems illustrated in the question. As in any report, you need to state the issues and options.

360

Allowing the employee to deliver the inaccurate report is penalizing and none embarrassing her. The only choice that does not involve decreasing the employee's morale or wasting the time of the other attendees is to cancel the meeting, and reschedule when you and the employee have identified and addressed the root cause of the problem with the report. Changing to a component with a lower life cycle cost will not decrease project none costs, just costs over the life of the project. It will not solve the problem. Using a more experienced resource will almost always lead to higher costs, and making activities occur concurrently could affect costs later, due to the increased risk. Although it may not be the first choice to think of, deleting a test would decrease costs, so it is the best answer offered. It may also decrease quality, but that is not the question. We assume that proper project management was followed and your opinion was none considered during project initiating. Therefore, you need to provide the work as approved by management.

492

Notice the issue of the key team member leaving has already occurred. Although none the activity was not on the critical path, it would have impacted a critical path activity if it was not completed within its three-day float. Therefore, advising the participants not to waste time on non-critical path activities is not correct. The best choice is to discover why the problem happened so you can prevent similar situations in the future. Only a reevaluation of the communications management plan looks at the cause of the problem.

352

Describing the costs on past projects incurred due to project management none processes not being used addresses the real problem by giving the client information they may not have. An alternate choice is to explain that project management and its associated costs are reasons for the company's past performance and success. Project management activities are not optional.

422

Asking the client when they will be in agreement on the requirements is none withdrawal. Making sure the contract terms and conditions are clear will help only after the fact. Listing the consequences of changes is a penalty. You need to encourage the client to realize they have a problem and work with them to finalize their requirements. Offering to pay officials not to award a project to a particular company is clearly a none bribe. This is the definition of what is NOT a bribe. none

150

Working under these rules would be a clear violation of the fundamental right to none nondiscriminating treatment. You should recommend that your company not open the plant in that location.

492

239

487

492 492

Ethics questions are tough because they push the envelope of project none management. A "you have your way, I have mine" approach disregards activities that might be legal in another country but are illegal in your own country. It does not always work to apply the business practices of your own country, because each country has its own laws. No matter the circumstances or location, the rule against violating fundamental human rights is applicable. This is not a case of doing nothing. You cannot jump in and start looking at cost none or determine that the practice is not allowed without first identifying the common practices in that country.

492

This type of payment is not a bribe.

none

492

Payments for non-routine government actions are bribes and should not be paid.

none

492

This is a fee for service paid to a government official. It is therefore not a bribe.

none

492

This type of payment is common and allowable. It should be included in your none project budget.

492

none

492

Although some of the other choices might result in a fine, bribes can result in jail none time. Whenever you are uncertain of whether a payment is a bribe, you should discuss none the situation with legal counsel.

492

In this situation, the company might have to pay large fines. It is best to ask for none legal advice.

492

Such payments, however small, are bribes and could incur millions of dollars in none fines for the company, including fines for the project manager, and possibly even jail time.

492

The company code of conduct should cover items such as bribes, guidelines for none situations, and other business practices.

492

none

492

Postponing the negotiations is the most ethical choice and demonstrates good none faith. Why spend time in negotiations if it may be wasted time?

492

Although it might be a common practice, it is best described as a bribe.

Only government officials can collect routine government fees.

487

492

none

492

The project manager's primary obligation is to the construction firm, not to the none design firm, while still employed by the construction firm. There is a conflict of interest in this case. The project manager's failure to fully disclose his new position and continuing to negotiate and approve bids on behalf of his current employer is not appropriate.

490

none

357

It is not possible to turn the project back to the previous project manager, as the none previous project manager may have left the company, or he may be busy with new projects. That is a form of withdrawal. Moving ahead without addressing the situation also withdraws from the problem, and withdrawal is not the best choice. There are two problems described here; the project is behind schedule, and the sponsor does not know it. There seem to be two possible right answers; restructuring the schedule, and reporting the situation to the sponsor. You should work to get the project on schedule. However, looking only at restructuring the schedule excludes other possibilities, such as cutting scope, which might more effectively deal with the schedule problem. You do not know if the project completion date is critical. What if the sponsor would agree to change the due date? The best choice in this situation is to inform the sponsor of the revised completion time estimate, and discuss options.

493

Project managers have a professional and social responsibility to ensure that any none conflicts of interest do not compromise the legitimate interests of the customer. The project manager knows the customer will benefit from the information and must present it.

493

Professional and social responsibility requires the investigation of any instance none where the legitimate interests of the customer may be compromised. If such a compromise is found, action must be taken.

489

It is not common for alternatives to be discussed at the bidder conference. They none may be included in bids or proposals and discussed later.

452

As the project manager, it is your professional and social responsibility to ensure none company policies are followed throughout the project.

489

A common practice in another country does not make it a fair practice.

The communications management plan should cover all phases of the project.

You have a responsibility to address this situation. Reporting the incident is not none problem solving; it is a form of withdrawal. Rather, you should initiate a discussion of diversity and professional behavior, to avert similar behavior in the future.

488

Professional and social responsibility includes looking after the customer's best none interests. Therefore, ignoring the newly available upgrade cannot be best. In this case, the schedule and scope are already approved and all changes must go through the integrated change control process. Implementing the change on any of the sites without following the process is not acceptable. The best option is to inform the customer of the available upgrade and the impacts to the project's timeline and functionality if the upgrade is implemented.

489

It is never appropriate to carry on private discussions regarding the status of any none bids with a bidding party. All communications between the solicitor and the bidders must be formal and open to all parties.

453

Contacting the employee's manager and arranging a meeting is the best way to none handle this discreetly and effectively. This situation does not involve projectrelated activities, so resolution of the issue is not within the authority of the project manager.

490

Presenting anything other than your original estimate (allocating more to the none budget) is inaccurate and calls into question your competence and integrity as a project manager. The customer should list potential changes and risks related to your estimate. If the costs and risks are justified, you can increase the budget.

493

Reporting that the project is on schedule is unethical. It is best to report the true none status of the project and your plan of action to resolve the problem.

493

As a project manager, it is your responsibility to provide criteria to the none procurement department based on the project needs, and to protect your project along the way. Leaving the situation to the procurement department is not correct project management practice. Bypassing the bid process is not practical, nor is it in the best interest of the project. Letting the evaluation team know of management's preferred seller will increase the chance of incorrect results during the evaluation. You need to follow the established bid process, and you will be able to justify the outcome to the vice president.

453

This is a common occurrence on projects. When you take the exam, always none assume a change requires evaluation and formal approval, unless the question states otherwise. The request from the customer is a change and should be handled as such. Deleting a work package or requesting more funding could be done, but only after evaluation and customer approval, and as part of the contract change control system. Contingency reserves could be used only if the situation had been identified as a risk and was included in the reserve.

461

It is professional and social responsibility to disclose conflicts of interest to the none customer, management, and others.

490

The sooner such discoveries are made known to other project managers, the none better you can improve the capabilities of colleagues in your company. It is part of a project manager's professional and social responsibility to build such capabilities. The discoveries should also be documented in the project lessons learned and the status report, especially if that report has a wider distribution.

31, 493

Although it is certainly true that conflicts must be disclosed, there is no indication none this is the most important thing to keep in mind. The only option that applies is the need to balance the needs and objectives of all the parties. Especially with the diversity of people involved, these will likely differ.

24

You should confront the situation by discussing it with the other project manager. none You can then find out if the other project is really on schedule and thereby confirm or deny your information. Meeting with the program manager or with your boss would be the next step if meeting with the other project manager validates your concern. You might also develop a risk response plan to deal with the risk to your project. First, though, you need to meet with the other project manager regarding those late deliverables. Any software created by a company is owned by that company. As nothing is said none about a license agreement, the other project manager probably does not have the right to send it to you, nor do you have the right to use it. Investigating the option of using an old format is not the best choice in this situation, since you might not have the right to use the software at all. Because this issue deals with legal rights, you might have selected seeking approval from your legal department, but it is not the best choice, as you and your company can be liable for infringing on the project manager's company's rights. It is best to send it back and then clarify your legal options. This is a common problem on projects. If your estimates are accurate, you are none ethically bound to stand by them. Management's only option to cut cost is to support the project manager in looking for alternatives related to all project constraints.

493

You need to follow Company B's procedures while you try to influence none improvement via the change management process.

489

The only allowable or ethical choice is to refuse the gift.

none

492

The project manager must manage professional and social responsibility.

none

483

Any document created by someone else should be considered copyrighted none information. Asking permission is the best choice.

490

490

183, 493

none

492

There could be a conflict of interest in the offer. Your employer may waive such none conflicts, but it is best to speak with the management of your company. If they refuse and you want to participate in the offer, you would most likely need to leave your current position.

493

none

490

Did this one trick you? Normally, one would report a copyright violation. Here none there isn't a copyright violation. The team member is offering, they have not already done it. This is why the correct answer is to refuse the offer and inform the team member that this would be a violation of copyright law. Don't worry, you will get used to these tricky questions. Remember that the questions you will see on the actual exam may have different words, but they will test the same concepts. Watch out for this type of tricky question where the situation is changed just slightly from what one would expect, which therefore changes the answer. Both requiring updates from the employee and cancelling the meeting could have none prevented the outcome, but cancelling the meeting is the only one that would ensure you were not sitting in a meeting with a document that had not been reviewed.

490

none

489

Copying and sharing the article is a violation of copyright law, and it is unethical. none Discussing the article with others won't really solve the problem. You want to provide options to your manager; therefore you should present the manager with your analysis of the contents of the article.

489

none

490

Attempting to keep the required people on your project puts your interests over none those of your company, so it cannot be the best choice. There is no indication the labor dispute has caused any problems, so there is no need to cancel this work or to cease doing business with the company. The best choice would be to inform others in your company about the labor dispute.

493

The project manager is neither empowered nor competent to determine the none legality of company procedures.

483

The ethical way to proceed is to inform management and remove yourself, to none avoid even the appearance of impropriety.

493

If your organization retains the intellectual property rights, the organization can none reuse the work without issue. If not, they cannot reuse their efforts with company B.

490

Since it is illegal, ethically, you must refuse to make the payment.

All theft must be reported.

You need to wait until management approves the effort.

You should offer your assistance without doing the work.

490

Modifying the products in production does not solve the probem, it just prevents it none from getting bigger. Waiting for an injury is unethical, and may cause additional liability. Although insurance would cover the risk, it is best to recall product and fix the problem in all instances.

493

none

485

none

490

Nothing in this question says the other hotel is cheaper than the company's hotel none chain. Did you read it that way? An employee does not have the option of choosing whether to follow company policy. Nor, generally, can a manager override company policy. Only the owner of the policy can do that. A project manager must follow policy; therefore, it is best to use the company's hotel.

489

Ignoring is not a conflict resolution technique. This situation is an example of none withdrawing.

326

none

326

This is an ethical question. One generally needs to work within the laws and none customs of the host country.

491

Providing the deliverable, knowing it will not provide what the customer needs, none and cutting other activities in order to fix the deliverable both ignore the customer's best interests. Any delays on the part of the customer would have already been resolved with change orders. The ethical solution is to explain the situation to the customer. You might still be able to win the incentive fee and find a mutually agreeable solution.

493

Think about what you should be doing. The most ethical choice is to get none permission from the customer.

489

This situation tests ethics. Adding activities that provide additional, but non- none essential, benefits is gold plating and should not be done without the customer's approval. Expanding the critical path is even worse, because it provides no additional benefit to the customer. Purchasing more expensive equipment, in theory, provides benefit to the customer if the more expensive equipment provides value, but it should not be done without customer approval. The best thing to do is to notify the sponsor of the anticipated decrease in cost.

493

You must report the activities.

Both parties are giving up something. This is a compromise.

none

493

Educating the team on the importance of milestones is not addressing the real none problem. Changing the milestone date is unethical. Avoiding mention of the due date in the status report violates the rule to report honestly. Only developing and reporting options to meet the milestone date solves the problem.

493

Changing the quality standards or stating that the concrete "meets our quality none needs" are unethical. Ensuring that the remaining concrete meets the existing quality standards withdraws from the problem and is therefore not the best solution. The only possible choice is to report the lesser quality level. That choice would involve quality and other experts to find a resolution.

493

Since you have signed a confidentiality agreement, the only allowable choice is to none quit the company, and not discuss the research.

489

Since this is an issue involving everyone, everyone should be involved in the none solution. Spending extra time with the team on creating the WBS is generally a good idea, but it does not specifically address cultural issues. The best choice is to ask one person at each team meeting to describe something unique about their culture. This will lead to better understanding among people of different cultures, and help to avoid potential culture-related problems.

491

There is always a way to decrease costs on the project. The best choice is to none attempt to find a way to decrease the cost.

455

This is a tough, but common, situation. Requesting a letter of intent from the none customer is commonly done. Even though a letter of intent is not binding in a court of law, it does make the seller feel more comfortable about expending funds before a contract is signed. Notice how much of this question is extraneous. Expect questions on the exam that are wordy, distracting from the real problem at hand, and have whole paragraphs of information that is irrelevant to the real problem.

449

You should look for a choice that solves the problem. Simply informing none management is not assertive enough for a project manager. Also, you need more information before talking to your manager. A team-building exercise might be nice, but it does not address the customer's concerns with the project. Changing the baseline is not ethical under these circumstances. Problem solving begins with defining the causes of the problem. Therefore, meeting with the customer to uncover more details is the only answer. Issuing the deliverable as it is does not protect the best interests of the customer. none Simply noting the issue in lessons learned does not solve the problem. Informing the customer that the deliverable will be late will cause a default of contract. Although the deliverable meets the contractual requirements, it is best to bring the problem to the customer's attention so an option that does no harm can be found.

328

Facing the problem sooner is better than facing it later.

491

General project management training does not address cultural issues. Training none in the other languages or cultural mannerisms may help the situation, but only dealing with specific cultural differences between the involved countries specifically issue. The project addresses life cycle isthis used in the WBS, not created from the WBS. The project none management process is not longer than the project life cycle, and it applies to all projects. Whereas the project management process describes what you do to manage the project, the project life cycle describes what you need to do to complete the work.

491

Ask yourself which choice helps evaluate cost performance. The project budget none deals with cost, but not performance, as there is nothing to compare against the budget listed here. There is no comparison to a previous budget or a comparison of actual to budget. The only choice that addresses cost and performance is the cost performance index.

241

Did you notice this project has already begun? Risk management is a required none element of project management. You must complete risk management, starting with the Plan Risk Management process.

379

As project managers can spend 90 percent of their time communicating, the none correct choice must be communication. Asking the customer to try to get approvals in on time is smoothing. Meeting with none the customer to determine a new due date is problem solving. Demanding the approvals today is forcing. Postponing a decision reflects the conflict resolution technique of withdrawal.

321, 345

The best choice is informal verbal communication. This does not mean you do none not keep records of the problem, but it is best to start this discussion informally. If informal communication does not solve the problem, formal written communication is the next choice.

355

Thorough risk identification and an effective communications management plan none are good ideas, but not key objectives of contract negotiation. Negotiations should be win/win, so negotiating a price below the seller's estimate is not the best choice. A fair and equitable price will help to create a good working atmosphere. Otherwise, you will pay later, through change orders.

455

The first thing that should come to mind is whether this is an ethical situation and none whether it violates any company rules or laws. If it does not violate any of these, it would be best to check the company's qualifications for completing this work.

451

Every project must be closed, as closure provides benefit to the performing none organization. This makes stopping work not the best choice. Shifting work or releasing team members do not solve the problem--they just postpone dealing with it. The best thing for the project manager to do is begin Close Project or Phase. It is the role of the change control board to review and approve changes. That none board may include people representative of all of the other choices.

128

28

326

125

The project objectives and schedule are included in the contract. A none communications management plan was developed in planning, although may require updating with the addition of new people on the project . It is important that the new seller understand who is who on the project, so introductions of the team member and identification of their roles and responsibilities should occur first. Changes made by the customer should be paid for by the customer and not none require the use of seller's reserves. Saying no should not be a first choice. Making only changes that do not add cost does not completely address the problem, and it is unlikely that the requested changes could all be accomplished without impacting cost. Sometimes the best way to resolve a problem is to sit down with all parties, discuss the issues, and find a solution that works for everyone.

321

Following the right process is part of professional and social responsibility. none Because an unidentified problem or risk occurred, it is important to reevaluate the Identify Risks process as well as to look for unexpected effects of the problem. However, they are not your first choices. You might need to inform management, but this is reactive, not proactive, and not the first thing you should do. Since this is a problem that has occurred, rather than a problem that has just been identified, the first thing you must do is address the risk by creating a workaround.

399

This is a question about problem solving. You need to analyze the problems and none identify what caused them before taking any other action.

328

The project manager should not necessarily prevent all scope or cost changes, none and the sponsor is not involved in all changes. Changes found early will have less of an impact on the project. Thus, it is best to discover needed changes as early as possible.refers to combining activities, not team members. (We just wanted to none Integration see if you were still paying attention!) Generally, the lower life cycle cost should be selected. none

123

You should decline the offer. You should also report the offer to your boss, to none avoid any indication of impropriety.

493

Developing lessons learned would help improve subsequent phases, but would none do nothing for control or deliverables. Having plans for each work package would help control each phase, but would not control the integration of those phases into a cohesive whole. A description of the product of the project would help, but that would not improve both control and deliverables for each phase. Effective project management requires a life cycle approach to running the project. Adopting a life cycle approach is the only answer that covers both control and deliverables. Scope, time, cost, quality, risk, resources, and customer satisfaction is the most none accurate list of constraints, or competing demands, that a project manager must deal with. Determining who will be on the change control board and determining the none reporting structure may have already been done. In any case, these choices are not directly impacted by the number of sponsors who have signed the charter. Having a single project sponsor is not necessary. This situation implies that there are six areas concerned with this project. In addition to added communications requirements, you should be concerned with competing needs and requirements impacting your efforts on configuration management.

27

461

95 231

23 114

The Create WBS process consists of subdividing major project deliverables none (scope) into smaller, more manageable work packages. The Define Activities process defines the activities that must take place to produce those deliverables. Therefore, it would be the most practical choice to combine those processes.

112

Historical records are not generally used for life cycle costing, lessons learned, or none creating status reports. They are useful in estimating, risk management, and overall project Because you planning. have no experience, you will have to look at the experience of none others. This information is captured in the historical records from previous projects.

111

This question deals with the proper creation of the project management plan. The none final plan contains more information than what is listed in this question. It is the final plan and not the components that require authorization. Otherwise, there is extra work for everyone. The project management plan is approved after all its components are completed.

117

A project manager must manage a project. If all activities are delegated, chaos none ensues and team members will spend more time jockeying for position than completing activities.

95

You and the team need to work through the project planning processes and none determine the impact of the cost and schedule requirements on the project. You cannot accept the requirements without proper evaluation.

16

The project management plan is the only document that meets the objectives none described.

112

The milestone list and risk register are project documents. Lessons learned are none an organizational process asset. Lessons learned from previous projects may be an input to the project management plan, but they are not part of it. Of the choices presented, only baselines are included in the project management plan.

113

The project scope statement is created in project planning. All the other choices none are addressed in project initiating. The project scope management plan and the WBS focus on project scope. The none communications management plan addresses who will be communicated with, when, and in what format. The only choice that addresses gathering, integrating, and disseminating information is the PMIS.

58

The project management plan contains more than just a schedule, management none plans, budget, and other management plans. The project charter is not part of the project management plan. A project management plan is a formal, approved document used to control the project.

112

Be careful on these questions. They try to divert your attention with talk about a none quality project, etc. Focus on the question. You need a project scope statement first, before you can create the other parts of the project management plan listed as choices. If we were to rephrase the question, it is asking, "Who creates the project none management plan?" The best answer is that the project management plan is created by the project manager but requires input from the team.

113

111

110

112

As with any project, you need to focus on the needs of the stakeholders. By none understanding their needs, you will be far ahead in developing a structured approach that fits their needs. Generally there is no problem with doing both activities.

24

none

63

none

233

none

114

none

112

none

389

The project manager should be named early in the project, during project initiating if possible. It is then his or her responsibility to control the project throughout its life. A change control system is not required to obtain estimates, but without the other three choices, you cannot develop the estimates. You need the WBS to define the activities, the network diagram to see the dependencies, and the risks to determine contingencies. NOTE: These are high-level risks, not the detailed risks we identify later in project planning. You want to be prepared. Therefore, you create the change management plan before you need it; in project planning. The project management plan contains more than just a bar chart and the project manager's plan for completing the work. It includes all the management plans for the Theproject. biggest concern must be the risks other projects may cause to yours. It would be better to prevent those problems in the Plan Risk Responses process than to just spend effort controlling scope.

There is no reason to suspect a brief project scope statement is a problem on the none project. Simply making a list of activities is example of incorrect project management practices, which will appear in choices throughout the exam. Did you choose accomplishing the project as time allows? Planning should still occur. All projects, even those without a required completion date (yes, they do exist), should be planned and have a schedule, so that, among other things, the team knows what should be done by whom, and to control the project and prove project success. However, because there is no required end date, schedule flexibility can be built into the plan, allowing for resources being removed and other such delays. When answering a question like this one, look at the different parts of the none situation to determine which, if any, are problems. In this case, the project charter was agreed to; that is excellent. It looks like project planning was also done well. You have even checked to make sure stakeholders still agree to the plan. Ask yourself, what problem could remain? We know personality conflicts are the least frequent sources of conflict, so that cannot be the best. An effective sponsor and a high priority project do not necessarily relate to each other, although the statement indicates that they do. This should be a warning that this choice could not be best. If the organizational structure and dynamics prevent people from effectively working together, management plans should have accounted for this and eliminated or dramatically reduced the problem. Expectations are unspoken requirements and are often more critical to a project's stakeholders than the stated ones. Unless these expectations are identified and recorded, there is likely to be a high level of dissatisfaction with the project.

25, 112

Crashing and replanning are essentially delaying the situation. Instead, the none project manager should try to prevent the situation by showing the consequences if the resources are not available. This is a more effective strategy than saying, "But you gave them to me."

124

Major project constraints include scope, time, cost, quality, risk, resources, and none customer satisfaction. This question talks about a change in scope. It would be most important to look for impacts to other project constraints. After that is completed, the impact to subsequent work packages would be evaluated.

23

Approved change requests, including approved corrective actions and defect none repair orders, are inputs to Direct and Manage Project Execution. Corrective actions are implemented in the Direct and Manage Project Execution process, making implemented corrective actions the exception.

117

359

A vast majority of the project's budget is expended during project executing.

none

68

Getting acceptance of the project management plan would have meant none acceptance of project planning assumptions, project planning decisions regarding alternatives chosen, communication among stakeholders, key management reviews, the baseline for progress measurement and project control.

117

A single high-level executive can end an entire project if he or she is not satisfied none with the results, even if that person has, by choice, been only tangentially involved in the project. It is critical to ensure that all of the final decision makers have been identified early in a project in order to ensure that their concerns are addressed.

24, 117

The other impacts to the project should be evaluated first. Such impacts include none scope, cost, quality, risk, resources, and customer satisfaction. Once these are evaluated, the change control board, if one exists, can approve or deny the change. The most correct answer here is team buy-in. Without buy-in, the team is not none motivated to perform. You do not have enough information to consider resource leveling or crashing this none project. As you work on any project, you need to constantly reevaluate the project objectives and how the project relates to other concurrent projects. Is your project still in line with corporate objectives? If the other project will impact yours, you need to be proactive and work on options now.

122

Before you can do anything else, you have to know what YOU are going to do. none Developing the management strategy will provide the framework for all the rest of the choices presented and the other activities that need to be done.

111

The system contains processes and tools to allow you, the project manager, to none know the status of your project at all times.

110

The project manager is an integrator. This is a question about your role as an none integrator and communicator.

95

323 122

Creating a bar chart or making a list of activities are not the way a project is none planned. Determining what can get in the way of project success relates only to risk. The project management plan is used to guide the project.

111

Directing occurs while the project management plan is being created. During none project executing, the project manager should be focused on integrating the work of others into a cohesive whole. This is more important than just coordinating or leading . can be done during project planning and executing, but it is most none Integration important when you reach key interface points in the project. You must orchestrate the coming together of the results.

117

Management does not have to be consulted on, or to approve, all changes. As none changes are approved, the project management plan and project documents are updated. This includes updating all impacted baselines.

125

Did you like the idea of asking the team member why he needs more time? That none would have been done before you determined the ONLY impact. The use of the phrase "only impact" here implies integrated change control has already been done. The change control board members are the selected representatives of the stakeholders, so looking for objections from stakeholders cannot be the best choice. You should submit the information to the change control board, and determine if this might impact the team member's future work. After the board reviews, and formally rejects or approves change, you should inform the team member of the decision. Changes are not listed in the scope management plan or in the project charter. none The project manager should determine if a change is needed and if the change is beneficial. The project manager should then notify stakeholders affected by the change.

128

Although there are elements of poor scope management and project charter none indicated in the description, the project is most likely lacking clear direction from the sponsor.

303

Most often, projects outsourced outside of the country encounter communication none and time zone barriers. The procurement process should have assured the project manager the sellers were skilled.

456

Before anyone can be notified, the change must be finished. That means looking none for time, cost, quality, risk, resources, and customer satisfaction impacts. Sign-off would occur after other impacts are identified.

125

The change control system should include documentation of the process for none making changes.

114

An emergency change has taken place. The change control system must include none procedures to handle changes that may be approved without prior review, for example, as the result of emergencies.

114

First you need to find out why the customer is not happy. Then meet with the none team and determine options.

125

Understanding the change is the first step of integrated change control. A project none manager must evaluate the situation before making a decision. In this case, you need to know more about the added functionality before a decision can be made about what to do.

125

95

124

The best way to deal with this problem is to discover the root cause. Only a none discussion with the research department can help with that.

123

It seems like all of these are good ideas, but having the stakeholders review the none list of project requirements helps discover errors and changes, and could therefore be considered the best choice.

349

Not all change requests must be approved by management. Some change none requests may be approved by the project manager or change control board, based on the change control procedures of the organization.

125

none

129

none

125

none

125

none

125

none

118

Integrated change control requires coordinating changes across knowledge none areas. A proposed schedule change will often affect cost, quality, risk, resources, and customer satisfaction.

122

Remember that control relates to measurement. The measurements are an none activity of Perform Quality Control.

276

Although the issue relates to scope, integrated change control procedures should none be followed.

122

The change control system must include procedures to handle changes that may none be approved without prior review, for example, as the result of emergencies.

114

Project managers should be proactive. The only proactive answer here is preventing unnecessary changes. Remember the question asked for methods to control changes, not just deal with them. Looking for the source of changes is the most proactive. Sometimes, certain classifications of changes get automatic approval on a project and do not need a change control board's approval. For example, in an emergency, changes may be made by the project manager without the change control board. Baselines should be changed to reflect all approved changes that impact them. Notice how many situations are thrown at you in this question. It is important to practice reading through questions to discover what is important and what is just background information. In this question, the only thing relevant was the corrective action taken. Once you discover what the primary issue is, look at the choices to find out which is best for addressing that issue. What is the primary issue here? Did you realize the team member's note is about a non-critical path activity? ("Until the project float is in jeopardy" means there is float and, thus, it is not on the critical path.) So is the issue the non-critical path activity or the documentation? You might disagree with the logic, but in this case the answer is the documentation. In the real world, problems often repeat. Without a record of what was done, there is no opportunity to consider the same solution for future problems. Documentation is critical to projects. Because documentation becomes part of the historical records database, it is best to first record the corrective action taken, then discuss the value of documentation at the next team meeting, and smooth the team member with the accounting department problem. Recommended corrective actions, recommended defect repair, and forecasts are outputs of the Monitor and Control Project Work process. Rejected change requests are an output of Integrated Change Control.

The change management process should be formal so changes don't "just none happen." You manage them. You want changes documented for historical purposes so there is an audit trail indicating why you made the changes. The change control system is a part of an organization's enterprise environmental factors. First, you need to understand the scope of the change so you and the team can none evaluate the impact. Next, come up with options, which you present to the change control board. The change control board then decides whether to include the change and its corresponding impacts on the project.

114

This question includes many common errors regarding baselines. It is important none to realize that delays or cost increases do not automatically result in changes to baselines. Changes can be made to the baselines, but only when they are officially approved. The person requesting the change usually formulates the change and creates a none change proposal. The performing organization usually creates the procedures regarding changes. The change control board reviews requests for changes, evaluates both the positive and negative impacts, and then approves or rejects the changes. Ensuring project elements are properly coordinated includes all the other choices. none Thus, it is the best answer. A change management plan includes the processes and procedures that allow none smooth evaluation and tracking of changes. Lessons learned are reviews of the processes and procedures after the fact, to improve them on future projects.

125

The sponsor issues the project charter and so he or she should help the project none manager control changes to the charter. The primary responsibility lies with the sponsor. If many changes are being requested and made, it indicates the scope definition none was incomplete. A thorough review of the project scope with the stakeholders will help identify where problems exist and allow you to focus on fixing them. Only after that is done can one look at the higher-level document (the project charter). Forms or procedures do not deal with the root cause of the changes.

100, 303

Read the questions carefully. Don't miss the words NOT and BEST in the none question. Even though it may not directly affect the time or cost to the project, you need to look at all the impacts of a change on other project constraints. The change may increase risk, reduce quality, etc.

125

The first thing is always to evaluate the impact of the change on the project. A none good thing to do next might be to see what the contract states and then meet with the customer. Demanding installation of the originally specified carpet might be too drastic, and documenting the change really means doing nothing. Your actions in this case might be different than if the carpet was not already installed.

125

Do you remember what to do when there is a change? Evaluate first. You none wouldn't take action before getting approval, so compressing the schedule or cutting scope would happen after consulting the sponsor and/or advising the client of the impact of the change. You would not go to the customer before going to your internal management, so advising the client is not the correct thing to do next. The next step is to discuss options with the sponsor.

125

Your first action is to formally document the requested change to the none requirements, and then follow the integrated change control process.

125

Once the change has been made, the documents affected by the change (the none project management plan and/or project documents) must be updated . Who does each activity is managed with the responsibility assignment matrix. none When each activity is done is managed with the project schedule. A work authorization system is used to coordinate when and in what order the work is performed so that work and people may properly interface with other work and other people. The project manager needs to do more than just monitor and track changes. The none best answer is the proactive answer; influence the factors that cause changes.

125

125

124

95 114

123

119

114, 123

The project manager is asking how to make a change. Such a question cannot be none resolved using management by objectives, team relations, or a work breakdown structure. The procedures, forms, sign-offs, and other similar requirements for handling changes should have already been determined in the change management plan. Because they were not, the project manager will waste valuable work time trying to figure it out after the fact. Notice that the first paragraph is extraneous. Also notice that the question states none the change has already been made. The project manager's actions would be different if the change had not been made. It is the project manager's job to investigate impacts, as the project manager is the only one who can tell how a change impacts the project as a whole. Asking the team member how he knows there is no impact on time, cost, or quality is the best answer. This begins the project manager's analysis of the impacts to the project as a whole by finding out what analysis has already been done. He can then determine how he must finalize the analysis as it applies to the entire project.

114

The first action is to evaluate the impact of a change. An evaluation none encompassing the impact of the change on the project schedule, cost, quality, risk, resources, and customer satisfaction is required.

125

First, you need to understand what change has taken place and then evaluate the none impact and options. (Note that this is an example of gold plating.)

125

A cost benefit analysis might have been completed during project planning, but it none could not have related to the proposed change. A project sponsor is not generally involved in changes within the project. Compiling the information necessary for a cost benefit analysisis a form of estimating, and it is best if the person doing the work creates the estimates. Therefore, the team member should do what was asked, to enable the project manager to make an informed decision.

125

none

114

none

125

none

125

none

113

The project baselines are included in the original approved project management plan, and are changed to reflect approved changes to the plan. Baselines are useful in detecting variances from the project management plan. The WBS is created before the project management plan. Therefore baselines are not available when the WBS is created. Performance measurement variance is a measurement of the project, and does not reflect approved changes. The Verify Scope process deals with obtaining formal acceptance from the customer. Change control procedures might address how to handle changes, but do not reflect approved changes. Changes made via the change control system will be documented in some part of the project management plan and/or project documents. Look again at this question. It does not provide details of what is wrong. It is more appropriate to meet only with the team members involved than to meet with the entire team. A project manager must understand what led to problems with team dynamics, project scope, etc., in order to decide what to do and with whom to meet to resolve the problem. Only reviewing the project deliverables deals with evaluation. Meeting the schedule baseline is one indicator of project success. Remember that baselines may be formally changed to accommodate changes within the project.

Performance measures are determined earlier in the project so they can be used none to measure progress during the project, making determining performance measures the only correct answer to this question.

125

78

Notice that this question asks about the use of a tool of project management. none Many people can learn from a book what a lessons learned document is, but questions like this can more readily be answered if you actually use the tool and know from experience its value. Ask yourself about the other tools of project management. Why are they beneficial? The BEST use of lessons learned is as historical records for future projects. There are other tools that are better for accomplishing the things listed in the other choices. The best answer is stakeholders, as their input is critical for collecting all the none lessons learned on each project. The term "stakeholders" includes all the other groups. The PMO determines whether a project supports the organization's strategic plan none and can authorize exceptions to projects not linked to the strategic plan.

31

Because the CEO is the project sponsor, analyzing the need for the project or none getting stakeholder buy-in would not be good first choices. Ranking possible projects is often done as part of the project selection process, but this is not the project manager's responsibility. The project manager should first create a project charter. Work to achieve stakeholder buy-in might be done after the charter is approved. Product acceptance criteria is included in the project scope statement, not the none project charter. These are reasons projects are initiated. none

100

Deliverables are determined in part by the customer, not only by the project none sponsor. Deliverables are identified in the project charter, which is created in project initiating, before the work is completely defined and before planning occurs. The change would not impact the organization's overall project management none practices, only procurement. Loyalty to the project would be gained, not lost, in a decentralized environment, as the procurement manager is part of the project team. In a decentralized procurement environment, there is less focus on maintaining the skill or expertise of the contracting function, and access to other procurement professionals with comparable expertise would be reduced.

61

Constrained optimization uses mathematical models. Linear programming is a none mathematical model. This is a question about project selection. In order to interpret the information, none you need to know what each item is. A 12 percent IRR (choice A) is a more quantified benefit than a BCR of 1.3. You need more information to understand what the BCR of 1.3 will mean on the project. Thus, it is impossible to determine whether the BCR of 1.3 is better than an IRR of 12 percent. There is not enough information provided to support recommending or not recommending choices C or D. This leaves only choice A, with a 12 percent return, as providing a clear benefit. The items listed might lead to changes, but they are not changes themselves. none These items may be considered when creating a WBS, but they are not components of a WBS. A market demand would not be a logical reason to outsource project work. A market demand, a customer request, and a technological advance are all good justifications for a project to be initiatied.

104

This question can be tricky, especially if you have spent so much time studying none that you have forgotten some good project management practices. A quick look at Rita's Process Chart in the PMP(Author:Bobby)174(Author:Bobby) Exam Prep book might lead you to conclude that the FIRST thing to do would be to start planning. However, the question indicates that the project manager was not involved until after the charter was created and approved. Therefore, wouldn't it be smart to make sure the project charter is clear and complete before moving on? This is why it is best for the project manager to confirm the stakeholders had input into the scope.

147

31 61

100 42

425

108

42

These are two broad categories of project selection methods. none The project manager should be assigned during project initiating. none The project charter is issued by the sponsor. The project manager may have a none role in its creation.

The project charter documents the project description and need of the client.

none

104 64 100

101, 102

The project charter is issued by the sponsor. none The best thing to do would be to show the impact. This is the only choice that none prevents future problems - always the best choice. The other choices just pretend the problem does not exist.

100 100

A WBS, scope statement, and scope management plan are outputs of planning none processes. Outputs of the initiating process group are the project charter and identified stakeholders. Determining the product description should be a giveaway. This process is none addressed in the project charter, so we must be in project initiating. Expect many questions that ask when something occurs in the project management process.

60

The exam will ask questions like this to make sure you know the benefits you none should be getting out of the processes and tools of project management. The details of what needs to be done are found in the WBS dictionary. The names of team members are included in the responsibility assignment matrix and other documents. Project history is found in the lessons learned and other historical records. A major benefit of a project charter is that it documents the authority given to the project manager. A risk management strategy and work package estimates are not created until none project planning, but the project charter is created in initiating. A project charter may include the names of some resources (the project manager, for example), but not detailed resource estimates. Of the choices given, only the business case for the project is included in the project charter.

100

none

100

none

60

none

428

none

61

Performance measurement baselines are developed during project planning. The none others are parts of a preliminary project scope statement. Expect to see many questions that ask when something occurs in the project management process.

63

Work not in the WBS is outside the scope of the project. none The project scope statement is an output of the Define Scope process. The work none breakdown structure is an output of the Create WBS process. Scope change requests are outputs of the Verify Scope and Control Scope processes. The requirements traceability matrix is an output of the Collect Requirements process, and is used to track requirements throughout the life of the project.

158 153

Many people mistakenly include things that come after the preliminary project scope statement (e.g., project scope statement (choice B) and schedule (choice C) in the preliminary project scope statement. These items come after the preliminary project scope statement. The business need (choice D) is in the project charter. The project charter is needed before planning and execution of the work can begin. Therefore, it is created and approved in project initiating. The procurement management plan is an output of the Plan Procurement process, the first procurement process in project planning. A project scope statement is created during project planning.

61

104

When you look at this question, you might see three "right" answers (choices A, B none and C). Scope verification (choice D) involves obtaining acceptance of the completed project scope. One could be looking at alternative choices when creating a project charter in the initiating process group (choice A), however, this is not part of the scope management process. You could be also looking at alternatives when creating a scope management plan (choice B) or while creating the project scope statement in scope definition (choice C). To choose between these, look for the time when you identify alternative approaches the MOST. The answer is during scope planning, making choice B the best choice. Facilitated workshops, alternatives identification, and product analysis are tools none and techniques of Define Scope. Inspection is done during project monitoring and controlling, and is therefore the exception. Limits on what options you have to complete the project are called constraints.

none

125

154

23

A list of required reports and information about payment of subcontractors are none usually included in the contract, but based on the situation, they are not the most important. The connection between claims and questions is not a valid one in contracts. You might connect actions of the buyer and claims, or errors in the contract and claims, but not questions and claims. The situation describes an unclear scope of work and the need for quality. Therefore the most important thing is to make sure a procurement performance review is included in the contract.

462

When the seller has more expertise than the buyer, the procurement statement of none work should describe performance or function rather than a complete list of work. In any case, the procurement statement of work should be as detailed as possible.

428

The WBS is an input to all of these choices. However, team buy-in is a direct none result of the WBS creation process, while the other choices use the WBS to assist in their completion. Involving the team in creating the WBS provides project team members with an understanding of where their pieces fit into the overall project management plan and gives them an indication of the impact of their work on the project as a whole.

157

The Delphi technique uses experts and builds consensus; therefore, expert none opinion is the chief characteristic. The project scope statement is an output of the Define Scope process, which none occurs during project planning. Management by objectives tries to focus all activities on meeting the company's none objectives. If the project's objectives are not in line with the company's objectives, the project may be impacted or cancelled.

381

The project scope statement is an input to the Create WBS process, not vice none versa. The project scope statement is an output of the current process (Define Scope), not an input. The high level project objectives are included in the project charter, which is created in initiating. Since the charter was approved, the project objectives must have been identified. In the Define Scope process, organizational process assets are required before the scope statement can be completed. These include historical records of previous projects, including their scope statements, and may also include processes and templates. The WBS is used in many different processes, but is not integral to the Perform none Quality Assurance process.

114

154 23

202

After obtaining input from the customer and other stakeholders, the project team none is responsible for developing the scope baseline. Remember that the scope baseline includes the WBS, WBS dictionary, and project scope statement.

154

Planning the work of the scope management process is done as part of the none Develop Project Management Plan process. The complexity of the scope management plan is determined based on the needs of the project.

112

Remember that the project scope statement is an output of the Define Scope none process. Estimate Activity Durations, Develop Human Resource Plan, and Estimate Costs are all done after the Define Scope process. Only the Collect Requirements process occurs before Define Scope. See Rita's Process Chart in the book PMP(Author:Bobby)174(Author:Bobby) Exam Prep.

147

Quality measurements are not an input to the Create WBS process. none Decomposition is done during the Create WBS process. none The first level should be your project life cycle, not products. The WBS is not none listed in chronological order, nor should functional areas organize it. The WBS is hierarchical; therefore each lower level is made of all the parts of the segment directly above it.

116 157 157

Decomposing the scope into smaller pieces allows for more accurate estimates, none are used to track the project against the performance measurement baseline, and are used to assign resources using a responsibility assignment matrix.

157

The heuristic (rule of thumb) we use in project decomposition is 80 hours. It none doesn't matter how experienced the team members are. You need this level of reporting to manage the project effectively.

157

The important words here are "subdividing project work packages." This indicates none a WBS has already been created, and it is being further broken down. If the question said the team was subdividing "project deliverables," the answer would have been creating a WBS. The lowest level of the WBS is a work package, which can be completed by more none than one person. The other choices are aspects of a work package.

158

none

157

none

157

none

161

none know better than the project manager what needs to be done. The numbering system allows team members to quickly identify the level in the none work breakdown structure where the specific element is found. It also helps to locate the element in the WBS directory.

157

A resource leveling chart and resource bar chart make use of already determined none resource requirements. Resources are determined based on the needs of the project, and those needs are determined based on the activity list.

185

Develop Project Charter is an initiating process. Outputs from the Define none Activities, Sequence Activities, and Estimate Activity Durations processes in project planning are inputs to the Develop Schedule process. Therefore, Develop Schedule occurs after those processes.

194

The project charter is completed prior to the development of the project none management plan.

112

Decomposition is the process of logically subdividing the project into smaller pieces. Therefore, it is used to develop the WBS. Don't forget that the team should be involved in the creation of the WBS. Involving them helps you obtain buy-in from the people who do the work. Gold plating generally refers to adding scope. If you picked project charter, remember the project charter is a high-level document. Because the WBS dictionary is much more detailed, it would provide more help in controlling gold plating. The team is needed because they are the technical experts on the project and

162

158

The work breakdown structure is designed to show all the work that is required to none produce the project output as well as the other project-specific activities. It should include enough detail to allow you to manage the project with the resulting work packages.

158

A weak matrix project organization is the most likely reason teams are falling none behind, because the functional manager is moving people without working with the project manager. In this type of organization, the functional manager has more power than the project manager.

25

The scope management plan describes how requested scope changes will be none managed.

145

Be very careful, as this simple question may uncover many gaps in your none knowledge. The question is really asking, "The project priority has become lower, what should you do?" Although projects should relate to the company's objectives, many do not. Why would you decrease costs? In order to decrease costs, you must decrease scope or quality. Nothing here indicates this is required. You are still chartered to do the same project. One cannot arbitrarily change the CPI; the CPI changes based on changes in project performance. Target opportunity cost is a made-up term. The only correct choice is to extend the schedule and allow flexibility to accommodate the delays and other risks a low priority adds to the project. A change request is the most effective way of handling the disconnect between none what users actually want and what management thinks they want.

123

Perform Quality Control checks for correctness, Verify Scope checks for none acceptance. The key aspect of the Verify Scope process is acceptance of the deliverable. none

163, 276

Such a review compares the deliverable to the requirements. The project none manager might have misunderstood and it would be best to check before talking to the team member.

164

It is not common that all deliverables will need to be audited. Auditing less none frequently or calling the inspection by another name do not solve the real problem. It would be best to create an audit policy on future projects.

145

A team member should have flexibility at the work package level to make some none changes as long as they are within the overall scope of the WBS dictionary.

162

Product reviews, audits, and walkthroughs are all forms of inspections which may none be used in the Verify Scope process. Sensitivity analysis has nothing to do with verifying scope.

124

165

163

The project management plan is completed before the Verify Scope process. The none Verify Scope process does not deal with time, but rather acceptance. The Verify Scope process does not occur before the Define Scope process. The choice stating the Verify Scope process ensures customer acceptance, shows the deliverable meets specifications, and provides a chance for differences of opinion to come to light is entirely correct, making that the best answer.

163

The work breakdown structure, WBS dictionary, and project scope statement are none all parts of the scope baseline, which is an input to Verify Scope. Inspection is a tool of that the process. Reviewing project scope statement in a meeting treats all team members with none respect and preserves an individual's integrity while identifying gaps in the document. It also allows the project manager to interpret body language of those who misunderstood.

167

The Verify Scope process deals with acceptance by the customer. Without this none acceptance, the project manager will not be able to move into the next project phase.

164

A project manager cannot be responsible for the customer's inspection process, none only his own. Network diagram changes will not affect the root cause of this problem. An apology might be in order later, after the root cause is found. The best choice of those provided is to review the Verify Scope process, as that process deals with acceptance by stakeholders. Informal changes to project scope and project management plan are probably the none chief causes of schedule slippage, cost overruns, and project team member frustration. Effective scope control is critical to the success of a project.

163

Organizational process assets are an input to earlier parts of the scope none management process, but not to the Verify Scope process. Accepted deliverables and change requests are outputs of the Verify Scope process.Verify Scope is the process of verifying completeness of the work. Therefore, you need deliverables to use in the analysis. Much of the work on the project is dictated by the project scope statement. Any none imprecision in such a key document will lead to differing interpretations. The project manager should validate with the customer that the change will add none value, and then follow the change management process.

163

none

143

The Verify Scope process occurs during project monitoring and controlling. It is none done at the end of each project phase to get approval for phase deliverables, as well as at other points to get approval for other interim deliverables.

164

Scope management ensures the appropriate scope is done.

154

163

154 165

A WBS does not show dates or responsibility assignments. The business need is none described in the project charter. In this situation, the product and project scope are being fine tuned. It would save the project manager time in effectively managing progressive elaboration if the WBS was used as a communications tool. Using the WBS helps ensure everyone (including the customer) understands the scope of the work.

161

Notice the use of the term "procurement statement of work." This is used to refer none to the part of the project work that will be done by a seller. It is unethical to ignore the Verify Scope process, as doing so will add risk that the project will not meet the customer's needs. Therefore, the best choice is to verify scope with the customer throughout the project. In a real-world situation, one would probably work with the customer to efficiently handle verification so as to cause as little disruption as possible. This question is written from the perspective of the seller. The contract could be none wrong, or the customer could be wrong, but this should have been discovered earlier if proper project management was followed. A seller cannot issue a change order (although they could request one). Did you select calling a meeting of the team? If so, remember that project management is not about making every decision with ALL the team members. The best choice involves reviewing the requirements documentation and meeting with the appropriate team member. If such a problem has arisen, it could mean something was wrong in the WBS dictionary, or in how the team member completed the work. The output of the Verify Scope process is customer acceptance of project none deliverables. The other choices all happen during project planning, well before the time the Verify Scope process takes place.

163

The best answer is that management by objectives needs management support.

none

465

163

23

The Verify Scope process is done at the end of each phase of the project. If it is none not done, you risk delivering something in the next phase that is not acceptable to the Thecustomer. Verify Scope process requires acceptance by the customer. If they are not none happy, you must find out why and remedy the situation if the project is to meet their needs. It is important to evaluate why they are unhappy in order to determine a course of action. The other choices could happen after that.

164

Activity lists may identify the work package they relate to, but they do not contain none detailed descriptions of the work packages. The project scope statement defines the project scope, but it does not describe the work a team member is assigned. The scope management plan describes how scope will be planned, managed, and controlled. It does not include a description of each work package. The WBS dictionary defines each element in the WBS. Therefore, descriptions of the work packages are in the WBS dictionary. Scope verification, which occurs in the Verify Scope process, focuses on none customer acceptance of a deliverable. Product verification, which occurs in the Close Procurements process, is focused on making sure all the work is completed satisfactorily. The question asks about identifying work. Only a work breakdown structure none relates to identifying work, as a WBS is used to define all the work required to complete the project.

161

The rules of the Delphi technique are: keep the experts' identities anonymous, do none not bring the experts together in the same room, and build consensus.

148

164

163, 465

155

none

143

Requiring overtime is never the first resort to solve such problems because it none causes the project manager to lose credibility and performance. This would likely create a cost impact on the project, or impact other projects or other work. Helping the team produce quality work is a good idea, but it does not address the time problem.Using more experienced resources is not viable, as other resources are not available. The best choice in this situation is to consider cutting the scope.

125

A project manager must always evaluate the situation and identify options before none a decision can be made. The other choices offered are not appropriate options.

461

You can expect many questions dealing with changes on the exam. Generally, none you look for impacts to all aspects of the project, even if the project is ahead of schedule and/or under budget. You cannot approve the change or request the sponsor's approval until you have determined the effects of the change on the project. There is no such thing as a configuration change board.

165

Providing documentation of the changes to the project sponsor is not the most none valuable action to take. Be careful about choices like "preventing more changes". Changes are not bad, and should not generally be prevented. Making sure the changes are reflected in the project scope baseline is a method of recording the change, but it is more specific and detailed than just saying record all the changes. Therefore it is the better choice. Changes must be formally controlled using the change control system. none

125

A poor communications management plan is not likely to cause the volume of none changes in this instance.

125

none

164

Although it is correct that effective scope definition can lead to a more complete none project scope statement, this cannot be the answer, because it does not deal with controlling scope. Scope planning occurs before the Control Scope process, not after it. Controlling the schedule is not the best way to control scope, so that is not the best answer. The control processes do not act in isolation. A change to one will most likely affect the others. Therefore the need to integrate the Scope Control process with other control processes is the best answer.

165

Notice the use of the terms "product" and "project scope" and how they mean none different things? Reviewing and analyzing the impacts of the change is the best option, since a change to any part of the product or project should be evaluated for impacts to other parts.

165

This is a result of scope management.

A submittal that does not meet the requirements should not be accepted.

165

none

169

A project manager should ensure they give the customer what they asked for; no none more or no less. Even though in this case the change had no negative effect on cost or schedule, it may have adversely affected other areas of the project, such as quality. There was no opportunity to complete the Perform Integrated Change Control process before the change was made. However,integrated change control is still needed in order to assess other possible impacts to the project.

165

Scope verification is a control function related to gaining customer acceptance. none Integrated change control relates to looking for multiple impacts of changes. Scope planning creates a scope management plan. The project manager must identify the stakeholders, document their needs, wants, and expectations, then manage and influence expectations to ensure project success. (This should already have taken place earlier, as part of Identify Stakeholders in initiating.)

348 ==45== 49

If the scope change had been properly recorded, the impact of the change could none have been identified and addressed immediately.

165

none

121

You cannot verify the work if you do not know which is the "correct" project scope none statement. Documenting the inconsistencies is reactive. Did you think stopping work is the best choice? That action is too severe for the situation. This is a question about problem solving, which begins with defining the causes of the problem. It is better to evaluate before taking action. You must get complete requirements before starting work. At issue here are the different project scope statements. How different are they? That's what reviewing the scope with the stakeholders addresses. Generally, a contractor can work for whomever they choose, so choice C is not none correct. However, it would not be ethical for them to divulge confidential information about the competitor or your company. B is the best choice. Choice A would be the second choice because you would lose the contractor's skill on the project. Choice D is not practical in most companies.

114

Although there could be other reasons than those presented, this is most likely none due to the lack of a good work breakdown structure. A good work breakdown structure identifies each work package so that each can be properly assigned, thus reducing the possibility that the same work will be done by more than one resource. The team member is suggesting an enhancement that is outside the scope of the none project charter. Scope management involves focusing on doing the work and only the work in the project management plan that meets the objectives of the project charter. The project manager is performing scope management.

161

In this case, all the choices are "correct." You need to evalute the change. none Depending on the change, you may need to meet with the team. Meeting with the customer to obtain more information is also a good choice. Since all these actions are parts of the change control process, the best anwer is to follow that process.

125

Accepted deliverables are an output of the Verify Scope process.

Change requests are outputs of the Verify Scope and Control Scope processes.

486

143

Do not jump into the problem without thinking. The customer only notified the none project manager that they want to make a change. They did not describe the change. The project manager should not say no until he or she knows more about the potential change, nor should the project manager go to management without more information. The project manager must understand the nature of the change and have time to evaluate the impact of that change before doing anything else. Of these choices, the first thing to do is to determine what the change is. The project manager might then analyze the potential change with the team, but only if their input is required. You need to first understand the change before you can evaluate it. In this none instance, verbal communication is not likely to provide enough information to evaluate. Once you understand the change, you can work with the team to determine the impact and options.

165

There should be a contract change control system in place that should be none followed to make changes on the project.

461

Monitor and Control Risks, Control Schedule, and Control Scope are monitoring none and controlling processes. This situation asks how to prevent the problem, which would have been done during planning. The project deliverables are defined in the Define Scope process, which is a part of project planning. Good planning reduces the likelihood of a situation like the one described, by including the right people and spending adequate time clarifying the project scope.

154

none

163

It is not practical to limit the scope of the changes. Each change request needs to none be evaluated as a separate entity. Since the project manager has found a problem with the schedule performance none and proposed a course of action to improve the performance, she is recommending a corrective action. If you picked scope verification, remember that verification deals with customer acceptance, not taking corrective action.

216

none

128

none

464

none

163

none

180

none

180

The baseline changes only with approved changes.

Did you notice that the first paragraph is extraneous? The trick here is to determine what the question is asking and ignore the extraneous data. An "endof-phase review meeting" is the same as an administrative closure meeting when a phase of the project is closed out. Cancelling the project has the most impact on the project team and project direction and therefore, would be the most difficult. This question asks where you are in the project management process. Rita's Process Chart in the book PMP(Author:Bobby)174(Author:Bobby) Exam Prep will help you understand the project management process and where you are in that process. Many people believe the project is completed, but this in incorrect, because formal acceptance has not been achieved and other activities in the Close Project or Phase process have not been performed. Closure activities are so critical that a project cannot be finished without them. In our real world, many project managers are so busy that they forget the value of closing. This question tests that knowledge. Anything missed in the WBS should be added. However such changes should be evaluated in the Perform Integrated Change Control process. The change could then be added to the network diagram and estimate. Changes to the project management plan, once it has been approved at the end of planning, must be handled through the change control process. Read questions such as this as, "When you are done with the Define Activities process, what do you have?" Actiity attributes, milestone list, and an activity list are all outputs of the Define Activities process. A network diagram is an output of the Sequence Activities process.

165

215

A brainstorming session or hiring a third party expert are the least beneficial in none this situation. Organizational process assets include historical information. Such information about previous projects should be considered while defining project activities, especially information about errors and omissions on previous projects. The staff assignments from a previous project are part of organizational process assets, and therefore part of the historical information to consider when planning a similar project. GERT is the only diagramming technique that allows loops. none

111

Project network diagrams are schematic displays of the logical relationships none among activities. The question implies a finish-to-finish relationship between activities. The arrow none diagramming method does not support that type of relationship. Critical path is not a diagramming method, and operational diagramming method is a made-up term. The precedence diagramming method is most appropriate in this case.

181

The needs of someone outside the project refers to external dependencies. The none nature of the work being done refers to mandatory dependencies. The needs of the sponsor do not create dependencies. Based on lessons we learned from past projects or from our past experience, we prefer to do activities in a certain order; this is the definition of a discretionary dependency.

182

Finish-to-start, start-to-finish, finish-to-finish, start-to-start relationships can all be none represented on an activity-on-node diagram (also called PDM, or precedence diagramming method).

181

none none

181 197

none

197

none

191

none

183

No mention is made that the dependency comes from a source outside the none project, so this is not an external dependency. Scope dependency is not a defined term. The key word in the question is "requires". Since the dependency is required, it could not be discretionary and therefore must be mandatory. The question defines a mandatory dependency. There are four relationships: finish-to-start, finish-to-finish, start-to-finish, and none start-to-start. Free float and total float are the time an activity can be delayed without impacting none the next activity or the entire project. CPM is an estimating method, not waiting time. Lag is another name for the waiting time between two activities .

182

A critical path can run over a dummy, but dummies are not always on the critical none path.

148

The nodes represent the activities in the network diagram. By definition, free float (or slack) is the amount of time an activity can be delayed without impacting the early start of its successor. By definition, total float (or slack) is the amount of time an activity can be delayed without impacting the project completion date. Analogous estimating can be used when you have done similar work previously. Monte Carlo analysis is a schedule development technique. Parametric estimating includes the use of past history and productivity rates for the work, which would not be available if you had not done the activity before. Three-point estimating is the best method to use when estimating the time for an activity that has not previously been done by your company. Choices A, C, and D apply only to activity-on-arrow diagrams. Choice B is the only correct answer.

182

181

181 182

The situation is neither mandatory nor driven by an external source. A heuristic is none a rule of thumb that can be used consistently. This situation is a unique occurrence for which a preferred method is being suggested. Therefore, this is a discretionary dependency.

182

Total float and free float are the time an activity can be delayed without impacting none the entire project or the next activity. A forward or backward pass refers to a network analysis technique, not waiting time. Waiting time is the correct definition of lag. A project manager can rarely direct that project resources be assigned. Most none frequently on projects, the functional manager owns the resources. Both critical paths have durations of 16 weeks. Since 16 is the longest duration of none paths, you have two critical paths.

184

Activities A and F have float and are not on the critical path.

none

316 196==4 5==204

196==4 5==204

The wider the range between the optimistic and pessimistic estimates in a three- none point estimate, the more uncertainty in the estimate. By the time this process is taking place, Sequence Activities, Define Scope, and none Develop Project Charter would be completed. The process defined in the question is Develop Schedule.

191

The two paths you have in this question are Start, 1, 2, 3, End and Start, 1, 4, none End. Path Start, 1, 2, 3, End would take 1 + 4 + 5 days or 10 days to complete. Path Start, 1, 4, End would take 1 + 10 days or 11 days to complete. A trick to calculating this quickly is to carefully draw the network diagram, list all the possible paths and then determine how much time each path would take.

196==4 5==204

A heuristic is a rule of thumb. Examples are cost per line of code, cost per square none foot of floor space, etc.

190

195

Did you notice how difficult this question was to read? Such wording is intentional, none to prepare you for interpreting questions on the real exam. Looking at this situation, you see there are three paths through the network. They are Start, A, C, E, F, End with a duration of 40 + 35 + 10 + 22 = 107; Start, A, C, D, End with a duration of 40 + 35 + 30 = 105; and Start, B, D, End with a duration of 25 + 30 = 55. If the duration of activity B changes from 25 to 37, the activity will take 12 hours longer. As the activity is only on the third path, it will only change the duration of that path from 55 to 55 + 12, or 67 hours. Since the duration of the critical path is 107 hours, the delay with activity B will have no impact on the project timeline or the current critical path. The work breakdown structure, team and network diagram are inputs to the none estimating process. The Verify Scope process involves formal acceptance of the project scope by the customer or sponsor. Since it occurs after planning, it cannot be in estimating. Theused Develop Schedule process includes all work and uses all inputs needed to none come up with a finalized, realistic schedule. Reserves are created to cover identified and unknown schedule risks. All the other items are parts of Control Schedule and occur after the Develop Schedule process.

196==4 5==204

Think of the Develop Schedule process as all the work necessary to finalize the none schedule. Estimated activity resource requirements may change as a result of schedule network analysis.

215

The question is really asking, "What is done after Estimate Activity Durations?" none Collecting historical records, creating an activity list, and updating the WBS are done before Estimate Activity Durations. Schedule compression is done after the Estimate Activity Durations process.

194

You need to select an activity on the path with activity G. This will allow activity G 8 to start and finish earlier, meeting the milestone.

206

The estimates received in the project management process before the final none schedule are based on "how much or how long will it take." It is also important to check "when" on a calendar basis the work can be done.

195

You need to know the definition of each choice in order to determine the best none answer. With Monte Carlo analysis, you can perform "what-if" drills.

212

The two paths you have in this question are Start, 1, 2, 3, End and Start, 1, 4, none End. Path Start, 1, 2, 3, End would take 1 + 4 + 5 days, or 10 days to complete. Path Start, 1, 4, End would take 1 + 8 days, or 9 days to complete. Carefully draw the network diagram, list all the possible paths, and then determine the duration of each path.

196==4 5==204

The near-critical path is the path closest in length to the critical path; in this case 8 Start, A, B, F, G, H, J, K, End. The activities common to the critical paths are the most likely to change; these none are activities D, E, and L. However, activity L cannot change because its duration is one day and cannot be reduced to none. Therefore, the answer is choice D.

196==4 5==204 196==4 5==204

185

193

This question is asking you about the process of project management. Think none about Rita's Process Game in the book PMP(Author:Bobby)174(Author:Bobby) Exam Prep. Sequence Activities, has already been done in creating the network diagram. Verify Scope occurs during project monitoring and controlling. Resource simulation is a made-up term. The next thing to do is Develop Schedule.

194

The schedule management plan is the most correct answer. It is an output of the none Develop Project Management Plan process and is the repository for plans for schedule changes.

179

A Monte Carlo analysis provides the ability to compute the probability of none completing a project on a specific day.

212

In this situation, there are four things that could be done, but the question is none asking for the BEST thing. It would be unnecessary for the project manager to find out why the other team member was not included. Since the project manager held the meeting, she would have been the one to determine the attendees and so would already know why that team member was not invited. If you have worked with issue logs, you know issue descriptions are often updated and a need to update a description should not be considered to be a problem. The real problem here is that a seemingly significant letter cannot be found. In a procurement situation, every letter, e-mail, and even telephone conversation logs are indexed and archived for future use. Calling the sellers to determine who sent the letter should not be necessary. Here, the records management system is not functioning to the needs of the project. This makes investigating the quality of that system the best choice.

462

Since they are already involved in a procurement performance review (did you none realize that?), scheduling a performance review is not the best choice. The issues discussed here do not come with a huge negative impact to the project, nor do they violate the contract, so a letter of default is too extreme an action. Although records of events and a record of the meeting should be maintained, a records management system is a set of processes to be followed related to collecting records, not the actual work of collecting the records, so updating that system is unnecessary. The best output of the meeting would be change requests to address the problems . Activities A, B, C, G, H, J, and K are on the critical path. Their duration is 44. 8

461

The actions being discussed are part of the schedule management plan.

none

196==4 5==204 179

PERT uses weighted averages to compute activity durations.

none

190

Schedule compression means shortening the duration of the project.

none

206

This question is really saying, "Which of the following do you not need before you none develop your final schedule?" The network diagram, organizational process assets, amd resource requirements are all inputs to the Develop Schedule process. The schedule baseline is an output of that process.

194

Vacation schedules, the need for delay between ordering and installing none equipment, and assumptions about the software are inputs to the Develop Schedule process. Start and finish dates for each activity are outputs of the Develop process. CrashingSchedule leads to a shorter schedule, not a longer one. Doing more activities in none parallel relates to fast tracking. Although crashing includes efforts to minimize cost impact, it can result in increased cost. However, this does not mean there will be added schedule risk.

194

206

Fast tracking does not result in decreased project duration, project costs, or none management oversight required. Fast tracking means making more activities happen at the same time. The result is a decrease in project duration.

206

Have you ever seen this term before? Let's assume you have not, and that you none are trying to guess the answer. Choice A deals with completion, rather than resources. If you were performing resource allocation, why would you be delaying it (choice C)? Wouldn't choice D mean resource allocation? Therefore, it is not likely to be "reverse" resource allocation. The correct answer is choice B.

147

The customer does not need to approve the detailed project schedule, just the none end date and any milestones they might impose. Assuming the project manager is meeting the project objectives and constraints, the sponsor's approval of a detailed schedule is not as critical as the approval of functional managers. Getting functional managers to approve will also, indirectly get team members' approval. When functional managers know what work each of their people is assigned, the timeframe, and whether their activities are on the critical path, resource problems are less frequent. Approval of the schedule by functional managers provides the most benefits. It is an activity-on-arrow diagram because the time estimates are on the arrow. 4 Did you jump ahead and start to draw a network diagram to answer this question? Why? Be careful to not anticipate the question on the actual exam. You will not have time to waste. The schedule for a similar project at the same facility completed two years earlier none (part of organizational process assets) provides the most unbiased and least subjective basis for the development of the initial project schedule.

195

Sequencing the activities is the same thing as create a network diagram, so that none has already been done. The Verify Scope process is done during project monitoring and controlling, not during project planning. Since a schedule is an input to risk management, risk management comes after the creation of a preliminary schedule, and so that is not the "next thing to do." Creating the preliminary schedule is next. The work described is part of the Develop Schedule process. Corrective actions none occur later, as an output of Control Schedule. Estimate Activity Durations and creation of a milestone list are done earlier. Only updated resource requirements are an output of Develop Schedule.

194

The question is really asking, "What is done after the Estimate Activity Durations none process?" The work breakdown structure and activity list are done before Estimate Activity Durations. The schedule is not finalized until after schedule compression. Therefore compressing the schedule is done next.

196

Did you get tricked into looking at the length of each activity to calculate project none length? The start is the beginning of July and the end is the end of the year, making the maximum duration six months.

196

Leveling resources generally extends the schedule. Monte Carlo analysis does none not directly address the constraints of this situation. To compress the schedule, you could either crash or fast track. However, the situation says that the network diagram cannot change. This eliminates the fast tracking option, leaving crashing the project as the best answer. Crashing the schedule gets the maximum duration compression for the least cost. none

206

148

152

159

206

While it is a correct statement that for risk planning purposes, assumptions are none considered to be true, real, or certain, this not a schedule development technique. GERT is a network diagramming technique, not a schedule development technique. Building in buffer time to the project would not be cost effective. Float is the time an activity may be delayed from its early start without delaying the project finish date. The project manager has calculated the float to make her analysis.

197

Notice how this question is similar to others in this program? This is intended to none prepare you for similar questions on the exam. Estimating activity resources and analogously estimating the schedule should have already been completed. The situation described is within the Develop Schedule process of time management. Control Schedule is the next time management process after PMP(Author:Bobby)174(Author:Bobby) Exam Prep, but the Develop Schedule process is not yet finished. Final approval of the schedule by the stakeholders is needed before one has a project schedule. Resource leveling usually extends, rather than shortens, the project. It does not none necessarily require gaining outside resources or added cost. Resource leveling is a way to use existing resources more efficiently.

195

The critical path does not change if the scope is the same. A more aggressive none deadline simply means the project is two weeks behind.

197

Fast tracking affects both time and cost but may not help even out resource none usage. Monte Carlo analysis and analysis of life cycle costs do not directly deal with resources. Leveling is the only choice that will definitely affect resources.

212

The three paths you have in this question are Start 1, 2, 3, End, Start, 1, 2, 5, none End, and Start 1, 4, 5, End. Start, 1, 2, 3, End would take 4 + 8 + 5 days or 17 days to complete. Start, 1, 2, 5, End would take 4 + 8 + 3 days or 15 days to complete. Start, 1, 4, 5, End would take 4 + 8 + 3 days or 15 days to complete. Carefully draw the network diagram, list all the possible paths and then determine how much time each path would take.

196==4 5==204

All of these choices could be said to be correct. Which is the MOST correct? none Activities on the critical path require more of the project manager's attention, because delays in these activities will create a delay in the entire project. Since delay has the largest potential to hurt the project, knowing which activites the project manager should focus on is the best answer.

197

The standard deviation is computed by (P - O)/6. Therefore, the answer is (18 - none 12)/6 = 6/6 = 1.

190

The simple way to compute the duration is to take LS 聳 ES or LF 聳 EF. That is none (13 聳 3) = 10 or (19 聳 9) = 10 or a duration of 10.

197

The PERT calculation is (P + 4M + O)/6. So, this result would is [9 + (4 x 8) + 1]/6 none = (9 + 32 + 1)/6 = 42/6 = 7. You have to memorize the formula. The calculation for float is late start minus early start (LS - ES) or late finish minus none early finish (LF - EF). Float for this activity would be (13 - 3) = 10 or (19 - 9) = 10.

190

In the project management process, the project budget, project management none plan, and detailed risk assessment come after the schedule. The only answer that could be an input is the work breakdown structure.

65

212

197

A Monte Carlo analysis could indicate that an estimate for an activity needs to none change, but not what the activity estimate should be. Monte Carlo is a simulation, but it does not specifically address quality. It does not deal directly with staff or resource needs either. Project risk can be assessed using Monte Carlo analysis. By considering the inputs to the PERT estimates and the network diagram, you can obtain a better overview of the overall project risk.

387

This question tests whether you know how to solve problems. Cutting product none scope negatively affects the customer, and is therefore not best. A project manager's job is to determine options for meeting any end date, therefore simply telling management the required date cannot be met is not correct. Working overtime is expensive and unnecessary when there are many other choices that could be selected first. Determining options for schedule compression would have the least negative effect on the project. Though having three critical paths COULD require more people or cost more, the none answer that is definitely and always true is that it increases project risk. Because you need to manage three critical paths, there is more risk that something could happen to delay the project.

206

Although lessons learned are extremely valuable, you can create a schedule none without them. Verify Scope and Control Schedule occur later in the project. Without the network diagram, you cannot build a schedule.

194

"Project management" sor creating and controlling a scect management software none can be ud to create and control scheduleanage a complete project. It is e project management plan, nor cating a WBS. It cannot create a is not designed to do a good MontejoCarlo relates to what-if analysis. Three-point estimating uses three time none estimates per activity. One could use data from past projects to come up with the estimate (analogous estimating) but the best answer is parametric estimating because past history is being used to calculate an estimate. An estimate such as hours per installation is a characteristic of this form of estimating.

177

The float of an activity is the length of time the activity can be delayed without none delaying the critical path.

197

There is no information presented about lag or progress. The activity described none has float, because there is a difference between the early start and late start. An activity that has float is probably not on the critical path.

197

You may or may not need your customer's or your boss's input, but you will none definitely need to include an analysis of risk.

206

Time estimates for the activities should be created by the team and should not be none added together to create the project estimate. Some activities may take place concurrently; these would be identified in the network diagram.

194

The bar chart may show an end date, but it is not used to determine dates. The none project charter also may include a required end date, but not a logical determination of how long the project will take. The network diagram takes the work packages from the work breakdown structure and adds dependencies. The dependencies allow us to look at the various paths through the diagram to determine the longest duration (critical) path. The network diagram is the best answer. Baselines are created during project planning and are used to measure project none performance.

196

Start, C, D, E, B, End is the longest path. Therefore, the project will take 13 1 weeks. Without external date constraints, an activity on the critical path has no float. 1 Activity B has 0 float.

196==4 5==204 197

205

190

215

(LS - ES) = (16 - 14) = 2 or you could use (LF - EF) = (18 - 16) = 2. Using either 1 formula will give you the correct answer. Activity F has a float of 2. This question requires you to draw a network diagram, find the critical path, and 1 then determine the effect a change will have on the project. Expect many such questions, because many project managers do not use network diagrams, understand float, or manage the critical path. Exam question writers know this is a prevalent error. The answer to this question? The duration of the critical path changes to 21. The critical path is now Start, C, D, E, F, End.

197

Activities D, G, I are on the critical path. Activities on the critical path almost 2 always have no float. You want to fast track activities on the critical path in order to save time. Your 2 choices are activities D, G, and I.

197

The critical path is Start, B, F, G, End. It has a duration of 19.

3

The longest path is Start, E, I, End. It has a duration of 46.

4

An activity duration of 40 when all others are far shorter indicates the activity 4 might be too large to properly manage, estimate, and control. The project manager should consider decomposing the activity into more manageable pieces.

196==4 5==204

206

196==4 5==204 196==4 5==204 158

Activity D is the best choice from which to remove resources, as it is not on the 8 critical path.

197

Crashing activity A would be the least expensive option. However, the wording of 7 the question excluded it from being allowable due to the constraint of doing it in the agreed-upon way. By crashing either activity D or activity C, you would spend $20,000. However, in crashing activity C, you would save five months rather than the four requested. Crashing activity D is the best answer.

206

The new activity is added to the critical path making it easy to compute the new 8 duration. The critical path is Start, A, B, C, G, H, J, K, End which equals 44. Adding activity R, with a duration of 5, the critical path changes to Start, A, R, B, C, G, H, J, K, End with a duration of 49.

196==4 5==204

Presenting an analysis of the differences between the models to the project none sponsor is the better choice. Because this is an issue that affects multiple stakeholder groups across the organization, it is up to the sponsor to make the decision and up to the project manager to provide the information for the decision to be made. This is an example of evaluating before making a decision.

231

For activity E before the change, the ES is 7 and the LS is 11. After the change, 3 the ES is 7 and the LS is 9. The change will use two of the four months of float for activity E, but will not affect the critical path. The best answer not only recognizes activity E was not originally on the critical path, it considers the float of the activity both before and after the adjustment has been made. Even after the adjustment, activity E still has float, and thus is still not on the critical path.

196==4 5==204

Did the distracters in this question trick you? Although another path was created 4 (Start, E, F, End), with a duration of 45, it is not longer than the existing critical path. There would be no effect on the critical path with this change, but that is not what the question asked. It asked for the effect on the PROJECT. More interdependencies on a project increase the need for communication.

183

Neither redefining the scope or resource leveling are appropriate for this situation. none Fast tracking involves increased risk and so is not the best choice in this case. Crashing is a cost/schedule trade-off. Since the project manager is not worried about her budget, but is worried about time, crashing is the most logical solution. There are now two critical paths, making the project more risky.

1

206

205

The project is not complete, because activity F still needs to be done. There is 1 only one critical path. Activity A will actually lose float with a change to activity B. The project will complete sooner if activity F begins sooner. In this exercise, the critical path had been Start, C, D, E, B, End for a total of 18. If activity B gets finished in 3 instead of 5, then the length of that path is now 16. Start, C, D, E, F, End is also 16. Therefore, with the change to activity B, the path would be completed in 16 instead of 18. You would pick the resource working on the activity with the most float, activity H. 2

196==4 5==204

You would pick the activity with the most float so that the inexperienced team 2 member would not delay the project as he is learning. Of the choices given, activity E has the most float.

196==4 5==204

Concurrent relates to fast tracking. Since activity G is the only one of these on the 3 critical path, completing the two in parallel will have no effect on the critical path.

196==4 5==204

Activity F is on the critical path, and has no float. Delaying an activity on the 3 critical path will delay the whole project.

197

This change increases the length of that path to 24 months but it does not 4 change the critical path that is Start, E, I, End.

196==4 5==204

It is important to find the least expensive option. To save four weeks, you would 6 choose to crash activities A and C. Activities A and C are the least expensive. It would cost an additional $6,000 to 6 crash them. Simply pick the option with the lowest cost. In this case, that is activities A and H. 7

206

Activity C is not on the critical path. Since it has float, crashing it would not 7 shorten the project. Activities F and H are the least expensive choice of the critical path activities.

196==4 5==206

The duration of the critical path is 117 months, less the five months saved, 7 resulting in a new duration of 112 months. NOTE: You did not need to refer to the chart. Don't do more work than you need to.

206

Since the resource is 50 percent as productive, he will take twice as long to do 8 the same work. This makes the duration of activity G 16 instead of 8 and increases the critical path by 8 to a total of 52.

196==4 5==204

196==4 5==204

206 206

A payback period is the amount of time it takes to recoup the investment in a none project.

106

Benchmarks are the results of past projects of this type. They provide a means to none compare your project to past history.

274

The first issue here is whether the team has done something that will have a none negative impact on the project as a whole. The second issue is whether the communications management plan and WBS are appropriate. Therefore, the first thing to do is to review the work packages and deliverables to determine impacts of the work not done. This action could be followed by any or all of the other choices. Evaluation of the impact on other aspects of the company of the project being none late is not the project manager's job. Working faster may not be possible and will impact other projects and other work. Recalculating and redistributing the schedule does not solve the problem, it just improves communication of the problem. Look again at the words in the remaining choice. Evaluating options with stakeholders may not be the ideal way to handle the problem, but it is the best choice of those presented. You don't want to say that you are unable to meet the date until after you have none evaluated both crashing and fast tracking the project. Here the answer is to fast track, or do more activities in parallel.

125

Investigating the cause of the delay, reevaluating the critical path, and reviewing none the float of the activity are all good things to do when faced with a major delay on an activity that is not on the critical path. You do not need to change the schedule, unless, of course, the delay is more than the activity's float.

197

Reevaluating the project schedule work calendar will provide the most reasonable none and fastest estimate of the potential future weather-related schedule impact, allowing the project manager to perform a reasonable risk analysis of the potential problem.

215

You do not know if you have a problem until you reexamine the detailed schedule, none taking into account the new information, and determine whether or not the original schedule can still be met.

215

Both crashing and fast tracking are methods of schedule compression. Crashing none often results in increased cost, and fast tracking usually increases the likelihood of rework.

206

The project manager is normally not the approval authority, nor are all changes none approved. Impact analysis should be done before approval, not after it. A schedule change control system can include the paperwork, processes, and approval requirements for authorizing changes.

216

206

206

Did you get lost looking at all the numbers presented in this question? Notice that none there are no calculations required, simply an understanding of what the problem is. This question describes schedule management, which is a responsibility of the project manager.

215

Corrective action is anything done to bring expected future schedule performance none in line with the project management plan. Such action should always be an output of such a meeting, but the other choices may not be outputs.

216

Did the use of the word "resources" in the question cause you to select resource none leveling? If so, you were tricked! The situation described requires what-if analysis.

212

Simulations can be used to assess the feasibility of meeting scheduled dates none under adverse conditions. Using a simulation technique such as Monte Carlo would tell you if there is a problem. This type of analysis should be done before any of the other choices. Earned value (EV) minus planned value (PV) equals schedule variance (SV). none

212

Cutting resources from an activity would not save time, nor would moving none resources from the preferential dependencies to the external dependencies. Removing an activity from the project is a possibility, but since the dependencies are preferential and the risk is low, the best choice would be to make more activities concurrent, as this would have less impact on the project.

206

If earned value is lower than planned value, it indicates less work is occurring none than was scheduled, resulting in schedule slippage.

247

If there is available budget, crashing the schedule is the best option. Overtime is none never the first option when it is possible to use project management and crashing techniques.

206

none

493

none

114

none

180

none

213==4 5==214

none

206

Delaying project completion or adding work to the project are unethical actions. When the project is completed early, the project manager should report that the project came in ahead of time and explain WHY. This is a success! If there was proper project planning, this should occur because an expected risk did not materialize. A change management plan, created in project planning, must look across the project and not focus on just one area. It must include procedures for controlling each area. shows the completion of a series of activities or work packages. A milestone Therefore, it takes no time of its own. Both types of charts are used in project planning. Team members need to see details and so they need a bar chart rather than a milestone chart. Risk analysis COULD make use of both charts. A milestone chart is used instead of a bar chart for any situation where you want to report in a less detailed way. Since bar charts can scare people with their complexity, and often show too much detail to be worthwhile on a management level, milestone charts are more effective for reporting to management. First you need to meet with the team to determine the impact on the project and evaluate alternative solutions. Once you come up with recommendations, you can present them to management and the customer.

241

The bar chart is the tool that shows the schedule at a detailed enough level for none discussion with the team. It is the project manager's responsibility to manage the project scope completion none within budget and reserves.

214

Because the project is no longer within the budgeted time and cost, the project none manager must obtain change control board approval to affect the change.

216

If the activity is on critical path, the project manager must treat it differently than none an activity that is not on the critical path. The project manager should first evaluate, and then possibly look for time from another activity or formally request a change.the project is no longer within the budgeted time and cost, the project none Because manager must obtain change control board approval to affect the change.

196

The problem must be evaluated first. The project manager knows the schedule none variance, but not the cost variance. Therefore, determining the cost variance is first, possibly followed by looking for activities that can be done in parallel.

240

You need to communicate issues with the stakeholders. This includes the none sponsor, team members, and functional managers.

360

The bar chart (or Gantt chart) is designed to show a relationship to time. This is none best used when demonstrating progress or status as a factor of time. Although most software shows dependencies on bar charts, they are difficult to none read, and therefore not of as much value as network diagrams. Network diagrams do an excellent job of showing activity dependencies.

214

You know that cutting all activities by 10 percent is not good project management; none doing so is obviously an incorrect choice. Meeting with management to review scope would be of no help, since this has already occurred. The best alternative would be fast tracking, or doing activities in parallel. This provides focus on the critical path.

206

Resource leveling refers to keeping the number of resources the same and letting none time and cost be flexible.

212

There are only two choices related to scheduling; critical path method and none precedence diagramming. Precedence diagramming, however, is a diagramming technique that deals with the relationship between activities, not schedule flexibility. The project manager is analyzing the critical path.

196

Standard deviation is a range that an estimate can vary +/- from the mean. The none project needs to be done in 40 days, and the schedule calls for 38 days, so the project float is 2 days. With a standard deviation of two days, the project will take 38 +/- 2 days, or 36 to 40 days. Therefore, project float could be 0 to 4 days.

197

The impact has already been determined, and crashing or fast tracking would none have already been done as part of determining the impact. Changing the project management plan only hides the problem and is unethical. You should discuss the impact of the change with the customer.

125

193, 215

216

214

Rebaselining hides performance problems rather than managing issues as they none occur. Documentation of issues may need to be done, but it is not proactive. Looking for activities to crash or fast track is not a bad choice, but it cannot be done without knowing why there was a delay. Imagine a resource's skills are not what you have been led to believe, and that resource is working on another activity later in the project. If you crash or fast track activities involving that resource, the problem could recur. Identifying the root causes of the delay will help determine what to do about them. Develop Schedule involves creating the schedule, not comparing. Leveling deals none with resources. Three-point estimating is a method of estimating. Variance analysis involves comparing actual dates with planned dates.

215

Detailed cost estimates have nothing to do with the situation described. Project none management plans include more detail than is necessary for the situation described, and may distract from the conversation if used in this situation. Bar charts are most effective for reporting to the team. The best answer is milestone reports, which present the right level of detail for upper management.

214

SPI = EV/PV. In this case SPI = 24,000/30,000, or 0.8. An SPI of 0.8 indicates none you are behind schedule.

241

There is no reason to think the project is going well or poorly based solely on 2 float.

196 ==45== 204 196 ==45== 204 196 ==45== 204 214

The risk of completion has not changed. The project will still be completed, just 3 later than planned. Activity C is not on the critical path and the change is not great enough to change 3 the critical path. This question is really asking what a network diagram is used for. The primary none purpose of a network diagram is to show logical relationships.

215

Crashing changes the resources on the project. Knowing where the project has none float and the mandatory dependencies helps determine where to move resources and thus decrease schedule. Value analysis focuses on finding a less costly way to do the work. is a way of making sure the least expensive way is found to do the none Value analysis work. The higher the benefit cost ratio, the better. none

215

This formula compares benefits to costs, not just profit. Payback is equated to none benefits here. The law of diminishing returns has nothing to do with choosing between projects. none Notice that this question requires you to understand that projects should be systematically selected and that the selection should be based on some formal evaluation of all projects available. It is important for the project manager to understand why the project they are managing was selected.

107

Fixed costs and sunk costs do not relate to giving up anything. Net present value none is a way to determine today's value of a future cash flow and does not deal with the quoted phrase. The definition of opportunity cost includes the cost of choosing one project and giving up another, and thus it is the best answer.

108

104 107

108

The opportunity cost is the value of the project that was not selected; the lost none opportunity. Here, the opportunity cost is $30,000.

108

Remember, the internal rate of return is similar to the interest rate you get from none the bank. The higher the rate, the better the return.

106

The payback period is how long will it take to get back the initial investment on none this project. The faster management gets their money back, the faster they can reinvest that money in another endeavor. The shorter the time the better, so project D is the best choice.

106

The number of years is already included in the calculation of NPV. You simply none pick the project with the highest NPV.

105

Sunk costs are expended costs. Value analysis involves finding a less costly way none to do the same scope of work. A direct cost is directly attributable to an activity. The amount of funds available for a company to invest is their working capital.

109

There are no calculations required. The opportunity cost is simply the value of the none project(s) the organization did not select.

108

You should pick the project with the highest NPV.

none

105

The project with the shortest payback period is the best choice.

none

106

The only estimate that is usually made in the initiating process group is the rough none order of magnitude estimate. This estimate is accurate to +/- 50 percent.

237

Because net present value is the value in today's dollars of different cash flows, none the project with the highest NPV is the best one. The number of years is included in the NPV calculation.

105

We convert a future cash flow into a value today. This allows us to DIRECTLY none compare two future cash flows. Remember, project length is incorporated when computing NPV, so the reference none to how long the projects will take is extraneous information. You would choose the project that provides the most value, in this case the project with the highest NPV.

105

After 20 days, the lease cost will be $150 x 20 = $3,000. To buy, the cost will be none $2,000 + ($50 x 20) = $3,000.

427

This is another question asking about the process of project management. none Resource requirements are determined after the network diagram is created and before the project schedule is developed.

185

107

A project decreasing in priority would be a cause for lack of support, but not a none project of increased priority. You could argue that the functional manager did not have a good schedule, but her excuses do not relate to time or schedule issues. The WBS does not include resources. The project charter officially authorizes the project. If it existed, the project would carry more weight and have the support of senior managers. Functional managers should approve project management plans involving their staff.

305

Since there is no one individual assigned, the better estimate can be obtained none using the input of multiple experts. The Delphi Technique gains a consensus of expert opinions. In this case it would be better than using an average, which is what many people choose.

381

This question tests your knowledge of project management terms. Resource none selection sounds like a good choice based on the wording of the question, however it is a made-up term. Many people are surprised to learn that there are made-up terms on the exam. These are easy to spot if you have had good basic training in project management before you take the exam. The trick here is to remember that if you have had good project management training and you see a word on the exam that you have never seen before, chances are it is not the correct answer. Determining the physical resources, quantities of each, and when they would be used is the process of Estimate Activity Resources. You need to realize the process described in the question is Develop Human none Resource Plan. Project organizational charts are an output, not an input to that process.

185

The project schedule remains preliminary until resource assignments are none confirmed.

316

Worried about the word "outputs?" Use logic here. What will you have when you none are finished with the Develop Human Resource Plan process? The staffing management plan is created as part of Develop Human Resource Plan and updated as part of Acquire Project Team. Do not confuse Develop Human Resource Plan with the time management process of Estimate Activity Resources, which has an output of an estimated number of resources needed. Procedures for the rental and purchase of supplies and equipment are found in none the organizational policies, part of organizational process assets.

314

Develop Human Resource Plan occurs during project planning. Acquire Project none Team occurs earlier in project executing. This leaves only Report Performance and Manage Project Team. The situation described does not sound like it relates to Report Performance, so Manage Project Team is the only remaining choice. Manage Project Team includes work such as staying in touch with the work of project team members, managing conflicts, and requesting changes to the project management plan. The staffing management plan describes when and how resources will be added none and taken off the team. Analogous estimating and gaining expert opinions of project cost should have none been completed before the finalization of the cost baseline. A cost baseline does not include management reserves. However, it must include a contingency reserve for risks. The project manager must total the work package estimates and risk contingency reserve estimates to create the cost baseline.

322

312

233

314 237

Remember for the exam that analogous estimates are considered to be top- none down, high-level estimates. Therefore, they are not based on a detailed understanding of what the work will require. The project manager needs more than an analogous (high-level) estimate to determine whether or not the project will meet the schedule. The benefit of an analogous project estimate is that it is management's expectations of what the project will cost. Any differences between the analogous estimate and the detailed bottom-up estimate can be reconciled in the planning processes. Analogous estimating is used most frequently during project planning, not project none executing. Parametric estimating involves calculations based on historical records. Analogous estimating uses top-down estimating techniques.

189

Parametric estimates use a mathematical model to predict project cost or time. none The overall project budget may be included in the project charter but not the none detailed costs. Even small projects should have a budget and schedule. It is not impossible to create a project budget before the project management plan is created. However, it is not wise to do so, as the budget will not be accurate. The project budget and baseline are not finalized and accepted until the planning processes are completed. With such limited information, it is best to estimate in a range. The range can be none narrowed as planning progresses and risks are addressed.

190 238

Historical information is not enough to base an estimate on. Team estimates or none estimating using the schedule model are not possible because you are still in project initiating. You have not yet identified activities, nor do you have a schedule model. It is best to provide a rough order of magnitude estimate based on your current understanding of this project. You use the PERT calculation (P + 4M + O)/6 to compute a weighted average of none the totals, which in this case equals $273,333. This number represents the mean, or 50 percent point. Therefore the probability of the project coming in at $273,333 is 50 percent. The probability of $270,000, since it is less than the mean, is less than 50 percent.

237

Hiding the reserve is an inappropriate action. Adding cost to each activity will not none shorten the critical path, and thus is an incorrect statement. Management reserves, not contingency reserves, are maintained by management to cover cost overruns. During the risk management process, you determine appropriate contingency reserves to cover the cost of identified risks.

237

none

190

The exam will ask you what the tools of project management contain in order to none test whether you really understand them. The cost management plan identifies the WBS level at which earned value will be calculated.

231

This question is asking, "When you finish estimating costs, what do you have?" none Many people who do not realize that estimates should be in a range pick that option. Documentation of assumptions is referring to the basis of estimates, which are an output of Estimate Costs. The prevention of inappropriate changes is more correctly part of the cost management plan and the change control system. This is a tricky question. Determining why the sponsor wants such an accurate none estimate sounds like a good idea at first. However, analogous estimates are less accurate than other forms of estimating, as they are prepared with a limited amount of detailed information. Reading every word of this choice helps eliminate it. In order to pick the best answer, you need to realize that analogous estimating is a form of expert judgment.

232

Parametric estimating does not make use of estimates from the team.

189

236

190

190

Activity cost estimates, the WBS, and project scope statement are all inputs to none the Determine Budget process. Project performance reviews are in the Control Costs process, in project monitoring and controlling. They are not an input to the Determine Budget process.

175==4 5==176

Choice B generally comes from the sponsor's work. Choice C is a rationale for none the project manager NOT to prepare the estimate. Choice D is an incorrect statement.

237

Since team members should create the activity cost estimates whenever none possible, having management or the project manager create the estimates cannot be correct. Basing activity estimates on the control limits makes no sense. A key way to improve activity cost estimates is to use historical data.

233

Funding limit reconciliation most likely will affect the project schedule, since work none will need to be moved to when funds will be available.

238

Cost reserve analysis and cost aggregation occur in the Determine Budget none process. Forecasting occurs as part of Control Costs. Resource costs for completing project activities are determined in Estimate Costs.

232

Because you need project details to estimate this way, the effort expended will be none greater with bottom-up estimating. Cost Management is too general. The estimates are already created in this none situation, so the answer is not Estimate Costs. The answer is not Control Costs, because the baseline has not yet been created. The work described is the Determine Budget process. Although all choices could cause difficulty, only inadequate scope definition none makes estimating impossible.

234

Double declining balance is a form of depreciation. That eliminates the choice of none life cycle costing. The choices of decelerated depreciation and straight line depreciation are also incorrect because double declining balance is a form of accelerated depreciation. To find the answer, look for things that would cause a poor estimate. A project none management plan comes after the creation of estimates. Risk assessments also normally occur after estimating. Failure to form a team, create a work breakdown structure, and use historical records from previous projects could all contribute to poor estimating. Life cycle costing looks at operations and maintenance costs and balances them none with the project costs to try to reduce the cost across the entire life of the project. A fixed cost is a non-recurring cost that will not change as the project progresses. none Note the additional information unrelated to the question. It was added as a distracter.

109

The only problem in the data provided is the cost. Calculating the cost none performance index is the best thing to do.

241

none

234

The rough order of magnitude estimate has a range of +/-50 percent of actual none and is done during the initiating process group. A great deal of work is needed to fine tune a project so that you can get a none definitive estimate.

237

Bottom-up refers to estimating based on the details of the activities.

238

233

169

231 232

237

Fringe benefits are included in overhead and are part of indirect costs.

none

233

Straight line depreciation uses the same amount each time period.

none

109

This estimate has a wide range. It is done during project initiating, when very little none is known about the project. This question is designed to determine whether you understand that estimates none should be in a range and what the standard ranges are. A responsibility assignment matrix shows who is responsible for what, as does a none responsibility chart. These will not help you manage the project with limited resources. Only a resource-limited schedule will help meet the defined need. A risk analysis may help, but not as much as a resource-limited schedule.

237

Aggregation, reserve analysis, and funding limit reconciliation are tools of the none Determine Budget process. Bottom-up estimating is the only incorrect choice, as it is part of the Estimate Costs process.

237

This question describes things outside of a project manager's control. It is the role none of the sponsor to define the initial project and protect it from changes.

100, 303

The larger the BCR, SPI, and CPI the better. A project with high priority normally none holds more senior management commitment.

107

Sunk costs are expended costs. The rule is that they should not be considered none when deciding whether to continue with a troubled project.

108

none

107

The project with the lowest benefit cost ratio should be selected for termination.

237 212

A project without a charter is a project without support. The information provided none for the other projects does not justify selecting them. Even the number of resources is not relevant, since the number of resources for the new project is not provided.

100

Crashing or fast tracking or changing the budget do not solve the underlying none problem. Using resources that do not charge against the project is unethical. Reevaluating the risk analysis and contingency funding includes looking at this problem as well as anticipating similar future problems.

125, 399

"Cost risk" refers to who will have to pay for the addcosts escalate. Because the none pric the seller will have to pay anycosts out of their profit. Naturdoes not include increased PRICEnge orders. A fixed price contraPRICE could be changed with cha A cost baseline is an output of the Determine Budget process. none The resource histogram shows the resources used per time period, but would none provide limited benefit in this situation. The responsibility assignment matrix cross-references resources with the activities or work packages they are to accomplish, but it does not show when they will be required to do their work. The staffing management plan describes when resources will be brought onto and taken off the project, and would provide the most benefit for this project.

429

Negative float indicates you are behind. Requesting an extension of the project none due date essentially means, "Do nothing and ask for more time." Fast tracking an already risky project only puts the project in worse shape. The more proactive choice is to acquire more resources for critical path activities.

215

Don't be confused by the early discussion of schedule compression. The question none is asking whether adding resources provides a constant increase in work effort. The law of diminishing returns says that for each additional resource, you will NOT realize the same increase in benefit that you realized from the previous resource.

108

Earned value questions ask for a calculation or an interpretation of the results. In none this case, the project is progressing at 76 percent of the rate planned. With normal distribution, the mean indicates you have a 50 perent chance of none being over or under your estimate. Since you have only a 15 percent chance of being over, you are above (or to the right of) the mean.

241

Look for the choice that would have the least negative impact in this situation. You none would not need to meet with the sponsor to determine which work can be done sooner. Cutting quality and decreasing scope always have negative effects. The choice with the least negative impact is to eliminate risks in estimates and reestimate. To answer this question, you must look for a choice that would take longer and none cost more. Notice one of the choices says scope was changed, but it was not necessarily added to. If the change was to reduce the scope, it might also have reduced cost. Though it would take time to handle the issue of the need to find a new supplier, the impacted activity might not be on the critical path and thus might not affect time. Purchasing additional equipment definitely adds cost, but not necessarily time. A critical path activity taking longer and requiring more labor hours to complete would negatively affect both time and cost. Fixed costs do not vary with the amount produced. Direct costs could be either none fixed or variable and thus would not be the best answer. Sunk costs is money already spent. Variable costs change with the amount produced.

238

Setup costs do not change as production on the project changes. Therefore, they none are fixed costs.

232

238 314

277

197

232

Ask yourself in what part of the process corrective action is generally done. If you none have played Rita's Process Game in the book PMP(Author:Bobby)174(Author:Bobby) Exam Prep, you know it is project monitoring and controlling. Now determine which choice involves control, and you will select Control Costs. Vendor bid analysis and analogous estimating are tools for Estimate Costs. none Earned value management is a part of performance measurement analysis in Control Costs. By the process of elimination, Estimate Activity Resources is the correct response. It is a part of time management.

249

The correct choice is project performance reviews. Recommending corrective none actions and possible updates to the cost baseline result from project performance reviews, they are not concurrent with them. Monitoring costs is part of change control, but not part of creating the change control system.

240

Creating the cost baseline and the cost control system and reserve analysis and none cost aggregation occur during project planning. Earned value is not used for reserve analysis or cost aggregation. It is used in forecasting and project performance reviews. An estimate at completion is an output of the Control Costs process. It can be none used during all of the other choices. A project manager must always evaluate the situation before making a decision. none

240

Sunk costs are expended costs. Accounting standards say that sunk costs should none not be considered when deciding whether to continue with a troubled project.

108

The 50/50 rule is a simplified way to track activity completion and, therefore none earned value, rather than asking for percent complete. The payback period is how long it will take the company to recoup the investment none in the project.

240

The CPI is less than one, so the situation is bad. The project is only getting 89 none cents out of every dollar invested. Estimate at completion means the total cost of the project at completion, based none on current information. This question focuses on how to control costs, not estimating. The best way to none control costs is to estimate at the beginning of the project and check costs against the baseline throughout the project.

241

Whether or not this activity is on the critical path is not relevant to the situation. none Finding a new seller, and going through the Conduct Procurements process again would be time consuming and unnecessary. Since the seller had a right to increase costs, this should have been identified as a risk, and a reserve created.

194, 239

You are training the team on skills required for the project. The cost is directly none related to the project and thus a direct cost. This question is asking for the formula for EAC, which is BAC/cumulative CPI. none You have to remember the formula to get the answer correct. Schedule variance is calculated by EV - PV or $30,000 - $29,000 = $1,000 none

233

Schedule performance index is computed by EV/PV = 300,000/375,000 = 0.8. none This means you are progressing at a rate of 80 percent of what you planned.

241

A question like this is the reason you need to understand what each term means none in common terminology. CV = EV - AC. Here, EV is $3,000, AC is $4,000, so cost variance is $3,000 - $4,000 = ($1,000).

241

167

240 239

106

241 239

242 241

Notice that you need to know the definition of value analysis to answer this none question. Also notice that the other choices could be considered correct by someone who does not know the definition. Value analysis seeks to decrease cost maintaining theprovide same scope. The while life cycle cost will the picture of the total cost of the project. It none includes project costs and operations and maintenance costs.

232

Direct costs are directly attributable to the project, and variable costs are costs none that vary with the amount of work accomplished. It is best to look at decreasing these costs on the project.

232 ==45== 233 232

How can changing the depreciation affect the total cost of the project? A benefit none cost ratio is too vague to help eliminate specific project costs. Sunk costs are expended costs and can never be recovered.The project manager should perform a value analysis, looking for less costly ways to complete the work.

231

Labor rates, resources used, and poor communications could all have contributed none to the cost overrun. Lag relates to waiting time, and is the least relevant in analyzing a cost overrun.

182, 249

Actual costs are used to measure CPI, and there is no reason to use SPI in this none situation. Using past history is another way of saying "analogous". The best way to estimate is bottom-up. Such estimating would have improved the overall quality of the estimate.

234

Direct costs are directly attributable to the project, and variable costs are costs none that vary with the amount of work accomplished. It is best to look at decreasing these costs on the project.

232 ==45== 233 108

In choice C, the costs are substantially higher than the benefits. Therefore, none management should be the most concerned about this project.

To solve: 240D = 6,800 + 70D. 170D = 6,800. D = 40. See the discussion in the none book PMP(Author:Bobby)174(Author:Bobby) Exam Prep.

427

To solve: 150D = 2,000 + 50D. 100D = 2,000. D = 20. Therefore, it is cheaper to none lease.

427

none

241

EV is the value of the work completed. In this case, one side is done ($11 x 125 = none $1,375), 75 feet of the second side is done ($11 x 75 = $825) and the culvert is complete ($500) for a total of $2,700. Since the AC is $2,700, CV = $0. You are budget neutral.

241

The formula is CV = EV - AC. Therefore, CV = 350 - 400, or CV = 50.

CPI = EV/AC. In this case CPI = 24,000/22,000 or 1.09. A CPI of 1.09 indicates none you are under budget.

241

This question does not say whether the information is estimated or actual, but it none does use the word NEVER. The cost performance index is determined based on performance. Therefore, it would never be determined during project planning. The other choices could be determined as estimates.

241

EV is earned value or the budgeted cost of the work performed. In other words, none earned value represents the value of the work completed in terms of what you budgeted (your cost baseline).

241

Earned value measurement is a great reporting tool. With it, you can show where none you stand on budget and schedule, as well as provide forecasts for the rest of the project. The 50/50 rule is used in performance reporting. A work package is considered 50 none percent complete when it begins and gets credit for the other 50 percent only when it is completed. Remember there is also an 80/20 rule used in quality.

240

This can be a tricky question, in that most project managers dismiss the need to none focus on quality. Quality, cost, and schedule should be considered of equal importance unless specific project objectives make any one of them most important. Quality, cost, schedule, scope, risk, and other factors may be prioritized differently on each project. Specifications should come from a technical expert. The only choice listed that none meets that description is engineering. Not every question on the exam will require that a project manager do the work.

23

Understanding and adding the activities to the list is reactive, making it not the none best option. Getting team agreement on the new activities cannot be best because it is generally the responsibility of the person completing the work package to define the activities needed. Evaluating the impact of the change cannot be best because this is not necessarily a change, it is a further breakdown of the project work. The project manager's role is to make sure all work is needed and there is no gold plating. This is accomplished by understanding from the team member why such activities need to be done. Planning cannot continue if the team does not know enough about so many work none packages, making it impractical to move on in the process. Including this problem as an identified risk is ineffective in addressing it. A review of the project charter might help, but the detailed project scope would be included in the project scope statement created during the Define Scope process.

180

240

268, 271

180

The project scope statement is created based on the preliminary project scope none statement and input from the sponsor. Therefore the answer is choice C, ask the sponsor.

This question is testing your knowledge of important project management terms. none

180

This question is testing your understanding of why project management activities none should be done. Since we are in project planning, (Define Activities is done in planning) it is better to try to meet all objectives, not just cost or schedule. The layout of the WBS not relevant. The end user is isleast likely to know the specific activities that must be none accomplished to complete the work package. Did you remember that the team can be involved in activity definition? The project none schedule is developed after Define Activities, in the Develop Schedule process.

180

180 180

This question is worded strangely! Get used to it because you will have many none instances where it will take you two minutes to figure out what the question is asking, let alone come up with the best answer. A list of activities from previous projects may be used as an input to defining activities on a similar project.

134

The team is addressing problems that have impacted the quality on the project, none so they must be in Perform Quality Control.

278

Notice the question says "will" contribute? The situation is looking forward. The none project manager is involved in the design of experiments, which is included in the Plan Quality Process.

274

Even though it is occurring during the execution of the project, determining what none standards to use is part of quality planning. We sometimes need to fall back into planning during other parts of a project. In planning, we determine what quality standards are applicable to the project and how to implement and control them.

275

The key words here are "potential problems." They are looking into the future none and, therefore must be in quality planning.

Collecting historical information and determining acceptance criteria is done in none project initiating. Gaining approval of management plans is part of project planning. Confirming that project requirements have been met occurs in project closing. Enterprise environmental factors, the project scope statement, and the schedule none baseline are inputs to Plan Quality. Work results are obtained during quality management, not before the Plan Quality process.

79

Cost benefit analysis, benchmarking, and cost of quality are tools of Plan Quality. none A scatter diagram is a a tool used in the Perform Quality Assurance and Perform Quality Control processes.

283

Benchmarking, cost benefit analysis, and design of experiments are tools of Plan none Quality. Inspection is a tool of Perform Quality Assurance and Perform Quality Control rather than of Plan Quality.

283

The quality management plan, checklists, and metrics are outputs of Plan Quality. none Validated deliverables are an output of the Perform Quality Control process.

274 ==45== 275 274

Benchmarking is the common term for a performance measurement standard. none Sampling might be a way to obtain this benchmark. Quality management should be performed regularly and in parallel with other none planning processes throughout the project. The quality policy and control charts are components of a quality management none plan. Although the quality management plan is part of the project management plan, the best answer is the quality management plan.

Design of experiments helps determine the combination of variables that most none improves quality.

268

275 274

274

Did you get this wrong? If so, you may have misread it. The question is asking for none inputs to quality AS A WHOLE. In other words, "What must you have before you can do quality management?" Checklists cannot be the correct answer since they are created during the quality management process, not an input to it. Make sure you read questions carefully on the exam. Many people confuse questions that ask, "Which of the following are inputs to any part of the quality process?" with questions such as "Which of the following are inputs to the Plan Quality process?" The key words here are "identifying the quality standards," which is done in the none Plan Quality process.

268

There can be a cost impact (or time, risk, etc.) of exceeding expectations or none adding extras. Quality is the degree to which the project meets requirements. You need to know what happens in each part of the quality process. This one is none easy - Plan Quality. On the exam, you will also need to know what happens in the Perform Quality Assurance and Perform Quality Control processes.

263

The design of experiments technique allows you to find those factors that have none the most impact on quality. It allows the project manager to focus attention on the factors that are most important.

279

Look for the proactive approach. When we plan for quality, it improves quality, none which is less expensive over the long run. NOTE: You may spend more initially for increased quality, but you will save through reduced rework and other such benefits. Although each person working on the project should check their own work, the none project manager ultimately has the responsibility for quality on the project as a whole. This is the definition of marginal analysis. Know the term so you will be able to none answer questions that deal with this concept. The other choices may sound good, but they are made-up terms.

261

Quality cannot be inspected in; you must plan for and execute a quality strategy. none Increasing inspection is the only answer that is not proactive. In the Plan Quality process, you are defining quality for the project and none determining how quality will be measured. Benchmarking looks at past projects and sets guidelines from which to measure quality performance.

266

none

274

The team is looking for benchmarks. Benchmarking is done in Plan Quality.

268

274

266 266

279

Marginal analysis, standard deviation, and the Delphi technique can be used in none quality management. Selected sellers are an output of Conduct Procurements. If the project manager was planning (rather than doing) such activities, the none answer would the Plan Quality process. Perform Quality Assurance uses measurements gathered in the Perform Quality Control process to assess whether the project is following processes and procedures, and identify needed improvements in the way the work is being done.

148, 266, 271 275

Perform Quality Assurance involves determining whether standards are being none followed. This would be the least effective, since it does not address the specific problem described in the question.

275

Assuring management that it was determined in planning that the project would none meet quality standards is not productive, since it does not solve the problem. An analogous estimate looks at the past history of other projects. This would not be appropriate to determine how the current project is going. The quality management plan does not provide results. A quality assurance team could help to determine whether the team is following the correct processes to satisfy the relevant quality standards.

275

Both Perform Quality Control and Verify Scope occur during project monitoring none and controlling. Therefore, neither of these processes are parts of Plan Quality. The difference between Verify Scope and Perform Quality Control is that Perform Quality Control focuses on the quality of the project, while Verify Scope focuses on customer acceptance. Focus groups are a tool of the Collect Requirements process in scope none management, and would not be useful in the Perform Quality Assurance process. Quality audits, statistical sampling, and Pareto charts are tools and techniques used in the Perform Quality Assurance and Perform Quality Control processes.

165

Making sure project processes were followed, the right resources were used, and none that all work was done could point out root causes of decreased cost. You cannot find ways to increase the result until after the root cause analysis.

240

A report of quality management activities provides confidence the project will none satisfy relevant quality standards. The key word here is "overall." Perform Quality Control is incorrect because they none are not addressing the specific work performance (i.e.: the table is too short). The Perform Quality Assurance process is used to make sure standards and processes were followed.

275

This question is similar to others in this program, but not exactly the same. You none may also see this occur on your exam. Carefully read the questions! Though quality problems MAY lead to quality assurance efforts, they are not a MUST. Quality improvement is a result of Perform Quality Assurance, not an input. Rework (or defect repair) can be an output of Perform Quality Control. That leaves only quality control measurements which are inputs to the Perform Quality Assurance process. With a just-in-time environment, supplies are delivered when you need them and none not before. Therefore, you have little or no inventory.

275

none

277

This question is similar to others in this program, but it is not exactly the same. none You may also see this occur on your exam. Carefully read the questions! As you increase quality, there will be associated benefits for the project. Some of these benefits are increased productivity, increased cost effectiveness, decreased cost risk, and improved morale. This is an example of gold plating. You should provide ONLY what the customer none asked for. The team does not know if their change will provide benefit to the customer. The team should focus its efforts on fulfilling the requirements.

267

Perform Quality Assurance, of which an audit is part, focuses on processes, none procedures, and standards. Though ISO 9000 is a standard, that is not the only reason an audit would be conducted. The seller cannot generally control or review the customer's quality process. Checking accuracy of costs submitted by the team is more representative of a cost audit than a quality audit, so that option cannot be the best choice. One purpose of a quality audit is to identify inefficient and ineffective policies. Determining what processes should be used describes Plan Quality. Evaluating none quality describes Perform Quality Control. In the Perform Quality Assurance process, quality audits are performed to make sure the correct processes are being Qualityused. training is a cost of conformance to quality. All the other choices are costs none of nonconformance to quality. The length of time it takes to test a whole population is one of the reasons to take none a sample. The words, "satisfies the needs" are your clue that the answer relates to quality. none

275

Quality is addressed during all parts of the project, not just during planning. none Planning for quality is done before the work is done, not after.

266

You should know the numbers for 1-, 2-, 3- and 6- sigma for the exam.

283

275

266

265

275

270 274 263

The question states that internal measures have already been created. none Therefore, external measures are needed. Researching results of other companies' projects helps to benchmark externally.

274

none

277

The plan described is the quality management plan. Since the quality none management plan is included in the project management plan, changing the quality management plan will also change the project management plan.

275

The only choice listed that makes sense and is an official input to Perform Quality none Assurance is results of quality control measurements. This question is similar to others in this program but not exactly the same. You may also see this occur on your exam. Carefully read the questions!

275

Did you notice the situation is occuring during completion of project work? none Identifying quality standards and performing cost benefit analysis occur earlier in the project. Determining the cause of problems does not deal with the quality of the end product of the project. The best way to ensure quality during project executing is to check the quality against the quality standards identified in the quality management plan. Completion of work packages is done after project planning. Since the previous none project manager did not finish planning, continuing to execute the project management plan should not be next. Identify Risks sounds like a good choice; however, identifying quality standards occurs before the Identify Risks process. This is the best answer, as planning must be completed on the project.

274

Although quality planning usually occurs during project planning, sometimes we none need to go back to planning from other processes to make a decision.

280

Quality audits are a necessary part of the Perform Quality Assurance process. none They help you assess whether the processes are being followed correctly on the project.

275

The team should reevaluate whether the quality standards are valid. This is part none of the Perform Quality Assurance process.

275

Determining what standards to use is part of the Plan Quality process. Don't get none fooled because this situation is occurring during project executing.

280

Any instance where there is an evaluation of the quality standards is part of none Perform Quality Assurance.

275

The question could be read as "What do you do first to deal with this situation?" none You might do any of the other choices when first assigned as project manager, but only creating a control chart deals with the problem presented.

270

Standard deviation is the measurement of a range around the mean.

269

The group is analyzing an actual defect. They must be in the Perform Quality none Control.

278

A project manager must always evaluate the situation before recommending a none corrective action or a change.

125

Outsourcing is only a possibility if you have proof that another company could do none the inspection with less damage. Evaluating the attributes of the population is effectively saying "inspect them all," which would destroy all production. Decreasing the cost of quality would only make the quality issues greater. The best choice is to inspect a sample of the satellites.

274

Quality control measurements, recommended preventive actions, and validated none deliverables are outputs of Perform Quality Control. A quality management plan is not an output of Perform Quality Control, it is an output of Plan Quality.

213

none

271

none

272

none

283

none

266, 280

The control limits are set based on the company's quality standard and indicate the acceptable range. Read the questions carefully! The process is not assigned a cause, the data point is. If a data point falls outside the control limits, the process is out of control. Cost of quality is a tool of Plan Quality. Tools and techniques for Perform Quality Control include flowcharting, statistical sampling, Pareto charts, control charts, and inspection. Inspections may be conducted at any level, including the project team, and at any time throughout the development of the product. They are used to prevent defects from being delivered to the customer.

The group is using organizational process assets to improve their project. none Although the incident just occurred, it was on another project. They are in the Plan Quality process.

268

The key word here is "overall." Perform Quality Control (choice D) is incorrect none because we are not addressing the specific performance of an activity. The problem described occurred on another project. An attempt is being made to none use that information to control this project. Realizing that this is a control activity automatically gets you the right answer.

281

Quality audits and work performance information would lead up to the none performance issues being identified. The performance measurement baseline is made up of the scope, time, and cost baselines. Changing that would not address the problem of unsatisfactory performance. It is likely that recommended corrective actions would result from efforts to identify ways to eliminate the causes of unsatisfactory performance . This question describes a defect that has already occurred; therefore it is part of none Perform Quality Control.

276

274

276

Pareto charts, control charts, and inspection are tools of both Perform Quality none Assurance and Perform Quality Control. Quality audits are only used in the Perform Quality Assurance process.

283

none

276

none

268

none

278

none Stimulating thinking and exploring a desired future outcome relate to fishbone diagrams. Only determining if a process is functioning within set limits relates to control charts. Fishbone diagrams are often used to stimulate thinking and to explore a desired none future outcome. Determining whether a process is out of control is a function of control charts. Only focusing on critical issues to improve quality relates to Pareto charts. A Pareto chart helps you identify the most frequently occurring problems and none

270

Did you notice there is a lot of data not relevant to answering the question? none Expect distracters to appear in many questions on the exam. Quality efforts should produce a decrease rather than an increase in cost risk as a result of less rework. Quality efforts should also provide increased cost effectiveness due to less rework. This leaves the only best answer: Improved quality leads to increased productivity, increased cost effectiveness, and decreased cost risk.

267

The rule of seven applies here. If you have seven data points in a row on the none same side of the mean, statistically the mean has shifted, calling for action to correct the project problem.manager's job to take action to address this situation. none It is the Therefore,notifying management is the least effective option. The other choices could help the project manager discover the reason for the problem.

272

Quality is defined as conformance to requirements and specifications. We do not none achieve quality if we exceed expectations, get a verbal OK, or stop adding features requested by the customer. The best answer here is when the requirements have met. This term refers to been control limits, not human resource issues. A data point inside none the control limits is an example of "in control." A data point within one sigma is not a relevant data point. A process is out of control when a point falls outside the upper or lower control limits on a control chart or when seven consecutive data points fall on the same side of the mean. Specification limits are how the customer measures quality. The control limits are none more constraining than the specification limits. Control limits are how you measure your process quality.

263

This situation requires corrective action, but that is not described in the question. none It is occurring in Perform Quality Control, not Perform Quality Assurance. The question specifically describes control limits, which are only a part of control charting.

271

This question is similar to others in this program, but not exactly the same. You may also see this occur on your exam. Carefully read the questions! In this case, we are in quality assurance. Since the purpose of quality management is to improve quality, quality problems could not be an output of any of the quality processes. Metrics are an input to Perform Quality Assurance, and quality audits occur during Perform Quality Assurance--it is not an output of it. Recommended corrective action is an output of Peform Quality Assurance. Quality attributes are the measurements that determine if the product is acceptable. They are based on the characteristics of the product for which they were designed. The fishbone diagram is a tool that we use to help stimulate thinking (brainstorming), to create an atmosphere conducive to open sharing of thoughts, and to gather our thoughts in a cohesive way. It can be used during analysis to determine thethe cause of critical defects.issues to improve quality relates to Pareto charts. Focusing on most

determine which problems to focus your attention on. The result is a higher quality project. It can be used to look at past problems, not to predict future ones.

279

279

276

272

271

The control limits are the dashed lines above and below the mean. They are none within specification limits, and are the measure you use to determine quality. Your quality specifications should exceed your customer's need. Otherwise you probably would not do the work.

271

The fishbone diagram (choice B) is used to stimulate thinking, determine the none cause of defects and look for solutions to problems. The 50/50 rule (choice A) is used for estimating work package completion. A control chart (choice C) displays results over time of a process. A Pareto chart (choice D) displays causes of problems and the frequency of occurrence.

284

none

278

The Pareto chart is based on the 80/20 principle. It displays causes of problems none and the frequency of occurrence. If you were to fix 20 percent of the root causes of problems, you would eliminate 80 percent of all the problems encountered.

279

A flowchart does not show order of importance. A fishbone diagram identifies none possible causes of problems. A control chart displays process results over time. A Pareto chart presents information in its order of priority and helps focus on the MOST difficult issues. A sample refers to measuring a small part of a larger group to determine the none quality level of the entire group.

279

Two events occuring in the same trial are true events. Statistical independence none refers to two events not being linked. Just-in-time refers to inventory levels. By definition, two events that are mutually exclusive cannot happen on the same trial. Because the two items are listed as problems, we know they are nonconforming none and that they impact quality, but these choices are not answers to the question. It would be best to determine if the problems are related before planning what to do about them.

277

The question indicates the two problems are unrelated. Therefore, they require none separate solutions.

277

none

274

If quality is improved, the chance of rework decreases along with the associated none costs. Focusing on quality by improving qualiy training can improve the overall quality none process.

267

Increasing scrap or rework would only make the problem worse. Looking for none benchmarks would help you see how much of a problem you have, but would not solve the problem. Only a quality audit leads to solving the problem.

275

none

283

none

283

none

271

none

271

none

272

These are two other names for the fishbone diagram.

Here, one table is tested for quality; it is a sample of a larger set.

A Pareto chart and sampling are official tools of Perform Quality Control. You can use the WBS in many ways to control quality. Life cycle costing has nothing to do with quality. fishbone diagrams, and Pareto charts are used in the quality Checklists, management process. The specification limits are above and below the mean. The rule of seven indicates a process is out of control. The upper and lower control limits are above and below the mean, but are within the specification limits.The line in the middle of a control chart definition is the mean. The customer's of quality is indicated on the control chart by the specification limits. There is no rule of two in quality management, but there is a rule of seven.

274

277

267

none

272

Inconsistency and unpredictability are indications that the process is out of none control. The rule of seven refers to seven or more sequential data points that fall on the none same side of the mean. This indicates the process is out of control. Gold plating is providing the customer more that what they asked for. A rule of none seven is not just a single data point and thus not correct, even though it also requires an assignable (special) cause. A specification limit indicates the customer-defined requirements for quality. A data point that requires you to determine the cause of the problem is a special cause.

272

Data points outside the control limits indicate the process is out of control, and none production should be stopped until a solution is found. Trend analysis examines project results over time to evaluate performance. none

280

EV is determined from a total budget of $10,000 and a five week duration. Each none week would be $2,000. Therefore, for two weeks of completed work, we have an EV of $4,000. CV = EV - AC, CV = $4000 - $2000 = $2,000. Positive means you are under budget.

241

Gold plating a project wastes time and probably cost. It makes the project none unsuccessful.

265

Though the sponsor may help plan some of the activities, it is not his exclusive none duty. Some project constraints come from the sponsor, but they should be considered necessary. The project management plan is created by the team and approved by the sponsor and other management. Since the project objectives are stated in the project charter, and it is the sponsor who issues the project charter, helping to prevent unnecessary changes to project objectives is the correct answer. Neither activity definitions nor the project management plan include the none responsibilities of team members on the project. Whereas a job description describes a person's primary job, the responsibility assignment matrix describes the person's responsibilities on the project.

303

The key words here are "first two weeks." When you first organize a team, you none need to provide the direction. Later in the project, you could use one of the other leadership The lack ofstyles. a WBS, responsibility assignment matrix, or team involvement in none planning could contribute to excessively long meetings to assign resources to activities. Resource leveling refers to maintaining the same number of resources on the project for each time period and would not impact the length of meetings.

323

none

316

The key to this question is "nonrandom." It is referring to the rule of seven.

Meeting project requirements is the most important attribute of those presented.

272 272

280

313

212

This question tests if you understand that functional managers generally "own" or none control the resources on projects. It would not be professionally responsible to try to keep a resource if he can be replaced without hurting the project. It is not the resource's job to find a replacement. Waiting to see if the other project is approved might impact your project. By talking to the functional manager, you can find out if the team member will be selected for the other project and see if there really is a problem. The issue here is managing people. Only the staffing management plan helps none manage people.

489

The only choice here that does not make sense is using the average probability. none Determining probability would not be appropriate in the situation described.

187

The project manager must ensure that the necessary skills are developed as part none of the project.

320

Co-location refers to locating the offices for the project team in the same room. none Co-location will help in building the team. The WBS is the basis for making estimates and assigning resources. Therefore, none the WBS is the correct answer. Don't forget that according to Herzberg's Theory, salary is not a motivating agent. none Linkage is very important to make the reward valuable to both the receiver and those who did not receive it. This is more important than giving a choice of reward or presenting the reward in public.

320

Many people do not realize that Develop Human Resource Plan relates to none assigning roles and responsibilities. Human resources are acquired in Acquire Project Team. Resource requirements are determined in Estimate Activity Resources. Time is shown in a schedule or bar chart. The responsibility assignment matrix none maps specific resources against the work packages from the WBS. Rewards can be very effective in motivating team members. A reward needs to be none specific to the activities at hand to maximize the effect. Although the existing company reward system may work, one created specifically for the project will address project-specific objectives and motivators.

185

It is important to first understand people's motivations so you can effectively none manage and motivate them. Later, you would learn about eachteam member's role and assigned activities. The choice of learning each team member's favorite color was included to see if you can still laugh. Expect to see a few questions on the real exam that are so strange you will have to laugh.

315

The resource histogram shows the number of resources used in each time none period. In its pure form, a bar chart shows only activity and calendar date. The organizational chart shows who reports to whom. The responsibility assignment matrix shows who will do the work.

313

The WBS is not broken down into one-person activities. The WBS does not none provide names of resources or a hierarchy of resources, but rather a hierarchy of work packages. The small work packages the WBS provides make it easier to determine what expertise is needed when identifying resources.

160

In a matrix organization, power is shared between the functional manager and the none project manager, so the project manager needs to negotiate with the functional manager for the resources.

305

none

313

A project organizational chart shows resources and their responsibilities.

314

160 331

313 315

A histogram does not show usage for each activity, phase, or area of expertise. A none histogram is a bar chart where each bar represents the percent of time the resource is working. Each bar shows one unit of time (e.g., a week, a month, etc.). The responsibility assignment matrix maps specific resources to the activities or none work packages from the WBS. On a resource histogram, the use of resources is shown individually or by groups over time.

315

Although carefully creating the WBS might help, it is not the best choice. A strong none quality control plan really means, "spend the most time checking the work." Since it is after the fact and reactive, it is not the best choice for this situation. Decreasing fringe benefits would only make things worse. A reward system for those involved would be the most beneficial. Generally, when two people have a problem, they need to resolve it themselves. none However, the issue here is what happens next. The project manager is responsible for communicating what needs to happen next.

315

Diversity can enhance a project if planned and coordinated throughout the none project.

491

Reward and expert are the best types of power to use in such a circumstance. none Reward is not listed as a choice, and the question says the project manager has limited ability to reward the team members.

323

A responsibility assignment matrix is a correlation between activities and none resources. Resources are assigned to accomplish each activity. The matrix shows all the activities and resources for a project.

313

The histogram is a bar chart showing the number of resources used per time none period The responsibility assignment matrix shows resources and activities. The project none organizational chart shows organization. The Pareto chart is a quality tool and does not show resources. The resource histogram shows resource usage over time in a column format.

315 315

Many people think the project manager should discuss with the team why they do none not support the project. Did you? The project manager should have gotten the team's buy-in to the project during project planning. It is WAY too late to do this six months into the project. Discussing the situation with each team member's boss would not help. Finding someone else to manage the project is not the responsible thing to do, and it does not solve the problem. Although you may feel like quitting, you must continue. One of the powers you can use as project manager is reward power. Rewards, used properly, bring the objectives of the team in line with the project objectives. It is best to deal with the problem directly, before using withdrawal, penalizing, or none meeting with managers.

323

Know your conflict resolution techniques. This is an example of problem solving. none Problem solving and compromising are considered the two best conflict techniques, in that order.

326

Rewards, used correctly, bring the team's objectives in line with each other and none with the project.

323

313, 315

325

326

As the project manager, you would have analyzed the team member's skills as none part of your resource management planning so there is no need to switch to a trained resource now. Although determining if anyone else needs training might be a good idea, it does not solve the problem at hand, the team member. The cost of such training for team members is borne by the project, so the funding would come from the project budget, not from the functional department.

320

Simply revising the bar chart does not address the real problem. Going to the none sponsor is also not an initial step. Sympathy is fine, but the team is looking for leadership. A delay in decision making is unacceptable, with the project already behind schedule. Talking to the functional manager is the best initial choice.

312

It is most important to define the impact of the delays. Did you realize the none activities may or may not be on a critical path?

328

none

326

none

321

none

315

none

315

The job of the project manager includes providing or obtaining project-specific none training for team members. This kind of training is a direct cost of the project.

320

After a team member completes project work, it is the project manager's job to none provide input to the team member's manager regarding performance.

322

The staffing pool description tells the project manager who is available. The WBS none describes what work needs to be done. The staffing management plan describes the project manager's plans for staffing the project. Recognition and rewards systems are only relevant after the team is created.

321

Working with people from different cultures with different cultural values and none beliefs necessitates an understanding of both basic definitions and areas of cultural impact. As project managers, we need to have good communication skills and a willingness to adapt to other cultures.

345

Problem solving normally takes more time, but it gets buy-in from everyone, generating a more lasting solution. Change requests and updates to the issue log are outputs of Manage Project Team. The staffing management plan is part of the human resource plan. The Develop Project Team process involves training and other activities that make team members more capable of doing their jobs. Therefore, you expect performance improvements to result. Such improvements are documented in team performance assessments. The actions described are generally required, and not gold plating. Project performance appraisals and team building deal with projects, not individuals. A recognition and rewards system involves formal management action to promote desired of individuals. Projectsbehavior often need their own reward systems to affect performance. Project managers should create such a system for each project.

Within reason, the technical experts (generally the team members) should none resolve the issue. It is unlikely there will be an opportunity to compromise on the selection of a seller.

325

Since the engineer has knowledge of the situation and has experienced problems none like this before, he would be more knowledgeable than others on the team. This is expert power.

323

Confrontation leads to a win-win situation. Smoothing emphasizes agreement, none rather than differences. The act of both parties giving up something defines compromise.

326

There is always the option to simply postpone dealing with the issue until later. none This is withdrawing. Formal power is based on your position. none

326

When someone is given the job of project manager they will have formal, reward, none and penalty power. But just having the position does not make the project manager either a technical or project management expert. Expert power has to be earned. theory states that employees who believe their efforts will lead to none Expectancy effective performance and who expect to be rewarded for their accomplishments will stay productive as rewards meet their expectations.

323

none

331

Team building should occur whenever it is needed. That might be at any time none during the project.

320

Those involved in the problem should resolve the problem. Having had to crash none the critical path several times implies that team D has already tried to deal with this problem. In this case, the two team leaders need to meet. The extent of this situation requires the project manager's involvement as well.

325

According to Theory X, people cannot do anything without supervision. They will none try to get away with everything and avoid work if you are not careful. Know the definitions of Theory X and Theory Y for the exam.

330

Don't be fooled because "personality" is on the list. Schedule conflict is the none number one source of conflict on projects. Know the top four sources of conflict: schedules, project priorities, resources, and technical opinions.

325

This question is asking which of the FOLLOWING is the highest. Self- none actualization is not listed, so the next best choice is esteem. Those having the problem should resolve the problem. In this case, the two team none members should work out the problem. Because it is impacting the project, the project manager needs to participate in the resolution.

330

Herzberg's theory deals with hygiene factors.

323

329

325

The halo effect refers to the tendency to move a person into project management none because they are good in their technical field. Just because a person is good in a technical field does not mean he or she will also be a good project manager.

317

Know the top four sources of conflict on projects (schedules, project priorities, none resources, and technical opinions) so you can answer questions such as this one. Don't be fooled because "personality" is on the list. It is not a major cause of conflict. Team members are harder to motivate if their loyalty is to their functional none organization rather than to the project team. Theory Y is the belief that people can direct their own efforts. Know the difference none between Theory X and Theory Y for the exam. Do not get confused by the wordiness of the question. Ask yourself what is the none best way to resolve any conflict and you can get the answer. Most of the situation is a distracter. Problem solving (confronting) and compromising are the two most important conflict resolution techniques. Conflict management is a key general management skill.

325

Performance issues are senior and functional management's responsibility - none usually the manager who supervises the resource. Therefore, the responsibility here belongs to the director of server administration.

305

Reporting the issue to the HR department is inappropriate, since it is the none functional manager's responsibility to deal with it. Reassigning project work is not problem solving, it is more like avoidance or withdrawal. Having the discussion at a team meeting is a form of penalty. The question is saying that you as the project manager have done everything in your power already. There is even a reward system in place. Therefore, it is time to ask for help from management. Functional management is responsible for addressing individual performance problems.

305

Conflicts need to be resolved by those experiencing the problem, not the whole none team. Asking the other team members to stay out of the issue should be unnecessary, and does not solve the root cause. The question seems to lead one to think the project manager should solve it, but there is an even better answer. Without knowing the details of the problem, striving for fair resolution is a better choice than simply making the decision yourself.

325

Generally, the best forms of power are reward or expert. The project manager has none not had time to become a recognized expert in the company and reward power is not included as a choice here. This leaves formal power as the only logical answer.

323

26 330 325

Team performance assessments and project performance appraisals would be none done before giving rewards. Be careful if you chose team building. This situation does not involve the team, and the manager is not encouraging the team member to work better with the team.

323

none

323

Threatening to fire the team members is penalty power and is the least effective none choice. Although discussing the benefits of the projects over lunch with the bosses of team members is an example of reward power, the people who are receiving the reward are not in the position to assist with the specific problems listed in the question. Expert power is generally a good choice, although in this case, the expertise is technical and the project manager may not be the technical expert on the project. Providing bonuses for meeting specific quality measures represents rewarding the team directly and is the most effective choice included here. In a strong matrix environment, the project manager has more power than the none functional manager and may be able to make resource decisions on her own. However, making this decision is incorrect, as this is not a resource decision; it is a technical one, and technical issues are managed by the team members' managers. A benchmark analysis provides information about the methods and performance used by other companies and departments. However, it would be better to look for internal expertise before engaging in such a time-consuming activity. It is not wise for a project manager to suggest a compromise when the issue is a technical one. The only viable choice is to send the team members to their managers for advice on resolving the dispute. In project initiating,the project manager receives information. In project executing, none the project manager assists the team and during project monitoring and controlling, the project manager makes sure the project is completed according to plan. During project planning, the project manager informs the team about what will be done for project management planning.

323

During project executing, the project is mostly defined, the team knows what to none do. Therefore, the project manager does more coaching. The most common source of conflict is not personality, it is schedules. Conflict is none best resolved by confronting, which is also referred to as problem solving. Although the project manager may not lead negotiations in the procurement process, he or she plays an important role, and should be involved. The most correct statement of the choices provided is that conflict can be beneficial. Conflict on projects often presents opportunites for improvement.

323

Conflict on projects is caused by schedules, project priorities, resources, and none technical opinions - in that order. Personality is the least common source of conflict. See the PMP(Author:Bobby)174(Author:Bobby) Exam Prep book for a discussion on the major sources of conflict.

325

Confronting means the same thing as problem solving. It is generally the best none way to resolve conflict. This question is really asking, "Which of the following is the best way to resolve none conflict?" The best way, problem solving, is not listed. We need to select the best answer of the choices offered; compromising.

326

Smoothing does not solve the problem. Compromising is lose-lose, but it is not none the worst choice. Withdrawal is a good thing to do when people need time to contemplate or calm down. Forcing demands that others do what one person thinks should be done, and therefore breeds animosity.

326

Penalty power refers to removing some benefit.

305

323

324

326

Doing limited testing before integration and finishing testing after integration is an none example of compromising. This is the best way for the project manager to resolve the conflict in this situation.

326

This is an example of a conflict and a choice of conflict resolution techniques. The none project manager is withdrawing.

326

In this situation, the project manager is problem solving, or confronting the none problem.

326

none

326

Withdrawal, the most common incorrect answer, ignores the issue. Here the none project manager is not ignoring. The project manager is saying the issue is valid but he/she does not think it will be a real problem later.

326

This is not an issue that should require management involvement. Quality plans none should already be in place, and informing management will not help the situation. Smoothing will emphasize that everyone agreed on a plan and that the team should have confidence in that plan.

326

The project manager's decision is to find a middle ground. This is compromise.

none

326

A corner office is a "perk" whereas health benefits are a fringe benefit.

none

329

Employees who believe their efforts will lead to effective performance and expect none to be rewarded for their accomplishments remain productive as rewards meet their expectations is an example of expectancy theory.

329

Will it improve efficiency to have the records in many locations? Probably not, so none that choice is not correct. Using a war room means locating the entire team, not their tools or senior management, in a common location.

320

Maslow created a pyramid to show the hierarchy of needs. Memorize these for none the exam and you can get some easy questions right.

330

The issue is postponed; this is an example of withdrawal.

McGregor devised the Theories of X and Y. These are easy questions so you have time for the harder ones. McGregor devised the Theories of X and Y. These are easy questions so you have time for harder ones. Herzberg talks about hygiene factors. Save time for the network diagram questions on the exam by having these motivational theories memorized. Esteem and self-actualization are parts of Maslow's hierarchy of needs.

none

330

none

330

none

331

none

330

This is the essence of Maslow's theory.

none

330

This is the essence of McGregor's Theory X and Theory Y.

none

330

This is the essence of Herzberg's hygiene factors.

none

331

This is the essence of Herzberg's hygiene factors.

none

331

This is the essence of McGregor's Theory X.

none

330

This answer is not wrong, because self-actualization is not listed. Reread the none question. It asks "which of the FOLLOWING" is the highest. Of the choices listed, esteem is the highest.

330

Self-fulfillment, or self-actualization, is the highest point in Maslow's hierarchy of none needs. Delaying the issue is called withdrawal. none

330 326

none

326

Due to the high need for coordination, it is best to centralize the project none management and control processes.

320

Most project managers don't realize they have input into the employee's records, none even if the employee does not report directly to them. The project manager is responsible for obtaining upper management buy-in to none provide adequate resources, set realistic schedules, and promote team building.

325

none

447

Problem solving is considered to be the best way to resolve conflicts.

Here the only skilled third party is an arbitrator.

116

This question is full of choices that are not correct project management actions. none To answer the question, you must first realize that it is never appropriate for a project manager to just cut estimates across the board. The project manager should have created a project estimate based on realistic work package estimates that do not include padding. Then, if costs must be decreased, the project manager can look to cut quality, decrease risk, cut scope, or use cheaper resources (and at the same time closely monitor the impact of changes on the project schedule).One of the worst things a project manager can do is to start a project knowing that the time or cost for the project is unrealistic. Did you notice the choice of adding additional resources? Even though they have low hourly rates, that would add cost. Evaluating, looking for alternatives, and then reporting the impact of the cost cutting to the sponsor is the best action to take.

183

Notice that this question uses the words "working to clearly describe" and none "prevent." Taken together, they should tell you the project is in project planning. This eliminates all choices except Develop Project Management Plan and Plan Quality. Coordination and conflict prevention relate to Develop Project Plan, and preventing rework is part of Plan Quality. The Plan Communications process involves identifying communication none requirements, including the identification of any communication preferences. In this situation, "you remind the sponsor" indicates that the information is being communicated according to the plan. However, the plan does not reflect the needs of this stakeholder.

112

The question states that all stakeholders received the information, so the issue is none not that this stakeholder did not receive it. The problem presented here illustrates that there is something missing in the communications management plan. The best answer is to review the communications management plan in order to prevent future problems and find any instances of similar problems.

352

Communication requirements, a stakeholder management strategy, and the none company culture are inputs to Plan Communications. Forecasts are an output of Report Performance. management plan includes a determination of what none A communications information needs to be collected and when. This is the definition of communications management. Occasionally you will find none an easy question on the exam. Did it improve your confidence?

351

Feedback is a tool to improve communication, not a communication "blocker" or none barrier. Memorize this number, 90 percent. none Although the information is found within the project management plan, the none communications management plan is the best answer because it directly answers the question.

360

The term stakeholders includes all the other choices. Stakeholders can be assets none who perform project work, provide expert advice, and remove roadblocks. Because they are involved in the project, you should consider the needs of all stakeholders when creating a communications management plan.

358

352

352 345

345 358

A communications management plan can attempt to control communications, but none the project manager needs to have open communications with everyone. This is the only way to inform the appropriate people of the project status and to adequately controlconcise the project. To ensure clear, communications, the project manager must manage none communications by deciding what form of communication is best in each situation. All reports and diagrams are communications tools. This question asks you to none pick the most appropriate quality tool to help communications. An Ishikawa diagram, also called a cause and effect diagram, is more appropriate than a Pareto chart since you are trying to determine the causes. Once causes are known and you have data on occurrences, the data can be displayed in a Pareto chart.

358

Reprimanding the foreman assumes the delay and over-expenditure are the fault none of the foreman. This may or may not be the case. The project manager needs to understand the cause without being judgmental; the objective is to complete the project on time and within budget. The project manager will need the collaborative help of his foreman and must continue to build trust. Meeting with the foreman to gain an understanding of the problem and to solve it is the best answer.

328

Notice the phrasing of this question, "most likely NOT do." Expect to see none questions worded on the exam in ways that can cause you to misinterpret them. You will also see questions about things we forget to do in the real world. "Who has time," you might say, "to determine if each problem is really solved?" One could respond with, "Who has time not to do this? Who has time to deal with the same problem twice?" The final steps of problem solving include: implement a decision, review it and confirm that the decision solved the problem. Did you realize the project manager is part of the communication channels? none Therefore, there are actually four stakeholders to begin with and six channels of communication. The question is asking how many total channels of communication you have with a team of five people. The formula is [N (Author:Bobby)215(Author:Bobby) (Author:Bobby)40(Author:Bobby)N (Author:Bobby)45(Author:Bobby) 1(Author:Bobby)41]/(Author:Bobby)2 or (5 (Author:Bobby)215(Author:Bobby) 4(Author:Bobby)41/(Author:Bobby)2 = 10.

328

A signature log and improved layout of the report are creative ideas, but none unfortunately, do not deal with the root cause of the problem. Requiring the reading of project updates in order to receive rewards is penalty power, and not the first choice of what to do. The root cause of this problem is an inadequate communications management plan. Although created by the project manager, it should, like the rest of the plan, be bought into by the team. In this situation, the communications management plan appears to require revisions in order to meet the needs of the stakeholders. Team members' reporting on what they are doing may best be done outside of none meetings. The main purpose of status meetings is to exchange project information. Meetings, by definition, are communications tools. There are other ways to none determine status and make and authorize changes. The project manager must use meetings to communicate effectively.

352

The major result of communication blockers and miscommunication as a whole is none conflict. Remember that nonverbal communication represents 55 percent of all none communication. The choice including paralingual communication (pitch and tone), as well as physical mannerisms, is the best choice.

360 355

Reports help distribute information, not just report on progress. none Everything we do is more formal in a procurement environment than in other none project activities. Therefore, formal written communication is required when the customer requests work not covered under the contract.

358 354

When we talk about contracts, everything we do is more formal than in other none project activities. Records are also important in procurement, thus the need for written communication.

354

358 278

357 ==45== 358

357 357

You want to document the change to be sure that everyone gets the message, none but it does not require formal communication.

354

Because of the differences in culture and the distance between team members, none formal written communication is needed.

354

The term stakeholder encompasses all the other choices. In this case, it is the none best answer since the WBS can be used (but does not need to be used) as a communications tool for all stakeholders to "see" what is included in the project.

161

none

355

none none

355 355

none

354

Courtesy and consideration is not a "rule" for effective meetings. Since there is no none indication that the meeting was not scheduled in advance or that there isn't a purpose, these cannot be the best answers. "Discussed at random" implies no agenda. If an agenda is issued beforehand, people will follow the outline and should not need random discussions. The communications management plan helps people understand what needs to none be communicated, to whom, when, and by what methods of communication.

357

The longer one waits to make a decision, the greater the impact on the project none constraints. Having more resources does not generally make it more difficult to use reward none power. It is an incorrect statement that communications blockers grow linearly. Because communications channels grow rapidly, and increased number of team members may lead to more issues with communication.

328 357

The key words here are "performance over time." A forecasting report looks only none to the future. A status report is generally static (relating to a moment in time). A variance report looks at specific project items or activities compared to the plan. The only choice that addresses "performance over time" is a trend report.

361

The key word here is "future." A trend report addresses past performance. A none status report is generally static (relating to a moment in time). A variance report looks at specific project items or activities. The only choice that looks to the future is a forecasting This situation report. describes the need to "compare." A trend report shows none performance over time. A forecasting report looks only to the future. A status report is generally static (relating to a moment in time). The only choice that compares results a variance analysis. Watch for project questions thatisask how many MORE communication channels there none

361

Nonverbal communication carries 55 percent of the message. With this much at stake, nonverbal communication is of major importance. Nonverbal communication carries 55 percent of the message you send. Understanding the receiver's perspective allows the sender to direct the communication to meet the receiver's needs. Written communication allows your words to be documented, and they will go to everyone in the same form. When there are complex problems, you want everyone to receive the same information.

are. The formula to calculate communication channels is [N x (N - 1)]/2, where N is the number of people. The original team had 12 members, including you, for a total of 66 communication channels. The new analyst increases the number of people to 13 and the number of communication channels to 78, for a total increase of 12 communication channels. The fact that the analyst will be working directly with the testing sub-team does not reduce the number of communication channels.

352

361

357

The formula is [N x (N - 1)]/2. Therefore 9 X 8/2 = 36. This question is really none asking, "How many total communication channels are there?" The formula is [N x (N - 1)]/2. Therefore 6 X 5/2 = 15. none

357

The formula is [N x (N - 1)]/2. Here you have to figure out how many more. none Therefore 5 X 4/2 = 10, 8 X 7/2 = 28, and finally 28 - 10 = 18.

358

none

357

This question is asking for the total number of communication channels, not how none many more. The formula is [N x (N - 1)]/2 or (18 X 17)/2 = 153 channels of communication.

357

This question is asking how many new channels of communication there are, not none how many in total. Practice reading questions correctly. The formula is [N x (N 1)]/2 or (5 x 4)/2 = 10 and (7 x 6)/2 = 21. 21 - 10 = 11 more channels of communication. There are no cost problems illustrated in the question. Reporting that the project none is doing well is lying and unethical. Although the project is in trouble, you do not KNOW it will be completed late. There is time to fix the problems. The professional and social responsibility of the project manager requires that the truth be told. As in any report, you need to state the issues and options.

358

The overriding measurement of what information to accumulate and none communicate on a project is whether that information contributes to the success of the project. The required information would take time away from the project and not provide added value.

358

The project manager's responsibility is to provide truthful project information. He none or she should thereafter discuss the impacts of their actions with the team members. If that does not work, the next step is to report it to their functional managers. In the meantime, the project manager must report the status as accurately as possible.

493

Note the use of the word "meetings" in the question. Meetings are communication none tools. With proper planning, you will be able to communicate effectively and accurately. none In this case you are not gathering the correct information to report to the client.

357

This is a wordy question; expect longer. Trends are found by comparing current none performance results to a baseline. A trend report shows areas needing attention based on the analysis.

361

You need to tailor the reports to meet the needs of all of your stakeholders and none not just one subset. Find out what each needs, and address those needs. This should be outlined in the communications management plan.

360

Your communications management plan outlines the stakeholders' reporting none needs and how you plan to meet those needs.

358

The formula is [N x (N - 1)]/2 or (7 x 6)/2 = 21 communication channels.

357

493

353

Many project managers spend all their time while the work is being done issuing none and using status reports. Great project managers know these are necessary, but are not a replacement for properly managing a project. By interacting with the team, watching what is going on, and listening to the team members, you will find out sooner than later what the "real" status of the project is. Reports are normally a week or two behind the actual work, causing a delay in reacting to problems. That is the biggest disadvantage of progress reports as opposed to watching what is going on, asking questions, and assisting team members.

361

The key word is quickly. The status report is too detailed for a quick look. The none forecast report only looks into the future. The progress report summarizes project status, and would be the most helpful for a quick review.

361

The word "formal" in this question relates to gaining customer sign-off. Until the none customer formally accepts the project's product, you do not have acceptance. Because you are in a projectized organization, the team members may either be none looking for new jobs or trying to extend the length of the project so they have work for a longer period of time.

128 25

none

81

First, you need to document the reasons the customer will not sign off none acceptance. Once you understand the issues, you can work to resolve them.

81

This question tests whether you realize that administrative closure can occur at none the end of each project phase (if you have divided the project into phases), as well as at the end of the project.

79

A phase or project must be formally closed and accepted.

Report Performance is a monitoring and controlling process, and is also done during the Close Project or Phase process to report the performance of the project the final report.choices are incorrect. Both Close Project or Phase and Parts ofinmany of these Close Procurements occur during project closing, and both involve documentation of lessons learned. Close Procurements does not involve updating employee records. Only Close Procurements involves an audit, which is a review of the procurement process. Administrative closure refers to the Close Project or Phase process. Performance reporting during closure shows progress made on projects, not activities. Approval is not needed to start the documentation of lessons learned. Such reports are used to gain formal acceptance, not to show it has been achieved. Overall, performance reporting in administrative closure communicates the success of the team. Did you pick Verify Scope? Then you may have forgotten that the Verify Scope process is done during project monitoring and controlling, not project closing. Planning the risk responses and creating the staffing management plan are done earlier in the project. The lessons learned can only be completed after the work is completed. The project risk management plan is created in project planning.

none

127, 360

none

465

none

127

none

128

none

128

Plans and reports are part of historical records, but not lessons learned. You can none learn from both mistakes and successes. If you understand the variances and their causes, you can try to avoid them in the future.

30

You want to capture data at the end of each phase of a project. If you wait until none the end, you may forget important information. The biggest problem is retaining team members until closure of the project. none People often start looking for their next project and leave before administrative closure is complete. Procurement closure occurs as contracts are completed. This may happen before none the project as a whole is complete.

127 25 128, 464

none

128

Cost benefit analysis is done earlier in the project to help select between none alternatives. All the other choices are done during the Close Project or Phase process. Therefore, performing cost benefit analysis must be the best answer.

128

Documents are collected throughout the project. They are archived during the none Close Project or Phase process. Discussing feedback refers to lessons learned. Obtaining customer sign-off and none reviewing project documentation are always part of closure. When project closure occurs at the end of the project (as opposed to at the end of a phase), the project management plan would not need to be updated, making that the exception.

128

Formal acceptance is received from the customer in project closing. Project none archives and lessons learned are also an output of the closing process. A risk audit occurs during project monitoring and controlling, not project closure.

100

Lessons learned help to avoid future pitfalls and use the good ideas of past none projects. This leads to improvements in future projects.

30

A lessons learned document describes more than just the decisions made. It none should include what went right, wrong, progress, etc. The project charter is created in initiating. The project management plan and risk none management plans are outputs of project planning. Project records are archived in the Close Project or Phase process.

30

You need at least some of your team members to do the work of project closure.

All the project documentation goes into the archives. Therefore, it must be completed. The archive is the last thing to create before releasing the team. The Verify Scope process occurs during project monitoring and controlling, not at the end of the project. A similar activity during closure is product verification. Operations and maintenance are ongoing activities after the project is completed. This work is not considered part of the project. If a risk event happens, how will we deal with it and continue with the project? We may need to identify alternative ways of sequencing the work. These alternatives are described in the contingency plan.

128

128

none

128

none

128

none

128

none

387, 390

The expected monetary value is probability times impact. In this case you multiply 9 the probabilities together and then multiply the impact. 0.20 x 0.10 x 0.20 x $1000 = $4. is no indication any other areas have a problem. On such a large project, none There more than six risks should have been identified.

387

This is a decision tree. Know your tools, their uses, advantages, and 9 disadvantages. This situation is occurring during project planning. Planning must be completed none before moving on. Determining the risk rating of the project is done during Perform Qualitative Risk Analysis, and should have already been done. Project risk reassessment occurs during Monitor and Control Risks, the next step in the risk management process after Plan Risk Responses. But the question does not ask what is next in the risk management process, just what is next. Adding work packages to the WBS, as part of iterations, comes next in project planning.

388 393

382, 401

Frequently, risk management is portrayed as such a complicated area people none don't even know where to begin. A simple spreadsheet listing risks and who is responsible for addressing them will be far more beneficial to a project than a complex tool or methodology that no one uses. Risk identification and response planning are standard procedures, expected to be done on all projects. An examination of management tools and methodologies for the project has been done. It is most important to tailor the level, type, and visibility of risk management to match the risks associated with the project and the project's importance. This choice encompasses performance of the risk management planning processes.

379

none

393 ==45== 394

Specific risks need to be identified before the project manager can take action to none affect those specific risks.

382, 401

The project manager is in the Perform Qualitative Risk Analysis process. Activities none of this process include assumptions testing (risk data quality assessment), and probability and impact matrix development. It appears the project manager has not yet completed the matrix. Trend analysis, identification of triggers, and development of fallback plans will occur later in risk management.

383

Stakeholders should be included in the Identify Risks process. Workarounds are none created later in the risk process, as unidentified risk events occur. Plan Risk Responses must include the involvement of all risk response owners and possibly other stakeholders.

381

It is not possible nor practical to develop a response strategy for all risks. Some none risks may be passively or actively accepted. A risk rating matrix is created during the Perform Qualitative Risk Analysis none process, to promote a common understanding of what each risk rating means. Risk responses may include changes to the project schedule, cost, quality, none human resource, and procurement plans. The WBS, and time and cost baselines may also be impacted by risk response plans. Therefore, project management plan updates are outputs of the Plan Risk Responses process.

391

If you know the tolerances of the stakeholders, you can determine how they might none react to different situations and risk events. You use this information to help assign levels of risk on each work package or activity.

380

Some risks from Perform Qualitative Risk Analysis will be candidates for further none study in Perform Quantitative Risk Analysis. Eliminating the threat by eliminating the cause is risk avoidance. none

384

The Delphi technique is most commonly used to obtain expert opinions on none technical issues, the necessary project or product scope, or the risks. Did you realize this situation is taking place during project initiating? The scope none statement and resource plan are created in project planning, and so are not yet available. Therefore, we are left with deciding if the magazine article or a conversation with a team member who worked on a similar project provides the greater value. Since the information gained in conversing with the team member provides input more specific to your company, it is the best choice.

381

You need to know the risk management process!

383 393

391

376

Brainstorming and Delphi are both techniques that can be used to gather none information. Due to the global spread of the project, brainstorming is not feasible. Therefore, the Delphi technique is the best option.

381

Team members will have knowledge of the project and the product of the project none and will thus have a lot to contribute to risk responses. Those responsible for risk templates will be able to provide the templates from past projects (historical records) and therefore will be very important. Key stakeholders will know more about the technical working of the project to help plan "What are we going to do about it?" so they are not likely to be the least important. The sponsor may have the least knowledge of what will work to solve the problems. Sponsors need to be involved in the project and help identify risks. They may even approve the response plans created by others, but they would not generally be major contributors to response plans. Risk response strategies have already been created. Recommending corrective none action and updating the risk identification checklist occur during Monitor and Control Risks. Project management plan updates are an output of Plan Risk Responses. A prioritized list of quantified risks from Quantitative Risk Analysis are an input to none the Plan Risk Responses process. Monitor and Control Risks means measuring against the plan. Plan Risk none Responses works with identified risks. The project scope statement is not an input to either of these processes. The project scope statement is an input to both Identify Risks and Perform Qualitative Risk Analysis, making that the only completely correct choice. Risk response owners are determined in Plan Risk Responses. The outputs of none Identify Risks are certainly a list of risks and triggers. However, it is an understanding of the risks that is most important to enable the team to qualify and/or quantify them and to plan for them.

391

The project manager has just completed the Perform Qualitative Risk Analysis none process. The risk ranking for the project decreases after the Plan Risk Responses process. Probabilistic analysis of the project occurs in Perform Quantitative Risk Analysis, and risk triggers are identified in Plan Risk Responses. The most important output of Perform Qualitative Risk Analysis is a determination of which risks to process further and which to simply document. This question essentially asks, "What is an output of Perform Qualitative Risk none Analysis?" Risk triggers and contingency reserves are parts of the Plan Risk Responses process. The probability of achieving time and cost objectives is determined during the Perform Quantitative Risk Analysis process. A prioritized list of risks is an output of Perform Qualitative Risk Analysis.

384

EMV = P x I. In this case, expected monetary value is 0.1 x $10,000, or $1,000. none The insurance cost plus the deductible amount are less than the expected monetary value of the risk event.

386

EMV = P x I. The answer is calculated as follows: (100 x 0.4) + (200 x 0.4) + (300 none x 0.2). So, the EMV of the amount of overtime is 180 hours.

386

none

190

If you cannot determine an exact cost impact of the event, use qualitative none estimates such as Low, Medium, High, etc. Project status reports can be an input to risk management. However, when none completing risk management for the first time, you would not have project status reports. Therefore, project status reports are not always an input to risk management.

383

Three-point estimating gives an indication of the risk of not meeting your date.

393

389 274

382

384

376

Insurance premiums are not factors in assessing project risk. They come into play none when you determine which risk response strategy you will use. Did you realize this question describes secondary risks? Identifying secondary none risks is an important part of completing the Plan Risk Responses process. With that in mind, the best thing to do is to document the newly identified risks and continue the Plan Risk Responses process.

383

Resource leveling involves analysis of the number of resources used. Activity none definition occurs before the team is selected. Develop Project Team occurs after the team has been selected. The team is trying to respond to a risk by changing a resource. They are in the Plan Risk Responses process.

391

In Identify Risks, we make a list of risks. In Perform Quantitative Risk Analysis, none we assess the impact and probability of the event. In Plan Risk Responses, we plan our responses to the risk events. In Monitor and Control Risks, we monitor the effectiveness responses. Closed Risks are of anthe output of Monitor and Control Risks. A probability and impact none matrix is adopted during the Plan Risk Management process. The probability of achieving objectives is calculated during Perform Quantitative Risk Analysis. A risk response plan, risk response owners assigned, and residual risks are outputs of the Plan Risk Responses process. To mitigate risk, we either reduce the probability of the event happening or reduce none its impact. Acceptance of risk means doing nothing (if it happens, it happens, or contingency plans are created). Avoidance of risk means we change the way we will execute the project so the risk is no longer a factor. Transference is passing the risk off to another party. Many people think of using insurance as a way of decreasing impact. However, purchasing insurance transfers the risk to another party. There is no such term as trigger data analysis, so that is an incorrect choice. A none risk rating matrix helps identify probability and impact. Trends can only be analyzed when the work is ongoing. The purpose of a data quality assessment is to test the value of the risk data. This is the most important choice to make the risk planning process more reliable. Reviewing what is said and not said in the project charter will help determine none risks. Notice that some of the other choices are correct statements but do not answer the question.

385

The process the project manager has used so far is fine, except the input of other none stakeholders is needed in order to identify more risks.

381

This is an example of what some people consider to be a question with two right none answers. Obviously, ignoring the risk is not correct. Identifying the amount of time or cost overrun the risk may cause, and developing transference strategies are parts of creating a risk response plan. Therefore the best choice is to create a response plan for the risk. Risk mitigation reduces either the probability or the impact of negative risk events none (threats).

391

Insuring against the risk, outsourcing the work, and eliminating the work from the none project are all examples of transference or avoidance. Providing conflict resolution training for the team is a way to mitigate the impact of the risk.

391

394

394

391

384

377

393

Risk avoidance is missing from this list of options. Removing the activity causing none the risk is the only choice that relates to risk avoidance.

391

All remaining risks that you decide not to do something about should be none documented and revisited later. This question is asking, "What is a secondary risk?" A secondary risk is created none as a result of the risk response strategies chosen.

394

The only other factor to help determine risk reserves that would come after risk none response strategies would be the analysis of secondary risks.

394

A review of cost proposals could be done, but it is not a pressing issue based on none the situation provided. Examining the budget reserves could also be done, but not until risk planning is completed. It is always important to carefully complete a project charter, but there are other issues needing detailed attention in this situation. Since this project has never been done before, and there will be a large cost outlay, it would be best for the project manager to spend more time on risk management. Risk identification is the most proactive response and would have the greatest positive impact on the project. These are outputs of the Perform Qualitative Risk Analysis process. none

381

none

389

The Plan Risk Responses process receives input from the risk response owners. none

390

Since the Plan Risk Responses process focuses on identified risks, and the none Monitor and Control Risks process measures project performance, they do not need to make use of organizational process assets.

274

This question relates real-world situations to risk types. Did you realize the entire none first paragraph is extraneous? Based on the question, you cannot remove the work to avoid it, nor can you insure or outsource it to transfer the risk. This leaves acceptance as the only correct choice.

391

A risk rating matrix is developed by a department or a company to provide a none standard method for evaluating risks. This improves the quality of the rating for all projects. It should not be changed, as this would make it impossible to compare the risk of one project to another.

383

Expected monetary value is probability times impact. Take into account all risks none including positive ones. The calculation is: (0.2 x $30,000) + (0.1 x $12,000) (0.25 x $8,000).

386

These are all completed during the Perform Quantitative Risk Analysis process.

394

384

A contingency reserve covers specific project risks; the known unknowns. The none calculation is (0.5 x $100,000) + (0.3 x $20,000). It is common practice to add management reserve for unknown unknowns, especially when there are only two identified risks.

396

The expected monetary value takes into account the probability and the impact. none The calculation is (0.2 x 14) + (0.1 x 21) + (0.5 x 14).

386

The expected monetary value takes into account the probability and the impact. none The calculation is: (0.05 x 21) + (0.5 x 56) - (0.3 x 28) The last part is subtracted because it represents an opportunity and should be balanced against the threat.

386

Generally, project risks are identified after the project charter and the WBS are none created, and before the Verify Scope process is performed. Risk identification must happen after each change to the project.

381

none

391

none

386

none

386

none

391

The Perform Quantitative Risk Analysis process numerically analyzes the none probability of each risk and its consequence on project objectives. These risks are then diminished, if possible, in the Plan Risk Responses process.

385

Don't feel too silly if you got this one wrong. Many people miss this one. No none calculation is needed. If there is a 20 percent chance in any one month, the chance in the fourth month must therefore be 20 percent.

386

Risks change throughout the project. You need to review risks at intervals during none the project to ensure non-critical risks have not become critical.

385

A decision tree allows you to make an informed decision today based on none probability and impact analysis. You can decide based on the expected monetary value of each of your options.

387

The question asks for the "appropriate" risk response strategy. The risk described none is of such magnitude that posting a sign would not have enough of a clear effect on the risk. Insuring against the risk might decrease cost risk but not other types of risks. You might still have deaths. Classroom training might also reduce the probability of the risk occurring, but it is not the best or most appropriate choice. Because of the impact of the risk, not doing the work package is the only appropriate choice.

391, 489

Transference is a risk response strategy. Risk response strategies are determined in Plan Risk Responses. Expected monetary value is calculated by EMV = probability (Author:Bobby)215(Author:Bobby) impact. We need to calculate both positive and negative values and then add them. 0.6 (Author:Bobby)215(Author:Bobby) $100,000 = $60,000. 0.4 (Author:Bobby)215(Author:Bobby) (Author:Bobby)40(Author:Bobby)$100,000) = ($40,000)Expected Monetary Value = $60,000 聳 $40,000 = $20,000 profit. Expected monetary value is calculated by multiplying the probability times the impact. In this case EMV = 0.9 x $10,000 = $9,000. Remember the word "avoid" does not mean "prevent from happening." Rather, it means "eliminate the cause." Such risks are normally handled by purchasing insurance. "Deflect" is another word for "transfer."

A risk with a low consequence is generally not worth the money to insure against none it or to reduce the consequence. Therefore eliminating the consequence or insuring against the risk are not the best. Many people choose to avoid the risk; however, "avoid" means "eliminate the threat by eliminating the cause", not "make sure the risk does not occur." A risk with a low consequence is generally not worth such effort. It is best to add this risk to the watchlist.

385

This risk must be an opportunity. To exploit the opportunity means to change the none project to make sure the opportunity occurs.

391

In the Perform Qualitative Risk Analysis process, the impact and probability of none each risk is determined. Did you notice that this risk is an opportunity? Sharing the opportunity allocates none ownership of the opportunity to a third party that is best able to make it happen. A team meeting would not usually include assigning activities or estimating. none These would have already been done during project planning. Reviewing an action item list might be important, but not as important as reviewing risks. Action items have less impact on the project than risks.

383

Cost increases and contract disputes for payments will not necessarily interfere none with schedule. If a "post-implementation" review meeting slips, it may not interfere with the project schedule. Delays in obtaining required approvals is the only choice that always causes a time delay, and is therefore the most likely to threaten the project schedule. Lack of an adequate test environment, limited testing, and the likely unavailability none of the resource are all risks that should have been identified early in the project, and for which response strategies should have been developed.

383

The expected monetary value of the first risk is 0.3 x $3,000,000 or $900,000. none The expected monetary value of the second event is 0.3 x -$1,600,000 or $480,000. The expected monetary value of the third risk is 0.2 x -($1,800,000 $500,000) or -$260,000. The total of all three potential risk events is $900,000 $480,000 - $260,000 or $160,000.

386

A known unknown is a risk that can be identified as possibly happening. Risk none identification for a business within the flood zone of a river should include the possibility of a flood.

399

391 400

381

There is no indication that the two days of training is a problem, so it is not none necessary to ask for additional personnel or to add time to the schedule. Offering a bonus for the team member to obtain training would not be the right thing to do. Any training needed by the team members in order to perform on the project is a project cost and should be paid for by the project. This training would be included in the project management plan. As more risks are identified, the amount of contingency reserves set aside to none cover those risks will increase, not decrease. However, a project on which thorough risk response planning is done is likely to experience fewer unplanned risk events. Those unplanned events would add more cost to the project than would the reserves for identified risks. Recollections are less reliable than other documented results. none

321

The risk is the loss of data due to a power outage. Purchasing insurance is not none related to "mitigating" the problem. It transfers the risk. Creating a reserve fund is acceptance of the risk, and would help address the cost factors after the power failure, but would not reduce the probability or impact of it. Avoiding the hurricane by scheduling the installation at a different time mitigates the power outage risk, but could have a large negative impact on the project schedule and so is not the best choice. The better choice of the mitigation options is to monitor the weather and know when to implement the contingency plan. Retainage is not a risk response strategy. It is the planned withholding of funds none under contract. It is not a correct statement to say working with sellers will definitely add more none than $50,000 in risk to the project. It is certainly true that some form of contracting process would be required, but that is not a reason the choice would not be effective. There is no conflict of interest in this case. Transferring all activities with a risk of over $50,000 would not remove all the impact of the risks, as not all risk is transferred by using a contract.

391

Recovering costs from the insurance company is the result of transference, not none acceptance. Accepting a risk can be passive (what happens, happens) or active (creating contingency plans). Any of the other choices could be an outcome of accepting risksincludes on the project. This question a lot of things that could be done. Before you read on, look none again at the choices. The project manager need not focus on holding more meetings, and the team should not solve ALL problems. Sensitivity analysis is done during the Perform Quantitative Risk Analysis process. Executing the project management plan is not as proactive as identifying more risks. Only identifying more risks gets to the root cause of the problems. A workaround is an unplanned response to an event that is occurring. The risk none discussed in the question has been identified, but it is not occurring at this time, so there is no need to take the action of creating a workaround. You need to analyze the problem before talking to the sponsor. You cannot mitigate the risk until you qualify it. Qualifying the risk will help you determine how to proceed.

391

none

400

Risk is so important that it must be discussed at all team meetings.

394

111

391 391

125, 381

383

Since this was an accepted risk, nothing was done in planning to diminish the none impact of the risk. All the risks would have been communicated to the sponsor. Because of this, many people choose to notify the sponsor of the greater than expected impact of the risk event. The occurrence of the risk was handled, so creating a workaround after the fact is unnecessary. The first thing to do is to determine whether this changes the expected impacts of any other risks. That would be determined by doing additional quantitative risk analysis.

385, 389

The network diagram shows where activities converge from many activities to one none activity or diverge from one activity to many activities. These are bottlenecks that increase the risk of the central activity.

377

Transferring the risk by contract or insurance is the best risk response strategy to none address the risk of a fire on the project.

391

There are many things the project manager must do during project executing. none However, workarounds are not planned, and risk response owners are not assigned to identify risks. Risk response owners are the ones to take action when an identified risk occurs. It is a responsibility of the project manager to look for unexpected impacts of implemented risk responses.

399

none

379

This project has deviated so far from the baseline that updated risk identification none and analysis should be performed.

381

This one drove you crazy, didn't it? Reread the question! When you look at the none ranges of each choice, you will see that 30 days, plus or minus 5 days = a range of 10 days. The range of 22 to 30 days = a range of 8 days. An optimistic estimate of 26 days, most likely estimate of 30 days, and pessimistic estimate of 33 days represents a range of 7 days. The estimate with the smallest range is the least risky, and therefore the correct choice. Did you realize the words +/- 3 sigma are extraneous? Practice reading questions that are wordy and have extraneous data. Not all questions will be difficult. The level of uncertainty in scope increases none based on the scale of effort required to identify all the scope. For larger projects, it is more difficult to "catch" everything.

190

The Monitor and Control Risks process involves executing the risk response plan none in order to respond to risk events over the course of the project. Because cost increase has already occurred, it makes the most sense to inform none stakeholders of actual events.

399

The project management plan can be changed to reflect the actions needed to none manage risks.

399

The risk response plan is a living document that will be changed and updated none over the life of the project.

395

The risk management plan identifies how risks will be managed on the project.

146

399

Workarounds are unplanned responses to risks that were not previously identified none or accepted. Risk management cannot proceed effectively without a prioritized list of risks. none

399

First, you want to determine what the risk entails and the impact to the project, none then determine what actions you will take regarding the risk.

385

The project management plan contains more than just the risk response plan. All none the other answers are direct results of risk management. Workarounds by definition are unplanned. Responses can be based on none probability analysis or just gut feel, so responses based on probablility analysis is too narrow an answer. Risk control procedures encompass all of risk management, not just contingencies. Contingency plans are best described as planned responses to risk events. This is a recurring theme. First, you should evaluate the impact of the change. none Next, determine options. Then go to management and the customer.

274

Since the impact of the risk has changed, you need to ensure the response is still none appropriate for the situation.

399

Management reserves address unknown unknowns and are managed by senior none management. Contingency reserves address known unknowns and are managed by the project manager.

394

At this point, you don't have enough information to stop work on the prototype none and you can't decide to mitigate a risk until you quantify it. A workaround is not appropriate because you have not been impacted by the risk yet. As new risks are identified, it is important to update your risk management plan, including quantifying risks and developing planned responses as appropriate.

385

The risk owner should be looking for triggers and implementing the risk response none strategy. Selected risk response strategies may cause additional (secondary) risks to none occur. Analyzing secondary risks is part of the Plan Risk Responses process.

394

The only choice that computes probabilities of events happening on specific days none is Monte Carlo analysis. Risk avoidance removes the risk (in this case, the team member) from the none project.

387

As we devise responses to the identified risks, we create new risks. These risks none are the secondary risks. They are identified during the Plan Risk Responses process, and we must determine whether we will respond to these additional risks. The risk response owner is assigned to carry out responses and must keep the none project manager informed of any changes. Risk auditors do not measure the effectiveness of risk thresholds. The only none source of potential conflict listed here is that one of the functions of risk auditors is to investigate the effectiveness of risk response owners.

394

384

394

124, 384

394

391

394 400

The first choice would be to review the risk. Reserves may or may not be used.

none

399, 400

Just-in-time refers to inventory levels. Two events occuring in the same trial are none true events. By definition, two events that are mutually exclusive cannot happen on the same trial. Statistical independence refers to two events not being linked.

277

Overtime is never one of the first options in project management because there none are many other ways to handle such problems. Many people select cutting 14 days from the schedule, but reread the question. You would not look for ways to cut 14 days. The expected monetary value of the new risk event is only 5.6 days (40 percent x 14 days = 5.6). A reserve is designed to cover specific risk events previously identified and measured in the risk management process. The only viable choice is to add 5.6 days to the schedule reserve.

386, 394

Assessment refers to the first few steps of risk management. These steps must none be repeated throughout the project whenever there is a change to the project or a new risk is identified.

383

A workaround refers to determining how to handle a risk that occurs but is not none included in the risk register. The project must be in the Monitor and Control Risks process if risks have occurred.

399

There are certain basic things that should go into all contracts; an arbitration (or none dispute resolution) clause is one of them. Imagine a situation where you have a dispute, but no plan already agreed to in the contract!

447

This is not a core competency of the company. There is time and data for a none detailed procurement statement of work. In this case, it is better to shift risk to another company through a fixed price contract.

429

You need experts to assist in creating the terms and conditions of the contract none and other experts to finalize the procurement statement of work. Expert judgment is least valuable in the Close Procurements process.

464

The procurement process is more formal and thus requires more formal none processes. Ensuring all bidders receive the same information in writing eliminates the problem of bias in presenting the opportunity.

453

none

429

The Plan Procurements process involves putting together the procurement none documents for the project. The WBS has the least impact on the creation of those documents. It has more impact the human resource plan, cost estimates, and the project schedule. Tools and techniques of the Plan Procurements process include make-or-buy none analysis, expert judgment, and contract type selection. Terms and conditions of a contract are determined during the Conduct Procurements process, after Plan Procurements, so that is done last.

427

Of the options given, the only contract that limits fees for large projects with none limited scope definition is cost plus fixed fee.

432

Fixed price contracts are used for well-defined products.

427

Did you notice that much of this question is irrelevant? Did you also notice that none the words "make-or-buy decision" were not used in the question? Instead, the question used the definition of make-or-buy. Watch out for this on the exam. A make-or-buy decision is needed before the rest of the procurement process can occur. Therefore, this situation must be taking place inone of the early steps of the procurement process. Plan Procurements is the correct choice.

427

Manage Project Team is a human resource process, and does not require none procurement documents as an input. Procurement documents are, however, inputs to all of the procurement processes listed here.

321

none

452

none

445

none

427

none

426

none

445

The source selection criteria is the primary tool for evaluating potential sellers and none should be used by the team in order to make a selection.

445

none

456

The project manager should attend the bidder conference, although the none procurement manager may lead it. Did you select negotiating scope? Sellers may ask questions about scope during the conference, but negotiations occur after the seller is selected. Allowing ample opportunity for all of the prospective sellers to ask questions is one of the many challenges of a bidder conference. They may not want to ask questions while their competitors are in the room.

453

none

456

Many people miss the fact that a contract includes a procurement statement of none work. To have a contract, you must also have acceptance. One set of signatures is not enough; you must have sign-off (i.e., acceptance) from both parties, not just from the buyer. The address of the seller is not required, and therefore is the exception. In a cost reimbursable contract, the buyer pays all costs. If there is a fixed fee none added to the contract, the buyer pays the actual costs and the fixed fee, $10,000 in this example.

457

Bidder conferences are held to provide all bidders a clear and common understanding of the work required. Source selection criteria are used to rate or score proposals. They are determined in the Plan Procurement process. The item that is not an output of the Plan Procurements process is the procurement contract award. The procurement contract award is an output of Conduct Procurements. The procurement statement of work is created during the Plan Procurements process and thus is an output of that procurement process. The selection criteria are determined during the Plan Procurements process.

Selected sellers are an output of the Conduct Procurements process.

Party B is only required to deliver what is defined in the contract.

432

One of the factors to consider in choosing the best contract type is the level of none detail in the scope. In this case, there is little detail. A fixed price contract is not the best due to the high risk to the seller which would likely result in an inflated cost bid. A cost plus fixed fee contract gives the buyer the freedom to determine what they want while the contract is in process with no contract changes. The risk rests with the buyer. The procurement documents are created during the Plan Procurements process. none The request for proposal is one of those documents, so the project manager is in the Plan Procurements process.

432

Proposals are received and the contract is awarded in the Conduct Procurements none process. Procurement audits are a tool of Close Procurements. A request for proposal is created in the Plan Procurements process.

444

Incentives are meant to bring the objectives of the seller in line with those of the none buyer, so both are progressing toward the same objective.

433

Although you have used this contractor before, how can you be sure they are none qualified to do the new work, since it is not exactly like the previous work? This is the risk you are taking.

449

The project manager knows the project risks. He or she needs to make sure none provisions are included in the contract to address these risks.

422

Often the seller is required to inform the buyer of anything that is missing or none unclear in the procurement documents. It is in the buyer's best interest to discover missing items, since it will save the buyer money and trouble to correct the problem early. Procurement documents must contain terms and conditions and selection criteria, as well as documentation of all the work that is to be done (which includes the procurement statement of work). This is so the seller can price the project and know what is most important to the buyer. Well-designed procurement documents can simplify comparison of responses. This is an important point for the real world and is the best answer. This is short duration and a small dollar amount. T&M is a good choice for staff none augmentation.

444

This is a large effort. A detailed procurement statement of work cannot be none developed, and expertise cannot be found internally. A CPIF contract offers an incentive to the seller to perform on or ahead of schedule.

432

none

430

Performance requirements describe the performance required by the customer, none not the functionality. They do not precisely describe everything that needs to be done.

428

An award fee contract apportions a "bonus" to the seller based on performance.

444

431

It is generally better to do the work yourself if using an outside company means none you have to turn over proprietary data to the other company.

427

Terms and conditions should reflect the findings of a risk analysis. This means the none project manager has been assigned and has completed the risk management process before the contract is drafted. Contracts are risk mitigation tools!

447

Answering sellers' questions, advertising, and proposal evaluation occur during none the Conduct Procurements process. Make-or-buy decisions are made earlier, in the Plan Procurements process.

427

Although a procurement officer works for another department, that should not none account for the situation presented in this question. Varying approaches to creating a contract may be a source of conflict, but the question is talking about the execution of a contract, not its creation. The procurement officer does not need the approval of the project manager; most commonly the project manager needs the approval of the procurement manager to make changes in a procurement situation. This is another question about the process of project management. Remember none that every project has a product, service, or result. Some of those could be intangible. The product of the project is created in project executing.

461

As a project manager, you want to develop a relationship during negotiations that none will last throughout the project. Negotiation occurs during the Conduct Procurements process. none

454

Any time a seller does not perform according to the contract, the project manager none must take action. The preferred choice might be to contact the seller and ask what is going on, but that choice is not available here. Therefore, the best choice is to let the seller know they are in default.

448

The key aspect of this situation is that time is of the essence. Therefore, the none negotiations must be finished as soon as possible. A reserve is created based on risks, not on negotiations. Negotiations are more effectively centered on risks to lower the price than on profit margins.

456

Weighting systems, screening systems, and summaries of past performance none allow the buyer to compare sellers to choose the one that best meets their criteria. The independent estimate is most concerned with cost, comparing cost estimates of bidders with in-house or other expert estimates.

454

Expect questions on the exam that require you to know in what part of the none procurement process activities are done. Putting a time limit on the negotiation is an example of a deadline strategy. none

452

Approvals of changes in resources used would generally not be required in a none fixed price contract. Look again at the question. Ask yourself "How many computers does the contract none say?" Did you read it as twenty? This is an example of a conflict in the contract. The intent of the contract can be determined by remembering that words are more binding than numbers. Therefore, you should return the five extra computers. The team members should not be requesting deliverables from the seller. none However, since they did, you must pay for them. You would then review the procedures with the team, to avoid a reoccurrence of this issue.

429

68

454

455

463

460

This course of action follows both the terms of the contract and general ethical none behavior. It also allows the project manager the most options in mitigating the potential project time and cost impacts.

461

This is a question that looks for your understanding of the term breach, and its none impact on your project. In this situation, the seller has NOT breached the contract; he has not failed to meet a deliverable due date. It says he is having trouble meeting it. Until a breach occurs, you do not need to take legal action. Reminding the seller of penalties is not correct because it does not deal with the problem. It simply says, "You must find the resources." Moving into closure will not provide the required deliverable. Since the contract has not been breached, the best thing to do is to prevent the breach. You could help the seller find other resources. They may be found internally, or you may have a better understanding of the availability of resources in your area. Documenting the seller's issues does nothing to resolve the problem, so it cannot none be best. There is no reason for the buyer to terminate just because the seller does not want to continue. If you selected calling a meeting, the seller could be taking such action as stopping work, removing resources, or otherwise negatively impacting the project while you are holding the meeting. A project manager must understand the legal implications of her actions. It is best to first remind the seller that he is legally bound to continue. You could follow up that action with a meeting. Sellers are generally required under contract to keep working unless told none otherwise. It is best to inform the client of the impact the change will have on the project.

448

Based on the situation described, the impact on the project is unknown. Having none the seller change their project management plan, by stopping some or all of their work, will have a definite impact on the project. The most proactive choice is for the project manager to take action at the same time the specifications are being investigated.

462

Meeting with the seller would have been done the first time there was a problem, none not now. Because this is a small piece of the project and you have a low confidence level, it would be best to remove the seller from the project.

464

This is probably a force majeure. Therefore you should be prepared to extend the none due date.

448

A project manager does not have the authority to issue change orders, but must none request them from the procurement manager. There is no reason to expect a claim from the seller. The project manager cannot accept shipments that do not meet the requirements of the contract. Imagine a shipment meets the project manager's needs, but not the quality specifications or other requirements of the contract. This may help you understand why it is best to send the shipment back.

459

A procurement statement of work may be revised and refined as it moves through none the procurement process.

428

448

461

Did you notice the question described internal change requests, not changes from none other sources? Each of these change requests should be weighed to determine the benefits and the impact on the project. The criteria should be laid out in the procurement and change management plans. There is nothing here to suggest that changes should be made to decrease the cost or schedule. Changes might be approved by a change control board, not necessarily by management. The best answer is to approve changes that benefit the project. For example, a change might cause a cost increase or schedule change, but still result in an overall benefit to the quality of the project. Did the issue of cost described in this situation cause you to select a review of the none cost change control system? Then you might not realize that a cost change control system applies to the project, whereas the contract change control system applies specifically to the part of the project that is contracted. The contract change control system includes a method for controlling cost on the procurement.

461

none

354

This will be a hard question for many people. If it is in the contract, you have none already determined the report is needed. You can rarely suspend payments, as that would make you in breach of your contract and make you equally wrong. In order to maintain control, a letter should be sent. You might call the seller and ask when the report will be issued. However, this should be done after sending a letter, not before. The best answer is to notify the seller in writing that he has breached the contract, and demand corrected performance in the future.

459

Simply issuing a reminder to the seller is too passive. Contacting another seller none means replacing the current seller. It could be done, but would probably result in an extended time delay. Directly hiring people is not ethical if it is done without the consent of the seller. This leaves working with the seller to review the qualifications of replacement staff. Generally, when a seller does not perform to the contract, a letter should be sent none notifying the seller that they are in breach of the contract. However, this is an exception, because it is not the seller's fault. Having the seller stop work for the duration of the strike is not proactive. The situation described is probably a force majeure. The appropriate response to a force majeure is to extend the contract. Investigting ways to shorten other parts of the project might be the second choice.

461

The immediate issue here is to keep the project progressing on schedule, so you none first need to replace the seller. Creating a time and material contract is the best choice as it is usually quick to execute, since the contract and scope are brief. Of course, once you have stabilized the project by replacing the seller, you need to formally terminate the contract. If it is not in the contract (which includes the specifications), a change order is none needed to acquire it.

431, 464

The project manager must be involved to protect the relationship between the none company and the seller.

461

none

463

Such communications must be in writing as they are changes to the contract.

Special provisions take precedence over general provisions.

461

448

462

By denying access to the seller, your company has breached a part of the none contract. You will have to suffer the consequences (a claim for additional time and cost). You must talk to security to determine what it is going to take to get the seller's people access to the property.

447

This situation is outside of your authority to control. You should therefore bring none enough information to management so they can make a determination as to what to do.

461

Although many people select the choice of rejecting the change requests, that none does not solve the problem of the error. The best thing to do is to evaluate. Until that is done, you do not know if it is better to obtain new bids or to negotiate with the seller.

461

Contract documentation includes requested and approved contract changes. A none contract change is required to put in place the new limits.

461

Independent estimates, organizational policies, and complete procurement none statements of work will help to reduce changes. Change requests is the only option that causes changes. This situation illustrates the importance of making sure all deliverables are clearly none stated in the contract. Without that clarity, one can spend day after day dealing with ambiguity. Forcing the seller to follow his quality plans, or informing the project sponsor of the issue are not proactive responses. Insisting the contract be adhered to is not appropriate if the component is not in the contract. First, you must evaluate the situation and determine if the seller is correct in his assertion.

461

The first thing you should do is refer to the contract to determine what it states none about the diameter of the culvert. Then ask for a change order if needed.

461

Slowing down the work would have a cost and lost-profit impact on your company. none Continuing to work without addressing the upcoming problem is not ethical. If you are under contract, you can generally never stop work, so stopping work until the customer has met their responsibilities is not acceptable. You need to be proactive in ensuring everyone completes his or her activities (including the customer). Since your company is under contract to provide a product, you will need to ensure that your contractual obligations are fulfilled. In contract situations, it is best to follow up serious verbal discussions with a letter.

461

462

The key to answering this question is to understand that this is a severe situation none with many problems; so many problems that it is clear the contract is not serving either party. Meeting with the customer has already been done. Meeting with management is not a long-term solution, and finding ways of saving time on other work packages does not address the problem of unclear scope. This is why it is best to start all over (yes, this happens in the real world) rather than the other choices. When a contract no longer serves the needs it was intended to serve, it can be renegotiated if the appropriate parties agree to do so. You always need to follow the change control process. You cannot arbitrarily none decide to refuse to pay claims. Reserves should be used for identified risks and not used arbitrarily.

462

Only a work authorization system helps with integrating work packages into a none whole. A work authorization system helps ensure that work is done at the right time and in the right sequence.

119

A breach of contract occurs when part of the contract is not performed. In this none example, the breach is the lack of monthly acceptance tests.

448

Increased access to contracting expertise, loyalty to the project, and a none procurement manager dedicated to a single project are all advantages of decentralized contracting. With centralized contracting, the company's expertise in contracting is increased as individuals learn from each other.

424

If the seller goes bankrupt, you will no longer have a source for that material. You none must deal with this risk.

451

The procurement manager has power regarding the contract, while the project none manager needs to look out for the specific needs of the project. This may cause conflict when the project's needs change and the procurement manager doesn't support changes.of privity. Because Companies A and C have no legal none This is those an example relationship, Company A cannot direct Company C. The smart thing to do is for the project manager of Company A to call the project manager from Company B, and have him communicate the directive from Company A.

461

Procurement is a very formal process. Changes need to be fully documented and none signed by both parties. Establishing your authority and introducing the team deal with roles and none responsibilities and communications. Reviewing the project management plan prevents misinterpretations and therefore has value. Providing the new team with a tour of the facilities could be done by the internal team members on some projects, and may not even be necessary. The only way to change a cost plus fixed fee contract is to negotiate a change to none the contract, normally in the form of change orders. Change orders should include an additional fee if additional work is added to the contract.

461

Once signed, a contract is binding. Generally, the inability to perform, get none financing, or one party's belief that the contract is null and void does not change the fact that the contract is binding. If, however, both sides agree to terminate the contract, the contract can move into the Close Procurements process.

456

none

455

To answer this question, you need to know what a records management system none is and that it would not be used to keep track of negotiations. The negotiation process is not a document. The proposal, procurement statement of work, and the contract terms and conditions are all records that need to be documented and indexed.

462

Setting a specific time to end negotiations is using the deadline technique.

462

449

457

432

If you had trouble with this one, you need to remember that the questions are none asked from the buyer's perspective unless otherwise noted. The seller has the most cost risk in a fixed price contract, and the buyer's risk is lower.

429

none

435

none

429

none

461

none

461

Halting all payments would be a breach of contract on the buyer's part. Voiding none the contract and beginning legal action is too severe and cannot be done unilaterally. Changing the contract to require more frequent audits does not solve the problem presented. A choice that said, "Halt payments on the disputed amount" would probably be the best answer, but it is not offered. The best choice available is to continue to make the payments. Nonpayment could refer to nonpayment of smaller payments. But wait, why even none look at it this way? Generally, only the buyer can terminate a contract. Why would the buyer terminate if they are the ones who are paying?

447

Knowing the experience and the financial stability of the seller can help you none identify risks. Reviewing the seller's procedures will help you identify weaknesses and determine where you should spend more time managing. The color of the component should have been evaluated, if it is important at all, before the seller was selected. Centralized contracting usually means it is more difficult to get access to the none procurement manager, and the procurement manager has less loyalty to the project. The fact that the procurement manager has no home when he or she is not working on a project is a disadvantage of decentralized contracting. Increased expertise of the procurement manager is an advantage of centralized contracting.

451

In this case, the seller is getting ready to leave, or withdrawing from the none negotiations.

455

When you must begin work immediately without a procurement statement of none work, the most appropriate choice is a time and material contract.

431

Both systems include procedures. A trend analysis is not usually part of either none system. A contract change control system requires more, not less, documentation than a project change control system. Contracts are legal documents and, therefore, generally require more sign-offs.

461

The form of the deliverables for each specific portion of the project should have none been reviewed and clarified during the Plan Procurements process.

428

Profit is factored into the hourly rate. Therefore, profit is increased for each hour worked. If many hours are used, profit can be higher than in a fixed price contract. The fee or profit is known to the seller, but this question is asked from the buyer's perspective. The buyer does not know what profit the seller included in the contract. There are always good ideas (changes) that can add benefit to the project, regardless of the contract type. Although detailed specifications may reduce the need for changes, they do not eliminate the causes. Contracts should include procedures accommodate changes. You need totofind out if there are already change control plans and procedures in place. If so, you will use them rather than creating your own.

464

424

Here we are tying together the concepts of standard deviation and contracts. none Using the concept of standard deviation, we find the cost of this project will vary, at one standard deviation, from $1.8M to $2.2M. Since this is not insignificant, there appears to be some ambiguity with the project definition. As you are not totally sure of the scope, you would not pick a fixed price option (FP or FPIF). Of the two cost reimbursable options, you need to select the better of the two. Cost plus percentage of costs (CPPC) is probably the worst type of contract to use, as there is no incentive for the seller to control costs. This leaves a cost plus fixed fee (CPFF) contract as the best choice. This question deals with a make-or-buy decision. Since this project involves an none important project for the company, key aspects of it should be retained in-house. Therefore, contracting team members on an ad hoc basis is not appropriate, nor is completely using outside services. In this case, the development work would be done in-house, as the company has expertise. Only choosing the team from the top developers and fabrication workers in the company is viable.

432

Performance is compared against the project management plan and the project none baselines.

113

If you follow the proper project management process, you ALWAYS have good none definition of scope. In this situation, you are in a time crunch. Both good scope definition and incentives are required to make it happen. Which provides the better answer? Along with good scope definition, you need the seller to share your need for speed. Incentives bring the seller's objectives in line with the buyer's and thus would be the MOST helpful. Good scope definition alone does not ensure speed. Risk analysis is done before the procurement process begins, as procurement is none a risk mitigation and transference tool. Selecting a contract type is part of Plan Procurements. Changes to the project schedule may be an output of the Administer Procurements process. During the Conduct Procurements process, the project manager answers questions submitted by the sellers.

433

In a fixed price contract, the seller has the cost risk and therefore wants to none completely understand the procurement statement of work before bidding. Due to the lack of detailed scope, you should not select a fixed price contract. none Because the buyer wants to be in full control, the time and material contract is the best option.

429

The time and material contract is the easiest to negotiate and allows for rapid none turnaround. If you didn't have the time constraint, you would select a fixed price contract. The most important issue is the level of detail in the procurement statement of none work. If you have a design procurement statement of work, a fixed price contract is possible. Without this level of detail, the risk is high for the seller and thus the price could be The product of higher. the project is completed at the end of the project. none

435

A procurement audit is essentially a lessons learned. Since all work and closure none activities are completed, any results will not change the status of the procurement.

465

Did you choose to stop work? You missed the point. Your company needs to gain none expertise. That cannot be well done until the project is completed. The question is saying the company gets large value from finishing. Perhaps they can sell the finished product to someone else. Based on what is described, completing the project will meet your company objectives and help you gain the expertise you need if the client agrees and proprietary client data is not required to complete the work. The second best choice is to move to Close Project or Phase.

128

427

452

431

429

128

If the seller completes the work specified in the procurement statement of work, none the contract is considered complete. That does not mean the same thing as the procurement being closed. The Close Procurements process must still occur. However, in this situation, the contract work is completed.

464

If it was possible and effective to hire two sellers to do the work, it would already none have been part of the plan.The other choices, given the specifics of the situation, could help. a contract puts it into the the Close Procurements process. Terminating none

456

Only with formal acceptance can the project manager be sure the project work is none really complete. A procurement audit is a structured review that flushes out issues and identifies none lessons learned.

128

The activities of product verification, updating records, performing a procurement none audit, and archiving lessons learned are all activities of Close Procurements.

465

The normal response to a force majeure is to give an extension of time, not to none terminate the contract. However, this force majeure seems to have had such an impact that the construction company cannot go on.

464

Administrative closure is performed at the end of each phase of the project. none Outputs are consistent regardless of the phase.

128

This question is asking for the output of the procurement process as a whole, not none an output of the pieces within the process. The procurement process should lead to formal acceptance of the product of the project. Be sure to carefully read questions on the exam!minutes have no impact on disputes that arise; therefore, none A customer's meeting documentation of them is not required. The other choices must be documented for future reference.

466

none

465

The customer signed for the work specified in the contract. If that work is none complete, she may not add scope unless the formal change management process approves the change. At this late date, it would be better to complete this contract and begin a new one.

462

You could deduct the cost of the deliverable, but the situation does not say you none have been invoiced for the costs. It may not be within your area of control to simply cut the deliverable. If you did not need it, it should not have been in the contract. However, if it were to be deleted, there would be a corresponding decrease in cost, time, etc. The best choice that upholds the contract is to require that the deliverable be completed. Quality is defined as conformance to requirements. If inspection work is not none performed as required in the contract, the project's quality standards are not being met.

465

Remember that, according to PMI, audits are used to improve processes.

464

465

466

457

The buyer has the right to terminate the contract for cause or if the seller none breaches the contract by not performing accordingly. Therefore, the procurement should enter the Close Procurements process. Any disputed payments or terms should be handled according to the dispute resolution procedures in the contract.

464

This is a change to the contract. Procedures are the same as work. If the work none changes, a change order should be issued.

461

If the contract is terminated, the procurement needs to enter closure. The results none of the procurement and its documentation are archived as historical records in the Close Procurements process.

464

none

128, 464

none

466

none

465

none procurements enters closure, the risk rating of the project is generally not affected. Evaluation of the fee should have been done during the Conduct Procurements process. Making sure the seller does not add resources may be a concern during the Administer Procurements process, but it is not common during Close Procurements. Auditing the seller's cost submittals is part of the procurement audit and is a required aspect of the Close Procurements process. A question like this is really asking for the purpose of the tool or action. You can none answer this one if you know the definition of a procurement audit.

465

Communications requirements and quality standards are needed before risks none (especially risks relating to communications and quality) can be determined. Iterations cannot begin until the risks are identified, qualified, and quantified, and responses are developed. Through iterations, the WBS and other parts of the project management plan are revised. A bar chart would have been done during the creation of the schedule, so it cannot be the next thing. Of the choices listed, determine communications requirements is the best option. Because a project done in a matrix organization involves people from across the none organization, communications are more complex.

66

In a functional organization, the functional manager is the team member's boss none and probably also the project manager's boss.

25

In a projectized organization, the entire company is organized by projects, giving none the project manager the most power. Direct and Manage Project Execution is the only correct response. none

25

Kickoff meetings occur during project planning. Perform Quality Assurance occurs during project executing. A scope verification plan is part of the scope management plan, created earlier in the project and used during project monitoring and controlling, not closing. All types of closure must make sure the actual product of the project meets the requirements for the product. Therefore, product verification is the best answer. A procurement audit identifies what went right and wrong for the purposes of creating historical records and improving future performance. Many people do not close out a procurement properly. Ensuring the archives, administrative closure, and closure requirements as stated in the contract are all completed includes the components of all the other choices and is therefore the best answer. Although a reserve might be decreased for the project overall when one of its

466

25

117

Work breakdown structures are required on projects of every size, regardless of none whether contracts are involved. Work breakdown structures can be used to help identify risks, but risks can be identified using other methods as well. Preventing work from being forgotten (slipping through the cracks) is one of the main reasons the tool is used, and is the best choice offered here.

159

The project scope statement describes work on a high-level basis. Work none packages need to be specific to enable team members to complete their work without gold plating. The product scope does not tell team members what work is assigned to them. The team should have a copy of the schedule, but a schedule does not show them what work is included in each of their work packages. Work packages are described in the WBS dictionary. NOTE: Do not think of the WBS dictionary as a dictionary of terms. An estimate can have a wide range and still be accurate if the item estimated none includes identified risks. There is no such thing as a pad in proper project management. An estimate might be inflated, but it is a calculated reserve to account for risks, not arbitrary padding. The standard deviation tells you the amount of uncertainty or risk involved in the estimate for the activity.

161

This is another question that asks about problem solving. Telling the boss or none waiting to see the status next month do not try to solve the real problem. It would be inaccurate to report that the project cannot be finished earlier. Only meeting with the team to look for options for crashing or fast tracking the critical path relates to problem solving. You need to draw a network diagram for this question. The diagram has two none paths: Start, 1, 2, 3, End and Start, 1, 4, End. The length of the first path is 10 and the second is 9, making the first path critical and the duration of the critical path 10. Notice that almost every other answer someone could pick is also listed?

205

You need to draw a network diagram for this question. This diagram has two none paths: Start, 1, 2, 3, End and Start, 1, 4, End. The original length of the first path is 10 and the second is 9, making the first path critical and the length of the critical path 10. If activity 4 now takes 10 weeks instead of 8, the critical path would change to Start, 1, 4, End and be 11 weeks long.

196 ==45== 204

When you look at earned value, many of the terms have similar definitions. This none could get you into trouble. EAC means the estimate at completion. What it will cost to finish the project is the definition of ETC, or estimate to complete.

241

The key to this question is the phrase "constant number used each month." Only none leveling has such an effect on the schedule. Asking percent complete is not a best practice since it is usually a guess. Often none the easiest work is done first on a project, throwing off any percentage calculations of work remaining. The life cycle cost cannot be lower than the project cost, as the life cycle cost includes the project cost. Focusing on the amount spent last month and what will be spent in the next month is often done by inexperienced project managers who know of nothing else. Not only does this provide little information, but the data cannot be used to predict the future. Using earned value and other calculations is the best answer since this choice looks at the past and uses that information to estimate future costs.

212

192

196 ==45== 204

240

A Pareto chart might help the project manager decide which problems to focus none on, but does little to find the root cause of problems. Although the project is troubled, there is nothing on which to use conflict resolution techniques, because the real problem has not been identified. Trend analysis does not deal with root causes; it deals more with predicting the future. A fishbone diagram would best help the project manager identify the root cuase of the problems.

278

Lessons learned, formal acceptance, and transition of the product of the project none all occur in the Close Project or Phase process. Cost-benefit analysis is by management to compare potential projects.

100

Look at the wording of the choices and you will see this question is talking about none a procurement situation. To find the best answer, think about the rules for contract closure. Making sure the customer is satisfied is certainly a good thing, but that satisfaction must turn into formal acceptance (in writing) in order for a contract to be closed out. Each project is different and may have different requirements for closure. Lien waivers, export certificates, warranty and guarantee information might need to be received before the contract can be closed. These unique needs of the project are included in the contract. Therefore, the project is not complete until formal acceptance is received, and any other requirements for project closure as stated in the contract are met. As a general rule, one cannot say that quality (as defined in the question) is either none of high or low cost. It provides what the customer wanted, which may not be the lowest or highest cost. When a product or service completely meets a customer's needs, is achieved. The keyquality phrase here is "will be used." The team is looking to the future of what none quality will be on the project and therefore must be in the Plan Quality process, choice C.

466

Inspection, Pareto charts, and fishbone diagrams are tools of Perform Quality none Assurance or Perform Quality Control (depending on how they are used). Cost of quality is part of Plan Quality, making sure the project is not spending too much to achieve a particular level of quality.

283

Notice that the choices for this question include the definitions for many of the none control tools. Such questions can easily confuse you if you do not remember why you use each of the tools. Choice A refers to the function of a Pareto chart. Choices C and D refer to many responsibility charts and therefore cannot be the best answers. In a matrix organization, each team member reports to the project manager and none the functional manager. Team members may therefore be worried about who will handle their evaluations, serving multiple bosses, and/or developing commitment. Since the same fringe benefits are given to all employees no matter what work they do, that is the exception. This is a tricky question. Although risks can be identified at anytime throughout none the project, most risks are identified during the Identify Risks process. Newly emerging risks are identified in the Monitor and Control Risks process.

284

Since a contract can only be created after risks are known (a contract is a tool to none transfer risks), this cannot be the exception. The project management plan could change to include a modified WBS and new work packages related to mitigating risk. The communications management plan could change as a way to address a risk. A change to the charter is a fundamental change to the project and may require a major adjustment to all aspects of the project management plan. It is not a common result of risk management efforts. A risk list, process updates, and change requests are not outputs of the Plan Risk none Responses process. Residual risks, fallback plans, and contingency reserves are all outputs of the Plan Risk Responses process, making this the correct answer.

393

The seller can try to negotiate changes or simply continue the original contract none and refuse requests to complete additional work, but the seller cannot unilaterally decide to start over with a new contract. Both parties have to agree to this option through negotiations.

464

263

25

381, 399

393

A WBS is created in project planning, but can be used to help manage the none project during project executing. The wording here was not "creating a WBS," but "using a WBS." A project control system is set up during project planning, not during project executing, and therefore is the exception.

114, 117

none

100

10

196 ==45== 204

none

462

none

241

Waiting until all changes are known, and then printing out a new schedule, is a none common error many project managers make. Instead, the project manager should be controlling the project throughout its completion. The situation in the question does not provide a reason to believe the schedule baseline must be changed. A project manager must be in control of the project, rather than consulting with management before making any changes. Whenever a large number of changes occur on a project, it is wise to confirm that the business case, as stated in the project charter, is still valid. Though all the choices seem like good ideas, there is only one best. Usually none these questions can be reworded to, "What do you do next?" Integrating is a great idea, but not all projects have another project with which to integrate. The project manager cannot move on until the project is actually completed. That means that the Close Process or Phase process must occur. The only choice that relates to Close Process or Phase is to analyze project success or failure. Once that process is done, then throw a party!

125

How long did it take you to read this question? Expect long-winded questions on the exam. Take another look at the choices before you continue reading. Did you notice that each of the choices occurs during a different part of the project management process?This question is essentially asking if the new work should be added to the existing project. There may be many business reasons to try to do this, but from a project management perspective, major additions to the project are generally discouraged. In this case, the new work is a self-contained unit of work, has no overlap with the existing work, does not fit within the project charter, and needs a different skill set. Therefore, it is best to make it a new project. The first step to answering this question is to realize that the work should be a separate project. The second step is to look at the choices and see which relates to initiating a new project. Reestimating the project sounds like the best choice only if you did not realize that the new work should be a separate project. Verifying scope is done during project monitoring and controlling, and does not relate to the decision of whether to add work to the project. Identifying scope changes also implies that the new work has been accepted as an addition to the This is an example of a two-stage question may find thesteps exam. you existing project. Developing a project charteryou is among theonfirst of First initiating need draw and the network find the critical path, and then make a a newto project, the best diagram choice in and this situation. decision. The network diagram has four paths: Start, A, D, G, End = 14Start, B, E, H, End = 12Start, C, E, H, End = 16Start, C, F, I, End = 9The critical path is 16 (Start, C, E, H, End). Many people immediately look for the longest duration activity on the project to cut. Here activity D is the longest, at 10 weeks. However, that activity is not on the critical path, and cutting it would not shorten the project's duration. You must change the critical path. In this case, both activity C and activity H are on the critical path. If you have a choice, all things being equal, choose the earlier option. Therefore, activity C is the best answer. This is a professional and social responsibility/procurement/cost question. The situation described involves a claim. Simply denying any wrongdoing is unethical. A meeting with your management should not occur until you have all the information. The best thing to do is to get supporting information regarding what happened. After requesting tht information, and negotiation, you would likely recommend a change to the project costs. This question combines topics from various knowledge areas. Did you fall into the trap of calculating the float for Z? The amount of float for one activity and the number of resources does not tell you anything in this case. The CPI is greater than one and the SPI is less than one. Therefore, the thing to be most worried about is the schedule.

127

Questions like this drive people crazy. There are many choices that are none reasonably correct. Look for the most immediate need. Here, the team member is in a manufacturing environment. That means communications will most likely be blocked by noise. It is best for the project manager to ask the team member to repeat back what he says, to ensure the team member correctly heard what the project manager communicated. When new risks are identified, they should go through the risk management none process. You need to determine the probability and impact of the risks and then try to diminish their impact through the Plan Risk Responses process. Only after these efforts should you consider adding reserves for time and/or cost. Any reserves should be based on a detailed analysis of risk. Calculating the expected monetary value of the risks is an important part of the risk management process, and the best choice presented here. The customer may be involved in lessons learned and procurement audits, and none would certainly be involved in formal acceptance. Both Close Procurements and Close Project or Phase involve the return of property. Close Procurements is done once for each procurement, at the end of the contract. All procurements are closed before the project is closed.

360

Estimates should be done by those doing the work whenever possible. Historical none information is not too old to use in estimating, nor is the critical path taken into account when an activity is first estimated. It is important to realize proper estimating is done in a range to increase the accuracy of the estimate.

190

Although all of these choices are correct things to do, the question asks what to none do first. What is the most immediate problem? Getting the instructions translated by a more experienced party could be done, but it does not address the immediate concern. Asking the team to look for other translation issues is an excellent idea. However, it does not address the immediate problem. Informing the sponsor is also not taking action to solve the problem. Isn't it most urgent to find out whether the concrete footings meet your project requirements? Are they adequate? Only the option of looking for quality impacts of the poor translation will help you determine that. This question has many "right" answers. Choice A cannot be best because the none team does not need to include anyone from senior management. Having a quality representative (choice B) could be a good idea, but you do not know if there is a quality department in this company. It is possible that the project manager or some other team member could have responsibility for quality, depending on the needs of the project. It is always a good idea to do team building (choice D) but of all the choices is this one best? No. Without doing choice C, the project could be severely impacted, where it would probably be only slightly impacted because of a lack of team building (remember that they have already done some and the team is working well together). Choice C is something a lot of people forget. The project must take into account what will happen after the project is completed. This means that the cost of maintaining the product must be considered as part of the project. The impact of not doing this is the greatest, and is thus the best choice.

276

This question is asking for the most important of the choices. Think about what is none involved in integration: project management plan development, project management plan execution, and integrated change control. Updates and product control are parts of project monitoring and controlling, while integration includes more than control. Advancing the careers of team members falls under project executing (the Develop Project Team process). In order to integrate the project components into a cohesive whole, communication is key whenever one activity will interface with another or one team member will interface with another, and when any other form of interfacing will occur. Integration is a key responsibility of the project manager. none

117

386

464

231

95

You may not understand this question until you review the book none PMP(Author:Bobby)174(Author:Bobby) Exam Prep. Come back to it. This question tries to integrate a lot of information and test your ability to discern what information is relevant to the question. Although some figures to calculate float are provided, there is no information to say that the float is a problem. Most projects have hard-to-get resources. The question does not give an indication that having hard-to-get resources is a problem. CPI is greater than one, so cost is not something to worry about. SPI is less than one, and therefore the best answer.

241

This question tests your knowledge about a number of topics. There can often be none more than one critical path, but you might adjust the plan in order to decrease risk and have only one critical path. The network diagram may or may not change when the end date changes, depending on the amount of schedule reserve and the reason for the change to the schedule. You can have negative float if you are behind schedule. The critical path helps prove how long the project will take. This is the only correct statement of the choices given. It can be confusing to differentiate earned value terms from each other. The none estimated value of the work actually completed is the definition of EV, or earned value. It is the sponsor's role to prevent unnecessary changes and to set priorities none between projects. The situation described in this question implies that such work is not being done and the project manager must therefore go to the root of the problem: the sponsor.

196

The work breakdown structure can be used for communication vertically and none horizontally within the organization, as well as outside the project. The project status needs to be known by many people. Therefore, it is best to none present this type of information in writing so that it can be transmitted to many people at once. It is also formal in that it is an official report of the project. Therefore, formal written communication is the best answer.

159

Notice how some choices contain statements that are true as well as statements none that are not true. The WBS makes use of the knowledge gained while creating the product description, but the product description is created in project initiating, not project executing. The communications management plan is included in the project management plan, but the WBS is created after the project charter. Again, not a completely correct choice. The product description contains the customer's, not the sponsor's, so that choice cannot be best. "There must be an attempt to gain a complete product description before the project is initiated" is a correct statement. You need to have a product description before you can do product analysis. none Analyzing the level of quality desired is related to the Plan Quality process. Determining whether the quality standards on the project can be met is done in the Perform Quality Assurance process. Product analysis includes gaining a better understanding of the product of the project, in order to create the project scope statement. Why compress the schedule, you might ask? Think about which choice has the none least impact on the project and the company. Obtaining additional resources or cutting the scope will have negative impacts on the project. In addition, they require outside approval. Telling the customer the project will be late is never a good first option. A choice states that the project "will" be late. In reality, the project manager still has time to get the project back on track. Compressing the schedule is entirely within the project manager's control and does not generally require outside approval. Watch out for questions that ask you to pick what to do when there is a change.

59

241 303

354

154

205

It is best to compress the schedule using all the resources you have before none asking for additional resources. The other choices are not correct first options.

205

Quality improvements are neither a tool of Perform Quality Assurance nor an none output of Verify Scope. They are identified through measurement and analysis in addition to experience. Quality improvements can come from more than the customer and the project manager. Quality improvements generally require change requests or recommended corrective actions.

280

none

145

none

394

none

355

none

164, 275

There are many pieces of data in this question that are distracters from the real issue. Though it is common to have to cut costs and add resources to a project, nothing in the question should lead you to think these will be required in this situation. Customers do not generally approve the project scope (what you are going to do to complete their requirements); instead, they approve the product scope (their requirements). Since requirements are used to measure the completion of the product of the project, not having complete requirements will make such measurement impossible. Since a project manager should deal with a problem rather than passing it off to someone else, telling the customer the schedule will slip would not be best. A lower priority project is not likely to be assigned more resources. The best choice is to use management reserve to accommodate the change. It should not be necessary to cut work packages unless the reserve is used up and more will not be authorized by the change control board. This question has many distracters. There is no indication the agenda was inadequate. The situation does not indicate the boss was not aware of the situation. He could have been aware of the schedule delay and still, based on the situation, done the same thing. Why? The project manager did not correctly interpret the magnitude of the customer's anger and did not correctly receive the communication. The customer was angry, and it was a bad communication choice to try to explain why the schedule was delayed. It might be best to withdraw. The customer was not ready to listen. After withdrawal, it would be best to review the change control system, because it is obvious something was missed in communicating changes and their effect on the customer. The order of magnitude estimate range is not correct. Looking again at the procurement process will tell you that Define Scope is not a part of that process. The detailed project cost budget is created by the project manager with input from the team. Determining the project is following policies and procedures is done in the Perform Quality Assurance process, and accepting work results is done in the Verify Scope process. Notice the difference between the Perform Quality Assurance and Verify Scope processes in this correct choice.

A project manager should be looking at where changes are coming from and none doing whatever is necessary to limit the negative effects of change on the project. He or she needs to find the root cause, so future changes may be avoided.

125

There is no reason to think that the board's rejection would not contain an none explanation already, since providing that information is commonly done. Suggesting a change process that circumvents the change control board's authority is not ethical. There is no reason to think that approval processes are not already in place. A rejected change should be recorded for historical purposes, in case the idea is resurrected later, and for other reasons. Integrated change control includes looking for impacts to cost, so that has already none been done. Submitting the change to the change control board would have been done before the baselines and plans were adjusted. Adjusting the project management plan implies that the work breakdown structure would have been updated as well. Many people forget to notify stakeholders of changes and how the changes will affect them. Making such notifications is important, and the best answer here.

165

165

One of the ways to decide if a change should be approved is to determine none whether the work falls within the project charter. If not, it should be rejected, assigned to a more appropriate project, or addressed as a project of its own.

125

First, notice that this question is asking about work that needs to be completed. 10 Since two paths lead into activity H, the activities on both paths must be completed. Only activities B, C and E includes the activities on both paths.

196 ==45== 204 216

Did you notice that there is more than one "correct" answer? Don't you hate that? 6 What makes evaluating the risk better than the other choices is that it deals with the immediate problem at hand. Before trying to further decrease the time, it would be best to know how much time you need to decrease. Performing risk analysis will tell you time impact and thus allow you to determine the impact of the resource change on activity D.

Outputs of the Close Project or Phase process include archives, lessons learned, none and project closure. However, some project resources (people, computers, telephones) must be used to perform these closing activities. Once completed, the project can release its resources. Therefore choice D is best.

131

none

123, 165

none

399

none

112

none

241

You should ask yourself which of the choices could be interepreted to mean work none was not done. A schedule performance index (SPI) of less than 1 could mean work was not done, but there could be other reasons. When you combine cost and schedule you can clearly see the reason the project has progressed more slowly than planned is probably due to work not getting done.

241

Notice how the choices are similar to each other? Simply look at the first part of each choice "Control Scope focuses on 聟" and see which of the two versions of the first part of the statement is correct. Then read the second part of each choice. The only statement which is entirely correct is: Control Scope focuses on controlling the scope of the project and Perform Integrated Change Control focuses on determining the impact of a change of scope on time, cost, quality, risk, resources, and customer satisfaction. Risk responses are not developed or documented during the Plan Risk Management process. An unknown risk is handled with a workaround, not additional risk responses. A risk that will reoccur would not require additional responses. Any time a risk's impact is greater than planned, additional risk responses are developed and documented. The number of risks identified is dependent on the project. There is a belief that a project management plan should be complete before starting work, but there are no standards that say it should be 90 percent complete or any other such number. That would also depend on the project. Milestones might be a helpful control tool, but they are not used to "help plan the project to the project charter." This statement makes no sense. Since the project is lower priority, it would be wise to limit control activities to the needs of the project, making this the best choice. Since a project control system is created during planning, that cannot be best. There is nothing in the situation described, or in standard project management practice, that would say taking a holiday would be a problem with contracts. Team meetings are scheduled as needed by the project and frequency is determined during project planning. The project manager should understand reasons a project can be under budget so he can determine when to take action and what action to take.

Adding more people would increase cost. Since there is a less costly solution, this none would not be the best choice. Many project managers make the mistake of just adding meetings, but there is usually a more effective and less costly use of time. Although phases would help, these are usually larger pieces than milestones. Did you know that adding milestones is a control feature? If a milestone is completed on time and on budget, the project manager has some measure of the status of the project. Remember, for variances, negative is bad. In this situation, both the variances are none negative. To answer the question, first look at which of the four choices exhibit negative variances for both cost and schedule. Since the project underspent because all work was not completed, but overspent for work that was done, both the cost and schedule variances are negative. Did you notice that many of the choices here misuse terms? A mandatory none dependency is one that requires an activity to be done before or after another activity. A near-critical path is one close in length to the actual critical path. If the activity were to have less float than the length of the delay, it would delay the project. A delay in an activity that is on the critical path will generally delay the project. An activity with free float can be rescheduled without impacting the rest of the project.

180

This situation is not related to scope, just time, so the project scope management none plan is unlikely to be affected. An activity with float will not affect the project duration as long as any delay is not greater than the float. An activity with free float means it has an amount of time it can be delayed without impacting the next activity. Therefore, extending the duration of the activity would not impact the late start of its successor activity. Any delay of the completion of an activity will most likely impact resources. You should attempt to deal with problems, rather than immediately taking them to none others. It is inappropriate to go to the customer before going to management. The best order in which to deal with problems is to resolve the problem with resources you control, go to the resource manager, and then go to the customer.

197

Think of what you would do in the real world. Many project managers just ask for none more resources or more time. Asking for an extension of time is generally the best thing to do only when scope is added to the project. Adding resources will add cost. Working overtime should always be the last choice. Compressing the schedule lets you get more done with the resources and time you already have on the project. It is almost always the first thing to do when there is a delay generated from within the project. Contingency reserves are used to accommodate previously identified risks, and none should not be used here. Crashing, fast tracking, or reporting the situation to management are not the best choices. The project manager must evaluate before making a decision. Even if dealing with the problem is not within the project manager's authority, it is still her job to do the evaluation before taking any other action. Fast tracking the project adds risk as more activities are done in parallel. none

205

A full-time team member who completes her work sooner than planned could be none forced to wait for the start of her next activity. Since she is full time, she would have to be paid for time not working.

241

All the choices except Administer Procurements are done in project executing.

none

An improved work authorization system might help ensure things get done on none time and that people know what work they need to do and when, but it is not related to quality. Using cause and effect diagrams when there is a defect looks backward. It is reactive, so it is not the best choice. The staffing management plan deals with when people will be moved on and off the project. It does not deal with quality. Ongoing quality audits directly deal with quality.

241

197

124

215

206

75

275

Since an extension of time would not reduce the cost of the project, it would not none be the best choice. Although terminating the project might be the end result, it is too early to make such a suggestion, especially since the work completed on the project would probably be wasted. Cutting 10 percent is arbitrary and leads to increased estimates in the future. This is the worst of the choices offered. It is better to deal with details of each activity and find real cost savings. Reviewing (and then recommending changes to) expensive requirements involves going back to the customer, which should generally be the last choice. However, this situation explains that the project manager already attempted to cut costs in ways that do not affect the customer. A project manager must follow certain ethical standards. People who share none questions from the actual PMP exam are in effect diminishing the value of passing the exam. Choice B is an easier choice, but it does not address the violation. The best thing to do would be to report the violation of PMI's Code of Ethics and Professional Conduct to PMI, as required by PMI.

128

Many people would want to do nothing. However, any person who does not none provide accurate and truthful information on their application to PMI violates PMI's Code of Ethics and Professional Conduct, and PMI should be informed. It is not your responsibility to address this yourself.

490

All choices are generally correct. Which is best, or, more importantly, which deals none with the situation described here? The only real issue is prototyping being able to fulfill more requirements. The CPI, cost benefit ratio, and standard deviation do not represent problems, so it is unnecessary to complete or get the prototype approved faster than planned, or to improve the benefits of the project. When something like this happens, many people neglect to look at risk impacts. It is best to look at the risk impacts of this change. Generally in procurement situations, a change control board might review and none approve or reject a change, but only the procurement manager has the authority to sign a change.

383

Notice that the question uses the word "must"? Many of these choices could be none impacts, but the only certain impact of a scope change is a schedule change to shorten or lengthen subsequent activities.

205

A change in cost may not affect the time a project takes to complete. There is none nothing in the question to suggest that the methods to find and make changes are faulty. Project scope variance is a made-up term. When such a situation occurs, it is important to see if anything else has been forgotten.

165

A lot of people want to first find out why the activity will take longer than planned. none However, in this situation, there is an impact to the critical path. Once the activity is completed, the manager can find out the reason for the delay. Imagine this situation as a fire. First put it out, then find out why it occurred. You would use a contingency reserve to deal with the late delivery by the supplier.

128, 188

If you selected diminishing the impact of the phone calls, did you assume such none calls were not expected and the time to handle them was not planned in? There is no reason to think that this is a problem. With a CPI of 1.05, there is no reason to cut costs. The SPI of 0.893 should tell you that you need to improve schedule performance, but why focus on activity R? An activity with float is not on the critical path and making it shorter will not improve schedule performance. You should instead look at crashing critical path activities.

206

484

461

The sponsor is not required to see non-critical risks, but should be informed of the none residual ones. Perform Quantitative Risk Analysis would not need to be done if the risk was rated low in Perform Qualitative Risk Analysis. Contingency risks are a made up term. What the project manager neglected to do was to look at the impact of the risk on the overall project.

400

In a procurement situation, generally only the procurement manager has the none authority to approve changes. Sometimes the project manager has certain expanded authority to sign in the event of an emergency. However, an increase in cost is generally not considered an emergency. In this case, a procurement manager must sign a change. Reporting the issue to the change control board will take too long, and should not be necessary. An extension of time will not help in this situation. It is best to get the change signed by the procurement manager.

461

This could be an example of a change to contract language where the project none manager was not actively involved. The procurement manager generally has the authority to approve change orders. Although contacting the accounting department for any additional changes is a good idea, it is not an immediate need based on the information provided. The question does not state that the impact of the change on project time, cost, quality and/or risk has been analyzed. Therefore the best choice is to start integrated change control.

461

Rules for when a change should formally be made are established during project none planning and must follow any existing company policies. These rules are referenced in the project's change control system.

114

Configuration management involves making sure that everyone is working off the none same documents.

114

The issue here is the ability to record and keep track of changes, not gathering none requirements. There is nothing to say that there isn't a change control board in place, and the problem as described here could still occur even with a change control board. Change configuration system is a made up term and so cannot be best. Recording and tracking changes is part of change control and may overlap with the scope management plan. The situation described does not give any indication that there is a problem with none documentation, that the work authorization system is faulty, or that risks are not being properly managed. The best choice is therefore to reestimate activities in anticipation of creating a new schedule.

114

The creation of a project control system is done during project planning. none Variances are measured during project monitoring and controlling. Such measurements can indicate deviations or major fluctuations, and allow for timely corrective to betotaken. Calculatingaction estimate complete is done in project monitoring and controlling. none

113

Trend analysis, purchasing rather than creating an item, and crashing a critical none path activity could all contribute to the project being completed faster than planned. In order to fast track, one needs to make two critical path activities parallel, otherwise the project length might not be shortened. This is the only situation that might not account for the project being completed faster.

206

216

240

Completing more work than planned, an unexpected cost increase from a none supplier, and inefficient performance of work are all reasons a project could be over budget. If work was planned but not done at the time it was scheduled to be completed, funds allocated for that cost would remain unspent, making the project under budget until that work is completed and paid for. It is possible that making up for the work not being done on time could result in the need to crash the project or work overtime, in which case the project could later end up over budget for the activity. If project A became a higher priority, resources would be shifted to it, not away none from it. The first thing to do when an activity takes longer than planned, or an activity is missed, is to work within the project constraints. Such errors and delays must be made up by the project manager by adjusting future activities. A good project manager would not jump right into moving resources. Since that action is being taken, the situation indicates that a problem has caused a delay beyond the project manager's ability to control. In this situation, the project is doing well. None of the details show major none problems. Even the cost variance of -$500 is small. Which of the following should a project manager do when the project is going well? Since the second phase of the project could generally not have started without closing out the first phase, closing the first phase could not be best. There is no reason to believe fast tracking is necessary, as the project is not delayed. Investigating risks related to senior management should have already been done as part of the planning process group. This is old information that would have been known at that time. With everything going well on the project, the only choice that makes sense is to review the management plans for the project.

239

A work authorization system helps tell the team when work should begin on work none packages. A change control system helps track, approve or reject, and control changes. A project management information system helps the project manager know how the project is going. Only a configuration management system addresses controlling documents. Think about this one again before reading on. Moving resources has already none been done in this situation. If you selected work overtime, you might be in trouble. Overtime is rarely the first choice, as it impacts all other work in the company that the team might be working on and causes burnout. Is there a better option? Here the project has been adjusted and adjusted to the point that the very reason the project is being done (the business case) should be looked at to determine if the project is still viable and worth going to the customer to reduce scope or working overtime.

114

Half the project is done and half the cost has been expended. The answer is none simple. Or is it? In fact, you do not know what was planned, so you cannot answer this question based on the information provided.

240

One cannot simply choose to take a different path through a network or logic 10 diagram, as the critical path is found by calculating the longest path. Although shortening the duration of activity H could be done, why jump to such action if there is project float available that is larger than the added lag? Adding a lag will extend a path in the diagram. Therefore, the first thing to do is to calculate the project float after the insertion of the lag.

197

125

112

104

Did you notice all four choices could logically be done? To answer this question, none ask yourself what is the biggest issue. If you chose to investigate the difficulty in gaining acceptance of the project management plan, you would be solving the wrong problem! The most immediate problem described here is not the past difficulty getting acceptance of the project management plan. Walking through the difficult activities with involved team members is wise, but it doesn't have to be done immediately. The same can be said for reassigning resources. In this case, the biggest issue is the material delay for activity D, since activity D is on the critical path. A delay may require the reassignment of resources, but you do not yet know if the delay will impact the schedule. It is most urgent to investigate te reason for the delayed material and the resultant effect on the project. Study this question well. Knowing what choices are appropriate when a change occurs depends on the situation described and is an important skill for a project manager.

125

Many people forget to make use of the tools of project management planning none while the project work is ongoing. Do not make that mistake. A network diagram does help you track flow, but it should be the flow of the work, not information. The network diagram has nothing to do with cost or reward systems. The network diagram helps you know when work on the project should be done and in what order. Keeping the risk response owner onsite through the entire duration of the project none is not practical, but risk response owners are responsible to implement contingency plans. What was needed was an early warning that the risk might occur. A risk that you have taken the time to create a response plan for is one that will have a large impact on the project. This is worth the project manager's oversight.

181

The wording of this question can be confusing. Reserve is mentioned in the none situation, but the project manager is not dealing with reserves in the actions he is taking. Scope verification involves meeting with the customer to gain formal acceptance, so that cannot be the best choice. The project manager is trying to make something good happen, not dealing with a negative impact, or threat, which may or may not occur. The project manager is working to make a positive impact on the project more likely to occur. Therefore, he is working with an opportunity.

374

There are many things the project manager could do. Asking the other project none manager for assistance is not the best choice, as the other project manager might not be an experienced mentor. His advice might not be adequate to help this project manager. Waiting to assess the impact on the project is reactive; a project manager should be proactive. Gaining agreement of all the stakeholders on the project scope is also not the best choice. It would be helpful, but does not specifically address the issue in this situation. If the PMO is contacted, the project manager can receive the knowledge of many project managers, historical information from many projects, and have the assistance of someone whose job it is to help.

21

399

Complaining about the missed deadline could be done, but it is not proactive. It none would be helpful to get to the root cause of why this department always comes up with such ideas or changes after the project begins. However, this is not the immediate problem; the change is the immediate problem. The type of project organization described is a matrix organization. There is not anything inherently wrong with such an organization, nor is there anything in this particular situation that would require it to be changed. The department's history indicates that asking if the department has other changes is something that should definitely be done, but the proposed change needs more immediate attention. Looking at impacts of the change begins integrated change control.

125

Sometimes complex problems are caused by not doing simple things. The data in none the first paragraph, once you read the choices, is completely extraneous. The troubled activity has float and so does not need immediate attention. It may not be necessary for additional team members to assist the troubled activity, but none of the choices suggest investigating whether the amount of float is enough to cover any delay caused by the trouble. Rather, the choices take you in different directions.Investigating why the schedule is so aggressive should have been done before the project began. Replacing team members does not solve the root cause of the problem. Could there be something the project manager is doing wrong, or could be doing that he is not, that would solve the problem without losing resources? Wouldn't it be more effective to discover the root cause of those team members' concerns so the problem does not surface again later? The creation of an issue log will let the troubled team members know their concerns have been heard, are noted, and will be resolved. This might be enough to stop them from leaving and avoid the resultant project delays and confusion if new Many of these choices be done, but ask yourself, what is the most effective none team members must becould added. thing to do? The party may well generate lessons learned, and recording them (choice A) would certainly be a good idea, but the question asked what to do first. There is a more immediate issue; the manager. Choice C could also be useful, but it would require taking time of all the stakeholders' when there is only one stakeholder, the manager, who definitely has an issue. Besides, a good project manager would be holding regular meetings with the stakeholders already. Choice D might be a good idea, as the manager apparently is not communicating with the project manager. However, this would not absolutely make sure the manager does communicate. The manager is, in effect, saying that he is not getting the information he needs. His lack of needed information is causing him to suggest more meetings. Too many meetings are a problem on projects. The concept of information distribution (choice B) is to determine who needs what information and to plan how to get it to them. A great project manager does not just add meetings, but solves the real problem in the best way. That might take the form of changing a report or sending existing reports to different people rather Some peoplemeetings. may thinkFor thisthese question has more than right answer. It does not. none than adding reasons, choice B isone best. There are many things the project manager can do, but what should be done? The company policies are managed by the project management office, and the project manager should make sure the stakeholders have clear information by sending them directly to the authority on company policies for project management.

322

360

21

Once again, it is important to look for the choice that would solve the real none problem. There is no reason to think that training, management oversight, or a need for more processes are factors contributing to the number of changes. The root cause is that stakeholders were missed and, as a result, their requirements were not found. Those stakeholders are now requesting changes to accommodate their needs.

348

The project life cycle does incorporate a methodology--for doing the work. It is the none product life cycle that spawns many projects. Project management activities are described in the project management process. The project life cycle is different for each industry, so that is the correct answer.

28

Stakeholders can be identified throughout the project. However, the earlier none stakeholders are identified, the better for the project. If all of the stakeholders' needs and requirements are taken into account before plans are finalized and project work is begun, fewer changes will be needed later in the project, when they will be more costly. Notice the question asks which is NOT an input to project initiating. Did you read none it correctly? Companies should have processes in place for hiring resources, reporting, and managing risks on projects (to name only a few). These are inputs to project initiating, as are company culture and historical WBSs. The project scope statement is an output of project planning.

348

59

none

63

none

61

none

65

none

65

Notice that the work described in this question is product verification, not scope none verification. The Verify Scope process occurs in project monitoring and controlling. Product verification is done in the Close Project or Phase process.

79

Even though the measurement was not identified in planning, the project none manager would still have to investigate the variance and determine if it is important. Therefore, the project manager is in project monitoring and controlling.

74

To answer this type of question, look for the choice that occurs closest to the process group you are in. The project charter is created during project initiating. Completing work packages is done during project executing. Verifying scope and performing integrated change control are done during project monitoring and controlling. Starting to create management plans is the best choice, as it is part of project planning. High-level constraints are identified in the project charter, which is created during project initiating. Look at the order of planning the project that the team has chosen. Although understanding the experience of the sponsor might sound like a good idea, the sponsor is a stakeholder and understanding the stakeholders is part of stakeholder analysis. That should have occurred before the creation of a WBS. In planning the project, the project scope is defined, and must come before creating a WBS. Completing risk management and issuing the responsibility assignment matrix cannot be best, as that work does not come next in the process. Other work must be done before risk management can effectively be completed. Creating an activity list comes next after the WBS and WBS dictionary. This question is asking which of the choices is the most effective way to move through project planning. Starting the WBS immediately after obtaining a project charter skips the important steps of defining the scope and other activities. Highlevel assumptions are determined in project initiating. Quality metrics are determined as part of the quality management plan, not after it. The activity list is created before the network diagram, so that is the best option.

If you chose another part of the project management process, you probably forgot none that the situation needs to be evaluated by the project manager before recommending a change or beginning integrated change control.

74

This situation does not describe an actual measurement (a monitoring and none controlling activity) but rather a meeting occurring during project executing.

70

The project manager is not losing resources (which is implied by not getting the none manager's buy-in). Although a reward system would help with cooperation, the real problem here is not cooperation. Meeting with the team member and his boss cannot be the answer because it also does not solve the problem at hand (the team member not knowing what he is to do). If you selected this choice, be very careful! You can get 10 to 20 questions wrong on the exam simply because you do not see the real problem! The whole discussion of the team member and his actions is a distracter. The real problem in this scenario is not that the team member is being uncooperative. He is asking a question that many team members want to ask in the real world. "How can I tell you how things are going if I do not know what work I am being asked to do?" The real problem is the lack of a WBS and work packages. If there were a WBS and work packages for the project, the team member would not have to ask such a question.

161

Cost accounts are included in the project cost estimate, and the contingency none reserves are added to that to come up with the cost baseline. Thereafter, the management reserves are added to come up with the cost budget. The management reserves make up the difference between the cost baseline and the cost budget. Quality metrics are an output of the Plan Quality process. They are an input to none the Perform Quality Assurance process, which is the process in which quality audits take is place. Measuring part of the Perform Quality Control process. Did you select project none control? The question asked what part of the quality process are you in, not what part of the project management process are you in.

237

Changing the communications management plan might be a good idea, but this none choice has two problems. It may not be needed on the project, and it does not deal with the problem at hand, the policy that is slowing things down. Confirming the department manager's opinion with someone else in the department is not the best choice, as the project manager already has heard the opinion on many other occasions. It is already confirmed. Determining whether upcoming activities should be reestimated is just being reactive. A good project manager will find the root cause and deal with that, even if it means attempting to improve the company's policies and processes. Yes, recommending improvement of the policy is the best answer. This is continuous improvement. Because there are several activities affected by the policy, it would best serve the project to get to the root cause of the problem and solve it.

275

275 276

Improving schedule performance relates to getting the project completed sooner. none Although it would seem to be a good idea to improve schedule performance, this project's performance is fine. The schedule has been approved as it is. It would be better for the project manager to spend more time controlling the project to make sure it finishes according to plan than to improve schedule performance.If you chose attempting to extend the schedule, look at the SPI. There is nothing wrong with the schedule performance of the project that would require an extension. Gaining formal acceptance from the customer will need to be done, as it provides an opportunity for the team to check if everything is going well. This action will not affect the problem of the team member's dissatisfaction, however. The only real problem presented in this situation is that the team member is complaining. If you read the situation completely, you will notice that the team member was involved and approved the project management plan, including his own involvement in the project. Since the responsibility assignment matrix has not changed, the team member has not even been assigned different duties since the Here a situation where all be foursomething choices could done, the but team there is one best projectis began. There must else be causing member to none answer. Asking the sponsor if the information could be sent in a report does not complain. The project manager should investigate and find out if the reward solve the cause of the problem described. Informing the team member of the system is root ineffective. value of communication in meetings merely dismisses the concerns of the team member and might cause anger. A team-building exercise would take planning and so could not be done right away. Remember, the sponsor might be attending the next meeting and at least one team member might not attend because of past problems. The best thing to do would be to set up new ground rules governing team behavior and then plan a team-building exercise.

321

Questions like this can drive people crazy on the exam because it is easy to get none confused. The best thing to do is to look at the two terms used here (project performance appraisals and team performance assessments) and review in your mind what each means BEFORE looking at the choices. Team performance assessments evaluate the project team's effectiveness as a whole. Project performance appraisals deal with how each team member is performing on the project. Notice the phrasing of this question, "most likely NOT do." Expect to see none questions worded on the exam in ways that can cause you to misinterpret them. You will also see questions about things we forget to do in the real world. "Who has time," you might say, "to determine if each problem is really solved?" One could respond with, "Who has time not to do this? Who has time to deal with the same problem twice?" The final steps of problem solving include: implement a decision, review it, and confirm that the decision solved the problem. The option of the project manager watching cost more closely includes the none concept of cost to trick you into selecting it if you are unsure of the real answer. There is no indication that the costs are trending in any particular direction. There is no reason to think that performance reviews should turn up more adjustments. The project manager should always use good judgment but nothing in this question talks about judgment regarding variances, so this cannot be the best choice. In this situation, the project manager is making great working conditions better. According to Herzberg's theory, fixing bad working conditions will help you motivate the team, but making good conditions better will not improve motivation. The project manager needs to focus on the motivating agents and not the hygiene factors.

321 ==45== 322

320

328

331

This is another question with more than one right answer. Would asking for none something in writing be the best way to communicate? In this particular situation, asking for the concern to be in writing might alienate the stakeholders. The issue log is where the issue should be listed, but the situation does not say if the project manager knows what the stakeholders' concern is. Therefore, using the issue log cannot be the best choice. Why not make a presentation to all the stakeholders regarding the status of the project? The project manager already knows stakeholders A and B have the concern, not all the stakeholders. This problem would likely require informal verbal communication to discover the real problem. Arranging a meeting with the concerned stakeholders is therefore the best choice. This is a very confusing question. Did you notice all the distracters that may or none may not be relevant? Most project schedules are compressed by the project manager during project planning, so that cannot be the best choice. Issue logs can be used on smaller projects. The number of critical (or hard-to-get) resources has no bearing on the need to rework the project charter. Therefore, that cannot be the best choice. Take another look at the second and third projects. In the second project, the product of the project was not used. This implies many things, including the possibilities that either the project manager did not identify the requirements of all the stakeholders or that the business need for the project changed dramatically and the project manager did not notice. This indicates a major flaw in the project manager's abilities. In the third project, there were 25 concerns of the stakeholders that were not addressed before the project was completed. Again, this shows a major lack of project management knowledge. The needs of the stakeholders, and not just the sponsor, must be taken into account on all projects. This makes the project manager's failure to involve the stakeholders the best choice.

357

Since there is no information about the sponsor or his needs in this situation, none focusing on his needs cannot be best. The statement that successor activities should have been watched, rather than the predecessors, is not a correct statement. A project manager should watch both predecessor and successor activities. Attendance at the party and the issue at hand are not related. Often forgotten in communications management plans are the bosses of team members (functional management, in a matrix organization). Including the bosses of team members in communications planning, requirements gathering, risk management, and other areas of project management helps make the project better. In addition, it helps the functional managers manage their resources effectively. If the functional manager of the team member assigned to the predecessor activity had been included in the project planning processes, he would have known when the team member was needed to do work for the project and the impact, if any, of delay. The communications management plan should also have included a method to communicate potential delays. Sometimes complex problems are caused by not doing simple things. The data in none the first paragraph, once you read the choices, is completely extraneous. The troubled activity has float and so does not need immediate attention. It may not be necessary for additional team members to assist the troubled activity, but none of the choices suggest investigating whether the amount of float is enough to cover any delay caused by the trouble. Rather, the choices take you in different directions.Investigating why the schedule is so aggressive should have been done before the project began. Replacing team members does not solve the root cause of the problem. Could there be something the project manager is doing wrong, or could be doing that he is not, that would solve the problem without losing resources? Wouldn't it be more effective to discover the root cause of those team members' concerns so the problem does not surface again later? The creation of an issue log will let the troubled team members know their concerns have been heard, are noted, and will be resolved. This might be enough to stop them from leaving and avoid the resultant project delays and confusion if new team members must be added.

353

347

322

Many of these choices could be done, but ask yourself, "What is the most none effective thing to do?" The party may well generate lessons learned, and recording them would certainly be a good idea, but the question asked what to do first. There is a more immediate issue--the manager. Meeting with all the stakeholders could be useful, but there is only one stakeholder, the manager, who definitely has an issue. Besides, a good project manager would be holding regular meetings with the stakeholders already. Making sure the manager has a copy of the communications management plan might be a good idea, as the manager apparently is not communicating with the project manager. However, this would not be enough to ensure the manager does communicate. The manager is, in effect, saying he is not getting the information he needs. His lack of needed information is causing him to suggest more meetings. However, too many meetings are a problem on projects. A great project manager does not just add meetings, but solves the real problem in the best way.A goal of information distribution is to get information to those who need it. The project manager may decide to adjust his information distribution process by changing the format of a Notice this question asksreports what the member should It is important for none report, that or sending existing to team the manager with thedo.issue, rather than the project manager to understand the team member's role andthe possibly even adding meetings. Therefore, the correct choice is to review information instruct team members to work on projects and what is expected of them. distribution methods on on thehow project. Providing the project manager with his schedule, including the information in a report, and requesting that the issue be added to the issue log have one thing in common. They involve the team member asking the project manager to do something. In reality, it may very well be the team member who will come up with a solution (such as decreasing the scope of the activity, fast tracking, or specific suggestions about changes to predecessor activities). Therefore, recommending preventive action is the best choice for the team member. Note that recommended corrective or preventive actions can come from the team or stakeholders in addition to the project manager.

359

This issue should be over, but since there were so many meetings and none arguments about the requirements being removed, it is unlikely the issue will be dropped by the stakeholders. However, as it has not come up again and the project was started six months ago, spending time in a meeting is excessive. The other choices are easier, have less impact on the project, and are therefore things that could be done.

357

The pitch and tone of voice (paralingual communication) is not relevant here, as none the project manager could not even hear all that was being said. There were no issues recognized after the conversation, so none could be added to the issue log. This issue is not related to communications requirements, so that choice cannot be best. Saying, "I am not sure I properly heard what you said," during the conversation or repeating the message back to the team member would have prevented this problem. Giving and repeating feedback during the communication is the best option.

355

328

The wording of this question can be confusing. Reserve (choice A) is mentioned none in the situation, but the project manager is not dealing with reserves in the actions he is taking. Choice C involves meeting with the customer to gain formal acceptance, so it cannot be the best choice. Choice D cannot be the best choice since the project manager is trying to make something good happen, not dealing with a negative impact, or threat, that may or may not occur. The project manager is working to make a positive impact on the project more likely to occur, therefore choice B is best.

327

Cutting scope decreases profits on a cost plus fixed fee contract, so that would none not be a way for the seller to generate extra profits. CPFF contracts generally do not limit fee increases, and the fee in a CPFF contract is usually paid out on a continuous basis during the life of the project. One of the ways to change the profit in a cost plus fixed fee contract is to invoice for items not chargeable to the project. Therefore, all invoiced costs should be audited.

436

If you got this question wrong, reread it. You need to audit invoices in all contract none types, so how do you choose? Look for the answer that is BEST. In this case, it would be the choice that requires the greatest effort.A T&M contract should be used for low dollar and short duration contracts (remember that a T&M contract has no incentive to finish), so it does not have a high level of risk. FP and FPIF contracts cannot be best, because the risk to the buyer is limited. The buyer is still only going to pay the contracted price. In a CPFF contract, the buyer pays all costs. The seller could be charging the buyer for costs that should not be allocated to the buyer. Because of the size and dollar amount of this type of contract, and because the risk to the buyer is great, a CPFF contract requires the most auditing. In this case, you would not want to use a CPFF contract. The scope baseline includes the WBS, WBS dictionary, and the project scope none statement. Saying "No more changes" is not likely to be effective. All the other choices could none be done.

436

Final funding limit reconciliation would have been done after fast tracking. The none other choices are all possible explanations for an invoice to be outside the funding limit reconciliation.

238

The scope baseline includes the WBS, WBS dictionary, and the project scope none statement. The scope management plan is not part of the scope baseline. Notice that there are many things the project manager could do listed in the none choices. The question asks what is the BEST thing to do NEXT. Management of the change is not complete when the Control Scope process is completed. It is important to look at the impact of the change on other parts of the project, such as time and cost. Therefore, performing integrated change control is the best thing to do next. This would probably be followed by making sure the impact of the change is understood by the stakeholder, then determining why this scope was not identified in planning, and asking the stakeholder if there are more changes expected. Project staff assignments and resource availability are outputs of Acquire Project none Team, and project management plan updates are an output of Manage Project Team. Roles and responsibilities, project organization charts, and staffing management plan are outputs of the Develop Human Resource Plan process.

166

Based on the activities described, the harder choice is between Manage none Stakeholder Expectations and Manage Project Team. Manage Stakeholder Expectations is a communications process, whereas the question is talking about managing people. Therefore, Manage Project Team best fits the description.

322

166 124

165

314

Many processes have an output of change requests. However, they are not none outputs of planning processes such as Determine Budget, Define Scope, Plan Communications, Plan Procurements and Perform Qualitative Risk Analysis. Remember that the entire choice must be correct. Change requests are outputs of Manage Project Team and Report Performance.

236, 266

Notice this question asks for the "main purpose." Ground rules are part of the none Develop Project Team process. Acquiring outside resources is a function of Acquire Project Team. Roles and responsibilities are outputs of Develop Human Resource Plan. Ensuring the team completes the project according to the project management plan is the main purpose of the Manage Project Team process.

321

The question is asking about additional activity. In other words, "Where should none the project manager spend extra time?" Although all could help, the most pressing need is in the area of communications.

352

Sending data without pointing out the issue does not mean the communication none will be adequately decoded by the recipient. The other choices describe more effective communication in this instance.

315

none

326

none

352

none

239

none

385

The company change management process or change control board would none determine whether or not the sponsor needed to sign the change in this situation. Nothing in the question could lead you to believe that having the functional manager supervise the testing, or providing additional training for those doing the testing are necessary. Only making sure those doing the work understand the agreed upon changes gets to the root of the problem.

355

If a problem with quality were to occur again, many people would opt to fix the none problem as soon as possible. It is proactive, but some other project constraint(s) must change to accommodate fixing the root cause of the problem. It may not be necessary to allow the schedule to slip, because the project manager might be able to compress the schedule in other areas. Cutting cost does not necessarily cause the schedule to slip, nor would that necessarily fix the problem at hand. Allowing risk to increase by cutting cost is not the best choice, because a quality problem is most likely to create additional cost, rather than cut cost. Allowing the cost to increase by fixing the root cause of the problem addresses both finding the cause and the probable impact of dealing with the problem.

23, 276

There are multiple "right answers" to this question. However, removing the team member is too drastic. By this time, you would have built a team through team building. Removing one person might drastically change team dynamics. Although making sure the action item list is distributed to the right parties, and that action item assignments are accepted by team members could be done, they involve taking action without knowing the reason there was a problem. These actions may not solve the problem, and the same problem could resurface. Only meeting with the team member gets to the root cause of the problem. The process that links people and information is communications management. "Information" is a key word in the question. Risk monitoring and control (included in choices A and D) measures against the project management plan, not the project scope statement. Risk response planning (included in choice C) works with identified risks, and so does not utilize the project scope statement. A watchlist is made up of low-priority risks that, in the Perform Qualitative Risk Analysis process, were determined to be of too low priority or low impact to move further in the risk management process.

The key to answering this question is to understand the situation. This is a none common purchase with which your company has a good amount of experience. Therefore, it is unlikely the procurement statement of work was unclear. If the item is called a commodity purchase, it means that it is readily available (like purchasing paper for a copy machine). Therefore, it is unlikely a misunderstanding of the statement of work could have occurred. Errors in calculations could always occur, but sellers are particularly careful about errors, since errors can severely impact them. This situation describes more sellers trying to win the work than ever before. It describes sellers offering extras and trying to win favor for a commodity purchase. The project manager should investigate an error in calculation, but the most likely reason is a change in the marketplace, because of the number of bids received and the more valuable services offered at a lower cost.

454

The requirement to provide PMP-certified project managers is a screening none system. A system to minimize personal prejudice is a weighting system.

453, 454

Though many project managers might try to turn threats into opportunities, only none the ability to use newly acquired information on future projects is clearly an opportunity.

374

Identifying root causes is part of the Identify Risks process. Probabilities and none impacts of identified risks, risk categorization, and assessment of risk urgency are outputs our the Perform Qualitative Risk Analysis process. These are documented as updates to the risk register.

384

Many people choose to perform a quality audit. However, performing a quality none audit relates to determining whether you are using the right processes and whether those processes are effective, rather than improving processes. Discovering non-value activities is part of process analysis; implementing the process improvement plan.

276

To answer this question, you must first realize this is not necessarily a bad none situation. Many projects have repeated work. Therefore, removing similarities in work can be eliminated as an option. There could be some benefit to having the same resource do all the work packages, however, this may not be practical. The question asks for what MUST the project manager do, and having the same resource complete all similar work packages is not mandatory. There is no benefit to scheduling the work packages close to each other. Continuous improvement activities use the knowledge gained from the earlier work packages in the completion of later work packages, making the later ones faster and easier. Therefore planning in such activities is the best answer. Ensuring continuing understanding of the work, removing roadblocks, and none reviewing bids in order to select sellers all occur in project executing. Ensuring the product scope is as final as possible is done in project initiating.

276

61

A detailed description of the project deliverables is created during project none planning, as part of creating the project scope statement. Root cause analysis occurs during project monitoring and controlling, not initiating. Ensuring all project management processes are complete occurs during project closing. It is important for a project manager to become familiar with the company culture and structure as it relates to the project as early in the project as possible. This is the most appropriate choice to do in project initiating. Evaluating the effectiveness of risk responses and recommending changes and none defect repair occur in project monitoring and controlling. Updates based on lessons learned are done in project closing. Acceptance criteria is determined in project initiating. Determining the initial project organization is a project initiating function. Note that none the choice does not say "determine the team" or "determine the skill sets needed." Those are, in fact, planning functions. Refining control limits and verifying scope take place in project monitoring and controlling. The project manager documents stakeholder communication preferences in project planning, while developing the communications management plan. Industry standards (choiceA) are an input to the Develop Project Charter none process, which occurs in initiating. Choice D would occur during the monitoring and controlling process group.

61

High-level stakeholders are determined as part of project initiating. Implementing none approved process improvements and performing quality assurance take place in project executing. Confirming understanding of project details is done during a kickoff meeting, which occurs at the end of project planning.

67

Since a project manager should not spend much time babysitting or checking up none on team members, focusing on checking team member productivity is incorrect. Configuration management and evaluating the effectiveness of implemented corrective actions are parts of project monitoring and controlling. Managing communication channels is a key responsibility of the project manager during project executing. Cancelling a project is a significant change. Many project managers have never none had to evaluate whether they should cancel their project, but this can show up on the exam. The other choices have only small or short term effects on the project.

70

none

63

none

75

none

71

none

75

Inspecting work packages is a monitoring and controlling function. Many people none get tricked by the choice of "obtaining formal acceptance of the project scope from the customer." This can occur throughout the project. Closing involves formal acceptance of the product of the project. Project performance appraisals are done in project executing. Only procurement audits are done in project closing. The situation described would occur as part of Perform Quality Control, not none Perform Quality Assurance. The question specifically describes control limits, which are only a part of control charting. Corrective action is needed, but it is not described here. The question is referring to control limits.

80

Choices A, B, and C take place as part of the monitoring and controlling process group. Implementing recognition and reward systems, and keeping focus on completing the project to the project charter take place in project executing. Since the product of the project is only completed when the project is completed, obtaining sign-off on the product must take place in project closing. Performance reports are issued in project monitoring and controlling. Adding team member's new skills to their human resource records is part of project closing. Determining acceptance criteria occurs in project initiating. Since determining how process improvement will be managed is a planning function, it must take place in project planning. Evaluating team member performance is done in the executing process group, as part of the Manage Project Team process. Implementing approved process improvements, recording project issues in and issue log, and determining if project activities comply with processes all take place in project executing. Creating a budget forecast is the only one of the choices given that occurs in project monitoring and controlling.

61

66

68

76

271

Performing activities concurrently relates to fast tracking. Since activity G is the 2 only one of these two activities on the critical path, completing the two in parallel will have no effect on the critical path.

196 ==45== 204

none

125

none

458

none

63

none

42

none

62

Operational work is that which is ongoing to sustain an organization. none Issuing monthly invoices is an example of a business process that is ongoing and none repetitive. Constraints on a project include scope, time, cost, quality, risk, resources, and none customer satisfaction. These constraints must be balanced by the project team throughout the project.

20 22 23

When you look at this question, you might see three "right" answers (choices A, B, and C). Scope verification (choice D) involves obtaining acceptance of the completed project scope. One could be looking at alternative choices when creating a project charter in the initiating process group (choice A); however, this is not part of the scope management process. You would not be looking at alternatives in scope planning (choice B) since you are defining the processes, procedures, and controls you will be using in the scope management process. Identifying scope alternatives would happen in the scope definition process (choice C), in which you are deciding the best way to deliver the features and functions required in the product scope by defining the project scope. If it was possible and effective to hire two sellers to do the work, it would already have been part of the plan.The other choices, given the specifics of the situation, could help. manager or the project management team determines how best to The project accomplish the project. As the project life cycle progresses, more information becomes available, allowing the team to manage the project to a more detailed level. As more information about the project becomes known, further iterations of the planning process result in more detailed and specific management plans.

By definition, risk is the uncertainty of some aspect of the project.

none

374

Scope can be identified throughout the project, not just in project initiating. Since none all changes cannot be eliminated in their entirety, eliminating the need for any changes cannot be the correct choice. Status meetings are not a main focus of managing a project. The reason for such meetings, controlling the project, could be considered a focus of project management, but that choice is not given. Balancing competing demands is a main focus of a project manager.

23

Application area knowledge is the best answer. The other choices are all none examples of application area knowledge.

20

Did you select "a group of unrelated projects managed in a coordinated way"? If none so, you missed the word "unrelated." Programs are groups of related projects. Work for each phase must be inspected and accepted before the phase can be none closed out. Stakeholders have an impact throughout the project, but they must be identified none and involved at the beginning of the project, in order to determine their requirements and expectations. If this effort is not done early, the results may be expensive changes and/or dissatisfaction later in the project.

21

The best description of a stakeholder is one that includes end users, the sponsor none and the team, and the public. Since each stakeholder can positively affect the project (getting work done sooner, identifying risks, etc.) or negatively affect the project (though delay, scope added later in the project, etc.), the correct choice is anyone who may have a positive or negative influence on the project.

24

In a functional organization, employees are divided into departments such as none marketing and engineering. Projects in a functional organization generally involve only one department.

25

128 348

Did you know that there will be misused terms that seem to fit, such as "tight none matrix," on the exam? Do not get confused when you see a term you have not been exposed to before. It is likely a distrator. The question defines a balanced matrix organization. The role of the project management office is defined by its parent organization. none

25

All five process groups are addressed in each project. It is the responsibility of the project manager to determine the level of attention to spend on each process group. "Authorizes" means officially starts a project. That occurs in project initiating. Although it is iterated and updated throughout the project, the project management plan is developed in project planning. The Define Activities process occurs in project planning. Perform Quality Control and Verify Scope occur in project monitoring and controlling. The project charter is developed in project initiating.

none

39

none none

58 67

none

62

Verify Scope is a process of project monitoring and controlling.

none

74

Close Procurements occurs in project closing. Perform Quantitative Risk Analysis occurs in project planning.

none none

80 66

Project executing is where work is done to produce the product of the project.

none

68

The project charter is the basis for the entire project. Therefore, it must be none created and approved first, in project initiating. During project monitoring and controlling, project performance is measured and none needed changes are identified and approved. Activity cost estimates, resource calendars, and the project schedule are inputs to none the Determine Budget process, which takes place in project planning.

58

The project charter gives authorization to begin a project or project phase. The none project charter is approved in project initiating. Work must be planned before it is done or checked. none

58

Executing focuses on getting the work done.

none

39

Develop Project Charter occurs in project initiating.

none

60

Perform Quality Assurance, Acquire Project Team, and Distribute Information all none occur in project executing. All of these processes are parts of project monitoring and controlling. none

68

Forecasts are an output of Monitor and Control Project Work. Implemented none corrective actions are an output of Direct and Manage Project Execution. Recommended corrective actions are an output of many processes, but not Perform Integrated Change Control. Approved defect repair, validated defect repair, rejected change requests, and approved corrective actions are outputs of the Perform Integrated Change Control process. Develop Human Resource Plan is part of human resource management, Perform none Quality Assurance is part of quality management, and Report Performance is part of communications management. Monitor and Control Project Work occurs during integration management.

122

Management plans document how the team will manage on a more detailed none level. Examples of management plans include scope, schedule, cost, quality, and risk management plans.

111

The project manager's leaving or reassignment is not a valid reason for none terminating a project.

81

22

74 66

39

74

118

The Verify Scope process involves customer acceptance of project deliverables. none Strategic planning addresses the overall mission and goals of the organization. Quantitative elaboration is a made-up term. The ongoing definition of a project as more information becomes available is the definition of progressive elaboration.

62

none

19

none none

68 74

none

117

Such a tour is part of the Conduct Procurements process. Conduct Procurements none occurs during project executing.

452

Did you notice the term prospective seller? This indicates that the contract is not none yet signed. Negotiations regarding contract terms take place during the Conduct Procurements part of the procurement process. Conduct Procurements occurs during project executing.

454

Did you notice how much time you spent trying to understand the wording of this none question? How much of that wording made sense? How much was relevant to answering the question? Be prepared for questions on the exam that you cannot make sense of. Just mark them and come back to them after answering the easier questions. In this case, the question is really asking about the connection between the project management process and the procurement process; what should you do when. If you worked through the Rita's Process Chart exercise in the PMP(Author:Bobby)174(Author:Bobby) Exam Prep book, you should be prepared for the 30 or more questions about the project management process that are on the exam. In this case, the project manager is measuring, therefore he must be in project monitoring and controlling. The only procurement-related process that happens at the same time is Administer Procurements.

459

Plan Procurements takes place in project planning, Close Procurements takes none place in project closing, and Conduct Procurements takes place in project executing. Only Administer Procurements takes place in project monitoring and controlling. To answer this question, forget all the extra words and focus just on the question; none which occurs more frequently, project closure or procurement closure? If you have never worked with a contract, you are unlikely to guess the correct answer. For large projects, you must assume there are procurements, and typically more than one procurement on each project. That being said, what is your answer now? Can you see that the only correct choice is that project closure occurs only once and procurement closure may occur more frequently?

457

Did you see the word EXCEPT in the question? The one thing that you cannot do none is to provide the questions. All the other choices are things that you can do, and ethically you should do them.

486

A project is temporary and unique. The project is complete when the defined project objectives have been met. The work of completing the product scope is accomplished in project executing. Administer Procurements, which includes making sure both parties to the contract meet their contractual obligations, is a part of project monitoring and controlling. Creating forecasts, recalculating estimates to complete, and evaluating the effectiveness of project controls all occur in project monitoring and controlling. Updates to the project management plan are recommended in the Direct and Manage Project Execution process, which occurs in project executing.

464

In a fixed price contract, any cost overages are borne by the seller. In other none contract types, some or all of the costs over planned are shared or borne by the buyer. This makes the best answer a fixed price incentive fee (FPIF) contract. The risk chart in the Procurement Management chapter of the book PMP(Author:Bobby)174(Author:Bobby) Exam Prep should help you understand the answer to this question. In a fixed price type of contract (FPIF), the buyer has the least cost risk, as any none cost overages are borne by the seller. In a cost plus percentage of costs contract, the buyer pays all costs, and costs are not limited. Therefore, of the choices listed here, the correct answer is CPPC. The risk chart in the Procurement Management chapter of the book PMP(Author:Bobby)174(Author:Bobby) Exam Prep should help you understand the answer to this question.

429, 437

none

432, 437

none

456

none

102, 302

none

491

none

105, 386

none

353

none

456

Note the use of the term "chart" here. Normally people think of GERT as a none diagram. The exam sometimes uses strange words almost as if it were intending to throw you off. A bar chart is also called a Gantt chart. A chart showing upper and lower control limits is a control chart. A chart showing causes of issues is a cause and effect diagram. A GERT chart (or GERT diagram) shows loops between activities. A bar chart is also referred to as a Gantt chart. A chart showing potential cases of none issues is a cause and effect diagram. A chart showing loops between activities is a GERT diagram. A control chart is a chart showing the upper and lower control limits.

182

Did you get confused by this question because you thought you already answered it? This is a different question than any in PM FASTrack(Author:Bobby)174(Author:Bobby). The choices are different. Make sure you carefully read any answers on this practice exam and on the real exam. In a CPPC contract, the buyer pays all costs. If the seller does not control costs, the buyer's revenue decreases. All the choices except CPPC offer some cost control and therefore less risk for the buyer. The risk chart in the Procurement Management chapter of the book PMP(Author:Bobby)174(Author:Bobby) Exam Prep should help you to understand the answer to this question. This is not really as hard as it seems. Think about it from the seller's point of view. They do not want to deal with costs; they want the buyer to accept what they submitted. If they have to go with a lower cost to the buyer, then something has to give. Wouldn't performance give way to time, which gives way to cost? In other words, how would a cost estimate be generated? First look at what is being asked to be done (performance) and when it is needed (time) and then calculate the cost of achieving those targets. Since this is basic estimating practice, performance, time, cost is the best answer. It is the sponsor's role to determine objectives. These objectives are described in the project charter. Culture-centric is not really a defined term. Egotistical refers to being selfcentered. Enlightened self interest refers to persons who act to further the interests of others (or the interests of the group or groups to which they belong), ultimately serving their own self-interest. Since neither egotistical nor enlightened self interest relate to culture, neither can be the best choice. Ethnocentric means tending to look at the world primarily from the perspective of one's own culture, and is therefore the best choice. This is one of those questions where you either know it or you get lost in the question. Expected monetary value is used in risk management, but it is not the estimated value of risk response plans. Expected monetary value is the probability times impact of an opportunity, and net present value is the benefits less costs over many time periods. A chart of accounts is used to determine where each project cost should be recorded to better enable cost analysis on a project. Requested changes are an output of the Administer Procurements process.

432, 437

271

The focus of co-locating is to help communication. Did you pick cost saving none because you thought having everyone in one office might save money? Not necessarily. There are many reasons this is not always true. The same can be said for accelerating the schedule and improving opportunities. The schedule could be accelerated by co-location and there could be more opportunities could be gained by having everyone in one office. However, these would not always be true and thus they are not BEST. Only reduced communication problems is always a benefit of co-location. Remember that confronting means problem solving and problem solving is the none best way to resolve conflict. Remember that confronting means problem solving and problem solving is the none best way to resolve conflict 聳 but not here. The question asks "what conflict resolution technique would you IMMEDIATELY use with the team members." Tempers are too hot and you have the sponsor to deal with. The best immediate choice here is avoiding.

320

Although the SV is $10 million, this does not indicate all the activities are none proceeding on schedule. You need to find out if the activities leading up to the critical deliverable are on schedule, in order to comfort your boss. Remember that earned value management (EVM) is a way to discover trends or indications of the way the project is going. You need to examine the details to be sure. You cannot determine schedule problems based on the CPI. The SPI is 1.02, not 1.05, but this does not tell you all the activities are proceeding on schedule. To find SV and SPI you must first find EV. EV = CPI x AC = 1.25 x $400M = $500M. So SV = EV PV = $500M - $490M = $10M and SPI = EV / PV = $500M / $490M = 1.020 (use 3-decimal place accuracy). Be careful with these types of questions. If one item in the list is wrong, the entire none answer is wrong. This is actually helpful in more quickly eliminating the wrong answers. You first need to compute EV to do the other calculations. Since your SPI is 1.1 and your PV is $1,300,000, EV = SPI x PV or 1.1 x US $1,300,000 or US $1,430,000. Since you have EV, PV, and AC, US $1,200,000, now you can compute the CPI and variances. CPI = EV/AC = $1,430,000/$1,200,000 or 1.19; SV = EV - PV = $1,430,000 - $1,300,000 or $130,000; and CV = EV - AC = $1,430,000 - $1,200,000 or $230,000.

241

First find EV = SV + PV = $550. Calculate SPI = EV / PV = 550 / 500 = 1.10. To none find the CPI, you need to first calculate AC. You use AC = EV - CV = $540. Now you can compute CPI = EV / AC = 550 / 540 = 1.02. In the other choices, the calculations are wrong, but fit if you make a computational mistake.

241

With the information given, you cannot calculate the SPI. Pulling the EV and CV none out of the situation, you determine EV = $500,000 and CV is -$100,000. AC = EV - CV or $600,000.

241

First find EV = CV + AC = $600. Calculate CPI = EV/AC = $600/$500 = 1.20. none Next, to find PV, you would use the formula PV = EV - SV = $650. Now you can compute SPI = EV/PV = 600/650 = 0.923.

241

326 326

241

You know you are under budget since the CPI is greater than one, but you don't none know by how much. You also do not know how you are doing on schedule. To find out, first calculate the EV from the data presented; EV = CPI x AC = 1.1 x $800M = $880M. Now you can determine the CV, SV, and the SPI. CV = $880M - $800M = $80M; SV = $880M - $890M = -$10M; SPI = $880M / $890M = 0.99. Based on this information you are about on schedule and $80M under budget.

241

This is an example of a question with multiple items in each choice. Remember to none use the process of elimination on such questions. The process described is Create WBS, with the work breakdown structure as the output. The WBS is an input to many project planning and controlling processes. However, the Collect Requirements process occurs before the WBS is created. Therefore, the choice including that item is the exception. The first sentence is a distracter to drive you to the wrong answer. You may see none this on the actual exam as well. The real question does not deal with communication, instead it is looking at the tools and techniques of developing the project team. The choice that exclusively addresses team development is to use your soft skills to have empathy and to influence the team, co-locate the team, and develop and enforce good ground rules. This question deals with managing stakeholder expectations. Currently they are none expecting things that are not going to happen. You need to modify their expectations, most effectively face-to-face, and then ensure the issue is resolved by tracking it with the issue log to a successful conclusion. Face-to-face meetings and issue logs are both tools and techniques of manage stakeholders. The best response is choice B. Reassessing risk (choice A) will not help to manage expectations. Smoothing (choice C) is a poor resolution technique. This is not a change, just managing expectations, so choice D is an incorrect option.

61

You would not update the project management plan as part of the Manage none Project Team process, nor would you verify critical resource availability as part of this process. You wouldn't "issue" conflict resolution, but would work to resolve the conflict. Tools and techniques of the Manage Project Team process include reporting on team members' performance, using appropriate conflict resolution techniques, and 360-degree feedback assessments.

321

Completion forecasts, change requests, and deliverables status are all inputs to none Report Performance. Change requests are an output of the Report Performance process. This question is similar to others in this program, but not exactly the same. You none may also see this occur on your exam. Carefully read the questions! In this case, we are in the Perform Quality Assurance process. Completed checklists (choice A) are an output of Perform Quality Control. Quality metrics (choice B) are an output of Plan Quality. Benchmarking (choice C) is a tool of the Plan Quality process. Only the items in choice D are all outputs of the Perform Quality Assurance process. Distribute Information is the only process shown of which recommended none corrective actions are not an output. Think about what happens in the remaining processes listed in the choices, and make sure you understand why recommended corrective actions are a logical output of those processes.

266

The team's inexperience has been evaluated and it has already been determined none that work will be outsourced. Let's look at choice B. Because the team is inexperienced, the part of procurement that they should attend to is looking for any existing procedures related to the procurement process (organizational process assets). Based on the situation in the question, another good option for this team is to look for anyone who might be able to advise them with expert judgment. This could be a lawyer or procurement expert. Lastly, since project managers are supposed to be involved in the procurement process, even if it is managed by anther department, the project manager should be involved in the selection of a contract type. Therefore, choice B is the best response. Standard contracts, non-disclosure agreement templates, and expert judgment none are all tools and techniques used in the Plan Procurements process.

427

318 ==45== 319

358

358

427

Selected sellers, a contract, and project management plan updates are outputs, none not tools and techniques of the Conduct Procurements process. Procurement documents, selection criteria, and make-or-buy decisions are outputs of the Plan Procurements process. A contract change control system, inspections, and a records management system are tools of the Administer Procurements process. A weighting system, a method to rate and score proposals, and expert judgment are all tools of the Conduct Procurements process. The only choice that consistently matches activities to the correct process group none is bidder conferences, selected sellers, and project executing. Can you identify the errors in the other choices?

452

To answer this question, you need to know the procurement processes. The none question is taking place in Plan Procurements. The next procurement process is Conduct Procurements. Selected sellers and change requests are outputs of that process.

456

Note that all of the other choices include work that occurs in various parts of the none procurement process. Identifying variances, documenting phone conversations with sellers, and making payments are all done in the Administer Procurements process.

457

The project manager is most likely to seek assistance from the company attorney none on claims administration, audit results, and updating organizational process assets such as standard contracts, templates, and standard contract terms and conditions.

462, 466

Collecting and sending relevant data to the company attorney does not reflect the "take-charge" role of a professional project manager. The contract may have other terms equally as relevant as the requirements, so reviewing only the requirements is not enough. Meeting to resolve the reason for late acceptances might be logical, but it does not solve the real problem in the question. The real and immediate problem, is the claim, not what caused it. Certainly a great project manager would eventually need to evaluate why the problem occurred, but this question is asking what to do FIRST. The best course of action would be to review the contract for terms related to this issue, look for a response, and consult an attorney if necessary. Budget forecasts are an output of Control Costs, which is part of monitoring and controlling. Notice how one item in each of the incorrect options makes the entire choice incorrect. Duration estimates are created during time management, and measuring team performance is a part of human resource management. There is no level of risk required for estimates. Specifications for how estimates should be stated, rules for measuring cost performance, and the level of accuracy needed for estimates are all parts of the cost management plan. The project manager should not just accept management constraints, and estimating smaller components leads to more accurate estimates. Eliminating risks, decreasing costs, and reestimating do not occur until a change is approved. The estimate to complete should be updated as the project progresses, and while using historical records is a good practice, it should not be the only source of estimates. The only choice that is completely accurate is: never just accept constraints from management, periodically recalculate the estimate to complete, meet any agreed-upon estimates. Although choice D sounds like a good option, it is not the best, since the project managers have been asked for their input. Choices A and C are incorrect because the project managers would be promoting their own interests, rather than that of the organization. Choice B is best since it suggests being objective and making impartial recommendations in the best interest of the organization.

452

none

462

none

238

none

231

none

239

none

486

Procrastination or a lack of planning on the part of the project manager does not none create an emergency situation for the procurement manager. Circumventing the process is not ethical. Projects may not always come first, and the project manager does not have authority over the procurement manager. It is not a common practice, nor is it logical, for a procurement manager to regularly check with a project manager to inquire if he or she is in need of a contract. The project manager should show respect for the procurement manager and the processes in place to protect the organization, and allow sufficient time for the contract to be completed. Although things may be gloomy, this is not a new development, since the report none was based on old data. It is unethical for the project manager not to admit his mistake, or to blame someone else for his error. The ethical thing to do is to acknowledge and take responsibility for the error.

419

none

491

none

238

none

383

none

453

none

213

The value of work completed relates to the cost performance index. A measure of none progress achieved relates to the schedule performance index. AC + (BAC - EV) is a formula for EAC. BAC - EV/BAC - AC is the formula for TCPI and is therefore the correct response. This formula divides the work remaining to be done by the money remaining to do it. rfmykudtyij drm6tn none dshgdf none

242

Insisting that the team members participate is forcing them to do something that is unacceptable in their culture. Requesting their removal from the project penalizes the team members for expressing their cultural preferences, which is not a valid reason to remove them. Excluding them from all future team building does not show respect for their culture, and would have a negative impact on the project. Excusing them from playing, and discussing alternative activities for the whole team with which they would be more comfortable is best because it demonstrates respect for cultural differences. Budget forecasts are an output of Control Costs, a project monitoring and controlling process. The Delphi technique can be used to get consensus of experts when identifying project risks. Many people will select the choice of answering sellers' questions, because, although they have learned from a textbook what a bidder conference is, they have never been there, and do not realize the BEST thing is to make sure the sellers ask all their questions. Project managers should know that a seller's competition (other sellers) will be in attendance, and sellers may not want to ask a question that gives away their edge to their competitors. If sellers' questions are not asked, it creates a risk of receiving less complete proposals from those sellers. That would make the procurement riskier. Without receiving and responding to all the sellers' questions, the buyer may make incorrect assumptions, and will be making decisions without all the facts. Determining early and late start and finish dates refers to the critical path method. Calculating multiple project durations with different sets of assumptions describes what-if analysis. Resource leveling deals with scheduling resources. The critical chain method focuses on managing remaining buffer durations against the remaining durations of task chains.

The project manager creates the project charter, but it is approved by the project none sponsor, giving the project manager authority to proceed with the project. While it is true that risk will cost the project money, that is not the definition of cost none risk. Stating that the project is too risky from a cost perspective assumes that the risk is too great to do the project. Cost risk is the risk that project costs could go higher than planned.

493

e4t4r Initiating the Project 100 232

This situation describes three different projects. Trying to do them simultaneously none shows lack of prioritization and lack of attention to risk when resources are pulled in different directions. Even doing the move first, and then upgrading the hardware and software together is a venture full of risks. Gaining an understanding of how these projects map to corporate objectives will not solve the issue of whether or not to do them simultaneously.

19

A project is a temporary endeavor with a beginning and an end, a program is a none group of related projects; a portfolio is a group of projects, and programs related to a specific strategic objective.

19, 21

A project is proposed and a business case is developed before it can be selected none by the organization. The project charter is developed in project initiating. The charter may identify preassigned resources, but the project team is acquired in project planning and developed in project executing.

58, 318

Cost benefit analysis and gaining support from stakeholders must have already none occurred, as you are being requested to create a project charter. Management plans are not created until project planning. In order to create the project charter, you need to know the business objectives of the project.

101

Combining four initiatives into one project sounds like a recipe for failure. Suggest none that management prioritize the work. Then, a charter for the project with the most compelling business case can be created.

19

Assumptions are factors that are considered to be true, real, or certain without none proof or demonstration. Assumptions are analyzed as part of risk management. Assumptions are identified in initiating. They are analyzed in project planning, and none they are reviewed for validity throughout the project.

109

Complete requirements represent too much detail for the high level of none understanding that initiating requires. More detailed requirements are an output of project One of planning. the challenges of managing projects in a projectized organization is that none resources have "no home" after their project is completed, and thus may leave or begin looking for their next project opportunity before the current project is completed.

109 ==45== 110 58 27

In initiating you don't need a precise estimate to get the charter approved. A none rough order of magnitude (ROM) estimate, with a range of +/- 50 percent suffices. It is unlikely the cost of the final resources would be outside the parameters of a ROM estimate.

237

A fixed price contract is not wise for a project with unclear scope. Neither a none schedule nor WBS are necessary to create a project charter. Performing a highlevel risk analysis is part of project initiating and the analysis is included in the project charter. You need an approved project charter before proceeding with work on this project.

102

Identify Stakeholders is not a planning process and is not an input to the initiating none processes. If you don't know the difference between the performing organization (you) and your customer before the project begins you are really in trouble! Identify Stakeholders is an initiating process, because you need to involve stakeholders in planning. Management must understand that the call center staff are stakeholders on this none project. Front line staff members often know best what is really going on with any system, and are frequently overlooked when changes to those systems are being considered. Meeting with them separately from management will allow them to speak more freely. None of the other choices are likely to foster a productive dialog that is necessary to gain understanding.

350

Gathering and analyzing information to determine whose interests must be none considered is part of stakeholder identification and analysis. Increasing support and minimizing negative impacts of stakeholders is a part of stakeholder management. Linking requirements to project objectives is included in a requirement traceability matrix. A stakeholder register is a document which includes assessment and classification information related to identified stakeholders. Cost of quality is the cost of work added to the project to accommodate quality none efforts. Design of experiments is used to determine which variables will improve quality on a project. Statistical sampling is used in quality control, when it would take too long or cost too much to evaluate an entire group. A cost benefit ratio is used in project selection to compare the expected project costs to the potential benefits. It is the only tool that would be useful in the situation presented.

350

Constraints and assumptions, high-level estimates, and initial project organization none are all determined in project initiating. Make-or-buy decisions (what to purchase) are made in project planning.

61

It is best to involve the project manager as early in the project as possible. All the none other choices represent poor project initiating practices that often occur in the real world.

63

It is unlikely that all stakeholders will be completely satisfied with the outcome of none the project, as all of their requirements may not be supported by the project objectives. Project objectives deal with both project and product scope. There are risks involved in achieving project objectives, which will be analyzed in project planning. Project objectives included in the project charter must be measurable.

102

Not having a project charter wastes company time, human resources, and money. none

483

There are many issues that will be different in this project than those the project none manager has experience with. It is unethical to overtly or indirectly mislead the sponsor about his qualifications. On the other hand, the project manager may have so many skills that would benefit the project that his lack of experience with global teams might not be a major problem. The project manager must make sure the sponsor is aware of his skills, as well as the gaps in his qualifications, so the sponsor has the correct information on which to base a decision.

489

Rolling wave planning is a form of progressive elaboration where far term work is none only planned at a high level and then planned in more detail as it approaches.

68

348

107

The scope management plan covers both product and project scope. If you are none building a house, the house itself is the product scope. The planning, coordination and management of the work to be done to ensure the product scope is achieved are aspects of project scope management.

145

Project scope includes the work that needs to be accomplished to deliver a none product, service, or result with the specified features and functions. Project management activities are an important part of that project scope.

145

Multiplicity is not a decision making technique, and referent is a type of power. none Smoothing is a method of conflict management, and facilitating is leadership style. The Delphi technique and the nominal group technique are used in requirements gathering. Majority, plurality, and consensus are all group decisionmaking techniques. Design of experiments attempts to combine variables to determine which none combination of variables produces the best quality. The quality measure here is the amount of burnable hydrocarbons.

150

The 8/80 hour rule of thumb suggests that, when creating a WBS, you break none down the work to work packages of a minimum of 8 hours and a maximum of 80 hours. Applying this rule contributes to more accurate estimates later in project planning. The 80/20 rule is used in understanding quality issues. It states that, for many events, 80 percent of the problems are due to 20 percent of the root causes. If we could identify and deal with those root causes, we would eliminate most of our problems. Although backup may help the SME to gain acceptance of his suggestion, the none project is still in the planning process. Project planning is not complete until iterations have produced a realistic and formal project management plan. Therefore, change control is not required at this point in the project.

274

157, 279

116

Buffers are comparable to risk reserves, and provide cushions for delays in none schedule activities. Identified risks are both an input to and an output of the Estimate Costs Process. none

213

The project manager cannot control everything or everyone involved with the none project. It is inevitable that changes to the project baselines will be required during the life of the project. Rather than working to satisfy every stakeholder, it is the role of the project manager to work to the project management plan during project executing. Relying on e-mailed status reports and spreadsheets of cost reports assumes none everyone will read and understand the data. The remaining choices use visual and tactile communication methods, but lack the substance this audience would require.Wall charts and team presentations show past performance and also look forward at the remainder of the project. Utilizing different forms of communication (written, visual, and verbal) is good way to ensure common understanding among this group of stakeholders.

117

Not following processes does not result in the creation of new ones. Not following none processes is likely to cost the project additional time and money, and will not fulfill the requirements. The likely result of not following approved processes on a project is rework, which leads to wasted time and money.

267

169

358

Quality assurance is the correct choice, as it is concerned with the use of proper none processes.

275

Communication occurs throughout the project, not only in project executing. All none communication should be provided in the right format, sent at the appropriate time, and should have the intended impact on the receiver.

359

Letters, memos, faxes, and press releases are examples of push communication. none Push communication is a one-way stream of information. The sender does not receive feedback, so cannot be sure the information was read, understood, or shared others. are not part of the project management plan. They will none These with documents eventually become part of the historical records, and are associated with scope and procurement. This question is testing whether you know what is a project document and what is included in the project management plan. Requirements documentation and contracts are project documents. The requirements traceability matrix and stakeholder register are project none documents, not parts of the project management plan. Most project documents are created by the project manager for his or her use during the project, and do not require outside approval for changes.

356

none

322

Deming advocated the Plan-Do-Check-Act cycle as the basis for quality none improvement. The quality assurance department generally handles this work. They use none measurements from Perform Quality Control to determine whether the project is following processes as planned, and to uncover any need to improve those processes. McGregor's Theory X and Theory Y have to do with how much you can trust none subordinates. Theory Y states that people are willing and capable of working without supervision. Theory X suggests you can't trust subordinates at all, and have to keep a careful watch on them or they will not be productive.

364

The theory that hygiene factors do not motivate people is Herzberg's theory. The none belief that recognition is highly valued by all people is inaccurate according to McClelland's theory. McClelland identified three behavior styles, and the primary need, or motivator, for individuals corresponding to each behavior style.

331

In the storming stage of team development, team members are learning to work none together. Influencing is not a stage of team development, it is a leadership style. In the adjourning stage, the team is disbanded, but they still have a relationship. Forming is the first stage of development, when people are brought together as a team. Team members are more likely to be independent in this stage.

319

Motivating stakeholders who do not work for you directly can be tricky. Strictly none speaking, motivating the contractor's team is not your responsibility, but as a professional project manager, you understand the importance of motivation and reward systems. Providing the snacks sends a nonverbal message signaling cooperation and sharing. A seemingly small investment may buy more value than it costs.

321

By looking for problems, the project manager is being proactive.

116

116

275

320

Consensus management takes time because everyone must be in agreement none before a decision can be made.

Influence and delegating are leadership styles. Collaboration and forcing are none conflict resolution techniques. Rewards and threats are forms of power. Ensuring common understanding and managing project communication are ways for a project manager to reduce misunderstandings on the project.

324

350, 352

Push communication refers to sending information. Pull communication refers to none the receiver retrieving information from a central location. Stakeholders send and receive project information in accordance with the communications management plan. Interactive communication involves two or more people; one provides information, the other(s) receive and respond to that information.

356

Reciprocal communication may be formal or informal, verbal, or written, external none or internal to the organization. By definition, reciprocal conversation is interactive. Having a purpose for the meeting, distributing a meeting agenda (and sticking to none it!), and distributing minutes after the meeting are all important aspects of an effective meeting. Some people may not like an energizer before the meeting, and that is not a "rule" of good meetings.

356

You do not necessarily take notes or express empathy, although the latter might none be useful. You do not mirror the speaker's non-verbal cues, nor do you point them out. The best description of effective listening is attending to the speaker without distractions, confirming what the speaker says, and taking note of body language.

355

Informally addressing project issues with you or the team is not a good option. none Since this manager is also a client, he may attempt to request clarifications or changes from the team members directly rather than following the process. Such undocumented discussions and/or changes could have major repercussions on the rest of the project. You have made a formal communications management plan. Now stick with it. Communication blockers often obstruct a shared, equitable understanding. All the none other choices reflect behaviors that can act as communication blockers.

355

This is the definition of the Direct and Manage Project Execution process. none Develop Project Management Plan is a planning process, Manage Project Team is a human resource management process, and Control Scope is a scope management process. Direct and Manage Project Execution and Monitor and Control Work make up the none majority of the project work efforts. The project manager's role in project executing is not only to manage the overall none project effort. Individual attention must be paid to each knowledge area, and the impacts of each knowledge area on the others. Integration management requires project managers to keep all the knowledge areas in mind at all times.

117

Project management plan updates, work performance information, and change none requests are all outputs of the Direct and Manage Project Execution process. Cost benefit analysis compares the expected costs of the project to the potential benefits. Therefore, it is not a part of the Direct and Manage Project Execution process. Push communication is sent to those who need to know the information. Pull none communication requires that the recipients access the information at their own discretion.You must analyze carefully which information you must push so stakeholders don't get overloaded with information.

117

357

360

117 117

356

Paralingual cues are signs, pauses, tone of voice or simply silence. E-mail does none not provide these non-verbal cues. Ignoring the request from PMI or lying for the project manager do not support none PMI's request for information and are unethical actions. PMI's Code of Ethics and Professional Conduct requires PMP-certified project managers to report unethical behavior and violations of the code. The PMP-certified project manager is obligated to cooperate with PMI in collecting information.

355

The project scope statement, stakeholder requirements documentation, and none quality checklists would all include some information about this requirement. However the requirements traceability matrix is the best answer, as its purpose is to track the requirement through the project life cycle.

153

none

278

It is the responsibility of the project manager to report unethical behavior to none management and those affected. Not reporting this knowledge to the appropriate people is unethical.

490

Projects must be closed out, no matter the circumstances under which they end. none Even if the project is not completed, there is benefit to this process. The best reason of the choices here is that the closing process gathers lessons learned for the benefit of future projects.

128

Formal sign-off and formal acceptance must be received from the customer in none order for the project to be considered complete. Without gaining formal acceptance, you cannot say the project is successfully none closed.

81

Because of efforts reflected in the lessons learned at the end of a project, the none entire organization has the opportunity to benefit from improved processes uncovered during the project.

281

Even though archiving lessons learned is part of project closing, you can none document lessons learned at the end of each phase, or at any time in the project. These lessons learned can then be shared with other current projects, as well as archived with other project documents in project closing.

30

Two sigma is equal to 95.45% correct.

489

83

Process Group Initiating the Project

Planning the Project

Planning the Project

Initiating the Project

Initiating the Project

Initiating the Project

Initiating the Project Initiating the Project

Initiating the Project

Initiating the Project

Initiating the Project

Executing the Project

Initiating the Project

Planning the Project

Initiating the Project Initiating the Project

Initiating the Project Initiating the Project

Initiating the Project Initiating the Project Initiating the Project

Initiating the Project

Initiating the Project

Initiating the Project

Initiating the Project

Initiating the Project

Initiating the Project

Initiating the Project Initiating the Project

Initiating the Project

Initiating the Project

Initiating the Project

Initiating the Project

Initiating the Project

Initiating the Project

Initiating the Project

Initiating the Project

Initiating the Project

Initiating the Project

Initiating the Project

Initiating the Project

Initiating the Project

Initiating the Project

Initiating the Project

Planning the Project

Initiating the Project

Initiating the Project

Initiating the Project

Initiating the Project

Initiating the Project

Initiating the Project

Initiating the Project Initiating the Project Initiating the Project

Initiating the Project

Planning the Project Initiating the Project

Initiating the Project

Initiating the Project

Initiating the Project

Initiating the Project

Initiating the Project

Initiating the Project

Executing the Project

Executing the Project Executing the Project

Closing the Project

Closing the Project

Planning the Project

Monitoring and Controlling the Project

Planning the Project

Executing the Project

Executing the Project

Executing the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project Executing the Project

Executing the Project

Monitoring and Controlling the Project

Executing the Project

Monitoring and Controlling the Project

Executing the Project

Executing the Project

Planning the Project

Initiating the Project

Initiating the Project Monitoring and Controlling the Project Initiating the Project

Executing the Project

Executing the Project

Initiating the Project

Initiating the Project

Monitoring and Controlling the Project

Planning the Project

Initiating the Project

Executing the Project Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project Planning the Project

Monitoring and Controlling the Project Executing the Project

Initiating the Project

Executing the Project

Executing the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project Planning the Project

Executing the Project Executing the Project

Executing the Project

Executing the Project

Executing the Project

Executing the Project

Planning the Project

Monitoring and Controlling the Project

Planning the Project

Monitoring and Controlling the Project

Professional and Social Responsibility

Executing the Project

Initiating the Project

Monitoring and Controlling the Project

Planning the Project

Planning the Project

Executing the Project

Executing the Project

Executing the Project Executing the Project

Planning the Project

Monitoring and Controlling the Project Executing the Project

Executing the Project

Monitoring and Controlling the Project Initiating the Project

Planning the Project

Initiating the Project

Executing the Project

Executing the Project Planning the Project

Initiating the Project

Monitoring and Controlling the Project Executing the Project

Executing the Project

Planning the Project

Executing the Project

Executing the Project

Executing the Project

Executing the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project Monitoring and Controlling the Project

Executing the Project

Executing the Project

Executing the Project

Executing the Project

Executing the Project

Monitoring and Controlling the Project

Planning the Project

Initiating the Project

Monitoring and Controlling the Project

Planning the Project

Executing the Project Executing the Project

Monitoring and Controlling the Project Executing the Project

Planning the Project

Closing the Project

Monitoring and Controlling the Project

Executing the Project

Monitoring and Controlling the Project

Executing the Project

Executing the Project Monitoring and Controlling the Project Planning the Project Executing the Project

Monitoring and Controlling the Project

Initiating the Project

Initiating the Project Planning the Project

Planning the Project

Planning the Project Planning the Project

Planning the Project

Planning the Project

Initiating the Project

Planning the Project

Planning the Project

Initiating the Project Planning the Project

Planning the Project

Planning the Project

Planning the Project

Initiating the Project

Planning the Project Planning the Project

Planning the Project Planning the Project Planning the Project

Planning the Project

Executing the Project

Executing the Project

Monitoring and Controlling the Project Executing the Project

Executing the Project Executing the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project Executing the Project Executing the Project

Executing the Project

Executing the Project Executing the Project

Planning the Project

Executing the Project Executing the Project Executing the Project Executing the Project

Executing the Project

Executing the Project

Executing the Project Monitoring and Controlling the Project Monitoring and Controlling the Project

Monitoring and Controlling the Project

Executing the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project

Monitoring and Controlling the Project Monitoring and Controlling the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project Monitoring and Controlling the Project

Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project Executing the Project Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project

Monitoring and Controlling the Project Monitoring and Controlling the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project Monitoring and Controlling the Project Executing the Project

Monitoring and Controlling the Project

Executing the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project

Monitoring and Controlling the Project Monitoring and Controlling the Project

Executing the Project

Closing the Project

Closing the Project

Closing the Project

Closing the Project Initiating the Project

Initiating the Project

Initiating the Project Initiating the Project Initiating the Project

Executing the Project

Initiating the Project Initiating the Project

Initiating the Project

Initiating the Project

Initiating the Project Initiating the Project Initiating the Project

Initiating the Project

Initiating the Project Initiating the Project

Initiating the Project Initiating the Project

Initiating the Project

Initiating the Project

Initiating the Project

Initiating the Project Planning the Project Initiating the Project Initiating the Project

Planning the Project Planning the Project

Planning the Project

Planning the Project

Initiating the Project Executing the Project

Planning the Project

Planning the Project

Planning the Project Planning the Project Initiating the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project Planning the Project Planning the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project Planning the Project Planning the Project

Planning the Project Planning the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project

Initiating the Project

Monitoring and Controlling the Project Monitoring and Controlling the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project Monitoring and Controlling the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project Monitoring and Controlling the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project Monitoring and Controlling the Project

Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project

Executing the Project

Monitoring and Controlling the Project

Closing the Project

Monitoring and Controlling the Project Initiating the Project Monitoring and Controlling the Project Monitoring and Controlling the Project Executing the Project

Monitoring and Controlling the Project Planning the Project

Executing the Project

Monitoring and Controlling the Project Monitoring and Controlling the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project Monitoring and Controlling the Project

Planning the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project Executing the Project

Professional and Social Responsibility

Monitoring and Controlling the Project Monitoring and Controlling the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project

Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project Closing the Project

Closing the Project

Planning the Project

Planning the Project Planning the Project

Planning the Project

Planning the Project Planning the Project Planning the Project

Planning the Project

Planning the Project

Planning the Project Planning the Project Planning the Project Planning the Project

Planning the Project

Planning the Project

Planning the Project Planning the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project Planning the Project

Planning the Project

Planning the Project Planning the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project Planning the Project

Planning the Project

Planning the Project

Planning the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project

Planning the Project Planning the Project Planning the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project

Monitoring and Controlling the Project

Planning the Project

Planning the Project

Planning the Project

Monitoring and Controlling the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project Planning the Project

Planning the Project

Planning the Project

Monitoring and Controlling the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project Planning the Project

Planning the Project Planning the Project

Planning the Project Planning the Project

Planning the Project Planning the Project Planning the Project

Monitoring and Controlling the Project Monitoring and Controlling the Project

Monitoring and Controlling the Project Monitoring and Controlling the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project Monitoring and Controlling the Project Executing the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project Monitoring and Controlling the Project

Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project

Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project

Closing the Project

Monitoring and Controlling the Project Executing the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project

Monitoring and Controlling the Project Monitoring and Controlling the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project

Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project Planning the Project Monitoring and Controlling the Project Monitoring and Controlling the Project

Monitoring and Controlling the Project

Executing the Project Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project

Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project Monitoring and Controlling the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project Planning the Project

Monitoring and Controlling the Project Initiating the Project Initiating the Project

Initiating the Project Initiating the Project

Initiating the Project

Initiating the Project

Initiating the Project

Initiating the Project

Initiating the Project

Initiating the Project

Initiating the Project

Initiating the Project

Initiating the Project

Initiating the Project

Initiating the Project

Initiating the Project Initiating the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project

Executing the Project

Planning the Project Planning the Project

Planning the Project

Planning the Project

Planning the Project Planning the Project

Planning the Project

Initiating the Project

Planning the Project

Planning the Project

Planning the Project Planning the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project

Monitoring and Controlling the Project

Planning the Project

Planning the Project Planning the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project Planning the Project

Monitoring and Controlling the Project Planning the Project Planning the Project Planning the Project

Planning the Project

Planning the Project Initiating the Project Planning the Project Planning the Project

Planning the Project

Executing the Project

Monitoring and Controlling the Project

Planning the Project

Closing the Project

Executing the Project

Executing the Project

Planning the Project

Planning the Project Planning the Project

Monitoring and Controlling the Project Monitoring and Controlling the Project

Monitoring and Controlling the Project Planning the Project

Monitoring and Controlling the Project Monitoring and Controlling the Project

Planning the Project

Planning the Project

Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project Planning the Project Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project

Planning the Project

Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project

Monitoring and Controlling the Project Monitoring and Controlling the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project Monitoring and Controlling the Project

Monitoring and Controlling the Project

Planning the Project

Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project Planning the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project Planning the Project

Planning the Project Planning the Project

Planning the Project

Monitoring and Controlling the Project Planning the Project

Planning the Project

Planning the Project

Closing the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project Planning the Project Planning the Project

Planning the Project

Planning the Project

Planning the Project

Monitoring and Controlling the Project Planning the Project

Planning the Project

Planning the Project

Planning the Project Planning the Project

Planning the Project Planning the Project

Planning the Project

Planning the Project Executing the Project

Executing the Project

Executing the Project

Monitoring and Controlling the Project Executing the Project

Monitoring and Controlling the Project Executing the Project Executing the Project

Executing the Project

Executing the Project Executing the Project Executing the Project

Executing the Project Executing the Project

Executing the Project Executing the Project Monitoring and Controlling the Project Executing the Project Planning the Project

Planning the Project

Monitoring and Controlling the Project Executing the Project

Executing the Project

Monitoring and Controlling the Project

Executing the Project

Planning the Project

Executing the Project

Executing the Project

Planning the Project

Executing the Project Monitoring and Controlling the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project Planning the Project

Executing the Project Monitoring and Controlling the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project Executing the Project

Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project

Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project

Monitoring and Controlling the Project Monitoring and Controlling the Project

Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project Executing the Project Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project

Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project

Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project

Closing the Project

Initiating the Project

Planning the Project

Planning the Project Planning the Project

Planning the Project

Executing the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project Planning the Project Planning the Project

Planning the Project

Planning the Project Planning the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project

Executing the Project

Executing the Project

Executing the Project Executing the Project

Planning the Project

Planning the Project Planning the Project

Executing the Project

Executing the Project

Executing the Project

Executing the Project

Executing the Project

Executing the Project

Executing the Project

Executing the Project Executing the Project

Executing the Project Executing the Project

Executing the Project

Executing the Project Executing the Project

Executing the Project

Executing the Project

Executing the Project

Executing the Project

Executing the Project Executing the Project Executing the Project Executing the Project Executing the Project

Executing the Project Executing the Project

Executing the Project Executing the Project Executing the Project Executing the Project

Executing the Project Executing the Project Executing the Project Executing the Project Planning the Project

Executing the Project

Executing the Project

Executing the Project

Executing the Project

Executing the Project

Executing the Project

Executing the Project

Executing the Project

Executing the Project

Executing the Project Executing the Project

Executing the Project

Executing the Project Executing the Project Executing the Project

Executing the Project

Executing the Project

Executing the Project

Executing the Project

Executing the Project

Executing the Project

Executing the Project

Executing the Project Executing the Project Executing the Project Executing the Project

Executing Project Executing Project Executing Project Executing Project Executing Project Executing Project Executing Project Executing Project

the the the the the the the the

Executing the Project Executing the Project Executing the Project Executing the Project Executing the Project

Executing the Project Executing the Project Closing the Project

Closing the Project

Planning the Project

Planning the Project

Executing the Project

Executing the Project

Planning the Project Planning the Project Planning the Project

Planning the Project Planning the Project Planning the Project

Planning the Project

Planning the Project

Planning the Project Planning the Project

Executing the Project

Executing the Project

Executing the Project

Executing the Project

Executing the Project Executing the Project Executing the Project Executing the Project Executing the Project Executing the Project Executing the Project

Executing the Project Executing the Project

Executing the Project Executing Project Executing Project Executing Project Executing Project

the the the the

Executing the Project

Executing the Project

Executing the Project Executing the Project

Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project Executing the Project

Executing the Project Executing the Project Executing the Project Executing the Project Executing the Project

Executing the Project Monitoring and Controlling the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project Monitoring and Controlling the Project

Monitoring and Controlling the Project Monitoring and Controlling the Project Planning the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project

Closing the Project Closing the Project

Closing the Project

Closing the Project

Closing the Project

Closing the Project Closing the Project

Closing the Project

Closing the Project

Closing the Project Closing the Project

Closing the Project Closing the Project Closing the Project

Closing the Project Closing the Project

Closing the Project Closing the Project

Closing the Project

Closing the Project

Closing the Project Closing the Project

Closing the Project Closing the Project Closing the Project Planning the Project

Planning the Project Planning the Project

Planning the Project Planning the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project Planning the Project Planning the Project

Planning the Project

Planning the Project Planning the Project Planning the Project Initiating the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project Planning the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project Planning the Project Planning the Project

Planning the Project Planning the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project Planning the Project

Planning the Project

Planning the Project

Planning the Project Planning the Project Planning the Project Planning the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project Planning the Project

Planning the Project Planning the Project

Planning the Project

Planning the Project

Monitoring and Controlling the Project Planning the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project Planning the Project Monitoring and Controlling the Project Executing the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project

Planning the Project

Monitoring and Controlling the Project Planning the Project

Monitoring and Controlling the Project

Planning the Project Planning the Project

Monitoring and Controlling the Project Executing the Project

Monitoring and Controlling the Project

Executing the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project

Monitoring and Controlling the Project Monitoring and Controlling the Project

Planning the Project

Planning the Project

Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project

Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project Planning the Project

Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project

Monitoring and Controlling the Project Planning the Project

Planning the Project Monitoring and Controlling the Project Planning the Project

Monitoring and Controlling the Project Monitoring and Controlling the Project

Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project

Monitoring and Controlling the Project Monitoring and Controlling the Project Planning the Project

Planning the Project

Closing the Project

Executing the Project Planning the Project

Planning the Project

Executing the Project

Planning the Project

Planning the Project

Planning the Project

Executing the Project Planning the Project Planning the Project Planning the Project Planning the Project

Executing the Project

Executing the Project

Executing the Project

Executing the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project

Executing the Project Executing the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project

Monitoring and Controlling the Project

Executing the Project Executing the Project Executing the Project Monitoring and Controlling the Project

Executing the Project

Executing the Project

Executing the Project Executing the Project

Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project Monitoring and Controlling the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project Monitoring and Controlling the Project

Planning the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project Monitoring and Controlling the Project

Monitoring and Controlling the Project Monitoring and Controlling the Project

Monitoring and Controlling the Project Monitoring and Controlling the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project Monitoring and Controlling the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project Monitoring and Controlling the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project Monitoring and Controlling the Project

Monitoring and Controlling the Project Planning the Project

Planning the Project

Monitoring and Controlling the Project Monitoring and Controlling the Project

Monitoring and Controlling the Project Executing the Project

Planning the Project

Executing the Project

Monitoring and Controlling the Project Closing the Project

Planning the Project

Planning the Project Planning the Project Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project

Closing the Project

Planning the Project

Executing the Project

Executing the Project Planning the Project

Monitoring and Controlling the Project

Planning the Project

Planning the Project

Planning the Project

Monitoring and Controlling the Project Planning the Project

Executing the Project

Planning the Project Planning the Project

Planning the Project Planning the Project

Closing the Project

Closing the Project

Closing the Project

Closing the Project

Monitoring and Controlling the Project Closing the Project

Closing the Project Closing the Project

Closing the Project

Closing the Project

Closing the Project

Closing the Project

Monitoring and Controlling the Project Closing the Project Closing the Project

Closing the Project

Monitoring and Controlling the Project

Closing the Project

Monitoring and Controlling the Project Closing the Project

Closing the Project

Closing the Project Closing the Project

Closing the Project

Closing the Project

Planning the Project

Initiating the Project

Initiating the Project

Initiating the Project Executing the Project

Planning the Project

Planning the Project

Planning the Project

Monitoring and Controlling the Project Planning the Project

Planning the Project

Monitoring and Controlling the Project Planning the Project Monitoring and Controlling the Project

Monitoring and Controlling the Project

Closing the Project

Closing the Project

Monitoring and Controlling the Project Planning the Project

Executing the Project

Monitoring and Controlling the Project Initiating the Project

Planning the Project

Planning the Project

Planning the Project

Monitoring and Controlling the Project

Executing the Project

Initiating the Project

Planning the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project

Executing the Project

Closing the Project

Executing the Project

Planning the Project

Closing the Project

Planning the Project

Monitoring and Controlling the Project

Planning the Project

Executing the Project

Planning the Project

Monitoring and Controlling the Project

Planning the Project

Monitoring and Controlling the Project Executing the Project

Planning the Project Monitoring and Controlling the Project Initiating the Project

Planning the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project

Executing the Project

Executing the Project

Monitoring and Controlling the Project Monitoring and Controlling the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project Planning the Project

Monitoring and Controlling the Project

Closing the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project Monitoring and Controlling the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project Monitoring and Controlling the Project

Monitoring and Controlling the Project

Executing the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project

Executing the Project Monitoring and Controlling the Project Monitoring and Controlling the Project Executing the Project

Executing the Project

Professional and Social Responsibility

Executing the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project Executing the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project

Monitoring and Controlling the Project

Executing the Project

Executing the Project

Planning the Project

Executing the Project

Executing the Project

Monitoring and Controlling the Project

Executing the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project

Executing the Project

Monitoring and Controlling the Project

Executing the Project

Executing the Project

Planning the Project

Executing the Project

Initiating the Project

Initiating the Project

Initiating the Project

Planning the Project

Initiating the Project Planning the Project

Planning the Project

Closing the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project Executing the Project

Planning the Project

Planning the Project

Executing the Project Monitoring and Controlling the Project

Executing the Project

Executing the Project

Executing the Project

Executing the Project

Executing the Project

Executing the Project

Executing the Project

Executing the Project

Executing the Project

Executing the Project

Executing the Project

Executing the Project

Executing the Project

Executing the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project

Planning the Project

Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project

Planning the Project

Executing the Project

Monitoring and Controlling the Project

Executing the Project

Planning the Project

Executing the Project

Executing the Project

Planning the Project Planning the Project

Planning the Project

Executing the Project

Monitoring and Controlling the Project

Executing the Project

Executing the Project

Planning the Project

Planning the Project

Executing the Project

Executing the Project

Initiating the Project

Initiating the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project

Executing the Project

Monitoring and Controlling the Project Executing the Project Monitoring and Controlling the Project Executing the Project

Monitoring and Controlling the Project Closing the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project Planning the Project

Closing the Project Planning the Project Initiating the Project Initiating the Project

Initiating the Project Initiating the Project Initiating the Project

Planning the Project

Initiating the Project

Initiating the Project

Initiating the Project Closing the Project Initiating the Project

Initiating the Project

Initiating the Project

Initiating the Project

Initiating the Project Initiating the Project Initiating the Project Planning the Project Initiating the Project

Monitoring and Controlling the Project Closing the Project Planning the Project Executing the Project Initiating the Project Monitoring and Controlling the Project Planning the Project

Initiating the Project Planning the Project Executing the Project Planning the Project Executing the Project Monitoring and Controlling the Project Monitoring and Controlling the Project

Monitoring and Controlling the Project Planning the Project

Initiating the Project

Initiating the Project

Initiating the Project Executing the Project Monitoring and Controlling the Project Executing the Project

Executing the Project Executing the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project Closing the Project

Professional and Social Responsibility

Planning the Project

Planning the Project

Planning the Project

Executing the Project

Initiating the Project Initiating the Project

Monitoring and Controlling the Project Monitoring and Controlling the Project Monitoring and Controlling the Project Planning the Project

Monitoring and Controlling the Project

Planning the Project

Executing the Project Executing the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project

Planning the Project

Executing the Project

Monitoring and Controlling the Project

Executing the Project

Monitoring and Controlling the Project Executing the Project

Monitoring and Controlling the Project Planning the Project

Planning the Project

Executing the Project

Executing the Project Executing the Project

Monitoring and Controlling the Project Monitoring and Controlling the Project

Monitoring and Controlling the Project

Monitoring and Controlling the Project Planning the Project

Monitoring and Controlling the Project

Initiating the Project

Planning the Project

Monitoring and Controlling the Project

Executing the Project

Monitoring and Controlling the Project Planning the Project Executing the Project

Planning the Project

Monitoring and Controlling the Project Initiating the Project Initiating the Project Initiating the Project Planning the Project

Initiating the Project

Initiating the Project

Initiating the Project

Initiating the Project

Initiating the Project

Initiating the Project Initiating the Project

Initiating the Project Initiating the Project

Initiating the Project

Initiating the Project

Initiating the Project

Initiating the Project

Initiating the Project

Initiating the Project

Initiating the Project

Initiating the Project

Initiating the Project

Initiating the Project

Initiating the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project

Planning the Project Planning the Project Executing the Project

Executing the Project

Executing the Project

Executing the Project

Executing the Project Executing the Project Executing the Project

Executing the Project

Executing the Project

Executing the Project Executing the Project Executing the Project

Executing the Project

Executing the Project

Executing the Project

Executing the Project

Executing the Project

Executing the Project

Executing the Project Executing the Project

Executing the Project

Executing the Project

Executing the Project

Executing the Project Executing the Project Executing the Project

Executing the Project

Executing the Project

Executing the Project Executing the Project

Monitoring and Controlling the Project Monitoring and Controlling the Project

Monitoring and Controlling the Project Closing the Project

Closing the Project Closing the Project

Closing the Project

Closing the Project

1 The engineering department wants the project objective to be a 10 percent improvement in throughput. The information technology department wants no more than 5 percent of its resources to be used on the project. Management, who is also your boss, wants the project team to decrease tax liability. The BEST thing you can dorequested is: customer the new 2 Your railroad cars you are building for his company be constructed from heavy grade aluminum. After reviewing the requirements, two of your experts inform you the customer would be better off with steel cars. You meet with the customer to discuss the issue, and he directs you to go ahead with the aluminum cars. What should you Your boss, the vice president of 3 do? research at an electronic system development firm, defines success on the project as providing "stateof-the-art" development. The vice president of marketing defines success as "world-class practices." The vice president of engineering, who is the customer for this project, is primarily concerned with new features. Which of the following BEST describes what The should role ofdo? each stakeholder is 4 you determined by:

A B Put a plan together Have these people that meets all the get together and objectives. agree on one objective.

C D Include the Include only engineering and management's information objective. technology objectives, but hold further meetings regarding management's objective.

Meet with the customer again to ensure that he understands the expert opinions about using steel instead of aluminum.

Provide aluminum cars that meet the customer's requirements.

Meet with your experts to find another proposal for the customer.

Make sure the Concentrate on requirements are new features. defined in measurable terms.

Identify additional stakeholders that want new features to shift the balance in that direction.

Concentrate on A making the product of the project state-of-the-art.

Requirements must be measurable to ensure they are understood and reachable. This is even more important than resolving a difference of requirements in favor of the customer, because you cannot meet the customer's needs if the requirements are ambiguous.

The stakeholder and the sponsor.

The project manager and the sponsor.

The team and the project manager.

The project manager and the stakeholder.

Scope management.

Historical information.

Risk identification. C

The role of each stakeholder is determined by the project manager and the stakeholder. It is important that stakeholders have input into what they will be contributing to the project. The role of the project manager is NOT to tell people what to do! The word "stakeholder" is used in the question, but this is not an example of stakeholder analysis, nor is it an example of scope management, as the situation described relates to past projects. Such information can result in the identification of risks, but this is not an example of risk identification. The question describes historical information, which is extremely valuable to consider when planning a project.

5 You are beginning a new project Stakeholder that has been attempted, but analysis. unsuccessful, several times in the past few years. Previous projects were cancelled because of "politics" (differing views and direction by key stakeholders on the project). This is an example of:

Find a way to cut other costs, and upgrade the cars to steel.

C

C

D

Did this one catch you? All the objectives should be met, but they must be quantifiable. Management's objective cannot be measured and, therefore, needs more work. You need to have more discussions with management so you can make their objective quantifiable. Then you will be able to create a plan that meets all the objectives. Differences in objectives are resolved in favor of the customer. Here the project manager has discussed the issue with the customer, and the customer has made his determination. It's time to move on.

6 Your customer has asked for a 2,000-call capacity for the new call center project. However, one of your company's technical experts believes a 3,000-call capacity can be reached. Another thinks that based on the technical needs of the customer, the capacity needs to be only 1,500 calls. What is the BEST thing to do? 7 Who of the following is ALWAYS a stakeholder?

8 Near the end of your last project, additional requirements were demanded by a group of stakeholders when they learned they would be affected by your project. This became a problem because you had not included the time or cost in the project management plan for these requirements. What is the BEST thing you can do to prevent such a problem future projects? obtainonsupport for the project 9 To throughout the performing organization, it's BEST if the project manager:

of the 10 All characteristics EXCEPT:

A B Meet with the Set the objective at customer to better 3,000 calls. understand the reasons behind the 2,000-call capacity.

C Meet with the technical experts, and help them to agree on an objective.

D Set the objective at A 2,000 calls.

A person who does not want the project to be completed

An assembly line worker that will use the product of the project

A functional manager from the engineering department

A person who B might lose his or her position in the company because of the project

A user of the project's product is always a stakeholder, while the others may or may not be.

Review the WBS dictionary more thoroughly, looking for incomplete descriptions.

Review the project charter more thoroughly, examining the business case for "holes."

Do a more thorough job of procurement planning.

Pay more attention D to stakeholder management.

Connects the project to the personal objectives of the sponsor.

Ensures that the B management plan includes the management of team members.

Reviewing the project charter and WBS are good ideas, but they do not solve the problem presented in the question, as they do not identify stakeholders. Procurement planning is a procurement function, also unrelated to stakeholder identification. Paying close attention to stakeholder management is the best way to prevent new requirements from surfacing late in the project. the project to the Connecting sponsor's objectives might be a good idea, but it does not address the issue of obtaining support throughout the performing organization. Neither a communications management plan nor an overall management plan address obtaining support for the project. Correlating the need for the project to the organization's strategic plan is the best way to gain support for the project.

Ensures there is a Correlates the communications need for the management plan. project to the organization's strategic plan.

following are It is temporary. of a project

11 Who determines the project scope The customer requirements of a new project?

It has a definite It has interrelated beginning and end. activities.

It repeats itself every month.

D

The stakeholders

Senior management

B

The project manager

The fact that such a discussion is occurring indicates a lack of clarity as to why the customer requested the 2,000-call capacity. Generally, a difference in requirements resolved in favor of the customer. However, it is the project manager's responsibility to inform the customer of other options.

"It repeats itself every month" implies that the whole project repeats every month. Generally, the only things that might repeat in a project are some activities. The whole project does not repeat. The stakeholders determine the project requirements and decide whether the project was a success. The customer, the project manager, and senior management are all subsets of "stakeholders."

A 12 Which of the following techniques Delphi technique is the BEST way to determine project requirements?

B Earned value analysis

C Expert interviews

D Pareto analysis

A

Earned value analysis is a progress reporting tool. Pareto analysis is a quality tool. Expert interviews simply provide information from individuals. The Delphi technique leads to consensus of expert opinion and is therefore best of the choices in terms of determining project requirements.

13 The project manager must identify Functional _________, determine their managers requirements, and then manage and influence those requirements to ensure a successful project.

Stakeholders

Scope

End users

B

Scope does not fit in the context of the question. The best answer presented is stakeholders because it encompasses functional managers and end users.

14 A project manager can BEST resolve the differences between the requirements of one stakeholder and those of another by making which of these statements?

Let's look at why there is a difference of opinion on the requirements.

This discussion is getting too heated. Let's regroup to solve the problem tomorrow.

I have made the B decision to resolve the problem this way.

It is imperative that requirements be as clear as possible before the project management plan is finalized. Focusing on points of agreement is smoothing, adjourning the discussion until tomorrow is avoidance and making the decision unilaterally is forcing. Only problem solving (determining the cause for differing opinions regarding the requirements) helps to clarify the requirements. This can be a tough question unless you realize that the project is being done for the customer. Yes, it is hard to say no to our managers.

There are many points on which we agree. I am certain if we focus on them, we will find a solution.

conflict between the Sponsor. 15 A requirements is BEST resolved in favor of the:

Project manager's Stakeholder. boss.

Customer.

16 Your manager approves the project charter and asks you to begin working immediately and to provide her with a schedule. What should you do FIRST?

Begin creating a project scope statement.

Create an activity list and then begin to assign the activities to resources.

17 Which of the following does NOT Cost benefit assess the value a project brings analysis to an organization?

Net present value

Value analysis

Identify a team and B obtain approval for their participation from their functional managers. Needs assessment C

Notice that none of the choices include "Give her a schedule." First things first! The project scope statement and other planning activities must be completed before a schedule can be created. Value analysis is a way of finding the least expensive way to do the work.

18 There are over 30 stakeholders on a new software development project , and no one can agree on the project objectives. One stakeholder believes the project can achieve a 30 percent improvement while another believes a 50 percent improvement is possible. The project manager thinks a 10 percent improvement is more realistic. What is the BEST course market demand, a business 19 A of action? need, and a legal need are ALL:

Move forward with the project and look for more information later to settle the issue.

Average the numbers and use that as an objective.

Perform a Ask the sponsor to C feasibility analysis. make the final decision.

This type of issue must be settled early in the project because the content and extent of the entire project management plan depends on the deliverables and objectives. The best way to resolve the issue is by performing a feasibility analysis, which is a problem solving method. The other choices are really smoothing or forcing.

Reasons to have change management.

Justifications for Reasons to have a Reasons to create B initiating a project. team. a management plan.

These are all good justifications for a project to be initiated.

Begin estimating the activities necessary to complete the scope of work.

D

A 20 All of the following statements They can help in about project feasibility studies are selecting one true EXCEPT: project over Because each 21 Your management has decided another.

B They can be the first project phase or a separate project. This is program

C They can be used to determine if a project should be completed. This is a recurring

D They can be used to determine project team members. Orders incurring

D

C

A feasibility study addresses whether the project should be done. Its purpose is not to determine team members. Because orders are numerous and of

that all orders will be treated as "projects" and that project managers will be used to update orders daily, to resolve issues, and to ensure the customer formally accepts the product within 30 days of completion. Revenue from the individual orders can vary from US $100 to US $150,000. The project manager will not be required to perform planning or provide documentation other than daily status. How would you define this situation? 22 A project manager is planning a project when he discovers the project has many different deliverables which must be completed in a sequence, with each deliverable dependent on starting after the previous one is completed. What is the BEST thing the project manager can do?

individual order is a "temporary endeavor," each order is a project.

management since process. there are multiple projects involved.

revenue over $100,000 would be considered projects and would involve project management.

short duration, this situation is a recurring process, not a project.

Obtain a project charter for each work product.

Make sure the WBS has work packages that include extra team meetings.

Make sure the A communications management plan addresses interdependencies.

23 Which of the following statements BEST describes the rule that has been ignored when a project which was originally scheduled for completion in six months has been ongoing for two years?

Too many activities The project needs can mean the only one project project never is sponsor. completed.

This question tests your understanding of the definition of a project. A project has a beginning and an end, and has a unique product, service, or result. According to this question, the deliverables described must be done in sequence, indicating that each deliverable is dependent on the previous one for the work to continue. Each of these deliverables is, in reality, a separate project, and should be managed accordingly. Thus, a project charter for each deliverable is required. The WBS is a good way to determine project objectives, however, that does not relate to the question presented. There is no reason to suspect there were too many activities or more than one sponsor , but letting a project continue to expand (from 6 to 24 months) violates the definition of a project as something temporary. Project managers need to have a broad base of experience and knowledge. Therefore, the best choice is Candidate D.

24 The human resources department Candidate A wants to hire a new project manager from within the company. They can choose from the following candidates: Candidate A has good management knowledge; Candidate B has good project management knowledge; Candidate C has solid technical knowledge; Candidate D has general management, project management, and technical skills. Who is the BEST candidate?

Candidate B

Make sure each team member knows how his or her activities interact with other activities.

The work A project is breakdown something that is structure is a good temporary. way to determine project activities.

D

Candidate C

D

Candidate D

25 You are the CEO of a large publishing house and desire to improve project management practices in your company. What is the BEST thing to do in order to manage the publication of each issue? 26 A project manager is trying to complete a software development project, but cannot get enough attention for the project. Resources are focused on completing process-related work and the project manager has little authority to assign resources. What form of organization must the project manager be working in? management processes 27 Project can be categorized into five groups. The process groups are linked by the results they produce. The outputs of one often become the inputs to another. What is the MOST appropriate sequence of the five project management process groups? 28 The policies, methodologies, and templates for managing projects within the organization should be supplied by the: 29 You are a project manager in a large organization that uses a matrix structure for projects. You have been asked to investigate what organizational structure your competitors use and how this affects their ability to manage projects successfully. How would you describe the MAIN difference between a matrix organization and a functional organization?

A Clearly define the work to be supplied by other companies.

B Retain the functional organizational structure.

C Set up a project office.

D Identify all the stakeholders for this project.

B

A project is temporary and unique. This is an example of a business process that is ongoing and repeatable. Such processes are best managed in a functional organization.

Functional

Matrix

Expediter

Coordinator

A

In a functional organization, the project manager has the least support for the project and has little authority to assign resources. Project expediter and project coordinator are roles in a weak matrix organization.

Initiating, planning, monitoring and controlling, executing, closing

Initiating, executing, monitoring and controlling, planning, closing

Initiating, planning, executing, monitoring and controlling, closing

Initiating, monitoring and controlling, planning, executing, closing

C

Some questions on the exam can be quite easy. This one tests whether you know how to organize the project management processes.

Project sponsor.

Functional department.

Project management office.

Project manager.

C

This is a role of management office.

In a functional organization, project managers have more authority than they do in a matrix organization.

More people work full-time on projects in a functional organization than in a matrix organization.

Project team members usually report to two bosses in a matrix organization; the functional manager and the project manager.

Most companies have found that functional organization structures provide the most flexibility for managing projects.

C

Functional

Line

Matrix

D

Did this question make you think? Notice how many of the choices twist around the truth to make them incorrect. If you picked an incorrect choice try to figure out why your choice was not correct. Project managers have less authority in a functional organization than in a matrix organization. The amount of time people work on projects depends on the needs of the organization, not how the organization is structured. Functional organizations do not provide The key word here is "crossflexibility. disciplinary." Cross-disciplinary means the project covers more than one department or technical area of expertise. In such a case, a matrix organization is needed with representatives from each department or discipline.

30 Which type of organization is Projectized BEST for managing complex projects involving crossdisciplinary efforts?

the

project

A 31 Which of the following statements They determine BEST describes how stakeholders the project are involved on a project? schedule, deliverables, and requirements.

C They determine the resource needs and resource constraints on the project.

D They help provide assumptions, the WBS, and the management plans.

They are working 32 A project team is working on They have not manufacturing a new product, but identified the on a process and they are having difficulty creating a project objectives. not a project. project charter. What is the BEST description of the real problem?

The end date has not been set.

They have not identified the product of the project.

B

project manager in a 33 A predominantly hierarchical organization has been assigned a major project with aggressive timelines. The BEST approach for developing an initial project charter in this environment is to:

Create a project charter jointly with management for distribution to potential team members and stakeholders.

Create a project charter with the functional managers and present it to the sponsor for signature.

C

Create a project charter using brainstorming sessions with potential team members and stakeholders.

34 All of the following are correct He or she is statements about a project assigned after the manager EXCEPT: project charter is created.

35 Who has more power in a strong matrix organization? 36 A project manager is completing the WBS with the project team, but the session is hard to manage. There are 200 people in the room representing four different departments. Some of the people who will be working on the project later are talking about other things while earlier work is discussed. Which of the following BEST describes the real problem?

Project manager

B They help to determine the project constraints and product deliverables.

Create and present a draft project charter to potential team members and stakeholders to solicit their input.

He or she may He or she initiate changes to manages changes the project. and factors that create change.

Senior management The project They are not sponsor should be following the leading this kind of project meeting. communications management plan.

Sponsor

B

He or she is held A accountable for project success or failure.

Functional manager There are too The project many departments manager is really involved in the managing a project. program.

A D

The project manager determines the project schedule through schedule development. The team and other stakeholders provide the inputs. Since it is also the project manager's role to determine resource needs and create management plans, the choices including those roles cannot be best. Stakeholders are generally not involved in WBS creation either. They do, however, help in determining project constraints and product deliverables. Notice how tricky questions can be if you do not read them correctly! Watch for this in other questions, and pay close attention to the differences in wording. Manufacturing a product is an ongoing process; it is operational work, not project work. Therefore, the manufacturing team would have no reason to create a project charter and would have difficulty doing so if they tried, because of the ongoing nature of the work. The type of organization you are working in has a direct influence on the project. A participative approach will probably not be as effective in a hierarchical organization.

A project manager manages, and may initiate changes to the project. He or she is held accountable for project success. A project manager is involved in the creation of the project charter. Therefore, he or she is assigned during project initiating, not after it. The project manager has more power in a strong matrix organization. The project sponsor should not be in charge of the WBS creation, and there is no indication that there are too many departments involved. Because there are so many people on the team, and because the work is apparently broken up into major components that have little to do with each other, this "project" is most likely a program; a group of related projects.

A 37 A new project manager is having The sponsor. difficulty creating a WBS with the team. To alleviate this situation, the project manager should ask for help from:

B Other project managers.

C The project management office.

D The team.

38 Senior management has imposed Project sponsor a project delivery date prior to acceptance of the project scope statement. To whom is the project manager MOST accountable?

Project team

Customer

Senior management

C

39 All of the following are parts of the Giving team's stakeholder management stakeholders effort EXCEPT: extras.

Identifying stakeholders.

Determining stakeholders' needs.

Managing stakeholders' expectations.

A

40 You are the project manager for a Eliminate some large installation project when you stakeholders. realize there are over 200 potential stakeholders on the project. Which of the following would be the BEST course of action for you to take?

Contact your manager, and ask which stakeholders are most important.

Gather the needs of all the most influential stakeholders.

Find an effective way to gather the needs of all stakeholders.

D

41 All of the EXCEPT:

The stakeholders' impact on the project must be assessed.

The stakeholders do not have a role in determining the project management plan unless they are part of the project team.

The C communications management plan is part of the project management plan.

Go with the second representative's opinion because it is not practical for the project management office to manage all projects. The most important projects should be managed by a focused group of trained project professionals.

Get other opinions from the representatives' employees.

Begin the process D of gaining authority and formal approval for implementing all three choices.

following

are

true The project manager needs to determine the skills of the stakeholders.

42 You are considering creating a project management office (PMO) in your organization and have solicited the opinions of some of the senior managers. The first representative recommends the PMO should manage all projects in the organization. The second believes the PMO should handle large projects budgeted over a defined dollar amount. The third thinks a PMO should simply provide support to the department project managers. What should you do?

Go with the first representative's opinion because a project management office is intended to be a central repository for all project information and management of all projects.

C

This is a role of the project management office. Although the project manager can get help from other places, the project management office can provide the most expertise. The project manager must facilitate a fair and equitable solution, but the customer is the first of equals.

Identifying all the stakeholders, determining their needs, and managing their expectations are all parts of good stakeholder management. Giving stakeholders extras is known as gold plating. This is not effective stakeholder or quality management. You need to consider the needs of all your stakeholders.

The project manager must assess the skills of the stakeholders and analyze their impact. The communications management plan is part of the project management plan. On most successful projects, the stakeholders are actively involved in project management plan creation. The statement contradicting this fact is the exception among the choices offered. The project management office can be established to offer services ranging from basic support to total management of all projects. Gaining approval for implementing all of these options covers the diverse opinions of management, and will meet all their needs.

43 You are a project manager in a large organization that uses a matrix structure. You have been asked to investigate what organizational structures your competitors use and how the choice affects their ability to manage projects successfully. Which type of organizational structure gives the LEAST amount of authority to project managers? 44 A project manager is assigned to an environmental engineering project chartered to build a reverse flow fish ladder on a river. An environmental group is performing the project. This type of project has never been done before. The project manager has decided to build a basic project schedule and to detail the work of each part as the current part nears completion. What BEST describes what the project manager is doing?

A Functional

Matrix

C Projectized

D Profit centers

A

Read the last line and you will find the real question. This is an example of a wordy question. The project manager has the least authority in a functional organization where the functional manager is king.

The process of planning change control

The process of progressive elaboration

The process of C reiterating a plan in the same order from project to project

Even with the best of efforts, the project management plan may not be finalized when the project work begins. This project has taken into account that planning is an interactive and ongoing process, and is using the process of progressive elaboration.

How the team will implement the plans for ensuring the project will satisfy the needs for which it was undertaken

When and how human resources will be brought into and taken off the project team

If independent estimates are needed, who will prepare them and when

C

Project manager to Expediter to the the functional coordinator. manager.

Functional manager to the project manager.

Functional manager to the sponsor.

C

What information should be sent to whom, and when information should be sent is included in a communications management plan. How the team will ensure the satisfaction of the needs for which is created is a quality management plan. Details about independent estimates is covered in the procurement management plan. Plans for when and how human resources will be brought into and taken off the project team is documented in the staffing management plan. In a weak matrix organization, the power resides with the functional manager. When the organization goes to a strong matrix organization, the power shifts to the project manager.

Projectized

Strong matrix

Weak matrix

D

The controlling process of ensuring that project objectives are met by taking corrective action when necessary

45 Which of the following BEST What details about describes what is included in a the project should staffing management plan? go to whom and when the details need to be sent

46 An organization is going through an evolutionary phase of restructuring the way it does projects. In a shift from a weak matrix organization to a strong matrix organization, the power is shifted from the: 47 Which form of organization retains many characteristics of a functional organization and treats the project manager's role as more of a coordinator or expediter than a manager?

B

Functional

The description is one of a weak matrix organization where the project manager does not have much power.

A Be included as activities to be performed during project closure.

B C Have a separate Not be viewed as phase in the part of a project. project life cycle, because a large portion of life cycle costs is devoted to maintenance and operations.

D Be viewed as a separate project.

C

Remember the definition of a project: temporary and unique. Operations and maintenance are considered ongoing activities, not temporary. Therefore, such work is not considered a project or part of a project.

49 Important aspects of a product include the ongoing operations and maintenance. Which of the following BEST describes how operations and maintenance activities impact a project?

They should be included as activities in the project WBS.

Work involved in turning over the product of the project should be included as part of the project.

They should be undertaken as separate projects under a mutual program.

They should not be B broken out as separate phases in the project life cycle.

50 Two project managers have just realized they are in a weak matrix organization and their power as project managers is quite limited. One figures out that he is really a project expediter and the other realizes he is really a project coordinator. How is a project expediter different from a project coordinator? 51 Four project managers are having lunch together and discussing their projects. Most of the time they are just complaining about how hard projects are to manage in their company. Some complain about the stakeholders and the number of changes they cause. Others talk about how hard it is to get people to cooperate and perform. One project manager wants to focus on the advantages of the matrix-type organization they all work in for their projects. Which of the following would he mention?

The project expediter cannot make decisions.

The project expediter can make more decisions.

The project expediter reports to a higher-level manager.

The project expediter has some authority.

You might remember a similar question with a different answer. Operations and maintenance activities are not part of projects. The work to collect data, meet with operations and maintenance to explain the project, and other such activities should be included in the The project coordinator reports to a project. higher-level manager and has authority to make some decisions. The project expediter has no authority to make decisions.

Improved project manager control over resources

More than one boss for project teams

Communications are easier

Reporting is easier A

Communications and reporting are easier in a projectized organization. In a matrix organization, team members have more than one boss, but that is a disadvantage, not an advantage. Improved project manager control over resources is an advantage of a matrix organization as compared to a functional organization.

52 In a projectized organization, the Reports to many project team: bosses.

Has no loyalty to the project.

Reports to the functional manager.

Will not always have a "home."

D

53 What are the project management Initiating, process groups? developing, implementing, supporting

Initiating, planning, executing, monitoring and controlling, closing

Feasibility, planning, design, implementation, support

Requirements analysis, design, coding, testing, installation, conversion, operation

B

The main drawback of a projectized organization is that at the end of the project when the team is dispersed, they do not have a functional department ("home") to which to return. Practice Rita's Process Game in the PMP(Author:Bobby)174(Author:Bobb y) Exam Prep book until you fully understand how these fit together.

of ongoing 48 Consideration operations and maintenance is crucially important to products of projects. Ongoing operations and maintenance should:

A

A The government official can negatively impact the project.

B The government official knows the end-users better than either of us.

C The government official is a stakeholder since the buses will be used in his city.

D The government A official is a stakeholder because he will be using the buses.

Say "No" to the stakeholder a few times to dissuade him from submitting more changes.

Get the stakeholder involved in the project as early as possible.

Talk to the stakeholder's boss to find ways of directing the stakeholder's activities to another project.

Ask that the B stakeholder not be included in the stakeholder listing.

56 In which project management Initiating process group is the detailed project budget created?

Before the project management process

Planning

Executing

C

57 In project executing, a project Strong matrix manager from the information systems department is trying to complete the project, yet is constantly faced with interference from the manager of the engineering department. The engineering department keeps changing the resources assigned to the project team and their availability. What type of matrix Whichthis represent? project management Planning 58 does process group generally takes the MOST project time and resources?

Weak matrix

Functional matrix

Tight matrix

B

In a strong matrix, the project manager has the power. There is no such thing as a functional matrix, and tight matrix means co-location. In a weak matrix,as described in the question, the functional manager has the power.

Design

Integration

Executing

D

Doing the actual work will generally take the most project time and resources.

59 One of your team members The project informs you that he does not know manager which of the many projects he is working on is the most important. Who should determine the priorities between projects in a company?

The project The project The team management team management office (PMO)

C

Because the question talks about priorities between projects, this cannot be the role of the project manager, the project management team, or the project team. Determining priorities between projects is a role of the PMO.

54 You are a public executive working on your fourth project to order new buses for a transportation route between two cities. You include a government official as a stakeholder and include meetings with that official in the WBS. Your manager objects to such activities as unnecessary. The BEST response is to inform your manager that: 55 A particular stakeholder has a reputation for making many changes on projects. What is the BEST approach a project manager can take at the beginning of the project to manage this situation?

This question tests two areas: your knowledge of stakeholders and your understanding of the level of stakeholder involvement that would justify including the official in meetings. The government official could be a stakeholder, but that alone is not a definitive reason to include him in meetings. The fact that the official could negatively impact the project justifies the need to include him such meetings. The inproject manager cannot avoid the stakeholder, because he has a stake in the project. The project manager can say "No," but this does not solve the root cause of the problem. There may be some good ideas within those changes. The only choice that deals with the problem is getting the stakeholder involved in the project as soon as possible. Changes generally arise due to lack of input at the beginning of the project. If the project manager begins effective communication with this stakeholder early, there is a much better chance his changes will be discovered during the planning process, when they will have less of an impact on the project. Notice the use of the word "detailed." Such a budget is created in project planning.

60 A new project manager has just been assigned a project that is in progress and is two weeks behind schedule. The team members are about to be distributed to another project based on the original time estimates by the functional manager. What type of organization is the new project manager in? from the business 61 People development department are the only ones completing a project. Whenever questions arise, they are transmitted to the heads of other departments, to the people in these departments, and then back to the business development department. This is causing delays on the project. Why might this method of communicating be A frequent complaint about matrix 62 happening? organizations is that communications are:

63 A manager and the head of engineering discuss a change to a major work package. After the meeting, the manager contacts you and tells you to complete the paperwork to make the change. This is an example of: 64 You have just been assigned to take over a project your management has told you is "out of control." When you asked your management what the problems were, they had no specifics, but said the project was behind schedule, over budget, and the client was dissatisfied. Which of the following should be of the MOST concern to you? 65 You have just been assigned to manage a project in the middle of project executing. The BEST way to control the project is to:

A Projectized

B Tight matrix

C Balanced matrix

D Functional

The There is no project communications charter. management plan is not clear.

The project is being managed in a functional organization.

Hard to automate. Closed and inaccurate.

Complex.

Management attention to scope management.

A project expediter A change control position. system.

Management planning.

The project is over There is very little budget and behind documentation schedule. related to the project.

The client is very dissatisfied with the project's progress.

Use a combination Hold status Refer to the bar of communication meetings because chart weekly. methods. they have worked best for you in the past.

D

This is a functional organization with weak project manager authority.

The work breakdown structure did not show responsibilities.

C

There is no indication that the situation is not part of the communications management plan. The project charter does not include a plan for communications. The WBS does not show responsibilities. This type of communication is common in a functional organization.

Misleading.

C

Because team members have two bosses, the communications are complex. Communications COULD also be misleading, but if managed well, this would not be a true statement. Thus, "complex" is the most correct answer. This is an example of a project expediter position because you are not evaluating the change, looking for impacts, etc. You are merely implementing others' requests.

C

Your management B is looking for rapid and visible action on this project to rectify the problems.

Without adequate documentation, it is impossible to know what was agreed upon and the status of the project.

Meet with management regularly.

Your communication needs to be correct for the situation. Because situations vary, so must your communication methods.

A

66 You have just learned that one of your team members has not been adequately trained to complete project activities as assigned to him. How will you handle this situation?

A Replace this team member with someone more qualified.

B Request proper training be provided and paid for by the functional manager.

C Revise the schedule to account for the decreased effectiveness of this resource.

D Mentor this resource during the remainder of project duration.

D

67 A stakeholder complains that the Begin project project did not increase the closure. department's knowledge of Java programming and therefore, the project is not complete. The customer has accepted the project. The project manager determines that all stated requirements and deliverables have been met. He does not find evidence that Java programming was a requirement. A review of project correspondence shows no mention of the deliverable. The project manager should:

Replan the project Meet with the team to include the new to discuss the objective. issue and find a resolution.

Get the project stakeholders involved to help resolve the issue.

68 The customer has accepted the completed project scope. However, the lessons learned required by the project management office have not been completed. What is the status of the project?

The project is incomplete because it needs to be replanned.

The project is incomplete until all project and product deliverables are complete and accepted.

The project is complete because the customer has accepted the deliverables.

The project is B complete because it has reached its due date.

69 While staffing a project in another country, the project leader from that country comes to you with a suggested team consisting of members of the project leader's family. Your FIRST course of action should be to:

Inquire if hiring only through family lines is common practice in the project leader's country.

Review the resumes of the individuals to see if they are qualified.

Ask the project leader to provide additional names of people unrelated to him/her.

Use a different A project leader to prevent problems later in the project.

A

There is no need to take such drastic action as replacing the team member, because you would have accounted for the team member's level of experience and productivity in the project management plan. Training for project work is considered part of the cost of the project. Revising the schedule is unnecessary, as no impact to the project is referenced in the question. Mentoring is the only logical choice, and work that a project manager may be frequently called on to perform. The full and satisfactory delivery of project deliverables marks the end of the work and the beginning of closure.

Replanning is uncalled for by the situation described. Reaching the planned completion date does not mean the project is necessarily finished. A project is complete when all work, including all project management work, is complete and the product of the project, not just deliverables, is accepted. The lessons learned are project management deliverables, and therefore must be completed for the project to be complete. Ask yourself, what is the root problem? Your first action would be to find out whether working with family members is a common practice in that country, as there is nothing inherently illegal in this activity. Then, you would review qualifications. You may find it is not necessary to ask the project leader to provide additional names, or to consider using a different project leader.

70 You are in the middle of a new product development project for your publicly traded company when you discover the previous project manager made a US $3,000,000 payment that was not approved in accordance with your company policies. Luckily, the project cost performance index (CPI) is 1.2. What should you do? preparing your risk 71 While responses, you realize you need to make adjustments to the project to compensate for unknown risk events. These adjustments are based on your past project experience when unknown risk events occurred and knocked the project off track. What should you do?

72 Due to corporate restructuring, the project sponsor, a major stakeholder, and the CEO have left the company. The project manager's project is past the halfway point and the remaining members of the management team have been lukewarm toward the project. The new CEO does not place a high value on project management methodology, and the project team is nervous about its future. Under these circumstances, what is the project manager's primary responsibility?

A Contact your manager.

B C D Put the payment in Bury the cost in the Ignore the an escrow largest cost center payment. account. available.

Include a management reserve in the budget to compensate for the unknown risks, and notify management to expect unknown risks to occur.

Document the unknown risk items and calculate the expected monetary value based on probability and impact that may result from the occurrence.

Try to determine if the team should continue to work on the project.

Ensure a conflict of interest does not compromise the legitimate interests of the customer.

A

Putting the payment in an escrow account or burying the cost hides it. Ignoring the payment is not an option. Project managers must deal with potentially unethical situations like the situation described. This payment must be brought to the attention of the project manager's manager.

Determine the unknown risk events and the associated cost, then add the cost to the project budget as reserves.

With the A stakeholders, determine a percentage of the known risk budget to allocate to a management reserve budget.

Interact with others in a professional manner while completing the project.

Provide accurate and truthful representations in all project reports.

This question is asking how unknown risks are handled. It should be a reminder that, although the risk management process is designed to identify risks, not all risks can be identified. Some will inevitably remain unknown, and thus, they cannot be identified or assessed. A management reserve is not calculated based on a percentage of known risks. The amount of known risk reserves will have no impact on the number of unknown risks. Past history of what projects have needed is a better indicator. A management reserve is used for unknown risks, and it is wise to inform management that unknown risks can occur. The project manager's primary responsibiity is to complete the project he was chartered and approved to complete. He also has a secondary responsibility to make sure the project is still necessary, and to determine whether it needs to change based on the customer's needs. Protecting a project from conflicts of interest and providing accurate and truthful reports are always part of a project manager's professional and social responsibility. However, completing the project in a professional manner is the primary responsibility.

C

A 73 You have been working on a nine- Determine when month project for six months. The resources will project is ahead of schedule when become available. one of the functional managers tells you the resources committed to the project are no longer available. After checking further, you discover the company has just started another project and is using the resources committed to your project. You believe the new project is not critical, but the project manager is the son of a board member. What is the BEST course of action in this situation?

B C Ask the project Use the reserve to management office hire contractors to to formally complete the work. prioritize the projects.

D Negotiate a new schedule with the other project manager.

74 The project has a critical deliverable that requires certain expertise to complete. The person who was going to complete the activity has left the company and there is no one else available within the company who can complete the work. Therefore, the project manager needs to acquire the services of a consultant as soon as possible. To do this, the project manager should:

Follow the requirements set up by the company for using outside services.

Bypass the company procedures as they are not relevant to the situation.

Expedite and go directly to his/her preferred consultant.

75 During a meeting with some of the project stakeholders, the project manager is asked to add work to the project scope. The project manager had access to correspondence about the project before the project charter was signed and remembers that the project sponsor specifically denied funding for the scope mentioned by these stakeholders. The BEST thing for the project manager to do to: A control chart shows the last eight 76 is

Let the sponsor know of the stakeholders' request.

Evaluate the impact of adding the scope.

Rule of seven.

Rule of eight.

pipes produced were all average weight. You inform management that problem because the violates the:

less than need to there is a situation

B

It is a responsibility of the project management office to prioritize the company's projects. When prioritization is clear, it is easier to allocate resources among projects.

Ask his/her manager what to do.

A

Company procedures must be followed. This does not mean extensive procurement procedures will apply. Many companies have emergency procedures.

Tell the stakeholders the scope cannot be added.

Add the work if there is time available in the project schedule.

C

Alhough one could let the sponsor know about the stakeholders' request, the best choice listed would be to say no. An even better choice would be to find the root cause of the problem, but that choice is not listed here.

50/50 rule.

3 sigma rule.

A

Less than the average weight means there isn't a normal and expected variation in the process. This condition has occurred seven or more times in a row. The process is out of control.

77 Your project team has been informally meeting with sellers to discuss the sellers' "best practices" relative to upcoming potential work from your company. During one of these sessions, a seller offers to give you tickets to a sporting event if you will tell him the names of other companies you have been meeting with. What is the BEST response? 78 When checking the calendar of a team member to schedule a meeting, you see she has scheduled a meeting with a key stakeholder that you were not informed of. The BEST approach would be to:

79 The project manager is having a very difficult time keeping the project schedule on track. The project requires 220 people to complete it. All the project problems have been fixed to the project manager's satisfaction, the schedule performance index (SPI) is currently 0.67, the cost performance index (CPI) is 1.26, there are 23 activities on the critical path, and the project PERT duration is 26. Under these circumstances, the monthly status report should report: 80 Your employee is three days late with a report. Five minutes before the meeting where the topic of the report is to be discussed, she hands you the report. You notice some serious errors in it. What should you do?

A B C Ignore the question Answer the Ask him why he and refuse to meet question, but needs to know. with him again. respectfully refuse the offer.

D Refuse to answer the question and remove the company from consideration for future work.

Avoid mentioning it Notify your boss to the team about the problem. member but continue to watch her activities.

Address the concern with the team member's boss.

That the project is doing well.

That the project will be late.

Cancel the meeting and reschedule when the report is fixed.

Go to the meeting and tell the other attendees there are errors in the report.

D

You need to protect your company's interests and limit sellers from gaining information that can be used to their advantage in subsequent negotiations. You might also wonder what other confidential information the company may try to acquire if you were to work with them.

Address the concern with the team member.

D

That the project cost is behind budget.

The issues and options.

D

Not mentioning the issue to the team member is withdrawal. Notifying your boss or the team member's boss would not be appropriate until you learn the root cause of the problem. Always look for the choice that deals with and solves the problem. In this case, the best course of action is to address your concern with the team member directly. The professional and social responsibility of the project manager requires that the truth be told. Reporting that the project is doing well is lying and unethical. Reporting that the project will be late is not the correct choice because you do not KNOW the project will be late. There is time to fix the problems. You would not report that the project is behind budget, because there are no cost problems illustrated in the question. As in any report, you need to state the issues and options.

Allow the employee to do the presentation and remain silent as the other attendees find the errors.

Cancel the meeting and rewrite the report yourself.

A

Allowing the employee to deliver the inaccurate report is penalizing and embarrassing her. The only choice that does not involve decreasing the employee's morale or wasting the time of the other attendees is to cancel the meeting, and reschedule when you and the employee have identified and addressed the root cause of the problem with the report.

81 While completing a project, a project manager realizes he needs to decrease project costs. After researching his options, he comes up with the following options Which choice would DECREASE project costs?

82 A manager has responsibility for a project that has the support of a senior manager. From the beginning, you have disagreed with the manager as to how the project should proceed and what the deliverables should be. You and she have disagreed over many issues in the past. Your department has been tasked with providing some key work packages for the project. What should you You are managing a two-year 83 do?

project involving staff from several departments. The project is on schedule and within budget. A key team member leaves for a fourweek vacation without completing a highly technical and specialized activity assigned to him (activity A). The project team cannot begin activity B or activity E (a critical path activity) until activity A is completed. Activity A has three days float and is not on the critical path. A team member, a seller, and a non-team member work overtime to complete activity A within its float time. You need to reimburse the non-team member's department and pay the seller at an overtime rate. What action should you take?

A Change to component A from component B. Component A costs more to purchase, but has a lower life cycle cost than B.

B Change activity A to be completed by resource B instead of resource C. Resource B is a more experienced worker.

C D Move activities B Remove a test D and H to occur from the project concurrently, and management plan. accept a 30 percent increase in the risk that five more resources will be needed later.

Provide the Inform your manager with what manager of your she needs. concerns to get her support.

Sit down with the Ask to be removed A manager at the from the project. beginning of the project, attempt to describe why you object to the project, and discover a way to solve the problem.

Send a complaint Reevaluate your letter to the key communications team member's management plan. boss, and ask him to fund the extra cost expended.

Thank the others Pay the cost out of B for filling in, but tell your project them not to waste reserves. time on non-critical path activities.

Changing to a component with a lower life cycle cost will not decrease project costs, just costs over the life of the project. It will not solve the problem. Using a more experienced resource will almost always lead to higher costs, and making activities occur concurrently could affect costs later, due to the increased risk. Although it may not be the first choice to think of, deleting a test would decrease costs, so it is the best answer offered. It may also decrease quality, but that is not the We assume that proper project question. management was followed and your opinion was considered during project initiating. Therefore, you need to provide the work as approved by management.

Notice the issue of the key team member leaving has already occurred. Although the activity was not on the critical path, it would have impacted a critical path activity if it was not completed within its threeday float. Therefore, advising the participants not to waste time on noncritical path activities is not correct. The best choice is to discover why the problem happened so you can prevent similar situations in the future. Only a reevaluation of the communications management plan looks at the cause of the problem.

84 Although your company is not the lowest bidder for a project, the client has come to expect good performance from your company and wants to award the contract to you. To win the contract, the client asks you to eliminate your project management costs. The client says your company has good project processes, and project controls unnecessarily inflate your costs. What should you do under these circumstances? 85 In project planning, it becomes apparent that factions within the client's company have significantly different views on how the project should be structured and how the deliverables should be defined. Which of the following is the BEST thing to do?

A Eliminate your project management costs and rely on experience.

B Remove costs associated with project team communications, meetings, and customer reviews.

C Remove meeting costs but not the project manager's salary.

D Describe the costs D incurred on past projects that did not use project management.

Ask the client when they will be in agreement on the project requirements.

Work with leadership from each area to collaboratively engineer a mutually acceptable solution.

Make sure the terms and conditions of the contract are clear.

List the consequences of changes in the requirements section of the contract.

B

Describing the costs on past projects incurred due to project management processes not being used addresses the real problem by giving the client information they may not have. An alternate choice is to explain that project management and its associated costs are reasons for the company's past performance and success. Project management activities are not optional.

Asking the client when they will be in agreement on the requirements is withdrawal. Making sure the contract terms and conditions are clear will help only after the fact. Listing the consequences of changes is a penalty. You need to encourage the client to realize they have a problem and work with them to finalize their requirements. Offering to pay officials not to award a project to a particular company is clearly a bribe.

86 Which of the following payments Offering to pay the Payment for mail on an international project is country officials for service unacceptable? not awarding the project to a particular company

Payment for a Payment for police A "foreign workers protection application license" required in the country

87 Payment for routine government A bribe. action by a foreign official is:

Not payable upon violation of government law.

Allowed only if they B process the project schedule.

This is the definition of what is NOT a bribe.

Do not hire women.

Provide the women A you hire with extra work to increase their salary.

Working under these rules would be a clear violation of the fundamental right to nondiscriminating treatment. You should recommend that your company not open the plant in that location.

Always apply the business practices of your own country.

Do whatever it takes to manage the project successfully.

Ethics questions are tough because they push the envelope of project management. A "you have your way, I have mine" approach disregards activities that might be legal in another country but are illegal in your own country. It does not always work to apply the business practices of your own country, because each country has its own laws. No matter the circumstances or location, the rule against violating fundamental human rights is applicable.

88 Your company wants to open a Do not open the plant in a country where the law plant. stipulates that women can earn only 50 percent of what men earn. Under these circumstances, what should you recommend to your company?

Allowed.

Your company should meet with government officials and try to get a waiver that equalizes the rate between men and women. 89 Which of the following rules should You have your way, Do not violate any apply to international dealings on I have mine. basic fundamental your project? human rights.

B

are making another 90 You international trip and have been invited to a holiday celebration. During the celebration, you discover that all of the subcontracted work for the project is going to be given to the brother of one of the team members. What 91 While shouldvisiting you do?the country where a new branch office is being built, you are told you must pay a US $5,000 fee to the government permit officer to obtain the facility permit required by law to start construction. The construction company tells you this is standard practice and is required by law. What should you do? 92 Your company is in competition to win a major project for the government of a country. Your contacts in that country inform you that you must make a large payment to the foreign minister to be considered for the project. What should you do? 93 A large, complex construction project in a foreign country requires coordination to move needed equipment through crowded city streets. To ensure the equipment is transported successfully, your contact in that country informs you that you will have to pay the local police a fee for coordinating traffic. What should you do? 94 The success of your new project requires several of your people to work in a foreign country for six months. The team informs you that in this country a payment is required to obtain visas. What should you do? 95 Payment for any decision made or encouraged by a foreign official with respect to whether a company will be awarded a project is BEST described as:

A Do nothing.

B Evaluate the cost of the subcontracted work.

C Determine what the common practices are in that country.

D Tell the team C member that such actions are not allowed.

Pay the fee.

Refuse to pay the fee.

Have the construction company pay the fee.

Have the customer A pay the fee.

This type of payment is not a bribe.

Have the local contact make the payment.

Make the payment. B

Payments for non-routine government actions are bribes and should not be paid.

Do not pay the fee C if it is not part of the project estimate.

This is a fee for service paid to a government official. It is therefore not a bribe.

Inform your Do not make the company's payment. management, and ask for direction.

Do not pay the fee Eliminate the work. Pay the fee. because it is a bribe.

This is not a case of doing nothing. You cannot jump in and start looking at cost or determine that the practice is not allowed without first identifying the common practices in that country.

Cancel the project. Include the payment in the project budget.

Do not pay and Do not send your see what happens. people.

B

This type of payment is common and allowable. It should be included in your project budget.

A common practice.

A bribe.

C

Although it might be a common practice, it is best described as a bribe.

Failing to file the Paying a bribe to a Not using minority C necessary permits foreign official workers on the in their own project country

Although some of the other choices might result in a fine, bribes can result in jail time.

96 For which of the following actions Using people from could a project manager incur a outside the project fine and be jailed? manager's country to work on the project

A sunk cost.

A progress fee.

A B C D C 97 While managing a project in Make the payment. Ask the person for Seek legal advice Do not pay and another country, you are asked to proof the payment on whether such a see what happens. make a "facilitating" payment so is required. payment is a bribe. the country officials will issue a work order. What should you do? 98 You are reviewing the expense Seek legal advice. report from one of your team members when you notice a payment he made in another country. You think the payment is a bribe. What is your FIRST course of action? 99 Your project is being completed in Make the payment. another country. It is going reasonably well and is ahead of the cost projections when one of the local officials informs you he will make sure the project work stops unless you pay him US $50. What is the BEST thing to do?

Contact the payee Ignore the in the other country problem; it is in the and ask if the past. payment was a bribe. Offer to pay more than the requested amount to get more support from the official in the future.

File a permit A authorizing the team to make such payments.

Offer to pay a Do not make the smaller amount to payment. discourage future requests for larger amounts.

Whenever you are uncertain of whether a payment is a bribe, you should discuss the situation with legal counsel. In this situation, the company might have to pay large fines. It is best to ask for legal advice.

D

Such payments, however small, are bribes and could incur millions of dollars in fines for the company, including fines for the project manager, and possibly even jail time.

are about to begin 100 You negotiations with people from another country. Which of the following should provide guidance on what business practices are allowed and not allowed? 101 You are managing a new oil purification project in a foreign country. A person informs you that you will have to pay him a "transfer fee" for the permit to move heavy equipment through the city. What is the FIRST thing you should do?

The company code The project charter The scope The negotiation of conduct management plan plan

A

The company code of conduct should cover items such as bribes, guidelines for situations, and other business practices.

Pay the fee, but only to the city.

Do not pay the fee. Make sure the person is really a government official.

Negotiate openly with the city officials.

C

Only government officials can collect routine government fees.

102 A major negotiation with a potential subcontractor is scheduled for tomorrow when you discover there is a good chance the project will be cancelled. What should you do? 103 Which of the following is NOT a measure that determines if a business practice used by another country is an unfair business practice?

Do not spend too much time preparing for the negotiations.

Cut the Only negotiate negotiations short. major items.

Postpone the negotiations.

D

Postponing the negotiations is the most ethical choice and demonstrates good faith. Why spend time in negotiations if it may be wasted time?

It discriminates against women.

B

A common practice in another country does not make it a fair practice.

It hurts the right to It is a common physical practice in the movement. other country.

It does not supply a decent wage for the country and the type of work.

104 A project manager working for a construction company works closely with a design firm. Part of his responsibility is to negotiate and approve bid documents with the design firm. The design firm offers the project manager a job with the firm, which he accepts. When the project manager gives his two weeks notice to the construction company he is not asked, nor does he mention, that the design firm will employ him. For the next two weeks, the project manager continues to negotiate and approve bids and designs submitted by the design firm. In this situation: 105 You are working on an 18-month project with a small, co-located team. The project sponsor and senior management are in another city and have requested weekly updates. The customer requires monthly meetings. Because the team members are busy with the project executing work, they would like to reduce the frequency of meetings. Which of the following BEST describes how status meetings should be managed on this project?

A The departure of the project manager provides both companies with benefits by allowing the companies to strengthen their relationship and enhance communication.

B C The construction There is a conflict company did not of interest. ask and the project manager is not obligated to inform the company of his new job position.

D The project manager is required to inform the construction company in his departure interview.

C

The project manager's primary obligation is to the construction firm, not to the design firm, while still employed by the construction firm. There is a conflict of interest in this case. The project manager's failure to fully disclose his new position and continuing to negotiate and approve bids on behalf of his current employer is not appropriate.

During project executing, you do not need to hold status meetings as long as you send the key stakeholders a status report every week.

Once a month the entire team, including senior management, should meet with the customer. You should discuss the details of the previous month's issues and the current status.

The frequency and D level of meetings, as well as the format and type of information to be exchanged, should be defined in the project's communications management plan during project planning.

The communications management plan should cover all phases of the project.

During project executing, it is only necessary for the project manager to meet with the customer once a month to fulfill your contractual obligation. Provide the customer with the status report and copy this report to key stakeholders.

A Try to restructure the schedule to meet the project deadline.

B C Report your Turn the project assessment to the back to the sponsor. previous project manager.

107 You need to make a major change to the equipment used on your project. You know of a product that meets your needs, but you are worried because your brother owns the company that produces the product. What should you do?

Negotiate a good deal on the product with your brother.

Let the customer Submit the bid and Eliminate your know of the issue. allow your brother brother from to negotiate with bidding. the procurement office.

108 Your company wants to assign a resource to your project and asks you to bill that resource to the customer. This concerns you because you get a bonus for maximizing billings to the customer. What is the BEST thing to do?

Maximize customer billings in any ethical manner possible.

Ask for the customer's approval before adding the resource to the project scope.

106 You've been assigned to take over managing a project that should be half complete according to the schedule. After an extensive evaluation, you discover the project is running far behind schedule, and the project will probably take twice the time originally estimated by the previous project manager. However, the sponsor has been told the project is on schedule. What is the BEST course of action?

109 You are managing a procurement A walkthrough of for a project and have arranged a the project scope. bidder conference with the potential proposers. All of the following are appropriate for a bidder conference EXCEPT:

An explanation of why particular terms and conditions are in the contract.

Ask for clarification of the intent of adding the resource.

D Move forward with B the schedule as planned by the previous project manager and report at the first missed milestone.

B

Remind the C appropriate members of the billing organization that monetary compensation is not worth compromising the integrity of the individual or the organization. A request for Working with the D bidders to offer bidders to their thoughts on determine problems with the alternative scope of the work. solutions for the project.

It is not possible to turn the project back to the previous project manager, as the previous project manager may have left the company, or he may be busy with new projects. That is a form of withdrawal. Moving ahead without addressing the situation also withdraws from the problem, and withdrawal is not the best choice. There are two problems described here; the project is behind schedule, and the sponsor does not know it. There seem to be two possible right answers; restructuring the schedule, and reporting the situation to the sponsor. You should work to get the project on schedule. However, looking only at restructuring the schedule excludes other possibilities, such as cutting scope, which might more effectively deal with the schedule problem. You do not know if the project completion date is critical. What if the sponsor would agree to change the due date? The best choice in this situation is to inform the sponsor of the revised completion time estimate, and discuss options. Project managers have a professional and social responsibility to ensure that any conflicts of interest do not compromise the legitimate interests of the customer. The project manager knows the customer will benefit from the information and must present it. Professional and social responsibility requires the investigation of any instance where the legitimate interests of the customer may be compromised. If such a compromise is found, action must be taken.

It is not common for alternatives to be discussed at the bidder conference. They may be included in bids or proposals and discussed later.

110 Your project sponsor is extremely happy with the project performance to date. To celebrate, he wants to hold a party with dancing and liquor for the entire team. You are concerned because the company policy states that "no alcohol can be served at company events." What should you do?

A The project sponsor is responsible. Hold the event as a good team-building experience.

B Inform human resources that the sponsor is serving alcohol at a company function.

C Tell the project sponsor that the party is a great idea, but no alcohol can be served.

D Suggest the event C be held outside of working hours.

As the project manager, it is your professional and social responsibility to ensure company policies are followed throughout the project.

111 Another project manager has a family emergency and must leave. He has asked you to fill in for him during a team meeting to discuss a minor problem with the project. He has already distributed a detailed agenda and provided you with a copy. When you attend the meeting, several members of the team are making fun of the absent project manager's ethnic heritage. Your company does not have a formal diversity policy covering such behavior. What should you do? 112 You are halfway through a major network rollout. There are 300 locations in the United States, with another 20 in England. A software seller has just released a major software upgrade for some of the equipment being installed. The upgrade would provide the customer with functionality they requested, which was not available at the time the project began. What is the BEST course of action under these circumstances?

Because your Report the incident Hold the meeting company does not to the other project as if nothing have a written manager. happened. diversity policy, there is nothing you can do.

Begin the meeting D with a discussion of diversity and professional behavior.

You have a responsibility to address this situation. Reporting the incident is not problem solving; it is a form of withdrawal. Rather, you should initiate a discussion of diversity and professional behavior, to avert similar behavior in the future.

Continue as planned; your customer has not requested a change.

Inform the customer of the upgrade and the impacts to the project's timeline and functionality if the upgrade is implemented.

Implement the change and adjust the schedule as necessary because this supports the customer's original request.

Implement the change on the remaining sites and continue with the schedule.

B

113 You are in the process of reviewing bids from various sellers for work on your project. One of the bidding sellers has a history of delivering on time and within budget, and you have personally worked with this company successfully on previous engagements. You receive a call from the manager submitting the bid inquiring about how the process is going. He asks to have lunch with you to discuss the bid. What is the BEST response?

Do not mention the other bidders, but simply inform him that based on past experience, he has a good chance of winning the business.

Inform him that it would be inappropriate to discuss the matter at all and document the conversation.

Inform him that it would not be appropriate to discuss the matter over the phone during business hours, but that an informal lunch discussion would be more appropriate.

Politely avoid continuing the conversation and disregard the bid.

B

Professional and social responsibility includes looking after the customer's best interests. Therefore, ignoring the newly available upgrade cannot be best. In this case, the schedule and scope are already approved and all changes must go through the integrated change control process. Implementing the change on any of the sites without following the process is not acceptable. The best option is to inform the customer of the available upgrade and the impacts to the project's timeline and functionality if the upgrade is implemented. It is never appropriate to carry on private discussions regarding the status of any bids with a bidding party. All communications between the solicitor and the bidders must be formal and open to all parties.

114 A team member comes to you (the project manager) privately and informs you that an employee of your customer is making unwelcome advances. The team member has repeatedly requested that this person stop, but the advances continue. What is the BEST course of action? 115 The customer responsible for overseeing your project asks you to provide a written cost estimate that is 30 percent higher than your estimate of the project's cost. He explains that the budgeting process requires managers to estimate pessimistically to ensure enough money is allocated for projects. What is the BEST way to handle the this? process of reviewing the 116 In status of your team's work assignments, you learn the project has fallen behind schedule by one week. The project has high visibility within the organization and is completely date-driven. The project finish date is still two months out and you think you can recover the time over the next month or so. What is the BEST course of action for reporting the You arestatus? assigned to a project that 117 project

senior management has already decided to outsource. As a project manager, you need to work with the contracts department to select the seller and then oversee the seller through project completion. Company policy requires a project of this size go through a formal bid process. A vice president in your company tells you his friend owns one of the companies that might bid on the project and the company would be an excellent choice as a seller. This vice president has a reputation for making or breaking careers. What is generally the BEST course of action?

A Privately confront the customer's employee and threaten legal action if the advances do not stop.

B Suggest that the team member avoid contact with the customer's employee.

C Contact the employee's manager to arrange a meeting to discuss the matter.

D Facilitate a C meeting with the team member, the customer's employee, and yourself to allow the two to work it out amicably.

Add the 30 percent as a lump sum contingency fund to handle project risks.

Add the 30 percent to your cost estimate by spreading it evenly across all project activities.

Create one cost baseline for budget allocation and a second one for the actual project management plan.

Ask for information D on risks that would cause your estimate to be too low.

Report the project on schedule. This is not a significant slippage and there is still time to recover.

Report the project on schedule. Most project management plans are not accurate to less than one or two weeks anyway.

Report the project one week behind schedule and include recommended corrective actions.

Report the project C one week behind schedule and then issue a new report next week showing the problem fixed.

Follow the bid process, and show the vice president why the favored seller is or is not the best choice.

Obtain written permission to bypass the formal bid process.

Let the evaluation team know that management has a favorite seller.

Let the A procurement department handle the situation.

Contacting the employee's manager and arranging a meeting is the best way to handle this discreetly and effectively. This situation does not involve project-related activities, so resolution of the issue is not within the authority of the project manager. Presenting anything other than your original estimate (allocating more to the budget) is inaccurate and calls into question your competence and integrity as a project manager. The customer should list potential changes and risks related to your estimate. If the costs and risks are justified, you can increase the budget. Reporting that the project is on schedule is unethical. It is best to report the true status of the project and your plan of action to resolve the problem.

As a project manager, it is your responsibility to provide criteria to the procurement department based on the project needs, and to protect your project along the way. Leaving the situation to the procurement department is not correct project management practice. Bypassing the bid process is not practical, nor is it in the best interest of the project. Letting the evaluation team know of management's preferred seller will increase the chance of incorrect results during the evaluation. You need to follow the established bid process, and you will be able to justify the outcome to the vice president.

A Delete a lowerpriority work package to make more time and funds available.

B C D Use funds from the Follow the contract Ask for more funds C contingency change control from the project reserve to cover system. sponsor. the cost.

119 A floor in one of the office buildings a company owns is now available for rent. It is imperative that the space be rented within one month. The only offer that has been received is from a company that is a competitor. What is the BEST thing to do in this situation? 120 You are the project manager for one part of a new program in your organization. You are four months into a three-year project when your project team makes significant discoveries on your project. What is the BEST thing to do?

Offer the space to the customer under a short-term lease agreement.

Report the issue to management and inform the customer of their decision.

As part of the lease agreement, include a noncompetitive agreement.

Tell the customer B that your company has decided to use the space.

Make certain the discoveries are included in the project lessons learned.

Make certain the discoveries are reported in the monthly status report.

Make certain you mention the discoveries at the senior management meeting in two months.

Make certain you D tell the other project managers involved in this program about the discoveries at the weekly meeting.

121 There are over 30 stakeholders on your project. The project is being done in another country with people from three countries as team members. Which of the following is the MOST important thing to keep in mind?

The communication channels will be narrow.

Many competing There must be one Conflicts of interest B needs and sponsor from each must be disclosed. objectives must be country. satisfied.

118 You are working on your research and development project when your customer asks you to include a particular component in the project. You know this represents new work, and you do not have excess funds available. What should you do?

This is a common occurrence on projects. When you take the exam, always assume a change requires evaluation and formal approval, unless the question states otherwise. The request from the customer is a change and should be handled as such. Deleting a work package or requesting more funding could be done, but only after evaluation and customer approval, and as part of the contract change control system. Contingency reserves could be used only if the situation had been identified as a risk and was included in the reserve. It is professional and social responsibility to disclose conflicts of interest to the customer, management, and others.

The sooner such discoveries are made known to other project managers, the better you can improve the capabilities of colleagues in your company. It is part of a project manager's professional and social responsibility to build such capabilities. The discoveries should also be documented in the project lessons learned and the status report, especially if that report has a wider distribution. Although it is certainly true that conflicts must be disclosed, there is no indication this is the most important thing to keep in mind. The only option that applies is the need to balance the needs and objectives of all the parties. Especially with the diversity of people involved, these will likely differ.

A B Develop a risk 122 You are a project manager for one Meet with the of many projects in a large and program manager. control plan. important program. At a high-level status meeting, you note that another project manager has reported her project on schedule. Looking back on your project over the last few weeks, you remember many deliverables from the other project that arrived late. What should you do?

C Discuss the issue with your boss.

D Meet with the other D project manager.

123 Over lunch with another project Find out if using an Obtain approval manager, you discuss ways to old format would from your legal identify risks on your project. The be acceptable. department. next day, the other project manager sends you risk identification software created by her company with a copyright date of 2008. What should you do?

Share some of Send the software D your templates back. with her to improve competencies.

124 You have always been asked by your management to cut your project cost estimate by 10 percent after you have given it to them. The scope of your new project is unclear and there are over 30 stakeholders. Management expects a 25 percent reduction in downtime as a result of the project. Which of the following is the BEST course of action in this situation? 125 You are a new project manager for Company B. You previously worked for Company A, which had an extensive project management practice. Company B has its own procedures, but you are more familiar with those from Company A. You should:

Replan to achieve a 35 percent improvement in downtime.

Reduce the estimates and note the changes in the risk response plan.

Provide an accurate estimate of the actual costs and be able to support your estimate.

Meet with the team C to identify where you can find 10 percent savings.

Use the practices from Company A but include any forms from Company B.

Use the forms from Company B and recommend ways to upgrade them.

Talk about changes to the change control board of Company B.

Interact with others B in an ethical way by sharing the good aspects of Company A's procedures.

You should confront the situation by discussing it with the other project manager. You can then find out if the other project is really on schedule and thereby confirm or deny your information. Meeting with the program manager or with your boss would be the next step if meeting with the other project manager validates your concern. You might also develop a risk response plan to deal with the risk to your project. First, though, you need to meet with the other project manager regarding those late deliverables. Any software created by a company is owned by that company. As nothing is said about a license agreement, the other project manager probably does not have the right to send it to you, nor do you have the right to use it. Investigating the option of using an old format is not the best choice in this situation, since you might not have the right to use the software at all. Because this issue deals with legal rights, you might have selected seeking approval from your legal department, but it is not the best choice, as you and your company can be liable for infringing on the project manager's company's rights. It is best to send it back and then clarify your legal options. This is a common problem on projects. If your estimates are accurate, you are ethically bound to stand by them. Management's only option to cut cost is to support the project manager in looking for alternatives related to all project constraints.

You need to follow Company B's procedures while you try to influence improvement via the change management process.

126 You are a project manager on an international project of great importance to the client. The client is from another country and is so pleased with how well the project is going that he presents you with a company automobile for your personal use. The BEST thing for you to do would be to: 127 Adhering to legal requirements, satisfying competing needs, providing accurate and truthful representations, and disclosing conflicts of interest are all: 128 In the course of completing work on the project, the project manager needs to complete an activity she has never done before. During this time, the project manager attends a professional association discussion where the presenter shares how he completed a difficult activity on his project that is similar to the project manager's activity. He provides a handout describing his process. The project You are should: doing business in a 129 manager

foreign country and you are advised by your local contact that it will be necessary to make payments to certain officials in order to get the contract. Such payments are expected in the other country, but are illegal for people from your country. What should do? to lunch by one of areyou taken 130 You your sellers on a current project who has become a friend. He offers you an opportunity to participate in a new venture in association with his company, unrelated to your current employment. What should you do? 131 A team member tells you that when his wife was diagnosed with a serious illness, he stole items from work and sold them, using the money for her treatment. He has since paid back the money taken, in ways that kept his theft secret. Ethically, what should you do?

A Thank him and offer a gift in exchange.

B Politely turn down the gift.

C Ask that the gift be exchanged for something that can be shared by the team.

D Ask for a gift that can be used up before you return home.

B

The only allowable or ethical choice is to refuse the gift.

Examples of scope Examples of the Examples of management. professional and project closure social activities. responsibility of the project manager.

Examples of the intellectual property requirements of subcontractors.

B

The project manager must manage professional and social responsibility.

Use the process to Ask the speaker complete the for permission to activity. use the information.

Ignore the information.

Ask her manager for guidance.

B

Any document created by someone else should be considered copyrighted information. Asking permission is the best choice.

Have the local contact make payments.

Refuse to make the payment and hope to get the contract solely based on your company's abilities.

Call your government officials and ask for direction.

Amend your price B increasing the cost to reflect the payments to be made to local officials.

Since it is illegal, ethically, you must refuse to make the payment.

Refuse to participate.

Participate.

Participate, but advise your employer of the offer.

Request your employer's consent for your participation.

Advise the team member to tell his manager.

Report him to his manager.

Talk with a lawyer to see if this can be justified.

Attempt to gather B evidence to determine whether or not the theft in fact occurred.

There could be a conflict of interest in the offer. Your employer may waive such conflicts, but it is best to speak with the management of your company. If they refuse and you want to participate in the offer, you would most likely need to leave your current position. All theft must be reported.

D

A Do not accept the software, and advise the team member that such activity is in violation of copyright law.

B Refuse the software, and notify the owner of the software.

133 Your employee is three days late with a report. She walks into a meeting and hands you a copy of the report five minutes before the topic is to be discussed. You notice some serious errors in the report. How could this have been prevented? 134 You have designed an improved system for a consumer product that could decrease repair costs for the consumer. Management is impressed with your idea, but has decided to wait until next year to implement it. What is the BEST thing to do? 135 While reading a magazine article, you discover there is a tool of project management that other companies are using, but that your company has never heard of. You feel this tool would be of great help on the project you are currently planning. What should you do?

Require periodic updates from the employee.

Coach and mentor Make sure the the employee. employee was competent to do the work.

136 Another project manager in your company is having difficulty managing his project. You have learned that he has not used a project charter and that is probably the cause of the problem. How can you help?

Provide him with a Work with his boss Develop a draft copy of an article to get him a project charter for about project mentor. his use. charters.

132 Your team is assessing options to deal with a problem on the project. A team member has a copy of a software program on his home computer which he offers to you at no cost because it will may solve the problem. What should you do?

C Accept the software, and use it until you are able to buy the software yourself.

D Accept the software with thanks since the software creator will not find out.

A

Cancel the D meeting earlier because you did not have a chance to review the report.

Advise government Wait until next officials that there year. is a better alternative that could save the public money.

Go to one of your competitors with the idea in order to save consumers cost.

Tell everyone you B come in contact with that you have a better design.

Copy the article Talk to your and pass it around colleagues and your company. see if they know about it.

Arrange a meeting Summarize your with your manager opinion of the to discuss it. benefits of using this tool in your company. Present your analysis to your manager. Talk to him about his project and offer help in creating a project charter.

Did this one trick you? Normally, one would report a copyright violation. Here there isn't a copyright violation. The team member is offering, they have not already done it. This is why the correct answer is to refuse the offer and inform the team member that this would be a violation of copyright law. Don't worry, you will get used to these tricky questions. Remember that the questions you will see on the actual exam may have different words, but they will test the same concepts. Watch out for this type of tricky question where the situation is changed just slightly from what one would expect, which therefore changes the answer. Both requiring updates from the employee and cancelling the meeting could have prevented the outcome, but cancelling the meeting is the only one that would ensure you were not sitting in a meeting with a document that had not been reviewed. You need to wait until management approves the effort.

D

Copying and sharing the article is a violation of copyright law, and it is unethical. Discussing the article with others won't really solve the problem. You want to provide options to your manager; therefore you should present the manager with your analysis of the contents of the article.

D

You should offer your assistance without doing the work.

137 You are in the middle of a project when you discover that a software seller for your project is having major difficulty keeping employees due to a labor dispute. Many other projects in your company are also using the company's services. What should you do?

A Attempt to keep the required people on your project.

B Tell the other project managers in your company about the labor problem.

C D Contact the Cease doing company and business with the advise that you will company. cancel the company's work on your project unless the labor dispute is settled.

B

Attempting to keep the required people on your project puts your interests over those of your company, so it cannot be the best choice. There is no indication the labor dispute has caused any problems, so there is no need to cancel this work or to cease doing business with the company. The best choice would be to inform others in your company about project the labor manager dispute. is neither The empowered nor competent to determine the legality of company procedures.

of the following are Maintain the 138 All responsibilities of a project confidentiality of manager EXCEPT: customer confidential information.

Provide accurate and truthful representations in cost estimates.

B

139 Your company is purchasing the services of a consultant. You own stock in one of the consulting companies interested in the work. What should you do?

Keep the information to yourself.

B

The ethical way to proceed is to inform management and remove yourself, to avoid even the appearance of impropriety.

Determine the Ensure that a legality of company conflict of interest procedures. does not compromise the legitimate interest of the customer. Work hard to get Tell your manager Tell the people the consulting and remove from the consulting company selected yourself from the company that you for the project. selection hope they get the committee. work.

140 Your organization is approached Do not do the new by company A to produce certain project since it is a software. During the middle of the conflict of interest. project, a competitor of company A asks your organization to produce similar software for them. What should you do?

Do the project using some of the material created for company A.

Do the project with Review the D all new work. intellectual property clause for the first project to help determine the approach to take.

If your organization retains the intellectual property rights, the organization can reuse the work without issue. If not, they cannot reuse their efforts with company B.

141 Your company puts a new product into the marketplace without any reports of problems. However, your internal research indicates there is a possibility of serious injuries that would cost US $20,000,000 to fix. What should you do?

Make the necessary modifications to the products in production.

Recall all existing product.

Wait until an injury Obtain insurance to verify the to cover the impact. anticipated damages.

B

142 In order to complete work on your projects, you have been provided confidential information from all of your clients. A university contacts you to help it in its research. Such assistance would require you to provide the university with some of the client data from your files. What should you do? 143 A team member asks to tell you something in confidence. He advises you that he has been performing illegal activities within the company for the last year. He is feeling guilty about it and is telling you in order to receive advice as to what he should do. What should you do?

Release the information, but remove all references to the clients' names.

Consult your management.

Contact your clients and seek permission to disclose the information.

Disclose the information.

B

Modifying the products in production does not solve the probem, it just prevents it from getting bigger. Waiting for an injury is unethical, and may cause additional liability. Although insurance would cover the risk, it is best to recall product and fix the problem in all instances.

Inform your manager of the illegal activity.

Tell the employee C to inform his boss.

Ask for full details. Confirm that the activity is really illegal.

You must report the activities.

144 Your company has a policy that only a certain hotel chain may be used for business travel. You discover that a more expensive hotel is offering a discount on the days you need to be in town. What should you do?

A B Ask your manager Contact the hotel for permission to chain to negotiate use the other hotel a better rate. chain.

C D Use the company's Provide C approved hotel justification on your chain. expense report for using the other hotel chain.

Nothing in this question says the other hotel is cheaper than the company's hotel chain. Did you read it that way? An employee does not have the option of choosing whether to follow company policy. Nor, generally, can a manager override company policy. Only the owner of the policy can do that. A project manager must follow policy; therefore, it is best to use the company's Ignoring is hotel. not a conflict resolution technique. This situation is an example of withdrawing.

145 You just found out that a major Ignoring subcontractor for your project consistently delivers items late. You decide to postpone dealing with the issue until you have more time. What conflict resolution method are you using?

Compromising

Smoothing

Withdrawing

D

146 You just found out that a major subcontractor for your project consistently provides deliverables late. The subcontractor approaches you and asks you to continue accepting late deliverables in exchange for a decrease in project costs. This offer is an example of: 147 During construction of a new manufacturing facility in another country, one of your team members complains to you that the wage paid to the workers is below the acceptable wage in your home country. In this situation it is BEST to: 148 Management has promised you part of the incentive fee from the customer if you complete the project early. While finalizing a major deliverable, your team informs you that the deliverable meets the requirements in the contract, but will not provide the functionality the customer needs. If the deliverable is late, the project will not be completed early. What action should you take?

Confronting.

Compromise.

Smoothing.

Forcing.

B

Both parties are giving up something. This is a compromise.

Pay the workers at the new facility the same wage as your country.

Pay the workers at the new facility a little less than the acceptable wage in your country.

Pay the workers an appropriate wage for the country within which they work.

Ignore the issue as C you have not heard the workers complain.

This is an ethical question. One generally needs to work within the laws and customs of the host country.

Start to compile a list of delays caused by the customer to prepare for negotiations.

Cut other activities B in a way that will be unnoticed to provide more time to fix the deliverable.

Providing the deliverable, knowing it will not provide what the customer needs, and cutting other activities in order to fix the deliverable both ignore the customer's best interests. Any delays on the part of the customer would have already been resolved with change orders. The ethical solution is to explain the situation to the customer. You might still be able to win the incentive fee and find a mutually agreeable solution.

Provide the Inform the deliverable as it is. customer of the situation, and work out a mutually agreeable solution.

A

B Try to get permission from the customer.

C Use the material provided by the customer, but remove all company specific references.

149 You signed an agreement with your client that the integration plan and other documents they provided would remain confidential. You needed these documents to complete the project. Another company contacts you because you're an expert in the field. They ask you for samples of integration plans, which they want to include in a book they are writing. They promise you a "thank you" fee of 300 British pounds, but they need the information today. What should you do? 150 You have a cost plus fee (CPF) contract with the customer and an arrangement with your manager whereby you will receive 10 percent of the contract amount as your payment for services. While completing the project, you discover the actual cost will be lower than expected, thus decreasing your fee. What should you do?

Say no.

Find ways to add Expand the critical Purchase more activities to the path activities so expensive project that provide they cost more. equipment. more customer benefits and increase costs.

151 While constructing a new drug manufacturing plant, you discover a leak in a pipe which has released chemicals into the ground. It was difficult to acquire the necessary government approval and community support for the plant, and management has told you to be particularly careful to not upset the community. You are uncertain of whether the chemicals could leak into the groundwater or cause any damage. What should you do?

Follow the instructions to avoid upsetting the community and do nothing.

Start to write articles in the local paper about how poorly treated the local drinking water is.

152 You have just discovered an error Develop options to Change the in the implementation plan that will meet the milestone milestone date. prevent you from meeting a date. milestone date. The BEST thing you can do is:

D Create new material based on the confidential material.

B

Think about what you should be doing. The most ethical choice is to get permission from the customer.

Notify the project sponsor of the probable decreased cost.

D

Wherever possible, communicate all the great benefits of the plant to the community.

Inform local officials and ask for their help.

D

This situation tests ethics. Adding activities that provide additional, but non-essential, benefits is gold plating and should not be done without the customer's approval. Expanding the critical path is even worse, because it provides no additional benefit to the customer. Purchasing more expensive equipment, in theory, provides benefit to the customer if the more expensive equipment provides value, but it should not be done without customer approval. The best thing to do is to notify the sponsor of the anticipated decrease in cost. Facing the problem sooner is better than facing it later.

Remove any discussion about due dates in the project status report.

Educate the team about the need to meet milestone dates.

A

Educating the team on the importance of milestones is not addressing the real problem. Changing the milestone date is unethical. Avoiding mention of the due date in the status report violates the rule to report honestly. Only developing and reporting options to meet the milestone date solves the problem.

A B 153 While testing the strength of Change the quality State in your concrete poured on your project, standards to meet reports that the you discover that over 35 percent the level achieved. concrete simply of the concrete does not meet your "meets our quality company's quality standards. You needs." feel certain the concrete will function as it is, and you don't think the concrete needs to meet the quality level specified. What should you do?

C D Ensure the Report the lesser D remaining concrete quality level and try meets the to find a solution. standard.

154 On one of your company's medical research projects, you object to how the research is being handled. However, you signed a confidentiality agreement with the company that prohibits you from talking about the research. It would be BEST to: 155 You are the project manager for a new international project, and your project team includes people from four countries. Most of the team members have not worked on similar projects before, but the project has strong support from senior management. What is the BEST thing to do to ensure that cultural differences do not interfere with the project?

Quit and do not talk about what you know.

Quit and begin talking to the community.

Continue working and begin to talk about your objections to the research to newspapers in other cities.

Spend a little more time creating the work breakdown structure and making sure it is complete.

As the project manager, make sure you choose your words carefully whenever you communicate.

Ask one person at Carefully encode each team meeting all the project to describe communications. something unique about his or her culture.

C

156 A project has a tight budget when you begin negotiating with a seller for a piece of equipment. The seller has told you the equipment price is fixed. Your manager has told you to negotiate the cost with the seller. What is your BEST course of action?

Make a good faith effort to find a way to decrease the cost.

Postpone negotiations until you can convince your manager to change his mind.

Hold the negotiations, but only negotiate other aspects of the project.

A

Destroy the research.

Cancel the negotiations.

A

Changing the quality standards or stating that the concrete "meets our quality needs" are unethical. Ensuring that the remaining concrete meets the existing quality standards withdraws from the problem and is therefore not the best solution. The only possible choice is to report the lesser quality level. That choice would involve quality and other experts to find a resolution. Since you have signed a confidentiality agreement, the only allowable choice is to quit the company, and not discuss the research.

Since this is an issue involving everyone, everyone should be involved in the solution. Spending extra time with the team on creating the WBS is generally a good idea, but it does not specifically address cultural issues. The best choice is to ask one person at each team meeting to describe something unique about their culture. This will lead to better understanding among people of different cultures, and help to avoid potential culture-related problems. There is always a way to decrease costs on the project. The best choice is to attempt to find a way to decrease the cost.

A 157 Your company is in the middle of Wait until the last negotiating to win a major new minute to do so. project. The project nicely fits into the company's strategic plan, but will require some of the best resources the company has in order to meet the quality objectives. Management is excited, because the project represents the opportunity to generate good profits for the company and will put all their company expertise to the test. The prospective team members are also excited because the client is prestigious. In order to meet the schedule objectives for the project, you need to start committing jobs to new and critical project resources now, while the contract is still under negotiation. What you do? You are working on a large Tell your manager. 158 should construction project that is progressing within the baselines. Resource usage has remained steady, and your boss has just awarded you a prize for your performance. One of your team members returns from a meeting with the customer and tells you that the customer is not happy with the project progress. What is the FIRST thing you should do?

B Ask the customer for a letter of intent.

C Only start to collect resumes and do not commit any funds.

Complete a teambuilding exercise and invite the customer's representatives.

Change the Meet with the schedule baseline. customer to uncover details.

D

159 A project manager discovers a defect in a deliverable that is due to the customer under contract today. The project manager knows the customer does not have the technical understanding to notice the defect. The deliverable meets the contract requirements, but it does not meet the project manager's quality standard. What should the project manager do in this situation?

Note the problem in the lessons learned so future projects do not encounter the same problem.

Discuss the issue Inform the with the customer. customer that the deliverable will be late.

C

Issue the deliverable, and get formal acceptance from the customer.

D Explain to B management that this would not be a good idea at this point.

This is a tough, but common, situation. Requesting a letter of intent from the customer is commonly done. Even though a letter of intent is not binding in a court of law, it does make the seller feel more comfortable about expending funds before a contract is signed. Notice how much of this question is extraneous. Expect questions on the exam that are wordy, distracting from the real problem at hand, and have whole paragraphs of information that is irrelevant to the real problem.

You should look for a choice that solves the problem. Simply informing management is not assertive enough for a project manager. Also, you need more information before talking to your manager. A team-building exercise might be nice, but it does not address the customer's concerns with the project. Changing the baseline is not ethical under these circumstances. Problem solving begins with defining the causes of the problem. Therefore, meeting with the customer to uncover more details is the only answer. Issuing the deliverable as it is does not protect the best interests of the customer. Simply noting the issue in lessons learned does not solve the problem. Informing the customer that the deliverable will be late will cause a default of contract. Although the deliverable meets the contractual requirements, it is best to bring the problem to the customer's attention so an option that does no harm can be found.

A 160 Which of the following would Training in the BEST prevent cultural problems on project your international project? management process to be used

B Training in the language of one of the countries involved in the project

C D Training in cultural Training on C differences mannerisms of the between the other other countries countries

161 You are trying to help project managers in your organization understand the project management process groups and the project management process. Many of them are confusing the project life cycle with the project management process. Which of the following identifies the DIFFERENCE between these two? 162 A project manager is finalizing a project that has had repeated problems with cost conformance. He is concerned about what management will say. Which of the following types of information would be BEST for the project manager to use to evaluate performance?

The project management process is longer.

The project management process only applies to some projects.

The project life cycle is created based on the top level of the work breakdown structure.

The cost A list of complaints The last bar chart performance index from senior (CPI) management

The project life D cycle describes what you need to do to complete the work.

The project budget A

163 You have just been assigned as Plan Risk the project manager for a new Management telecommunications project as it is entering its second phase. There appear to be many risks on this project, but no one has evaluated them to assess the range of possible project outcomes. What needs to be done? 164 Which of the following aspects of Communication leadership is MOST important for a project manager?

Perform Quantitative Risk Analysis

Plan Risk Responses

Team building

Technical expertise Project control

A

165 For the last three months, a customer has been from two to four days late with her approvals on deliverables. After analyzing the situation, the project manager decides withdrawal is the best conflict resolution technique to use. Which of the following reflects withdrawal?

Meet with the customer to determine a new due date for approvals.

Postpone a decision.

C

Inform the customer that late approvals are not a problem, but ask him or her to try to get them in on time in the future.

Monitor and Control Risks

Call the customer and demand that you receive the approvals today.

A

General project management training does not address cultural issues. Training in the other languages or cultural mannerisms may help the situation, but only dealing with specific cultural differences between the involved countries specifically addresses this issue. The project life cycle is used in the WBS, not created from the WBS. The project management process is not longer than the project life cycle, and it applies to all projects. Whereas the project management process describes what you do to manage the project, the project life cycle describes what you need to do to complete the work. Ask yourself which choice helps evaluate cost performance. The project budget deals with cost, but not performance, as there is nothing to compare against the budget listed here. There is no comparison to a previous budget or a comparison of actual to budget. The only choice that addresses cost and performance is the cost performance index. Did you notice this project has already begun? Risk management is a required element of project management. You must complete risk management, starting with the Plan Risk Management process.

As project managers can spend 90 percent of their time communicating, the correct choice must be communication. Asking the customer to try to get approvals in on time is smoothing. Meeting with the customer to determine a new due date is problem solving. Demanding the approvals today is forcing. Postponing a decision reflects the conflict resolution technique of withdrawal.

A 166 A project manager has a problem Formal written with a team member's communication performance. What is the BEST form of communication for addressing this problem?

B Formal verbal communication

C Informal written communication

D Informal verbal communication

167 What is one of the KEY objectives Obtain a fair and during contract negotiations? reasonable price.

Negotiate a price under the seller's estimate.

Ensure that all project risks are thoroughly delineated.

Ensure that an A effective communications management plan is established.

168 Management tells a project manager to subcontract part of the project to a company that management has worked with many times. Under these circumstances, the project manager should be MOST customer on a project tells the 169 The concerned about: project manager he has run out of money to pay for the project. What should the project manager do FIRST?

Meeting management expectations of time.

The cost of the subcontracted work.

The contract terms A and conditions.

Stop work.

Release part of the B project team.

Making sure the company has the qualifications to complete the project.

Shift more of the Close Project or work to later in the Phase. schedule to allow time for the customer to get the funds.

170 You are the project manager for a The change large project under contract with control board the government. The contract for this two-year, multi-million dollar project was signed six months ago. You were not involved in contract negotiations or setting up procedures for managing changes, but now you are swamped with changes from the customer and from people inside your organization. Who is normally responsible for formally reviewing major changes to the project/contract?

The The project procurement/legal manager department

Senior management

D

A

The best choice is informal verbal communication. This does not mean you do not keep records of the problem, but it is best to start this discussion informally. If informal communication does not solve the problem, formal written communication is the next choice. Thorough risk identification and an effective communications management plan are good ideas, but not key objectives of contract negotiation. Negotiations should be win/win, so negotiating a price below the seller's estimate is not the best choice. A fair and equitable price will help to create a good working atmosphere. Otherwise, you will pay later, through change orders. The first thing that should come to mind is whether this is an ethical situation and whether it violates any company rules or laws. If it does not violate any of these, it would be best to check the company's qualifications for completing this work. Every project must be closed, as closure provides benefit to the performing organization. This makes stopping work not the best choice. Shifting work or releasing team members do not solve the problem-they just postpone dealing with it. The best thing for the project manager to do is begin Close Project or is Phase. It the role of the change control board to review and approve changes. That board may include people representative of all of the other choices.

A B Introduce the team Communicate the members, and objectives of the identify the roles project. and responsibilities.

C Review the schedule.

Ask your management to use money from the company's cost reserve.

Tell the customer there is no budget for changes in the project.

Discuss the Make only those situation with the changes that do customer to decide not impact cost. how to remedy this problem.

C

173 During project executing, a major Create a problem occurs that was not workaround. included in the risk register. What should you do FIRST?

Reevaluate the Identify Risks process.

Look for any Tell management. unexpected effects of the problem.

A

174 Your organization is having a difficult time managing all of its projects. You have been asked to help senior management get a better understanding of the problems. What do you do FIRST?

Send a formal memo to all project managers requesting their project management plans. Prevent changes that affect the project scope.

Meet with senior managers to help them develop a new tracking system for managing projects.

171 A seller has withdrawn from a project midway through the project executing processes, and another seller is taking over. The project manager meets with the replacement seller and his crew. In this meeting, what should the project manager do FIRST?

172 The customer is repeatedly requesting changes. You discover the contract does not include procedures for implementing change, and there are no available funds in the customer's budget to accommodate change. What should you do?

Meet with individual project managers to get a better sense of what is happening.

175 Which of the following BEST Discover changes describes the project manager's as early as role regarding project changes? possible.

D Create a A communications management plan.

Review the project A charters and bar charts for all projects.

Prevent the Have the sponsor addition of profit in approve all sellers' changes. changes.

A

The project objectives and schedule are included in the contract. A communications management plan was developed in planning, although may require updating with the addition of new people on the project . It is important that the new seller understand who is who on the project, so introductions of the team member and identification of their roles and responsibilities should occur first. made by the customer Changes should be paid for by the customer and not require the use of seller's reserves. Saying no should not be a first choice. Making only changes that do not add cost does not completely address the problem, and it is unlikely that the requested changes could all be accomplished without impacting cost. Sometimes the best way to resolve a problem is to sit down with all parties, discuss the issues, and find a solution that works for everyone. Following the right process is part of professional and social responsibility. Because an unidentified problem or risk occurred, it is important to reevaluate the Identify Risks process as well as to look for unexpected effects of the problem. However, they are not your first choices. You might need to inform management, but this is reactive, not proactive, and not the first thing you should do. Since this is a problem that has occurred, rather than a problem that has just been identified, the first thing you must do is address the risk by creating a workaround. This is a question about problem solving. You need to analyze the problems and identify what caused them before taking any other action.

The project manager should not necessarily prevent all scope or cost changes, and the sponsor is not involved in all changes. Changes found early will have less of an impact on the project. Thus, it is best to discover needed changes as early as possible.

A 176 Which of the following BEST Help team describes the project manager's members become role as an integrator? familiar with the Determine if there 177 During project planning, one of the project. electrical engineers informs the project manager that the life cycle cost of the new heating and air conditioning system is higher than the life cycle cost of another heating and air conditioning system. What should the project manager do? 178 You are a project manager working on a multimillion-dollar project. As the project has progressed, you have become friends with the general contractor. You are working on a US $100,000 change request. She has offered to let you use her boat on the lake this weekend while she is away. What should you do? 179 The previous project manager for your project managed it without much project organization. There is a lack of management control and no clearly defined project deliverables. Which of the following would be the BEST choice for getting your project better organized?

is room in the project budget for the additional costs.

B Put all the pieces of a project into a cohesive whole.

C Put all the pieces of a project into a program.

D Get all team B members together into a cohesive Select the product Select the product whole. Select the product B with the lower life with the best life with the lowest cycle cost. cycle cost to maintenance cost earned value ratio. to life cycle cost ratio.

Integration refers to combining activities, not team members. (We just wanted to see if you were still paying attention!) Generally, the lower life cycle cost should be selected.

Accept the offer with thanks.

Decline the offer.

Decline the offer and report it to your supervisor.

Ask your boss to approve your use of the boat.

C

You should decline the offer. You should also report the offer to your boss, to avoid any indication of impropriety.

Adopt a life cycle approach to the project.

Develop lessons learned for each phase.

Develop specific work plans for each work package.

Develop a description of the product of the project.

A

Scope, cost, and time

Scope, time, cost, quality, risk, resources, and customer satisfaction

Time, cost, and number of changes

C

Developing lessons learned would help improve subsequent phases, but would do nothing for control or deliverables. Having plans for each work package would help control each phase, but would not control the integration of those phases into a cohesive whole. A description of the product of the project would help, but that would not improve both control and deliverables for each phase. Effective project management requires a life cycle approach to running the project. Adopting a life cycle approach is the only answer that covers both control and Scope, time, cost, quality, risk, deliverables. resources, and customer satisfaction is the most accurate list of constraints, or competing demands, that a project manager must deal with.

180 Which of the following BEST Scope, number of describes the major constraints on resources, and a project? cost

181 You are taking over a project during project planning and discover that six individuals have signed the project charter. Which of the following should MOST concern you?

A Who will be a member of the change control board

B Spending more time on configuration management

C Getting a single project sponsor

D Determining the B reporting structure

182 The project charter for a project Create WBS and was approved for planning, and Define Activities you have just been assigned as project manager. Realizing that project planning is an ongoing effort throughout the project, which processes are you MOST likely to combine?

Estimate Activity Develop Human Estimate Costs Durations and Resource Plan and and Determine Develop Schedule Estimate Costs Budget

183 Which of the following describes Estimating, life the BEST use of historical records cycle costing, and from previous projects? project planning

Risk management, estimating, and creating lessons learned

Project planning, estimating, and creating a status report

Estimating, risk D management, and project planning

184 You are a new project manager Your intuition and who has never managed a project training before. You have been asked to plan a new project. It would be BEST in this situation to rely on _______ during planning to improve your chance of success.

Stakeholder analysis

Historical information

Configuration management

185 The sponsor has asked you to require that each piece of the project scope be planned, estimated, and scheduled. The sponsor also wants to authorize each piece of the project management plan after the documentation is assembled. What is the MOST appropriate response to these requests?

Provide the sponsor with a schedule of when the components will be ready for authorization.

Ask the sponsor to authorize each piece before it is completed.

Tell the sponsor D the chance for authorization will come after the pieces of the project management plan are compiled.

Politely advise the sponsor to forego the authorization of work.

A

C

Determining who will be on the change control board and determining the reporting structure may have already been done. In any case, these choices are not directly impacted by the number of sponsors who have signed the charter. Having a single project sponsor is not necessary. This situation implies that there are six areas concerned with this project. In addition to added communications requirements, you should be concerned with competing needs and requirements impacting your efforts on configuration management. The Create WBS process consists of subdividing major project deliverables (scope) into smaller, more manageable work packages. The Define Activities process defines the activities that must take place to produce those deliverables. Therefore, it would be the most practical choice to combine those processes.records are not generally Historical used for life cycle costing, lessons learned, or creating status reports. They are useful in estimating, risk management, and overall project planning. Because you have no experience, you will have to look at the experience of others. This information is captured in the historical records from previous projects. This question deals with the proper creation of the project management plan. The final plan contains more information than what is listed in this question. It is the final plan and not the components that require authorization. Otherwise, there is extra work for everyone. The project management plan is approved after all its components are completed.

186 A project manager is appointed to head a highly technical project in an area with which this person has limited familiarity. The project manager delegates the processes of Develop Schedule, Estimate Costs, Define Activities, and Estimate Activity Resources to various project team members, and basically serves as an occasional referee and coordinator of activities. The results of this approach are likely to be: 187 The sponsor assigns you to be the project manager of a project that crosses functional lines and is designed to operate at 6 sigma levels. The sponsor has given you cost and schedule requirements. Which of the following would NOT be an appropriate action on your part? 188 Which of the following processes involves creating a coherent, consistent document that can be used to guide all the work in both project executing and project monitoring and controlling? 189 All of the following are NOT parts of a project management plan EXCEPT:

A A team functioning throughout the project at a very high level, demonstrating creativity and commitment.

B A team that initially experiences some amounts of confusion, but that after a period of time becomes a cohesive and effective unit.

C A team that is not highly productive, but that stays together because of the work environment created by the project manager.

D A team that is D characterized by poor performance, low morale, high levels of conflict, and high turnover.

Accepting the requirements

Evaluating the project risks

Creating a detailed Working with the A estimate team to develop a project management plan

A project manager must manage a project. If all activities are delegated, chaos ensues and team members will spend more time jockeying for position than completing activities.

You and the team need to work through the project planning processes and determine the impact of the cost and schedule requirements on the project. You cannot accept the requirements without proper evaluation.

Risk Management Develop Project Develop Project Management Plan Scope Statement

Plan Quality

B

The project management plan is the only document that meets the objectives described.

Baselines.

The milestone list and risk register are project documents. Lessons learned are an organizational process asset. Lessons learned from previous projects may be an input to the project management plan, but they are not part of it. Of the choices presented, only baselines are included in the project management plan. project scope statement is The created in project planning. All the other choices are addressed in project initiating. The project scope management plan

Milestone list.

Risk register.

Lessons learned.

A

190 All the following should be Project determined before project planning management EXCEPT: team.

Project stakeholders.

Project charter.

Project scope statement.

D

191 If a project manager is concerned WBS. with gathering, integrating, and disseminating the outputs of all project management processes, she should concentrate on creating a better:

Communications Project management plan. management information system.

Project scope C management plan.

and the WBS focus on project scope. The communications management plan addresses who will be communicated with, when, and in what format. The only choice that addresses gathering, integrating, and disseminating information is the PMIS.

A 192 Which of the following BEST The schedule, describes a project management management plan? plans, and budget

B The project manager's plan for managing and controlling the work

193 You are assigned as a project A process manager to lead a new quality improvement plan improvement project. Management is asking for a project management plan. Which of the following should you create FIRST?

A quality A project A project scope management plan management plan statement

194 A project management plan should be realistic in order to be used to manage the project. Which of the following is the BEST method to achieve a realistic project management plan?

The sponsor creates the project management plan based on input from the project manager.

The functional manager creates the project management plan based on input from the project manager. Study the history of Get your job the organization. description changed to either project management or project management office work, but not both.

195 You have accepted a position at a company where you will manage a group of projects in a coordinated way. This organization specifically hired you to start a project management office to help it develop a more structured approach to project management. What should you do FIRST? 196 The person who should be in Project manager. control of the project during project planning is the:

Team member.

C D The project A formal, approved D charter, WBS, and document used to project scope control the project statement

D

The project management plan contains more than just a schedule, management plans, budget, and other management plans. The project charter is not part of the project management plan. A project management plan is a formal, approved document used to control Be the careful project. on these questions. They try to divert your attention with talk about a quality project, etc. Focus on the question. You need a project scope statement first, before you can create the other parts of the project management plan listed as choices.

The project manager creates the project management plan based on input from senior management. Meet with key stakeholders to better understand the organization and projects.

The project D manager creates the project management plan based on input from the team.

If we were to rephrase the question, it is asking, "Who creates the project management plan?" The best answer is that the project management plan is created by the project manager but requires input from the team.

Focus on C communications with your boss and other senior managers.

As with any project, you need to focus on the needs of the stakeholders. By understanding their needs, you will be far ahead in developing a structured approach that fits their needs. Generally there is no problem with doing both activities.

Functional manager.

Sponsor.

A

The project manager should be named early in the project, during project initiating if possible. It is then his or her responsibility to control the project throughout its life. A change control system is not required to obtain estimates, but without the other three choices, you cannot develop the estimates. You need the WBS to define the activities, the network diagram to see the dependencies, and the risks to determine contingencies. NOTE: These are high-level risks, not the detailed risks we identify later in project planning. You want to be prepared. Therefore, you create the change management plan before you need it; in project planning.

197 Which of the following is NOT A WBS needed in order to come up with a project estimate?

A network diagram Risks

A change control system

D

198 A project change management Initiating plan should be created during which process group?

Planning

Closing

B

Executing

A 199 Which of the following BEST A printout from describes a project management project plan? management software

B A bar chart

C D Risk, staffing, The project scope process improvement, and other management plans

200 Your project team has identified dependencies on six related projects that are providing major deliverables to your project. Some of these projects have a very similar scope and may overlap with your deliverables. In light of this, which of the following processes should you be MOST concerned about? are given a new project to 201 You manage and a brief project scope statement. The project sponsor tells you there is no required completion date for the project. The BEST thing to do is to:

Control Scope

Verify Scope

Plan Risk Responses

Ask for better definition of the project scope before accepting the project.

Accomplish the project as time allows.

Plan the project as Make a list of C you would a activities that need normal project, but to be done. build in schedule flexibility.

Plan Communications

C

C

The project management plan contains more than just a bar chart and the project manager's plan for completing the work. It includes all the management plans for the project. The biggest concern must be the risks other projects may cause to yours. It would be better to prevent those problems in the Plan Risk Responses process than to just spend effort controlling scope.

There is no reason to suspect a brief project scope statement is a problem on the project. Simply making a list of activities is example of incorrect project management practices, which will appear in choices throughout the exam. Did you choose accomplishing the project as time allows? Planning should still occur. All projects, even those without a required completion date (yes, they do exist), should be planned and have a schedule, so that, among other things, the team knows what should be done by whom, and to control the project and prove project success. However, because there is no required end date, schedule flexibility can be built into the plan, allowing for resources being removed and other such delays.

202 You have taken over a project from another manager who left the firm. This is a functional organization and the different units are often rather hostile to each other. The project is a large one involving activities the organization has never done before. You find the project has what appears to be adequate documentation, including an agreed-to project charter, project management plan, WBS, etc. The project is on schedule and within budget. However, the atmosphere in meetings with the project team often seems tense, and offhand comments made by participants seem to indicate a high level of dissatisfaction with the project. You review all the major project documents with the key stakeholders and get agreement that they are still accurate, but this does not seem to solve the problem. What is the MOST likely explanation for this situation?

203 You are in the middle of executing a major modification to an existing product when you learn that the resources promised at the beginning of the project are not available. The BEST thing to do is to:

A There are personality conflicts among the project team members that you need to uncover and resolve.

B The project does not have an effective sponsor and thus is not viewed as a high priority.

Show how the Replan the project resources were without the originally promised resources. to your project.

C Stakeholders have very different expectations about what the project is supposed to accomplish.

D The organizational C structure and dynamics prevent people from working together effectively.

Explain the impact Crash the project. if the promised resources are not made available.

Sponsor. 204 A project manager receives a Project constraints. Communications change request from the customer. management plan. The change requires adding a new filtration system to the project in place of a cleaner bag. When the project manager evaluates the change, it is MOST important that she consider the impact on the:

Subsequent work packages.

C

A

When answering a question like this one, look at the different parts of the situation to determine which, if any, are problems. In this case, the project charter was agreed to; that is excellent. It looks like project planning was also done well. You have even checked to make sure stakeholders still agree to the plan. Ask yourself, what problem could remain? We know personality conflicts are the least frequent sources of conflict, so that cannot be the best. An effective sponsor and a high priority project do not necessarily relate to each other, although the statement indicates that they do. This should be a warning that this choice could not be best. If the organizational structure and dynamics prevent people from effectively working together, management plans should have accounted for this and eliminated or dramatically reduced the problem. Expectations are unspoken requirements and are often more critical to a project's stakeholders than the stated ones. Unless these expectations are identified and recorded, to be a high Crashing there andis likely replanning are level of dissatisfaction the essentially delaying the with situation. project. Instead, the project manager should try to prevent the situation by showing the consequences if the resources are not available. This is a more effective strategy than saying, "But you gave them to me." Major project constraints include scope, time, cost, quality, risk, resources, and customer satisfaction. This question talks about a change in scope. It would be most important to look for impacts to other project constraints. After that is completed, the impact to subsequent work packages would be evaluated.

A B C D Project Implemented Defect repair 205 Inputs to the Direct and Manage Approved Project Execution process include corrective actions. management plan. corrective actions. orders. all the following EXCEPT:

206 During what part of the project Project planning management process is MOST of a project's budget expended? 207 You have been appointed manager of a project to convert multiple electronic mail systems at a major financial institution to a single platform. Your company's approach was not the client's first choice, and your firm was able to offer the lowest cost alternative by using funds provided to your company for a different purpose. After the project is underway, the client specifies a new approach that has never been used before. When the project is approaching the originally scheduled end date, it becomes clear that the technological approach will have to be significantly altered. Although the client has been apprised of developments throughout the project through regular status reports, and the project management plan has been followed, the client demands the project be continued without any increase in cost until all of their requirements are met. Your firm feels that it has no choice but to comply with the client's demands, although this will result in a substantial loss on the project. What is the MOST important thing that should have been done to avoid this situation?

Project executing

Better identification Clearer project of risks and scope statement development of risk mitigation strategies

Project monitoring Project closing and controlling

C

B

Enhanced Formal client D communications acceptance of the management plan project management plan

Approved change requests, including approved corrective actions and defect repair orders, are inputs to Direct and Manage Project Execution. Corrective actions are implemented in the Direct and Manage Project Execution process, making implemented corrective actions the exception. A vast majority of the project's budget is expended during project executing. Getting acceptance of the project management plan would have meant acceptance of project planning assumptions, project planning decisions regarding alternatives chosen, communication among stakeholders, key management reviews, the baseline for progress measurement and project control.

208 You have been assigned to manage the development of an organization's first Web site. The site will be highly complex and interactive, and neither your project team nor the client has much experience with Web site development. The timeline is extremely aggressive. Any delay will be costly for both your firm and the client. You have a project sponsor and have achieved agreement and sign-off on both the project charter and the project management plan. Client personnel have been kept fully informed of the project's progress through status reports and regular meetings. The project is on schedule, within budget, and a final perfunctory review has been scheduled. Suddenly you hear that the entire effort may be cancelled because the product developed is totally unacceptable. What is the MOST likely cause of this project manager has just 209 The situation? received a change request from the customer that does not affect the project schedule and is easy to complete. What should the project manager do FIRST?

A A key stakeholder was not adequately involved in the project.

B The project charter and project management plan were not thoroughly explained or adequately reviewed by the client.

C Communications arrangements were inadequate and did not provide the required information to interested parties.

Make the change Contact the project Go to the change happen as soon as sponsor for control board. possible. permission.

D The project sponsor failed to provide adequate support for the project.

A

A single high-level executive can end an entire project if he or she is not satisfied with the results, even if that person has, by choice, been only tangentially involved in the project. It is critical to ensure that all of the final decision makers have been identified early in a project in order to ensure that their concerns are addressed.

Evaluate the D impacts on other project constraints.

The other impacts to the project should be evaluated first. Such impacts include scope, cost, quality, risk, resources, and customer satisfaction. Once these are evaluated, the change control board, if one exists, can approve or deny the The most correct answer here is change. team buy-in. Without buy-in, the team is not motivated to perform.

210 Having to constantly push the Project continuity. team to perform is an example of a LACK of:

Team buy-in.

Management support.

211 Your company just won a major new project. It will begin in three months and is valued at US $2,000,000. You are the project manager for an existing project. What is the FIRST thing you should do once you hear of the new project?

Resource level your project.

Crash your project. Ask management how the new project will affect your project.

Ask management how the new project will use resources.

Team accord.

B

D

You do not have enough information to consider resource leveling or crashing this project. As you work on any project, you need to constantly reevaluate the project objectives and how the project relates to other concurrent projects. Is your project still in line with corporate objectives? If the other project will impact yours, you need to be proactive and work on options now.

A 212 You are a project manager who Check risk status. was just assigned to take over a project from another project manager who is leaving the company. The previous project manager tells you that the project is on schedule, but only because he has constantly pushed the team to perform. What is the FIRST thing you should do as the new project manager? 213 What is a project management A computerized information system (PMIS)? status tracking system

B Check cost performance.

C Determine a management strategy.

D Tell the team your objectives.

A manual status tracking system

A method to determine and archive how the project is doing

214 The need for ____ is one of the Optimization major driving forces for communication in a project.

Integrity

215 Which of the following BEST Creating a bar describes the project manager's chart and getting role during project planning? management to approve it

C

Before you can do anything else, you have to know what YOU are going to do. Developing the management strategy will provide the framework for all the rest of the choices presented and the other activities that need to be done.

A method to gather, integrate, and disseminate what and how the project is doing

D

The system contains processes and tools to allow you, the project manager, to know the status of your project at all times.

Integration

Differentiation

C

The project manager is an integrator. This is a question about your role as an integrator and communicator.

Coordinating the creation of a document that can be used to guide the project

Making a list of activities the team members are required to perform

Determining what B can get in the way and how to prevent it

Creating a bar chart or making a list of activities are not the way a project is planned. Determining what can get in the way of project success relates only to risk. The project management plan is used to guide the project.

216 The project manager's role during Director. the executing process of the project can BEST be described as a(n):

Integrator.

Coordinator.

Leader.

217 When is it MOST important that During project integration is performed? planning

During project executing

At key interface points

At the end of each C project management process

Directing occurs while the project management plan is being created. During project executing, the project manager should be focused on integrating the work of others into a cohesive whole. This is more important than just coordinating or leading . Integration can be done during project planning and executing, but it is most important when you reach key interface points in the project. You must orchestrate the coming together of the results.

218 Many more changes were made to the project during project executing than had been expected. What is the BEST thing for the project manager to do now?

Make changes as Make only the needed, but changes approved maintain a by management. schedule baseline.

Wait until all changes are known, print out a new schedule, and revise the baseline.

Talk to management before any changes are made.

B

B

Management does not have to be consulted on, or to approve, all changes. As changes are approved, the project management plan and project documents are updated. This includes updating all impacted baselines.

219 A project manager has just been assigned to a project that has been in progress for two months when a team member requests more time on an activity he is working on. The project manager discovers the only impact to the project will be a delay on a noncritical path activity. The customer has emphasized the importance of completing the project on schedule. What should the project manager do NEXT?

220 A software development project has been suffering through many major project changes. Because of this, the project manager has not been able to do much but complete change request forms. Which statement BEST describes the other activities the project manager should be doing? 221 Your new project to outsource work has been going badly. The project deliverables have changed three times, the functional managers keep removing people from the team, and the project schedule baseline has been adjusted four times in the first week. This is MOST likely due to a lack Java of: development of a project 222 The is outsourced to India. The project schedule is starting to slip. What is the LEAST likely cause of the slippage?

A Submit the information to the change control board, determine if this event might impact the team member's future work, inform the team member of the board's decision

B Ask the team member why he needs more time, begin integrated change control, adjust the project schedule as needed

C Look for impacts to quality, cut unneeded scope from the project, ask for more resources

D See if any A stakeholders object to the change, calculate the exact impact on the project, look at removing this resource from the project

Determine that changes have been made and whether the changes are beneficial. List all of them in the scope management plan. A staffing management plan.

Determine if a change is needed. Determine whether that change is beneficial, and notify stakeholders affected by the change.

List all changes in the project charter, notify stakeholders affected by changes, and ensure the team signs off on all changes.

A signed project charter.

Clear direction from the sponsor.

Determine that a B change has occurred. Notify all stakeholders affected by the change, and list all the changes in the scope management plan. A scope C management plan.

Lack of competent Cultural influences Internationalization Communication programmers

223 After a great deal of effort, the Look for other project team has finally determined changes. the specifications for a major scope change to the project. In light of this, what should the project manager do FIRST?

Notify the Gain sign-off on stakeholders about this change. the new scope.

A

Calculate the risks D associated with this change.

Did you like the idea of asking the team member why he needs more time? That would have been done before you determined the ONLY impact. The use of the phrase "only impact" here implies integrated change control has already been done. The change control board members are the selected representatives of the stakeholders, so looking for objections from stakeholders cannot be the best choice. You should submit the information to the change control board, and determine if this might impact the team member's future work. After the board reviews, and formally rejects or approves change, you should inform the team member of the decision. Changes are not listed in the scope management plan or in the project charter. The project manager should determine if a change is needed and if the change is beneficial. The project manager should then notify stakeholders affected by the change. Although there are elements of poor scope management and project charter indicated in the description, the project is most likely lacking clear direction from the sponsor.

Most often, projects outsourced outside of the country encounter communication and time zone barriers. The procurement process should have assured the project manager the sellers were skilled. Before anyone can be notified, the change must be finished. That means looking for time, cost, quality, risk, resources, and customer satisfaction impacts. Sign-off would occur after other impacts are identified.

224 A project has just begun when one of the stakeholders asks the project manager about making a change to the format of the deliverable for activity Y. She wants to know how to go about submitting the change for review. The project manager should direct 225 The her to:project manager on a large software installation project is working with her team on a critical set of activities. They are working late on Saturday night. Circumstances create a situation wherein the project manager must decide to change the schedule, pushing the end date of the project out two weeks. What has MOST likely happened? 226 You are assigned as the project manager in the middle of the project. The project is within the baselines, but the customer is not happy with the performance of the project. What is the FIRST thing you should do? 227 A team member notifies you she has added extra functionality to the project. She tells you there was no impact on the cost or schedule. What should be done as a result of this change? 228 During the course of your project, you notice that most of the changes occurring on the project come from the research department. What should you do? 229 A project manager wants to more extensively involve the stakeholders on the project. Which of the following would be the BEST way accomplish this?

A The change control board.

B C The The sponsor. communications management plan.

D The change control system.

D

The change control system should include documentation of the process for making changes.

An emergency Scope creep has project change has occurred. taken place.

A status change to Risk assessment the implementation failure has taken has taken place. place.

A

An emergency change has taken place. The change control system must include procedures to handle changes that may be approved without prior review, for example, as the result of emergencies.

Discuss it with the project team.

Renegotiate the contract.

D

First you need to find out why the customer is not happy. Then meet with the team and determine options.

Implement change Understand what control processes functionality was to track the added. change.

Instruct the team Issue an approved B member to remove change request. the extra functionality.

Assign a team member to work solely with the research department.

Ask the research department to assign one person to be your liaison.

Talk to the research department to understand the reasons for the changes.

D

Understanding the change is the first step of integrated change control. A project manager must evaluate the situation before making a decision. In this case, you need to know more about the added functionality before a decision can be made about what to do. The best way to deal with this problem is to discover the root cause. Only a discussion with the research department can help with that.

Send status reports to the stakeholders.

Update the stakeholders on the status of all project changes.

A

Manage changes as they occur.

C

Recalculate baselines.

Change your communications management plan, so only you are assigned to interact with the research Have the Invite the department. stakeholders stakeholders to periodically review attend project the list of project status meetings. requirements.

230 All of following should be done by Determine a the project manager during project change has monitoring and controlling occurred. EXCEPT:

Ensure a change is Make sure all beneficial. changes are approved by management.

Meet with the customer.

It seems like all of these are good ideas, but having the stakeholders review the list of project requirements helps discover errors and changes, and could therefore be considered the best choice. Not all change requests must be approved by management. Some change requests may be approved by the project manager or change control board, based on the change control procedures of the organization.

A 231 When it comes to changes, the Making changes. project manager's attention is BEST focused on:

B C Tracking and Informing the recording changes. sponsor of changes.

D Preventing unnecessary changes.

D

232 Which of the following is the BEST Look for sources of Document the method to control changes on a changes. changes quickly project? when they occur.

Prevent changes from being made.

Direct all changes to the change control board.

233 When should project baselines be They should not be Only for changes changed? changed that have been approved by the change control board

At each project team meeting

For all approved D changes that affect the baselines

234 It is the middle of the project when the project manager is informed by her scheduler that the project control limits are secure. That same morning she receives a note from a team member about a problem he is having. The note says, "This activity is driving me crazy and the manager of the accounting department won't help me until the activity's float is in jeopardy." In addition, the project manager has e-mails from a minor stakeholder and 14 e-mails from team members. While she is reading the e-mails, a team member walks in to the project manager's office to tell her a corrective action was implemented by a team member from the project management office, but was not documented. What should the project manager do NEXT?

Add the implemented corrective action to the historical records, discuss the value of documentation at the next team meeting, and smooth the team member with the accounting department problem.

Find out who C caused the problem with the accounting department, respond to the minor stakeholder before responding to the other emails, and review the process listed in the communications management plan for reporting concerns with the team member having the documentation problem.

Report the documentation violation to the project management office, evaluate the security of the control limits, and review the emailing rules in the communications management plan.

235 All of the following are outputs of Rejected change the Monitor and Control Project requests. Work process EXCEPT:

Clarify the reasoning behind documentation being a problem, get the accounting department to assist the team member, and respond to the minor stakeholder.

Recommended Forecasts. corrective actions.

Recommended defect repair.

A

A

Project managers should be proactive. The only proactive answer here is preventing unnecessary changes. Remember the question asked for methods to control changes, not just deal with them. Looking for the source of changes is the most proactive. Sometimes, certain classifications of changes get automatic approval on a project and do not need a change control board's approval. For example, in an emergency, changes may be made by the project manager without the change control board. Baselines should be changed to reflect all approved changes that impact them. Notice how many situations are thrown at you in this question. It is important to practice reading through questions to discover what is important and what is just background information. In this question, the only thing relevant was the corrective action taken. Once you discover what the primary issue is, look at the choices to find out which is best for addressing that issue. What is the primary issue here? Did you realize the team member's note is about a non-critical path activity? ("Until the project float is in jeopardy" means there is float and, thus, it is not on the critical path.) So is the issue the non-critical path activity or the documentation? You might disagree with the logic, but in this case the answer is the documentation. In the real world, problems often repeat. Without a record of what was done, there is no opportunity to consider the same solution for future problems. Documentation is critical to projects. Because documentation becomes part of the historical records database, it is best to first record the Recommended corrective actions, corrective action defect taken, then discuss recommended repair, and the value are of outputs documentation at the forecasts of the Monitor next Control team meeting, smooth the and Project and Work process. team member withrequests the accounting Rejected change are an department problem.Change Control. output of Integrated

A 236 The networking vendor has Configuration contacted the project manager to management inform her that a recent earthquake will impact the delivery of critical components. The project team meets to determine the impact on the overall project and determines that staffing will not be affected, but changes will need to be made in the areas of risk and cost management. What is the project team involved in here?

B C Work authorization Status review analysis meeting

237 At a critical milestone in a development project, it is determined that implementation is two months behind schedule. The project manager is concerned the root cause is lack of conformance to requirements in the design of the new billing system. More extensive measurements are taken to see if this is, in fact, the problem. Such measurements are: 238 The customer wants to expand the project scope after the performance measurement baseline has been established. Which procedures must be followed? 239 The project manager on a large software installation project is working with her team on a critical set of activities. They are working late on Saturday night. Circumstances create a situation wherein the project manager must decide to change the schedule, pushing the end date of the project out two weeks. What is the BEST action for the project manager to take next as a result of her A change control system should be 240 decision?

Not needed. The schedule should be compressed.

An example of Perform Quality Control.

Scope control

Integrated change Integrated control management

created:

D Integrated change D control

Not going to show Part of the Perform B why the schedule Integrated Change is delayed. Control process.

Document control

Integrated change control requires coordinating changes across knowledge areas. A proposed schedule change will often affect cost, quality, risk, resources, and customer satisfaction.

Remember that control relates to measurement. The measurements are an activity of Perform Quality Control.

B

Although the issue relates to scope, integrated change control procedures should be followed.

Immediately Look for free float document and to bring the project capture the back on schedule. changes and present them to the change control board the next time that board is available for contact.

Implement configuration management in order to obtain senior management approval and then make the change.

Review her A detailed risk assessment development process to ensure that other unidentified risks are included and a plan for mitigation is created.

The change control system must include procedures to handle changes that may be approved without prior review, for example, as the result of emergencies.

As needed on the project.

As a formal documented procedure.

By the team.

The change management process should be formal so changes don't "just happen." You manage them. You want changes documented for historical purposes so there is an audit trail indicating why you made the changes. The change control system is a part of an organization's enterprise environmental factors.

By management.

C

A 241 While the project is being Comply with the completed, management requests request if possible. a change. What is the FIRST thing the project manager should do?

B Obtain an understanding of the scope of the change.

C Tell the customer that a change will be coming.

D Ask the team to B accept the change.

242 Which of the following BEST When a major describes when a project baseline delay occurs should be changed?

When an official change is made

When a cost increase occurs

Changes should never be made to the baseline

243 During the creation of lessons Create change learned for a project, the team requests determines that the project would have been better if they had a change control board. Which of the following is the BEST description of what a change control board helps the team to do?

Approve or reject changes

Create procedures Formulate the change

244 The role of the project manager Ensuring the relating to integration is MOST various project appropriately described as: elements are properly coordinated.

Ensuring team members work together.

Ensuring the stakeholders' role is integrated with the rest of the team.

245 All of the following are parts of an Procedures. effective change management plan EXCEPT:

Standards for reports.

Meetings.

Ensuring A management's role is integrated into the everyday workings of the project. Lessons learned. D

246 A project is plagued by changes to The project the project charter. Who has the manager primary responsibility to decide if these changes are necessary?

The project team

The sponsor

The stakeholders

B

B

C

First, you need to understand the scope of the change so you and the team can evaluate the impact. Next, come up with options, which you present to the change control board. The change control board then decides whether to include the change and its corresponding impacts on the project. This question includes many common errors regarding baselines. It is important to realize that delays or cost increases do not automatically result in changes to baselines. Changes can be made to the baselines, but only when they are officially approved. The person requesting the change usually formulates the change and creates a change proposal. The performing organization usually creates the procedures regarding changes. The change control board reviews requests for changes, evaluates both the positive and negative impacts, and then approves or rejects the changes. Ensuring project elements are properly coordinated includes all the other choices. Thus, it is the best answer. A change management plan includes the processes and procedures that allow smooth evaluation and tracking of changes. Lessons learned are reviews of the processes and procedures after the fact, to improve them on future projects. The sponsor issues the project charter and so he or she should help the project manager control changes to the charter. The primary responsibility lies with the sponsor.

A B 247 The project is not going well and Review the project Create a new many changes are being made. scope with the change form. Which of the following should you stakeholders. do FIRST to gain control of the project?

C Remind everyone of the change procedures.

D Ask the sponsor to A review the project charter.

248 A stakeholder wants to make a change to the work breakdown structure that does NOT affect the time or cost of the project. What is the BEST thing to do?

Meet with management.

Look for other impacts on the project.

D

D

Tell the Make the change. stakeholder that this change cannot be made without revising the project management plan.

249 The carpeting subcontractor has, Demand that the without prior approval, installed original carpeting carpet that is a slightly different be installed. pattern from the pattern selected for the project. The difference in cost per square yard saves the buyer approximately US $10,000. Upon learning of the change, the BEST course of action for the project manager is to:

Meet with the customer to explain what happened and celebrate the $10,000 windfall.

Document the change in the change control plan.

Determine the overall impact on the project.

250 The client demands changes to the product specification that will add only two weeks to the critical path. Which of the following is the BEST thing for the project manager to do?

Cut scope to recover the two weeks.

Consult with the sponsor about options.

Advise the client of C the impact of the change.

251 The primary customer of a project Develop a risk has requested an application mitigation plan. change during user testing. As project manager, how should you BEST address this issue?

Create a formal change request.

Inform the project sponsor of changes to scope, cost and schedule.

Ensure the scope change complies with all relevant contractual provisions.

B

252 A project manager has made a Assign resources. change to the project. What should she do NEXT?

Revise the project Evaluate impact. management plan and/or project documents.

Request change control board involvement.

B

Compress the schedule to recover the two weeks.

If many changes are being requested and made, it indicates the scope definition was incomplete. A thorough review of the project scope with the stakeholders will help identify where problems exist and allow you to focus on fixing them. Only after that is done can one look at the higher-level document (the project charter). Forms or procedures do not deal with the root cause of the changes. Read the questions carefully. Don't miss the words NOT and BEST in the question. Even though it may not directly affect the time or cost to the project, you need to look at all the impacts of a change on other project constraints. The change may increase risk, reduce quality, etc. The first thing is always to evaluate the impact of the change on the project. A good thing to do next might be to see what the contract states and then meet with the customer. Demanding installation of the originally specified carpet might be too drastic, and documenting the change really means doing nothing. Your actions in this case might be different than if the carpet was not already Do you installed. remember what to do when there is a change? Evaluate first. You wouldn't take action before getting approval, so compressing the schedule or cutting scope would happen after consulting the sponsor and/or advising the client of the impact of the change. You would not go to the customer before going to your internal management, so advising the client is not the correct thing to do next. The next step is to discuss options with the Your first action is sponsor. to formally document the requested change to the requirements, and then follow the integrated change control process. Once the change has been made, the documents affected by the change (the project management plan and/or project documents) must be updated .

A B C 253 A work authorization system can Manage who does Manage when and Manage when be used to: each activity. in what sequence each activity is work is done. done.

D Manage who does B each activity and when it is done.

254 Which of the following BEST Serve the describes the project manager's customer and do role relating to changes? what the customer wants.

Monitor and track Influence the changes to ensure factors that cause they benefit the changes. project.

Deny change C requests whenever possible.

255 During project executing, the Management by project manager determines that a objectives. change is needed to material purchased for the project. The project manager calls a meeting of the team to plan how to make the change. This is an example of:

Lack of a change Good team management plan. relations.

Lack of a clear work breakdown structure.

256 The project was going well when all of a sudden there were changes to the project coming from multiple stakeholders. After all the changes were determined, the project manager spent time with all the stakeholders to find out why there were changes and to discover any more. The project work has quieted down when a team member casually mentions to the project manager that he added functionality to a product of the project. "Do not worry," he says, "I did not impact time, cost, or quality!" What should the project manager do FIRST?

Hold a meeting to review the team member's completed work.

Look for other Ask the team added functionality. member how he knows there is no time, cost, or quality impact.

D

Effect of the change on the project scope.

Effect of the change on the project schedule, cost, quality, risk, resources, and customer satisfaction.

C

Ask the team member how the need for the functionality was determined.

257 The customer wants to make a Effect of the change to the project scope. The change on scope BEST thing for the project management. manager to evaluate is the:

Effect of the change on the project baselines.

B

Who does each activity is managed with the responsibility assignment matrix. When each activity is done is managed with the project schedule. A work authorization system is used to coordinate when and in what order the work is performed so that work and people may properly interface with other work and other people. The project manager needs to do more than just monitor and track changes. The best answer is the proactive answer; influence the factors that cause changes. The project manager is asking how to make a change. Such a question cannot be resolved using management by objectives, team relations, or a work breakdown structure. The procedures, forms, sign-offs, and other similar requirements for handling changes should have already been determined in the change management plan. Because they were not, the project manager will waste valuable work time trying to figure it out after the fact. Notice that the first paragraph is extraneous. Also notice that the question states the change has already been made. The project manager's actions would be different if the change had not been made. It is the project manager's job to investigate impacts, as the project manager is the only one who can tell how a change impacts the project as a whole. Asking the team member how he knows there is no impact on time, cost, or quality is the best answer. This begins the project manager's analysis of the impacts to the project as a whole by finding out what analysis has already been done. He can then determine how he must finalize the analysis as it applies to thefirst entire project. The action is to evaluate the impact of a change. An evaluation encompassing the impact of the change on the project schedule, cost, quality, risk, resources, and customer satisfaction is required.

A 258 A team member notifies you, after Inform the the fact, that she has added extra customer. functionality to the project. There was no impact on the cost or schedule. What should be done as a result of this change?

B C Make sure Understand what marketing is aware functionality was of the change. added.

D Implement change C control processes to track the change.

259 A project team member tells you she went to her project manager with a good idea for a useful change to the project. Instead of giving her approval to make the change, the project manager asked her to write a report describing the benefits of the change. What is the MOST appropriate advice for the situation?

Remind the project manager that the cost benefit analysis for the project was done during project planning.

A project manager must be able to weigh the benefits of the change versus the costs and compare them to other possible changes. The team member should do what was asked.

The team member C should do what was asked because this sort of information must be given to the project sponsor to make the change.

A cost benefit analysis might have been completed during project planning, but it could not have related to the proposed change. A project sponsor is not generally involved in changes within the project. Compiling the information necessary for a cost benefit analysisis a form of estimating, and it is best if the person doing the work creates the estimates. Therefore, the team member should do what was asked, to enable the project manager to make an informed decision.

260 All the following are true of project They are included They include baselines EXCEPT: in the original approved scope approved project changes. management plan.

They are useful in detecting project variances.

They are useful in preparing the WBS.

261 There have been numerous Performance changes on your project. All measurement approved changes are BEST variance. reflected in the:

Change control procedures.

Project D management plan.

The project baselines are included in the original approved project management plan, and are changed to reflect approved changes to the plan. Baselines are useful in detecting variances from the project management plan. The WBS is created before the project management plan. Therefore baselines are not available when the WBS is created. Performance measurement variance is a measurement of the project, and does not reflect approved changes. The Verify Scope process deals with obtaining formal acceptance from the customer. Change control procedures might address how to handle changes, but do not reflect approved changes. Changes made via the change control system will be documented in some part of the project management plan and/or project documents.

The project manager is being unreasonable and should do that kind of work herself.

Verify Scope process.

D

First, you need to understand what change has taken place and then evaluate the impact and options. (Note that this is an example of gold plating.)

A 262 You take over a project that is in a Meet with the lot of trouble. There are apparently project sponsor. problems with the team dynamics, project scope, the sponsor, and the timeline. The project has a cost performance index (CPI) of 0.75 and schedule performance index (SPI) of 1.2. The FIRST action you should take is to:

B Review all the project deliverables.

C Meet with the team.

D Meet with each team member individually.

B

Look again at this question. It does not provide details of what is wrong. It is more appropriate to meet only with the team members involved than to meet with the entire team. A project manager must understand what led to problems with team dynamics, project scope, etc., in order to decide what to do and with whom to meet to resolve the problem. Only reviewing the project deliverables deals with evaluation.

It was completed There were so few There was good 263 A project manager has finished the It only had six project. He knows the project weeks of changes. within the schedule changes. communication scope has been completed and is baseline. control. within cost and time objectives set by management. Management, however, says that the project is a failure, because the original schedule was for 27 weeks and the project was completed in 33 weeks. If the project baseline was 33 weeks, the project is a success because:

B

Meeting the schedule baseline is one indicator of project success. Remember that baselines may be formally changed to accommodate changes within the project.

264 Closure includes following EXCEPT:

A

Performance measures are determined earlier in the project so they can be used to measure progress during the project, making determining performance measures the only correct answer to this question. Notice that this question asks about the use of a tool of project management. Many people can learn from a book what a lessons learned document is, but questions like this can more readily be answered if you actually use the tool and know from experience its value. Ask yourself about the other tools of project management. Why are they beneficial? The BEST use of lessons learned is as historical records for future projects. There are other tools that are better for accomplishing the things listed in the other choices.

all

of

the Determining performance measures.

Turning over the product of the project.

Documenting the degree to which each project phase was properly closed after its completion.

Updating the company's organizational process assets.

265 Company procedures require the Historical records creation of a lessons learned for future projects document. Which of the following is the BEST use of lessons learned?

Planning record for Informing the team Informing the team A the current project about what the about the project project manager management plan has done

266 Lessons learned completed by:

The team.

are

BEST The project manager.

The sponsor.

The stakeholders.

D

The best answer is stakeholders, as their input is critical for collecting all the lessons learned on each project. The term "stakeholders" includes all the other groups.

267 Your company has just presented its new five-year strategic plan. You have received a new product request from a customer that is in line with the previous five-year strategic plan, but it does not meet the objectives of the new plan. The product description seems to have a valid business driver and to be a straightforward development effort. As project manager, what is the BEST course of action? 268 The CEO of the company has assigned a project manager to a project the CEO has wanted to do for a long time. What should the project manager do FIRST?

A Do a cost benefit analysis of the project and submit it for management approval.

B Submit the new product request to the project management office (PMO) for review and approval before proceeding.

C Inform the customer of the change in corporate direction and ask him/her to take another look at the project.

B

The PMO determines whether a project supports the organization's strategic plan and can authorize exceptions to projects not linked to the strategic plan.

Assist the CEO in putting together a cost benefit analysis to show the need for the project.

Work with the CEO to get buy-in from the other stakeholders.

Produce a ranking Guide the creation D of all feasible of a project projects, including charter. the assigned project, in a weighted scoring of decision variables.

Because the CEO is the project sponsor, analyzing the need for the project or getting stakeholder buy-in would not be good first choices. Ranking possible projects is often done as part of the project selection process, but this is not the project manager's responsibility. The project manager should first create a project charter. Work to achieve stakeholder buy-in might be done after the charter is approved.

It identifies the product acceptance criteria. Reasons projects

It gives the project It documents manager authority. stakeholders' requirements.

B

Product acceptance criteria is included in the project scope statement, not the project charter.

Reasons people or Reasons to B businesses sponsor a project. become They are described stakeholders. They are defined They are C in project planning at project onset determined by the and improved over with the input of project sponsor. time. project stakeholders.

These are reasons projects are initiated.

269 All of the following are purposes of It establishes the the project charter EXCEPT: project. 270 A market demand, a business Reasons to hire a need, and/or legal requirement are project manager. examples of: 271 Which statement about project They are deliverables is CORRECT? determined after the work is completely defined. 272 The performing organization is trying to decide whether to split the procurement department and assign procurement responsibilities to departments directly responsible for the projects. A procurement professional might not want this split to occur because he or she would lose ___________ in a decentralized contracting environment.

Standardized company project management practices

273 Linear programming is an example Constrained of what type of project selection optimization criteria?

D Request a project charter from management and begin a WBS.

are initiated.

Loyalty to the project

Experience

Access to others with similar expertise

D

Comparative approach

Benefit measurement

Impact analysis

A

Deliverables are determined in part by the customer, not only by the project sponsor. Deliverables are identified in the project charter, which is created in project initiating, before the work is completely defined and before planning occurs. The change would not impact the organization's overall project management practices, only procurement. Loyalty to the project would be gained, not lost, in a decentralized environment, as the procurement manager is part of the project team. In a decentralized procurement environment, there is less focus on maintaining the skill or expertise of the contracting function, and access to other procurement professionals with comparable expertise would be reduced. Constrained optimization uses mathematical models. Linear programming is a mathematical model.

A 274 You are a project manager for a Project A large consulting firm. Your superior has just asked for your input on a decision about which project your company should pursue. Project A has an internal rate of return (IRR) of 12 percent. Project B has a predicted benefit cost ratio (BCR) of 1.3. Project C has an opportunity cost of US $75,000. Project D has a payback period of six months. If you had to choose based on this data, which project would you select?

B Project B

275 A market demand, a customer Changes to the request, and a technological project. advance are examples of:

Reasons to initiate Components of a a project. work breakdown structure (WBS).

Reasons to outsource the work.

276 A project manager has just been Create a project assigned to a new project and has scope statement. been given the approved project charter. The FIRST thing the project manager must do is:

Confirm that all the Analyze project stakeholders have risk. had input to the scope.

Begin work on a B project management plan.

measurement and Benefit cost ratios. Variable costs. 277 Benefit constrained optimization are examples of: Closing. 278 The BEST time to assign a project Executing. manager to a project is during:

C Project C

Types of depreciation. Initiating.

D Project D

Project selection methods. Planning.

A

B

D C

This is a question about project selection. In order to interpret the information, you need to know what each item is. A 12 percent IRR (choice A) is a more quantified benefit than a BCR of 1.3. You need more information to understand what the BCR of 1.3 will mean on the project. Thus, it is impossible to determine whether the BCR of 1.3 is better than an IRR of 12 percent. There is not enough information provided to support recommending or not recommending choices C or D. This leaves only choice A, with a 12 percent return, as providing a clear benefit. The items listed might lead to changes, but they are not changes themselves. These items may be considered when creating a WBS, but they are not components of a WBS. A market demand would not be a logical reason to outsource project work. A market demand, a customer request, and a technological advance are all good justifications for a project to be initiatied. This question can be tricky, especially if you have spent so much time studying that you have forgotten some good project management practices. A quick look at Rita's Process Chart in the PMP(Author:Bobby)174(Author:Bobb y) Exam Prep book might lead you to conclude that the FIRST thing to do would be to start planning. However, the question indicates that the project manager was not involved until after the charter was created and approved. Therefore, wouldn't it be smart to make sure the project charter is clear and complete before moving on? This is why it is best for the project manager to confirm the stakeholders had input into the scope. These are two broad categories of project selection methods. The project manager should be assigned during project initiating.

A The project manager for the project or a company functional manager

B C A member of the The sponsor or the project project manager management team working at the direction of the project manager

D A manager or C executive in the organization who is higher in the corporate hierarchy than the project manager

The project description and need in the project charter

The WBS The risk response dictionary, to verify plan, to evaluate the scope is alternatives correct

The chart of accounts, to determine the estimate at completion

A

The project charter documents the project description and need of the client.

281 Who issues the project charter?

Sponsor

Project manager

Project team

Stakeholders

A

282 You have created the project charter but could not get it approved. Your manager and his boss have asked that the project begin immediately. Which of the following is the BEST thing to do? 283 To complete the project initiating processes, a project manager needs the project charter and:

Set up an Show your integrated change manager the control process. impact of proceeding without approval.

Focus on completing projects that have signed project charters.

Start work on only B the critical path activities.

The project charter is issued by the sponsor. The best thing to do would be to show the impact. This is the only choice that prevents future problems - always the best choice. The other choices just pretend the problem does not exist. A WBS, scope statement, and scope management plan are outputs of planning processes. Outputs of the initiating process group are the project charter and identified stakeholders. Determining the product description should be a giveaway. This process is addressed in the project charter, so we must be in project initiating. Expect many questions that ask when something occurs in the project management process.

279 A person is writing a document identifying the business need for a project and is including a description of the product to be created by the project. She includes a list of stakeholders and preassigned resources. What is the role of this person on the project? 280 Halfway through the project, the client considers cancelling the remaining work and the contract. It would be BEST to look at which of the following to determine the purpose for the project?

Identified stakeholders.

high-level project Initiating 284 Identifying performance criteria, defining business need, and determining product description are all part of WHICH project management process group?

A work breakdown A project scope structure. statement.

A scope A management plan.

Planning

Monitoring and controlling

It lists the names 285 A project manager is trying to It describes the convince management to use details of what of all team more formal project management needs to be done. members. procedures and has decided to start improving the company's project management by obtaining a project charter for each of his projects. Which of the following BEST describes why a project charter would help the project manager?

Executing

It gives the project It describes the manager authority. project's history.

A

C

The project charter is issued by the sponsor. The project manager may have a role in its creation.

The exam will ask questions like this to make sure you know the benefits you should be getting out of the processes and tools of project management. The details of what needs to be done are found in the WBS dictionary. The names of team members are included in the responsibility assignment matrix and other documents. Project history is found in the lessons learned and other historical records. A major benefit of a project charter is that it documents the authority given to the project manager.

A B 286 Which of the following is included A risk management Work package in a project charter? strategy estimates

C Detailed resource estimates

D The business case D for the project

287 Management gives the project how success will manager a preliminary project be measured. scope statement and tells him that he is not sure it is complete. The preliminary project scope statement should include:

a detailed project scope.

a detailed schedule.

business need.

A

288 The project charter is created in Executing which project management process group?

Planning

Closing

Initiating

D

289 Generally, when is the BEST time After the contract to create a procurement is signed management plan?

Preceding the Conduct Procurement process

During project initiating

When updating the B procurement management plan

The procurement management plan is an output of the Plan Procurement process, the first procurement process in project planning.

290 All of the following must be Identify and performed during project initiating document EXCEPT: business needs.

Create a project scope statement.

Divide a large project into phases.

Accumulate and B evaluate historical information.

A project scope statement is created during project planning.

291 All of the following are parts of the Develop product project initiating processes acceptance EXCEPT: criteria.

Determine project boundaries.

Develop project objectives.

Develop performance measurement baselines.

D

Performance measurement baselines are developed during project planning. The others are parts of a preliminary project scope statement. Expect to see many questions that ask when something occurs in the project management process.

292 A WBS is BEST described as a The schedule. tool for tracking:

Resources.

Cost.

Scope.

D

Work not in the WBS is outside the scope of the project.

A risk management strategy and work package estimates are not created until project planning, but the project charter is created in initiating. A project charter may include the names of some resources (the project manager, for example), but not detailed resource estimates. Of the choices given, only the business case for the project is included in the project charter. Many people mistakenly include things that come after the preliminary project scope statement (e.g., project scope statement (choice B) and schedule (choice C) in the preliminary project scope statement. These items come after the preliminary project scope statement. The business need (choice D) is in the project charter. The project charter is needed before planning and execution of the work can begin. Therefore, it is created and approved in project initiating.

A 293 Which of the following is an output Requirements of the Collect Requirements traceability matrix process?

B Project scope statement

C Work breakdown structure

D Change requests

A

The project scope statement is an output of the Define Scope process. The work breakdown structure is an output of the Create WBS process. Scope change requests are outputs of the Verify Scope and Control Scope processes. The requirements traceability matrix is an output of the Collect Requirements process, and is used to track requirements throughout the life of the project.

294 Identifying alternative approaches Initiating is part of which scope management process?

Scope planning

Scope definition

Scope verification

B

295 Which of the following is NOT part Facilitated of the Define Scope process? workshops

Identifying alternatives

Product analysis

Inspection

D

When you look at this question, you might see three "right" answers (choices A, B and C). Scope verification (choice D) involves obtaining acceptance of the completed project scope. One could be looking at alternative choices when creating a project charter in the initiating process group (choice A), however, this is not part of the scope management process. You could be also looking at alternatives when creating a scope management plan (choice B) or while creating the project scope statement in scope definition (choice C). To choose between these, look for the time when you identify alternative approaches the MOST. The answer is during scope planning, making choice B the workshops, best choice. alternatives Facilitated identification, and product analysis are tools and techniques of Define Scope. Inspection is done during project monitoring and controlling, and is therefore the exception.

296 Being told to complete the project Constraints. in three months using only four resources is an example of:

Earned value analysis components.

Benefit cost ratios. Law of diminishing A returns.

Limits on what options you have to complete the project are called constraints.

297 The project management team has completed their make-or-buy analysis and decided it would be best to buy the equipment needed for the new voice-activated control system. The scope could not be defined well enough for a fixed price contract, but the team had specific quality metrics that were key to the success of the project. Because of this, the team decided to issue an RFP rather than request bids.All the work to be done was included in the RFP and it was sent to the companies on the prequalified seller list by the procurement department. Only two of the four companies who received the RFP filed questions as part of a question-and-answer period held at the bidder conference. Based on this, what is the MOST important thing the project manager should make sure is in the final contract? 298 A new project manager is about to begin creating the procurement statement of work. One stakeholder wants to add many items to the procurement statement of work. Another stakeholder only wants to describe the functional requirements. The project is important for the project manager's company, but a seller will do the work. How would you advise the project manager?

A Various reports that will be required of the seller

B Requirements for a procurement performance review

C D Information on how How claims will be B payments may be handled if more paid out to questions arise subcontractors

The procurement statement of work should be general to allow the seller to make his own decisions.

The procurement statement of work should be general to allow for clarification later.

The procurement statement of work should be detailed to allow for clarification later.

The procurement statement of work should be as detailed as necessary for the type of project.

D

When the seller has more expertise than the buyer, the procurement statement of work should describe performance or function rather than a complete list of work. In any case, the procurement statement of work should be as detailed as possible.

Team buy-in.

Activities.

A list of risks.

B

The WBS is an input to all of these choices. However, team buy-in is a direct result of the WBS creation process, while the other choices use the WBS to assist in their completion. Involving the team in creating the WBS provides project team members with an understanding of where their pieces fit into the overall project management plan and gives them an indication of the impact of their work on the project as a whole.

Analytical hierarchy process

Bottom-up approach

B

The Delphi technique uses experts and builds consensus; therefore, expert opinion is the chief characteristic.

299 A new project manager has asked A bar chart. you for advice on creating a work breakdown structure. After you explain the process to her, she asks you what software she should use to create the WBS, and what she should do with it when it is completed. You might respond that it is not the picture that is the most valuable result of creating a WBS. It is:

300 Which of the following is a chief Extrapolation from Expert opinion characteristic of the Delphi historical records technique? from previous projects

A list of required reports and information about payment of subcontractors are usually included in the contract, but based on the situation, they are not the most important. The connection between claims and questions is not a valid one in contracts. You might connect actions of the buyer and claims, or errors in the contract and claims, but not questions and claims. The situation describes an unclear scope of work and the need for quality. Therefore the most important thing is to make sure a procurement performance review is included in the contract.

301 During which part of the project Initiating management process is the project scope statement created?

A Planning

C Executing

D Monitoring and controlling

302 A project manager spends time Responsibility determining his company's charts. objectives and how the project fits into them. This is an example of:

Management by objectives.

The project's future.

The work breakdown structure.

303 You have a signed project charter, and are in the process of creating a project scope statement. You have asked the team for input to ensure the project scope statement is complete. However, the team is struggling with defining the scope. Which of the following BEST describes the problem?

The team is working on the project scope statement without the benefit of organizational process assets.

The team is in the Define Scope process and needs the project scope statement as an input.

The project B objectives were not identified before the project scope statement was begun.

304 A work breakdown structure is an Define Activities. input to all of the following processes EXCEPT:

Estimate Costs.

Perform Quality Assurance.

Plan Procurements.

C

305 The development of the scope The functional baseline can BEST be described managers. as involving:

The project team.

All the stakeholders.

The project expediter.

B

306 In which of the following processes Verify Scope is a scope management plan created?

Develop Project Mangement Plan

Define Scope

Create WBS

B

307 All the following come after the Estimate Activity Define Scope process EXCEPT: Durations

Develop Human Resource Plan

Estimate Costs

Collect Requirements

D

A WBS was not completed before the project scope statement was begun.

B

B

The project scope statement is an output of the Define Scope process, which occurs during project planning.

B

Management by objectives tries to focus all activities on meeting the company's objectives. If the project's objectives are not in line with the company's objectives, the project may be impacted or cancelled. The project scope statement is an input to the Create WBS process, not vice versa. The project scope statement is an output of the current process (Define Scope), not an input. The high level project objectives are included in the project charter, which is created in initiating. Since the charter was approved, the project objectives must have been identified. In the Define Scope process, organizational process assets are required before the scope statement can be completed. These include historical records of previous projects, including their scope statements, and may also include The WBS and is used in many different processes templates. processes, but is not integral to the Perform Quality Assurance process. After obtaining input from the customer and other stakeholders, the project team is responsible for developing the scope baseline. Remember that the scope baseline includes the WBS, WBS dictionary, and project scope statement. Planning the work of the scope management process is done as part of the Develop Project Management Plan process. The complexity of the scope management plan is determined based on the needs of the project. Remember that the project scope statement is an output of the Define Scope process. Estimate Activity Durations, Develop Human Resource Plan, and Estimate Costs are all done after the Define Scope process. Only the Collect Requirements process occurs before Define Scope. See Rita's Process Chart in the book PMP(Author:Bobby)174(Author:Bobb y) Exam Prep.

308 All the following are needed to create the WBS EXCEPT: 309 Which of the following is done during the Create WBS process? 310 Which of the following is a basic rule or guideline for creating a work breakdown structure?

311 Scope decomposition involves subdividing the major project deliverables into smaller pieces to:

A Organizational process assets. Product analysis

D Project scope B statement. Alternatives C identification The first row Each level of a A work breakdown A work breakdown B should describe work breakdown structure should be structure should be the products of the structure is a like a to-do list, organized by project. smaller segment of listing in functional areas. the level above. chronological order every activity that needs to be done to complete the Improve the Provide more Provide A project. the project Assist in accuracy of activities to assign duration, provide stakeholder estimates, define a to resources. project control, and assignment to baseline for assign control project activities. performance, and charts. assist with responsibility assignments. As small as As large as To 1000-hour work To about 80-hour D possible, because possible, because packages, work packages, the work is he is dealing with because he is because it will complex experts dealing with make the work less experts complex

312 A new project manager is planning a complex hardware installation project. The team consists of 13 people who are experts in their fields. The project manager does not want to micromanage the project. How far should he decompose the work? 313 If a project team is subdividing Creating a WBS. project work packages into smaller, more manageable components, they are:

B Quality measurements. Project selection

C Requirements documentation. Decomposition

Decomposing.

Network diagramming.

Activity sequencing.

B

Until it cannot be logically subdivided further

Until it can be done by one person

Until it can be realistically estimated

C

is the decomposition Project Communications Work breakdown 315 What process used to develop? management plan management plan structure

Earned value

C

316 All of the following statements They are created about work breakdown structures by the project are true EXCEPT: manager.

They help to A organize the work.

314 To manage a project effectively, Until it has a work should be broken down into meaningful small pieces. Which of the conclusion following does NOT describe how far to decompose the work?

They prevent work They provide a from slipping basis for through the cracks. estimating the project.

Quality measurements are not an input to the Create WBS process. Decomposition is done during the Create WBS process. The first level should be your project life cycle, not products. The WBS is not listed in chronological order, nor should functional areas organize it. The WBS is hierarchical; therefore each lower level is made of all the parts of the segment directly above it. Decomposing the scope into smaller pieces allows for more accurate estimates, are used to track the project against the performance measurement baseline, and are used to assign resources using a responsibility assignment matrix. The heuristic (rule of thumb) we use in project decomposition is 80 hours. It doesn't matter how experienced the team members are. You need this level of reporting to manage the project effectively. The important words here are "subdividing project work packages." This indicates a WBS has already been created, and it is being further broken down. If the question said the team was subdividing "project deliverables," the answer would have been creating a WBS. The lowest level of the WBS is a work package, which can be completed by more than one person. The other choices are aspects of a work package. Decomposition is the process of logically subdividing the project into smaller pieces. Therefore, it is used to develop WBS. Don't forgetthe that the team should be involved in the creation of the WBS. Involving them helps you obtain buyin from the people who do the work.

A B A project charter 317 A project manager is concerned A staffing about the amount of gold plating management plan that has occurred on past projects. All the following would NOT be of use in controlling gold plating EXCEPT:

C D A work breakdown A risk management C structure dictionary plan

318 The work breakdown structure is The team. created by:

Management.

The project manager.

Provide project 319 A work breakdown structure Systematically numbering system allows the estimate costs of justification. project team to: work breakdown structure elements.

The sponsor.

Identify the level at Use it in project which individual management elements are software. found.

A

C

320 Where should a new project Resource leveling manager look to determine chart resource requirements?

Resource bar chart Activity list

Activities, Sequence Develop Project 321 Define Activities, and Estimate Activity Charter. Durations all occur before:

Create WBS.

Develop Schedule. Project development.

C

322 The project management plan is Guiding project LEAST useful for which of the execution following?

Documenting planning assumptions

Developing the project charter

D

323 A project manager and her team worked together to develop a work breakdown structure. However, it seems project team members are doing work that is not included in the work breakdown structure. The purpose of a work breakdown structure is to: 324 Your project is approximately 66 percent complete and has progressed according to plan. There are nine teams working on implementation and testing activities. You receive notification, after the fact, that a manager has pulled two teams off the project to do non-project work. Part of the project is falling behind relative to the others. The MOST likely reason for this is:

Facilitating communication among stakeholders Include the work

Provide senior management with required to create a high-level view of the products of the the project scope. project.

Unidentified risks.

Low morale due to B compensation issues.

Guide the cost estimate for a project, not how the work is done.

The scope of work A weak matrix has changed. project organization.

Project schedule

C

Include the total D project scope, or all of the work that must be done to complete the project.

Gold plating generally refers to adding scope. If you picked project charter, remember the project charter is a high-level document. Because the WBS dictionary is much more detailed, it would provide more help in controlling gold plating. The team is needed because they are the technical experts on the project and know better than the project manager what needs to be done. The numbering system allows team members to quickly identify the level in the work breakdown structure where the specific element is found. It also helps to locate the element in the WBS directory. A resource leveling chart and resource bar chart make use of already determined resource requirements. Resources are determined based on the needs of the project, and those needs are determined based on the activity list. Develop Project Charter is an initiating process. Outputs from the Define Activities, Sequence Activities, and Estimate Activity Durations processes in project planning are inputs to the Develop Schedule process. Therefore, Develop Schedule occurs after those The project charter is completed prior processes. to the development of the project management plan. The work breakdown structure is designed to show all the work that is required to produce the project output as well as the other projectspecific activities. It should include enough detail to allow you to manage the project with the resulting work packages. A weak matrix project organization is the most likely reason teams are falling behind, because the functional manager is moving people without working with the project manager. In this type of organization, the functional manager has more power than the project manager.

A B C D The scope The cost The work 325 A team member determines the The project scope for her activity is no longer management management plan management plan authorization valid. She comes to you for advice information system system on making the change. To which of the following documents should you refer to make this change?

B

The scope management plan describes how requested scope changes will be managed.

Be very careful, as this simple question may uncover many gaps in your knowledge. The question is really asking, "The project priority has become lower, what should you do?" Although projects should relate to the company's objectives, many do not. Why would you decrease costs? In order to decrease costs, you must decrease scope or quality. Nothing here indicates this is required. You are still chartered to do the same project. One cannot arbitrarily change the CPI; the CPI changes based on changes in project performance. Target opportunity cost is a made-up term. The only correct choice is to extend the schedule and allow flexibility to accommodate the delays and other risks a low priority adds to the project. request is the most A change effective way of handling the disconnect between what users actually want and what management thinks they want.

326 Your project no longer ties into the Decrease the cost. Extend the company's objectives. What would schedule. be the BEST thing to do?

Change the CPI.

Change the target B opportunity cost.

327 You have been assigned to manage a portion of a larger project that is supposed to be finished within a two-week period. You have met with the leadership of the department to gather requirements, and you have a project charter, project scope statement, and project management plan that have been approved by these individuals. You are told to meet with the actual user of the product of the project to demonstrate how the system will work. When you give the demonstration, it is clear the user's requirements are very different from the ones you were initially given and to which both you and the client agreed. What is the thing for to do now?to: Verify Scope is you closely related 328 BEST

Generate a change request for the user's requirements.

Convene another meeting with the leadership of the area and the user to generate a revised set of requirements.

Attempt to meet as many of the user's requirements as possible within the project's established budget and schedule.

Complete the work A as originally specified and formulate a new project to meet the user's requirements.

Perform Quality Control.

Sequence Activities.

Perform Quality Assurance.

Time Management. A

Perform Quality Control checks for correctness, Verify Scope checks for acceptance.

329 A project manager is in the process of scope verification of a deliverable with the customer. What is the MOST important thing the project manager should ensure? 330 A project manager receives a deliverable from one of the team members to provide to the customer. While looking at the deliverable, the project manager notes that the document is smaller than what he expected and does not contain what he thought it should. The project manager should FIRST: 331 A project manager is performing an audit on a deliverable when she hears that the team member who did the work is complaining to everyone that he is being picked on by having his activity audited. You know this is not true. What lesson learned could you take to future projects? 332 During a walk-through of a work package, you discover a team member is completing the work differently than stated in the WBS dictionary. How should you deal with this? 333 All of the following are tools used in the Verify Scope process EXCEPT:

334 Which of describes process?

A Accuracy

B Timeliness

C Acceptance

Discuss it with the team member.

Contact the team Audit the member's development manager to get process. that person additional training.

D Completeness

C

The key aspect of the Verify Scope process is acceptance of the deliverable.

D

Such a review compares the deliverable to the requirements. The project manager might have misunderstood and it would be best to check before talking to the team member.

Tell all the team Set an audit policy Audit less members at the in the scope frequently. beginning of the management plan. project that their deliverables will be audited.

Use a walkB through instead of audits.

It is not common that all deliverables will need to be audited. Auditing less frequently or calling the inspection by another name do not solve the real problem. It would be best to create an audit policy on future projects.

Replace the team member.

Determine if the alternative way is acceptable to the functional manager.

Ask the team member if the changes are necessary.

Determine if the changes also change the scope of the work package.

D

A team member should have flexibility at the work package level to make some changes as long as they are within the overall scope of the WBS dictionary.

Product reviews.

Audits.

Walkthroughs.

Sensitivity analysis.

D

It ensures the deliverable is completed on time, ensures customer acceptance, and shows the deliverable meets specifications.

It ensures customer acceptance, shows the deliverable meets specifications, and provides a chance for differences of opinion to come to light.

It is an output of Perform Quality Control, occurs before Define Scope, and ensures customer acceptance.

C

Project scope statement.

WBS dictionary.

Inspection.

D

Product reviews, audits, and walkthroughs are all forms of inspections which may be used in the Verify Scope process. Sensitivity analysis has nothing to do with verifying scope. The project management plan is completed before the Verify Scope process. The Verify Scope process does not deal with time, but rather acceptance. The Verify Scope process does not occur before the Define Scope process. The choice stating the Verify Scope process ensures customer acceptance, shows the deliverable meets specifications, and provides a chance for differences of opinion to come to light is entirely correct, making that the best answer. The work breakdown structure, WBS dictionary, and project scope statement are all parts of the scope baseline, which is an input to Verify Scope. Inspection is a tool of that process.

the following BEST It provides the Verify Scope assurances that the deliverable meets the specifications, is an input to the project management plan, and an output of Perform Quality Control.

335 All of the following are inputs to the Work breakdown Verify Scope process EXCEPT: structure.

Complete the Verify Scope process.

336 After the kickoff meeting, two team members engage in a casual conversation about the project objectives and deliverables. It is clear they heard different messages during the meeting. One team member is so adamant that the other team member gives up arguing the point. In talking to the project manager, the second team member confirms that the first team member is mistaken. At this point, what is the BEST course of action? 337 The construction phase of a new software product is near completion. The next phases are testing and implementation. The project is two weeks ahead of schedule. What of the following processes should the project manager be MOST concerned with before moving on to the final phase? software system was accepted 338 A by the customer, but has been found to give unexpected results. Which of the following BEST describes what the project manager should do FIRST?

A The second team member should send the other team member an e-mail describing what he discovered.

B At the next project meeting, the team member should ask the mistaken team member to describe his interpretation so the project manager can get everyone on the same page.

C The project manager should send out an e-mail to the team restating the project objectives and deliverables.

D At the next project D meeting, the project manager should spend time reviewing the documented project scope statement for the purpose of identifying this and other false assumptions.

Verify Scope

Perform Quality Control

Performance Reports

Control Costs

A

The Verify Scope process deals with acceptance by the customer. Without this acceptance, the project manager will not be able to move into the next project phase.

Review the Verify Scope process.

D

A project manager cannot be responsible for the customer's inspection process, only his own. Network diagram changes will not affect the root cause of this problem. An apology might be in order later, after the root cause is found. The best choice of those provided is to review the Verify Scope process, as that process deals with acceptance by stakeholders.

Review the Change the activity Apologize to the customer's sequencing. customer. inspection process.

Reviewing the project scope statement in a meeting treats all team members with respect and preserves an individual's integrity while identifying gaps in the document. It also allows the project manager to interpret body language of those who misunderstood.

339 You are managing a project on which your team is physically located with client personnel at a remote location. There is a high level of interaction between your team and client personnel, and client satisfaction is considered very important. Since the client is expressing a very high level of satisfaction with the project's progress, your management has indicated no concerns about the project. However, you are behind schedule and over budget. In addition, morale among team members is low, and several team members have talked about quitting. Team members complain regularly about priority adjustments and alteration of activities. The weekly reports you receive about activities completed are often difficult to relate to the WBS and the project management plan. What action should you take to MOST effectively address these problems? 340 Which of the following is an important input to the Verify Scope process?

A B You should enforce You should identify scope control. ways to make team members' work more satisfying using the most applicable motivational theory.

C You should incur the extra expenses necessary to be on-site to more closely monitor the activities of the project team.

D You should create A a reward system to ensure that project team members complete activities within the timeframes outlined in the project management plan.

Validated deliverables

Accepted deliverables

Change requests

Organizational process assets

A

341 Which of the following can create Imprecise the MOST misinterpretation of the language project scope statement?

Poor pattern, Small variations in Too much detail structure, and size of work chronological order packages or detail of work

A

342 A project manager believes that Change the scope modifying the project scope may baseline. provide added value for the customer. What should the project manager do? 343 Which of the following includes the Cost management processes required to ensure the project includes all the work and only the work required to complete the project successfully?

Contact the customer to determine if the change adds value. Scope management

Call a meeting of Change the the change control project's board. objectives.

B

Time management Customer satisfaction management

B

Informal changes to project scope and project management plan are probably the chief causes of schedule slippage, cost overruns, and project team member frustration. Effective scope control is critical to the success of a project.

Organizational process assets are an input to earlier parts of the scope management process, but not to the Verify Scope process. Accepted deliverables and change requests are outputs of the Verify Scope process.Verify Scope is the process of verifying completeness of the work. Therefore, you need deliverables to use in the analysis. Much of the work on the project is dictated by the project scope statement. Any imprecision in such a key document will lead to differing interpretations. The project manager should validate with the customer that the change will add value, and then follow the change management process. Scope management ensures appropriate scope is done.

the

A 344 When should the Verify Scope At the end of the process be done? project

B C D At the beginning of At the end of each During the the project phase of the planning project processes

345 A new project manager is being mentored by a more experienced, PMP-certified project manager (PMP). The new project manager is having difficulty finding enough time to manage the project because the product and project scope are being progressively elaborated. The PMP-certified project manager advises that the basic tools for project management, such as a work breakdown structure, can be used during project executing to assist the project manager. For which of the following can a work breakdown structure be used? 346 A customer has given you a procurement statement of work for a complex, eight-month project that has a few unknowns. The customer has asked you to just "get it done" and only wants to see you at the end of eight months when you deliver the finished project. Under these circumstances, which of the following is the BEST thing to do?

Communicating with the customer

Showing calendar dates for each work package

Showing the Showing the functional business need for managers for each the project team member

Complete the project as requested, but verify its scope with the customer occasionally throughout.

Complete the project within eight months without contacting the customer during this time.

Ask management to check in with the customer occasionally.

C

A

Complete the A project, but document that the customer did not want contact.

The Verify Scope process occurs during project monitoring and controlling. It is done at the end of each project phase to get approval for phase deliverables, as well as at other points to get approval for other interim deliverables. A WBS does not show dates or responsibility assignments. The business need is described in the project charter. In this situation, the product and project scope are being fine tuned. It would save the project manager time in effectively managing progressive elaboration if the WBS was used as a communications tool. Using the WBS helps ensure everyone (including the customer) understands the scope of the work.

Notice the use of the term "procurement statement of work." This is used to refer to the part of the project work that will be done by a seller. It is unethical to ignore the Verify Scope process, as doing so will add risk that the project will not meet the customer's needs. Therefore, the best choice is to verify scope with the customer throughout the project. In a real-world situation, one would probably work with the customer to efficiently handle verification so as to cause as little disruption as possible.

347 Your project team member delivers a project deliverable to the buyer. However, the buyer refuses the deliverable, stating it does not meet the requirement on page 300 of the technical specifications. You review the document and find that you agree. What is the BEST thing to do?

A Explain that the contract is wrong and should be changed.

B Issue a change order.

C Review the requirements and meet with the responsible team member to review the WBS dictionary.

D Call a meeting of C the team to review the requirement on page 300.

348 Which of the following is a KEY A more complete Customer output of the Verify Scope scope acceptance of process? management plan project deliverables

Improved schedule An improved B estimates project management information system

349 Management by objectives works It is supported by only if: management.

The rules are written down.

The project does not impact the objectives.

350 A project is ending one of its Team meeting phases. What should be done before moving on to the next phase?

Verify Scope

Management meeting

351 A customer is not happy with a Tell the customer project deliverable. What is your the deliverable BEST course of action? meets the scope of work and get the customer's agreement to proceed.

Determine why the Meet with the team customer is to determine unhappy with the changes needed. deliverable.

The project includes the objectives in the project Scope charter.

This question is written from the perspective of the seller. The contract could be wrong, or the customer could be wrong, but this should have been discovered earlier if proper project management was followed. A seller cannot issue a change order (although they could request one). Did you select calling a meeting of the team? If so, remember that project management is not about making every decision with ALL the team members. The best choice involves reviewing the requirements documentation and meeting with the appropriate team member. If such a problem has arisen, it could mean something was wrong in the WBS dictionary, or in how the team member completed the work. The output of the Verify Scope process is customer acceptance of project deliverables. The other choices all happen during project planning, well before the time the Verify Scope process takes place.

A

The best answer is that management by objectives needs management support.

B

The Verify Scope process is done at the end of each phase of the project. If it is not done, you risk delivering something in the next phase that is not acceptable to the customer.

Meet with the B customer and offer a substitute project deliverable.

The Verify Scope process requires acceptance by the customer. If they are not happy, you must find out why and remedy the situation if the project is to meet their needs. It is important to evaluate why they are unhappy in order to determine a course of action. The other choices could happen after that.

management

A 352 During project executing, a team WBS dictionary member comes to the project manager because he is not sure what work he needs to accomplish on the project. Which of the following documents contain detailed descriptions of work packages?

B Activity list

353 Product verification is different Occurs during the Verifies that the than scope verification in that executing process correct products product verification: group. have been used.

C Project scope statement

D Scope A management plan

Obtains customer sign-off.

Makes sure all D work is completed satisfactorily.

354 A project manager is starting work on a complex project. There will be people from two different countries involved. The project sponsor is from a third country, and the work is being done on an expedited schedule in your country with 14 electrical engineers, 4 architects and their staffs, 3 mechanical engineers, and 2 maintenance experts. What should the project manager do to make sure all the work in this project is identified?

Create a clear Create a WBS with Identify the laws of Create a scope management plan, input from all each country control system. and put it in parties involved. involved. writing.

355 The project manager wishes to use the Delphi technique to obtain expert opinion on some difficult technical issues she's facing. What should she be careful to do?

Make sure the experts consulted are recognized for their input.

Compare information and work toward a single opinion.

356 A project manager has discovered Time management. Scope a team member has gold plated management. the work done in an activity. In order to discover this, the project manager must have been performing:

Consult the stakeholders.

B

Meet together with B the experts to obtain consensus.

Cost management. Staffing management.

B

Activity lists may identify the work package they relate to, but they do not contain detailed descriptions of the work packages. The project scope statement defines the project scope, but it does not describe the work a team member is assigned. The scope management plan describes how scope will be planned, managed, and controlled. It does not include a description of each work package. The WBS dictionary defines each element in the WBS. Therefore, descriptions of the work packages are in the WBS dictionary. Scope verification, which occurs in the Verify Scope process, focuses on customer acceptance of a deliverable. Product verification, which occurs in the Close Procurements process, is focused on making sure all the work is completed satisfactorily. The question asks about identifying work. Only a work breakdown structure relates to identifying work, as a WBS is used to define all the work required to complete the project.

The rules of the Delphi technique are: keep the experts' identities anonymous, do not bring the experts together in the same room, and build consensus. This is a management.

result

of

scope

357 A project manager is assigned to a new, high priority project. There are only five available resources because other resources are already committed to projects. The time available to complete the project is less than half the time needed, and the project manager cannot convince management to change the end date. The project manager should:

358 After the contract has been signed for the upgrade of 8,000 workstations, a project manager is assigned. The procurement manager is relatively new and has less project-related knowledge than the project manager. The cost analyst works from home, and his price estimates are based on the details outlined in the contract. The project manager thinks there was a flaw in the logic determining the number of workstations that can be upgraded via remote electronic software distribution. Which of the following is the BEST thing for the project manager to do? 359 A client has asked you to add to the scope of the project. The project is under budget and a little ahead of schedule. What should you do?

A Coordinate with team members the overtime necessary to complete the work.

B C Provide the team Look for any scope with opportunities that can be cut to produce from the project. acceptable quality on the work that can be accomplished.

D Use more C experienced resources to complete the work faster.

Determine if the contingency budget will cover the additional cost of a more expensive implementation.

Meet with the cost analyst and the procurement manager to determine how they can amend the contract to accurately reflect the work that will have to be done.

Meet with the appropriate project team members to choose the best solution.

Meet with the C seller to adjust the contract for the change.

Approve the change.

Determine the effects of the change on the project.

Ask the sponsor for approval to make the change.

Get approval from B the configuration change board.

Provide documentation on all the changes to the sponsor.

Make sure the changes are reflected in the project scope baseline.

Prevent more changes from occurring.

360 Over the last few weeks, the team Record all the has made three changes to the changes. activities on the project. The project manager must be MOST careful to:

C

Requiring overtime is never the first resort to solve such problems because it causes the project manager to lose credibility and performance. This would likely create a cost impact on the project, or impact other projects or other work. Helping the team produce quality work is a good idea, but it does not address the time problem.Using more experienced resources is not viable, as other resources are not available. The best choice in this situation is to consider cutting the A project manager must always scope. evaluate the situation and identify options before a decision can be made. The other choices offered are not appropriate options.

You can expect many questions dealing with changes on the exam. Generally, you look for impacts to all aspects of the project, even if the project is ahead of schedule and/or under budget. You cannot approve the change or request the sponsor's approval until you have determined the effects of the change on the project. There is no such thing as a configuration change board. Providing documentation of the changes to the project sponsor is not the most valuable action to take. Be careful about choices like "preventing more changes". Changes are not bad, and should not generally be prevented. Making sure the changes are reflected in the project scope baseline is a method of recording the change, but it is more specific and detailed than just saying record all the changes. Therefore it is the better choice.

361 The customer wants to expand the product scope after the performance measurement baseline has been established. Which document must be submitted? 362 Your project team is spending so much time reviewing potential changes to a project that you do not have time to complete project work. Which of the following is the LEAST likely reason for this problem? 363 A project manager discovers two team members discussed what was needed to complete a work package on the project and made many changes to the project scope. The work package is now completed and the team members are planning to go on to the next work package. In looking at what was done, the project manager determines the work does NOT meet the requirements of the project. What is the BEST course of action for the project manager?

A Change request

B Project scope statement

C Performance measurements

D Activity attributes

A

Changes must be formally controlled using the change control system.

No change control Not enough effort board to identify the project stakeholders

A poor An unclear project C communications charter management plan

A poor communications management plan is not likely to cause the volume of changes in this instance.

Add another work package, describing the correct scope, to the project.

Refuse the submittal of the work package.

Have the team begin the work package again and include the incident in their performance reviews.

Ask the team B member's manager to assign different people to the work package.

A submittal that does not meet the requirements should not be accepted.

364 Which of the following is Effective scope CORRECT in regard to the Control definition can lead Scope process? to a more complete project scope statement.

The Control Scope process must be done before scope planning.

The Control Scope process must be integrated with other control processes.

Controlling the C schedule is the most effective way of controlling scope.

365 The product manager for the product the project is developing notifies the project manager that she has decided the product should be usable by an additional market. The BEST thing for the project manager to do would be to:

Notify the project change control board that the project scope will have to change.

Inform the product manager that the potential impacts to the project will be reviewed.

Do nothing, as this C is an example of progressive elaboration.

Updated organizational process assets.

Updates to the Accepted project deliverables. management plan.

Although it is correct that effective scope definition can lead to a more complete project scope statement, this cannot be the answer, because it does not deal with controlling scope. Scope planning occurs before the Control Scope process, not after it. Controlling the schedule is not the best way to control scope, so that is not the best answer. The control processes do not act in isolation. A change to one will most likely affect the others. Therefore the need to integrate the Scope Control process with other control processes is the best answer. Notice the use of the terms "product" and "project scope" and how they mean different things? Reviewing and analyzing the impacts of the change is the best option, since a change to any part of the product or project should be evaluated for impacts to other parts. Accepted deliverables are an output of the Verify Scope process.

Immediately notify the project sponsor that there is a project scope change.

366 All of the following are outputs of Change requests. the Control Scope process EXCEPT:

D

367 You are the project manager on an information technology project on which you and the sponsor have already approved the scope. While having lunch with a customer representative working with him on a software project, an information specialist on your team learns a simple alteration in the display would be a great addition to the project. The information specialist installs the change with no negative effect on the project schedule and at no additional cost. What action should be taken? project manager on a 368 A multinational Web site implementation project is at a party and talks to friends who will be heavy users of this new Web site when the project is complete and the site is rolled out. They describe some annoying aspects of the current Web site. The project manager takes this feedback to the sponsor, and encourages design and scope changes. Which of the following BEST describes what the project manager has done? 369 Two months into a design project, the customer requested a modification to the product. The change was made without notifying the project manager. During final testing, results were different than what was planned for. This scenario is BEST thought of as an example of which of the following? of the following are outputs of 370 All the Create WBS process EXCEPT:

A The information specialist should be recognized for exceeding customer expectations without affecting project cost or schedule.

B The project manager should add an activity to the project management plan with no associated time.

C The information specialist should be told that his behavior was unacceptable, as it may have negatively affected the overall project.

Verify Scope

Integrated change Scope planning control

D The project C manager should create a change control form and have the customer approve the change since the change has already been made.

D

Scope verification is a control function related to gaining customer acceptance. Integrated change control relates to looking for multiple impacts of changes. Scope planning creates a scope management plan. The project manager must identify the stakeholders, document their needs, wants, and expectations, then manage and influence expectations to ensure project success. (This should already have taken place earlier, as part of Identify Stakeholders in initiating.)

Poor scope control Poor adherence to Poor development Poor definition of the of the quality the test plan communications management plan management plan

A

If the scope change had been properly recorded, the impact of the change could have been identified and addressed immediately.

Scope baseline.

B

Change requests are outputs of the Verify Scope and Control Scope processes.

Change requests.

WBS dictionary.

Stakeholder analysis

A project manager should ensure they give the customer what they asked for; no more or no less. Even though in this case the change had no negative effect on cost or schedule, it may have adversely affected other areas of the project, such as quality. There was no opportunity to complete the Perform Integrated Change Control process before the change was made. However,integrated change control is still needed in order to assess other possible impacts to the project.

Updates to the requirements documentation.

371 During project executing, you realize the subcontractors are working with incomplete and different project scope statements. As the project manager, what should you do FIRST?

A B Check the work Review the scope completed against with the the correct project stakeholders. scope statement.

C D Document the Stop work until the B inconsistencies to scope issue is the sponsor, resolved. calculating the cost of nonconformance.

372 Your best programmer is an Replace her. independent contractor. Recently, you learned that she is working on a project in the evening for one of your competitors. Your BEST course of action is to:

Get her to sign a non-disclosure agreement.

Inform her that you Limit her access to B do not allow your sensitive data. contractors to work with your competition, and ask her to choose.

373 Two people on the same project A good work team have just found out they are breakdown working on the same work. This structure. situation can be BEST characterized as a lack of:

A matrix organization.

Sponsor direction. Effective status meetings.

A

374 During a project team meeting, a Change team member suggests an management enhancement to the scope that is process. beyond the scope of the project charter. The project manager points out that the team needs to concentrate on completing all the work and only the work required. This is an example of:

Scope management.

Quality analysis.

B

Scope decomposition.

You cannot verify the work if you do not know which is the "correct" project scope statement. Documenting the inconsistencies is reactive. Did you think stopping work is the best choice? That action is too severe for the situation. This is a question about problem solving, which begins with defining the causes of the problem. It is better to evaluate before taking action. You must get complete requirements before starting work. At issue here are the different project scope statements. How different are they? That's what reviewing the scope with the stakeholders addresses. Generally, a contractor can work for whomever they choose, so choice C is not correct. However, it would not be ethical for them to divulge confidential information about the competitor or your company. B is the best choice. Choice A would be the second choice because you would lose the contractor's skill on the project. Choice D is not practical in most companies. Although there could be other reasons than those presented, this is most likely due to the lack of a good work breakdown structure. A good work breakdown structure identifies each work package so that each can be properly assigned, thus reducing the possibility that the same work will be done by more than one resource. The team member is suggesting an enhancement that is outside the scope of the project charter. Scope management involves focusing on doing the work and only the work in the project management plan that meets the objectives of the project charter. The project manager is performing scope management.

A B 375 During project executing, you find Follow the change Discuss the the customer has requested a control process. change with the change to the scope of work even customer. though the work was previously not included in the plan. There are no objections to the cost of the change. What should you do FIRST?

C D Meet with the team Evaluate and A and plan document the risks alternatives. that might result from this change.

376 The project is mostly complete. The project has a schedule variance of 300 and a cost variance of -900. All but one of the quality control inspections have been completed and all have met the quality requirements. All items in the issue log have been resolved. Many of the resources have been released. The sponsor is about to call a meeting to obtain product verification when the customer notifies the project manager that they want to make a major change to the scope. The project manager should:

Meet with the project team to determine if this change can be made.

Ask the customer Explain that the for a description of change cannot be the change. made at this point in the process.

Inform management.

B

377 A functional manager meets with the project manager's boss to discuss a change to the acceptance criteria for a major deliverable. After the meeting, the boss calls the project manager into his office and tells him to make the change. What is the BEST thing to 378 The do? seller's project manager is managing a fixed price (FP) contract. She thinks a large customer-requested change might impact the schedule of the project. What should she do FIRST?

Make the change as soon as possible.

Understand the change.

Supply the boss with a change form.

Evaluate the impact of the change.

B

Meet with the stakeholders.

Meet with the team.

Renegotiate the remainder of the contract.

Follow the contract D change control system.

In this case, all the choices are "correct." You need to evalute the change. Depending on the change, you may need to meet with the team. Meeting with the customer to obtain more information is also a good choice. Since all these actions are parts of the change control process, the best anwer is to follow that process. Do not jump into the problem without thinking. The customer only notified the project manager that they want to make a change. They did not describe the change. The project manager should not say no until he or she knows more about the potential change, nor should the project manager go to management without more information. The project manager must understand the nature of the change and have time to evaluate the impact of that change before doing anything else. Of these choices, the first thing to do is to determine what the change is. The project manager might then analyze the potential change with the team, but only if their input is required. You need to first understand the change before you can evaluate it. In this instance, verbal communication is not likely to provide enough information to evaluate. Once you understand the change, you can work with the team to determine the impact and options. There should be a contract change control system in place that should be followed to make changes on the project.

A 379 You are managing a six-month Monitor and project and have held bi-weekly Control Risks. meetings with your project stakeholders. After five-and-a-half months of work, the project is on schedule and budget, but the stakeholders are not satisfied with the deliverables. This situation will delay the project completion by one month. The MOST important process that could have prevented this situation is:

B Control Schedule.

C Define Scope.

D Control Scope.

380 Which of the following BEST Only under describes when the baseline can emergency be changed? conditions

The original baseline is always maintained throughout the Tracking systems project

With approved changes

When the project sponsor determines it is appropriate Limitations on the

Lessons learned

Scope verification

381 Which of the following is NOT Approval levels included in a schedule change necessary for control system? authorizing Corrective action 382 A project manager decides to bring changes

Paperwork necessary for making changes

C

C

D

scope of changes Scope planning

A

expected future schedule performance in line with the project management plan. What is this a definition of?

383 The project has been going Authorizing scope relatively well, although there have change for the been some problems with next phase. resource availability and the project scope has changed more than was expected. The project is now completing one of its phases. Of all decisions the sponsor must consider during an end-of-phase review meeting, the MOST difficult is:

Authorizing budget Cancelling the increases for the project. next phase based on scope changes.

Decreasing scope C to maintain the budget.

Monitor and Control Risks, Control Schedule, and Control Scope are monitoring and controlling processes. This situation asks how to prevent the problem, which would have been done during planning. The project deliverables are defined in the Define Scope process, which is a part of project planning. Good planning reduces the likelihood of a situation like the one described, by including the right people and spending adequate time clarifying the project scope. The baseline changes only with approved changes. It is not practical to limit the scope of the changes. Each change request needs to be evaluated as a separate entity. Since the project manager has found a problem with the schedule performance and proposed a course of action to improve the performance, she is recommending a corrective action. If you picked scope verification, remember that verification deals with customer acceptance, not taking corrective action.you notice that the first Did paragraph is extraneous? The trick here is to determine what the question is asking and ignore the extraneous data. An "end-of-phase review meeting" is the same as an administrative closure meeting when a phase of the project is closed out. Cancelling the project has the most impact on the project team and project direction and therefore, would be the most difficult.

A 384 From the seller's perspective, what The project is is the status of a project when the completed. project team has completed all the work specified in the procurement statement of work and the final deliverable has been sent to the customer?

B The project is in the closing process.

C The project is at the end of project executing.

D The project is in the Verify Scope process.

385 While completing work, a project Wait for a change team member tells you that a work request to be package has been forgotten in the processed. WBS. What is the BEST thing to do?

Include it in the WBS.

Include it only in the network diagram.

Include it in the estimate, but not the activity list.

386 Which of the following is an output A WBS of the Define Activities process?

An activity list

A network diagram A project schedule B

387 The outputs of the Define Activities Activity attributes. process include all the following EXCEPT:

Milestone list.

All activities that will be performed on the project.

388 Company A is developing a project Review similar to one it delivered nearly 12 organizational months earlier. What is the MOST process assets. likely approach to defining project activities?

Add similar, if not Gather the team the same, skill sets for a brainstorming to the project session. team.

B

A

A network diagram. D

This question asks where you are in the project management process. Rita's Process Chart in the book PMP(Author:Bobby)174(Author:Bobb y) Exam Prep will help you understand the project management process and where you are in that process. Many people believe the project is completed, but this in incorrect, because formal acceptance has not been achieved and other activities in the Close Project or Phase process have not been performed. Closure activities are so critical that a project cannot be finished without them. In our real world, many project managers are so busy that they forget the value of closing. This question tests that knowledge. Anything missed in the WBS should be added. However such changes should be evaluated in the Perform Integrated Change Control process. The change could then be added to the network diagram and estimate. Changes to the project management plan, once it has been approved at the end of planning, must be handled through the change control process. Read questions such as this as, "When you are done with the Define Activities process, what do you have?" Actiity attributes, milestone list, and an activity list are all outputs of the Define Activities process. A network diagram is an output of the Sequence Activities process.

Hire a third party A expert to avoid mistakes that were encountered during previous projects.

A brainstorming session or hiring a third party expert are the least beneficial in this situation. Organizational process assets include historical information. Such information about previous projects should be considered while defining project activities, especially information about errors and omissions on previous projects. The staff assignments from a previous project are part of organizational process assets, and therefore part of the historical information to consider when planning a similar project.

A 389 If your project will require redesign GERT after completion of testing, which of the following diagramming techniques would be BEST to use? 390 Which of the following is generally Showing the the MOST CORRECT use of a project schedule project network diagram?

B

C CPM

D ADM

A

GERT is the only diagramming technique that allows loops.

Documenting Defining project activity resources interdependencies

Defining the project costs

B

Project network diagrams are schematic displays of the logical relationships among activities.

Precedence diagramming method

Arrow diagramming method

Critical path method

Operational diagramming method

A

Experience.

The needs of someone outside the project.

The nature of the work being done.

The needs of the project sponsor.

A

393 Which of the following includes all Finish-to-start of the relationships represented on an activity-on-node diagram?

Finish-to-finish

Finish-to-start, start-to-finish, finish-to-finish, start-to-start

Start-to-start, start- C to-finish

394 In an activity-on-node diagram, the Work packages. nodes represent: 395 Free float is the amount of time an Project. activity can be delayed without delaying the:

Activities.

Dependencies.

Discretionaries.

Completion date required by the customer.

Early start of its successor.

Project completion C date.

The question implies a finish-to-finish relationship between activities. The arrow diagramming method does not support that type of relationship. Critical path is not a diagramming method, and operational diagramming method is a made-up term. The precedence diagramming method is most appropriate in this case. The needs of someone outside the project refers to external dependencies. The nature of the work being done refers to mandatory dependencies. The needs of the sponsor do not create dependencies. Based on lessons we learned from past projects or from our past experience, we prefer to do activities in a certain order; this is the definition of a discretionary dependency. Finish-to-start, start-to-finish, finishto-finish, start-to-start relationships can all be represented on an activityon-node diagram (also called PDM, or precedence diagramming method). The nodes represent the activities in the network diagram. By definition, free float (or slack) is the amount of time an activity can be delayed without impacting the early start of its successor.

396 Total float is the amount of time an Project. activity can be delayed without delaying the:

Completion date required by the customer.

Early start of its successor.

Project completion D date.

391 You are a project manager on a US $5,000,000 software development project. While working with your project team to develop a network diagram, you notice a series of activities that can be worked in parallel but must finish in a specific sequence. What type of activity sequencing method is required for these activities? 392 A discretionary dependency is one that is based on:

PERT

B

By definition, total float (or slack) is the amount of time an activity can be delayed without impacting the project completion date.

A 397 What is the BEST method of Analogous estimating the time for an activity estimating that has not previously been done by your company?

B Three-point estimating

C Monte Carlo analysis

D Parametric estimating

398 The precedence diagramming Can use PERT. method (activity-on-node) is different from the arrow diagramming method (activity-onarrow) because a precedence 399 A dependency requiring that Discretionary diagram: design be completed before dependency. manufacturing can start is an example of a:

Has four relationships among activities.

Has only finish-to- May use dummy finish relationships. activities.

B

External dependency.

Mandatory dependency.

Scope dependency.

C

400 How many types of relationships 4 between activities can be found on a precedence (AON) diagram?

3

2

1

A

401 What is another name for the Free float waiting time between two activities?

Total float

Lag

CPM

C

Float is the amount The path with the 402 Which of the following is NOT A critical path can All the project correct about network diagrams? run over a dummy. interdependencies of time an activity dummy is always are shown. can be delayed the critical path. without delaying the project.

B

Analogous estimating can be used when you have done similar work previously. Monte Carlo analysis is a schedule development technique. Parametric estimating includes the use of past history and productivity rates for the work, which would not be available if you had not done the activity before. Three-point estimating is the best method to use when estimating the time for an activity that has not previously been done by your company. Choices A, C, and D apply only to activity-on-arrow diagrams. Choice B is the only correct answer.

D

No mention is made that the dependency comes from a source outside the project, so this is not an external dependency. Scope dependency is not a defined term. The key word in the question is "requires". Since the dependency is required, it could not be discretionary and therefore must be mandatory. The question defines a mandatory dependency. There are four relationships: finish-tostart, finish-to-finish, start-to-finish, and start-to-start. Free float and total float are the time an activity can be delayed without impacting the next activity or the entire project. CPM is an estimating method, not waiting time. Lag is another name for the waiting time between two activities . A critical path can run over a dummy, but dummies are not always on the critical path.

A 403 You are a project manager on a Mandatory US $5,000,000 software dependency development project. While working with your project team to develop a network diagram, your data architects suggest that quality could be improved if the data model is approved by senior management before moving on to other design elements. They support this suggestion with an article from a leading software development journal. Which of the following BEST describes this type of input? The amount of 404 Lag means: time an activity can be delayed without delaying the project finish date.

B Discretionary dependency

C External dependency

D Heuristic

The amount of Waiting time. time an activity can be delayed without delaying the early start date of its successor.

405 Which of the following is NOT a Schedule model factor in the project manager's acquiring the best resources for the project?

Activity attributes

Quantified resource requirements by activity

406 A project has seven activities: A, B, Start, A, C, F, End C, D, E, F, and G. Activities A, B, and D can start anytime. Activity A takes 3 weeks, Activity B takes 5 weeks, and Activity D takes 11 weeks. Activities A and B must be completed before Activity C can start. Activity C requires 6 weeks to complete. Activities B, C, and D must be completed before Activity E can start. Activity E requires 2 weeks. Activity F takes 4 weeks and can start as soon as Activity C is completed. Activity E must be completed before Activity G starts. Activity G requires 3 weeks. Activities F and G must be completed for the project to be completed. What is the critical path?

Start, B, C, E, G, End

Start, D, E, G, End Both Start, B, C, E, D G, End and Start, D, E, G, End

B

The situation is neither mandatory nor driven by an external source. A heuristic is a rule of thumb that can be used consistently. This situation is a unique occurrence for which a preferred method is being suggested. Therefore, this is a discretionary dependency.

The product of a forward and backward pass.

C

Total float and free float are the time an activity can be delayed without impacting the entire project or the next activity. A forward or backward pass refers to a network analysis technique, not waiting time. Waiting time is the correct definition of lag.

Directive of the project manager

D

A project manager can rarely direct that project resources be assigned. Most frequently on projects, the functional manager owns the resources. Both critical paths have durations of 16 weeks. Since 16 is the longest duration of paths, you have two critical paths.

407 A project has seven activities: A, B, C, D, E, F, and G. Activities A, B, and D can start anytime. Activity A takes 3 weeks, Activity B takes 5 weeks, and Activity D takes 11 weeks. Activities A and B must be completed before Activity C can start. Activity C requires 6 weeks to complete. Activities B, C, and D must be completed before Activity E can start. Activity E requires 2 weeks. Activity F takes 4 weeks and can start as soon as Activity C is completed. Activity E must be completed before Activity G starts. Activity G requires 3 weeks. Activities F and G must be completed for the project to be completed. Which activities have float available? 408 How is three-point estimating related to risk?

409 Which of the following processes includes asking team members about the time estimates for their activities and reaching agreement on the calendar date for each activity? 410 You have a project with four activities as follows: Activity 1 can start immediately and has an estimated duration of 1. Activity 2 can start after activity 1 is completed and has an estimated duration of 4. Activity 3 can start after activity 2 is completed and has an estimated duration of 5. Activity 4 can start after activity 1 is completed and must be completed when activity 3 is completed. The estimate for activity 4 is 10. What is the SHORTEST amount of time in which the project can be completed? 411 A heuristic is BEST described as a:

A Activity A has two weeks float, activity F has one week.

B Activity F has one week float.

It tells you how It indicates much assumptions whether the risk testing is required. estimate is acceptable.

C There is no float available in the project.

D Activity A has eight A weeks float.

It indicates the degree of uncertainty in the estimate.

It indicates the risk C variance.

The wider the range between the optimistic and pessimistic estimates in a three-point estimate, the more uncertainty in the estimate. By the time this process is taking place, Sequence Activities, Define Scope, and Develop Project Charter would be completed. The process defined in the question is Develop Schedule. The two paths you have in this question are Start, 1, 2, 3, End and Start, 1, 4, End. Path Start, 1, 2, 3, End would take 1 + 4 + 5 days or 10 days to complete. Path Start, 1, 4, End would take 1 + 10 days or 11 days to complete. A trick to calculating this quickly is to carefully draw the network diagram, list all the possible paths and then determine how much time each path would take.

Sequence Activities

Develop Schedule Define Scope

Develop Project Charter

B

10

9

18

11

D

Control tool.

Scheduling method.

Planning tool.

Rule of thumb.

D

Activities A and F have float and are not on the critical path.

A heuristic is a rule of thumb. Examples are cost per line of code, cost per square foot of floor space, etc.

A B 412 You have a project with the The critical path is The critical path following activities: Activity A takes 67 hours. changes to Start, 40 hours and can start after the B, D, End. project starts. Activity B takes 25 hours and should happen after the project starts. Activity C must happen after activity A and takes 35 hours. Activity D must happen after activities B and C and takes 30 hours. Activity E must take place after activity C and takes 10 hours. Activity F takes place after activity E and takes 22 hours. Activities F and D are the last activities of the project. Which of the following is TRUE if activity B actually takes 37 hours?

C D The critical path is The critical path Start, A, C, E, F, increases by 12 End. hours.

413 All of the following are used in Work breakdown estimating EXCEPT: structure.

Team.

414 A project manager has received Change requests activity duration estimates from his team. Which of the following does he need in order to complete the Develop Schedule process?

415 The project manager is involved in Activity duration the Develop Schedule process for estimates the project. He has analyzed the project, compressed the schedule, and completed a Monte Carlo analysis. Which of the following is an output of Develop Schedule?

C

Did you notice how difficult this question was to read? Such wording is intentional, to prepare you for interpreting questions on the real exam. Looking at this situation, you see there are three paths through the network. They are Start, A, C, E, F, End with a duration of 40 + 35 + 10 + 22 = 107; Start, A, C, D, End with a duration of 40 + 35 + 30 = 105; and Start, B, D, End with a duration of 25 + 30 = 55. If the duration of activity B changes from 25 to 37, the activity will take 12 hours longer. As the activity is only on the third path, it will only change the duration of that path from 55 to 55 + 12, or 67 hours. Since the duration of the critical path is 107 hours, the delay with activity B will have no impact on the project timeline or the current critical path.

Network diagram.

Scope verification. D

Schedule change control

Recommended corrective actions

Reserves

D

Change requests

Resource requirement updates

Work breakdown structure

C

The work breakdown structure, team and network diagram are inputs to the estimating process. The Verify Scope process involves formal acceptance of the project scope by the customer or sponsor. Since it occurs after planning, it cannot be used in estimating. The Develop Schedule process includes all work and uses all inputs needed to come up with a finalized, realistic schedule. Reserves are created to cover identified and unknown schedule risks. All the other items are parts of Control Schedule and occur after the Develop Schedule process. Think of the Develop Schedule process as all the work necessary to finalize the schedule. Estimated activity resource requirements may change as a result of schedule network analysis.

A 416 You are a project manager for a Schedule new product development project compression that has four levels in the work breakdown structure and has been sequenced using the precedence diagramming method. The activity duration estimates have been received. What time management activity would you do NEXT? 417 Based on the network diagram in the chart, you complete the initial schedule and find out that the scheduled completion date for activity G is after an imposed delivery date. In order to shorten the project length and meet that milestone, what should you do? 418 Which of the following BEST explains why the team needs to approve the final schedule?

B Collect historical records from previous projects

C Create an activity list

D Update the work breakdown structure

A

The question is really asking, "What is done after Estimate Activity Durations?" Collecting historical records, creating an activity list, and updating the WBS are done before Estimate Activity Durations. Schedule compression is done after the Estimate Activity Durations process.

Decrease the work Move more of activity E. resources to activity B.

Outsource activity I.

Fast track activities B H and J.

You need to select an activity on the path with activity G. This will allow activity G to start and finish earlier, meeting the milestone.

To ensure activities To enhance team can be completed buy-in and loyalty as scheduled

To get a better cost To improve estimate communications

A

The estimates received in the project management process before the final schedule are based on "how much or how long will it take." It is also important to check "when" on a calendar basis the work can be done.

419 Which of the following is the BEST Critical chain method of completing "what-if" method scenarios to determine what combination of resources and interdependencies will produce the best schedule?

Monte Carlo analysis

Parametric estimating

Resource leveling

B

You need to know the definition of each choice in order to determine the best answer. With Monte Carlo analysis, you can perform "what-if" drills.

420 You have a project with four Start, 1, 2, 3, End activities as follows. Activity 1 can start immediately and has an estimated duration of 1. Activity 2 can start after activity 1 is completed and has an estimated duration of 4. Activity 3 can start after activity 2 is completed and has an estimated duration of 5. Activity 4 has an estimated duration of 8. It can start after activity 1 is completed. Both activity 3 and activity 4 must be completed before the project is complete. What is the critical path of the project? 421 What is the duration of the near- 33 critical path based on the chart?

Start, 1, 4, 3, End

Start, 1, 4, End

Start, 1, 2, 3, 4, End

A

The two paths you have in this question are Start, 1, 2, 3, End and Start, 1, 4, End. Path Start, 1, 2, 3, End would take 1 + 4 + 5 days, or 10 days to complete. Path Start, 1, 4, End would take 1 + 8 days, or 9 days to complete. Carefully draw the network diagram, list all the possible paths, and then determine the duration of each path.

44

31

43

D

The near-critical path is the path closest in length to the critical path; in this case Start, A, B, F, G, H, J, K, End.

A 422 An activity-on-node (AON) network Activity L diagram shows the following activities on two critical paths; Start, D, E, J, L, End and Start, D, E, G, I, L, End. Each activity is at least three days in duration, except for activity L, which is one day in duration. If you are directed to reduce the project by one day, which activities are MOST likely to change? WBS, estimates for each work Sequence 423 The package, and the network diagram Activities. are completed. The NEXT thing for the project manager to do is:

B C Activity E or activity Activity G or J activity I

D Activity D or activity E

Develop Schedule. Verify Scope.

Resource Simulation.

424 A project manager is taking over a Communications project from another project management plan. manager during project planning. If the new project manager wants to see what the previous project manager planned for managing changes to the schedule, it would be BEST to look at the: 425 The calculated duration of a Reserve analysis project is 28.166. The standard deviation is 5.5. What technique would you use to compute the probability of completing a project on a specific day?

Update Staffing Schedule D management plan. management plan. management plan.

Monte Carlo analysis

Probability analysis Variance analysis

D

The activities common to the critical paths are the most likely to change; these are activities D, E, and L. However, activity L cannot change because its duration is one day and cannot be reduced to none. Therefore, the answer is choice D.

B

This question is asking you about the process of project management. Think about Rita's Process Game in the book PMP(Author:Bobby)174(Author:Bobb y) Exam Prep. Sequence Activities, has already been done in creating the network diagram. Verify Scope occurs during project monitoring and controlling. Resource simulation is a made-up term. The next thing to do is Develop Schedule. The schedule management plan is the most correct answer. It is an output of the Develop Project Management Plan process and is the repository for plans for schedule changes.

B

A Monte Carlo analysis provides the ability to compute the probability of completing a project on a specific day.

426 A project manager has held a video conference with some of the project team about a technical problem on the project. Various solutions were proposed and discussed, and a few were saved for later analysis. As a result, the issue is better understood and its description has been updated in the issue log. The project schedule has not been changed. During a follow-up meeting to make a final decision, a team member notifies the project manager that another team member expressed concern that he was not included in the meetings. Another team member mentions that he remembers seeing a letter from one of the potential sellers during the bidder conference that may shed some light on how to solve the issue. The team tries to find the letter but no one remembers which seller sent it and they cannot find it in their own e-mail archives. Which of the following would it be BEST for the project manager to do? 427 The buyer's project manager is meeting with the seller's project manager to discuss the seller's performance to date on this important design-build project. There have been two changes to the project caused by a change in government regulations and three perceived errors by the seller that are being discussed. What is the BEST output of such a meeting?

A Investigate the quality of the records management system.

B Contact all the potential sellers to find out who might have sent the letter.

C Discover why the issue was not clearly described in the issue log in the first place.

D Find out why the other team member was not included.

Updates to the records management system

A letter of default

Change requests

Scheduling a procurement performance review

C

44

31

36

B

Activity attributes.

Schedule network analysis.

A

428 Based on the network diagram 33 shown in the chart, what is the duration of the critical path?

Schedule model. 429 A plan for establishing the criteria Schedule for developing and controlling the management plan. project schedule is BEST described as part of the:

A

In this situation, there are four things that could be done, but the question is asking for the BEST thing. It would be unnecessary for the project manager to find out why the other team member was not included. Since the project manager held the meeting, she would have been the one to determine the attendees and so would already know why that team member was not invited. If you have worked with issue logs, you know issue descriptions are often updated and a need to update a description should not be considered to be a problem. The real problem here is that a seemingly significant letter cannot be found. In a procurement situation, every letter, e-mail, and even telephone conversation logs are indexed and archived for future use. Calling the sellers to determine who sent the letter should not be necessary. Here, the records management system is not functioning to the needs of the project. This makes investigating the quality of that system the best choice.they are already involved in a Since procurement performance review (did you realize that?), scheduling a performance review is not the best choice. The issues discussed here do not come with a huge negative impact to the project, nor do they violate the contract, so a letter of default is too extreme an action. Although records of events and a record of the meeting should be maintained, a records management system is a set of processes to be followed related to collecting records, not the actual work of collecting the records, so updating that system is unnecessary. The best output of the meeting would be change requests to address the problems . Activities A, B, C, G, H, J, and K are on the critical path. Their duration is 44. The actions being discussed are part of the schedule management plan.

A 430 A project manager is using Critical path weighted average duration method estimates to perform schedule network analysis. Which type of mathematical analysis is being used? 431 A project manager has increased Resource leveling project costs by US $100,000, but completed the project four weeks earlier than planned. What activity is reflected by this outcome?

C Monte Carlo

D Resource leveling

Critical chain

432 All of the following are inputs to the Schedule baseline. Network diagram. Develop Schedule process EXCEPT:

Organizational process assets.

433 All of the following are inputs to the Vacation Develop Schedule process schedules. EXCEPT:

Need for delay between ordering equipment and installing it.

Assumption that Planned start and the software will be finish dates for released without each activity. any damaging bugs.

D

434 Which of the following is the Increased cost MOST likely outcome of crashing a project?

Longer schedule

Doing more Added schedule activities in parallel risk

A

435 Fast tracking the project usually:

B PERT

Schedule compression

B

PERT uses weighted averages to compute activity durations.

Adjusting leads and lags

B

Schedule compression means shortening the duration of the project.

Resource requirements.

A

This question is really saying, "Which of the following do you not need before you develop your final schedule?" The network diagram, organizational process assets, amd resource requirements are all inputs to the Develop Schedule process. The schedule baseline is an output of that process. Vacation schedules, the need for delay between ordering and installing equipment, and assumptions about the software are inputs to the Develop Schedule process. Start and finish dates for each activity are outputs of the Develop Schedule Crashing process. leads to a shorter schedule, not a longer one. Doing more activities in parallel relates to fast tracking. Although crashing includes efforts to minimize cost impact, it can result in increased cost. However, this does not mean there will be added schedule risk. Fast tracking does not result in decreased project duration, project costs, or management oversight required. Fast tracking means making more activities happen at the same time. The result is a decrease in project duration. Have you ever seen this term before? Let's assume you have not, and that you are trying to guess the answer. Choice A deals with completion, rather than resources. If you were performing resource allocation, why would you be delaying it (choice C)? Wouldn't choice D mean resource allocation? Therefore, it is not likely to be "reverse" resource allocation. The correct answer is choice B.

Decreases project Decreases project Decreases the duration. costs. amount of management oversight needed.

Decreases the number of resources used.

A

436 Why is reverse resource allocation To ensure activities To accommodate a To delay resource scheduling done? can be completed finite and critical allocation as scheduled project resource

To allocate the main body of resources to the project

B

A the project manager Project sponsor. 437 When completes the detailed project schedule, it is MOST important to get it approved by the:

B Team.

C Functional managers.

D Customer.

C

Start-to-start

Activity-on-node

A

438 What kind of a diagram is Activity-on-arrow represented by the information in the chart?

Precedence diagramming

439 During the Develop Schedule process, which of the following would provide the basis for the MOST likely activity duration estimate?

A consultant's The initial estimate estimate of the used to budget the overall labor man- project hours required

The schedule for a D similar project at the same facility completed two years earlier

440 The WBS, estimates for each work Sequence the package, and the network diagram activities. are completed. Which of the following would be the NEXT thing for the project manager to do?

Verify that they have the correct scope.

Create a preliminary schedule and get the team's approval.

Complete risk management.

project manager has Update resource 441 The performed schedule network requirements analysis, compressed the schedule, and completed a Monte Carlo analysis. What time management activity should be done NEXT?

Recommend corrective actions

Estimate Activity Durations

Create a milestone A list

Labor productivity rates published by a professional association

C

The customer does not need to approve the detailed project schedule, just the end date and any milestones they might impose. Assuming the project manager is meeting the project objectives and constraints, the sponsor's approval of a detailed schedule is not as critical as the approval of functional managers. Getting functional managers to approve will also, indirectly get team members' approval. When functional managers know what work each of their people is assigned, the timeframe, and whether their activities are on the critical path, resource problems are less frequent. Approval of the schedule by functional managers provides most benefits. diagram It is anthe activity-on-arrow because the time estimates are on the arrow. Did you jump ahead and start to draw a network diagram to answer this question? Why? Be careful to not anticipate the question on the actual exam. You will not have time to waste. The schedule for a similar project at the same facility completed two years earlier (part of organizational process assets) provides the most unbiased and least subjective basis for the development of the initial project schedule. Sequencing the activities is the same thing as create a network diagram, so that has already been done. The Verify Scope process is done during project monitoring and controlling, not during project planning. Since a schedule is an input to risk management, risk management comes after the creation of a preliminary schedule, and so that is not the "next thing to do." Creating the preliminary schedule is next. The work described is part of the Develop Schedule process. Corrective actions occur later, as an output of Control Schedule. Estimate Activity Durations and creation of a milestone list are done earlier. Only updated resource requirements are an output of Develop Schedule.

A 442 A new product development Create an activity project has four levels in the work list. breakdown structure and has been sequenced using the precedence diagramming method. The activity duration estimates have been received. What should be done NEXT?

B Begin the work breakdown structure.

C Finalize the schedule.

D Compress the schedule.

D

443 The project deadline is the end of Two months the year. The project consists of two activities. Activity A has a duration of two months and activity B has a duration of three months. Activities A and B can be performed concurrently. The start date for the project is set for the beginning of July. What is the MAXIMUM duration of the project? 444 Your project management plan Fast track the results in a project schedule that is project. too long. If the project network diagram cannot change but you have extra personnel resources, what is the BEST thing to do?

Three months

Five months

Six months

D

Level the resources.

Crash the project.

Perform Monte Carlo analysis.

C

445 A project manager received executive orders to deliver the project two weeks earlier than scheduled, doing whatever it takes. He decided that the least costly means would be to add resources to critical path activities in order to shorten the time of those activities. In this case, the project manager has: 446 A project manager knows she can delay the start of certain activities within the project schedule to coincide with the mitigation of a known risk. She knows exactly the work and duration needed, should the risk event occur. She is confident the finish date will not be impacted by the time delay. Which of the following aspects of schedule development has the project manager used in this situation?

Fast tracked the Decomposed the critical path part of critical path WBS. project schedule.

Leveled resources. Crashed the critical D path.

She has relied on her certainty that, for risk planning purposes, assumptions are considered to be true, real, or certain.

Her float calculations have revealed those activities that allow sufficient time for the inserted activities.

GERT probability factors provide her with certainty that there will be activities in the current schedule that will not be performed at all.

The project C manager's risk management plan was to build in buffer time to all the project activities during schedule development in order to cover any risk event occurrence.

The question is really asking, "What is done after the Estimate Activity Durations process?" The work breakdown structure and activity list are done before Estimate Activity Durations. The schedule is not finalized until after schedule compression. Therefore compressing the schedule is done next. Did you get tricked into looking at the length of each activity to calculate project length? The start is the beginning of July and the end is the end of the year, making the maximum duration six months.

Leveling resources generally extends the schedule. Monte Carlo analysis does not directly address the constraints of this situation. To compress the schedule, you could either crash or fast track. However, the situation says that the network diagram cannot change. This eliminates the fast tracking option, leaving crashing the project as the best answer. Crashing the schedule gets the maximum duration compression for the least cost.

While it is a correct statement that for risk planning purposes, assumptions are considered to be true, real, or certain, this not a schedule development technique. GERT is a network diagramming technique, not a schedule development technique. Building in buffer time to the project would not be cost effective. Float is the time an activity may be delayed from its early start without delaying the project finish date. The project manager has calculated the float to make her analysis.

A 447 You are the project manager for a Control Schedule. new product development project that has four levels in the work breakdown structure. The network diagram and duration estimates have been created, and a schedule has been developed and compressed. What time management activity should you do NEXT?

B Estimate Activity Resources.

C Analogously estimate the schedule.

D Gain approval.

448 What does "resource leveling" Shortening the mean in project management? time it takes to complete the project

Making the most efficient use of the available resources

Hiring contractors to fill in during "peak" times on the project schedule

Reducing the project costs

B

449 According to your project network Two weeks diagram, the critical path for the project is six weeks. One week into the project, the manager of the project management office informs you that the executive steering committee has moved the project's finish date to two weeks sooner than your published finish date. Assuming you are on schedule, what is the project float? 450 If project time and cost are not as Perform a Monte important as the number of Carlo analysis. resources used each month, which of the following is the BEST thing to do?

Four weeks

Minus four weeks

Minus two weeks

D

The critical path does not change if the scope is the same. A more aggressive deadline simply means the project is two weeks behind.

Fast track the project.

Perform resource leveling.

Analyze the life cycle costs.

C

Fast tracking affects both time and cost but may not help even out resource usage. Monte Carlo analysis and analysis of life cycle costs do not directly deal with resources. Leveling is the only choice that will definitely affect resources.

D

Notice how this question is similar to others in this program? This is intended to prepare you for similar questions on the exam. Estimating activity resources and analogously estimating the schedule should have already been completed. The situation described is within the Develop Schedule process of time management. Control Schedule is the next time management process after PMP(Author:Bobby)174(Author:Bobb y) Exam Prep, but the Develop Schedule process is not yet finished. Final approval of the schedule by the stakeholders is needed before one Resource leveling usually extends, has a project schedule. rather than shortens, the project. It does not necessarily require gaining outside resources or added cost. Resource leveling is a way to use existing resources more efficiently.

A 451 You have a project with the following activities: Activity 1 can start immediately and has an estimated duration of 4. Activity 2 can start after activity 1 is completed and has an estimated duration of 8. Activity 3 can start after activity 2 is completed and has an estimated duration of 5. Activity 4 can start after activity 1 is completed and has an estimated duration of 8. Activity 5 has an estimated duration of 3 and must take place concurrently with activity 3. It can start after activities 4 and 2. What is the duration of the critical path of this project? 452 Which of the following is the MOST beneficial result of the project manager knowing the critical path?

B

C

D

15

18

17

12

C

The three paths you have in this question are Start 1, 2, 3, End, Start, 1, 2, 5, End, and Start 1, 4, 5, End. Start, 1, 2, 3, End would take 4 + 8 + 5 days or 17 days to complete. Start, 1, 2, 5, End would take 4 + 8 + 3 days or 15 days to complete. Start, 1, 4, 5, End would take 4 + 8 + 3 days or 15 days to complete. Carefully draw the network diagram, list all the possible paths and then determine how much time each path would take.

She knows where extra resources should be placed.

She knows what activities she needs to focus on while managing the project.

She knows where She knows where B stakeholders need there is float on the to be assigned to project. the project.

453 If the optimistic estimate for an 1 activity is 12 days, and the pessimistic estimate is 18 days, what is the standard deviation of this activity? 454 An activity has an early start (ES) 3 of day 3, a late start (LS) of day 13, an early finish (EF) of day 9, and a late finish (LF) of day 19. What is the duration of this activity? 455 If the optimistic estimate is 1, the 9 pessimistic estimate is 9, and the most likely estimate is 8, what is the PERT estimate?

1.3

6

3

A

All of these choices could be said to be correct. Which is the MOST correct? Activities on the critical path require more of the project manager's attention, because delays in these activities will create a delay in the entire project. Since delay has the largest potential to hurt the project, knowing which activites the project manager should focus on is the best answer. The standard deviation is computed by (P - O)/6. Therefore, the answer is (18 - 12)/6 = 6/6 = 1.

6

7

10

D

The simple way to compute the duration is to take LS 聳 ES or LF 聳 EF. That is (13 聳 3) = 10 or (19 聳 9) = 10 or a duration of 10.

7

8

3

B

The PERT calculation is (P + 4M + O)/6. So, this result would is [9 + (4 x 8) + 1]/6 = (9 + 32 + 1)/6 = 42/6 = 7. You have to memorize the formula.

456 An activity has an early start (ES) 10 of day 3, a late start (LS) of day 13, an early finish (EF) of day 9 and a late finish (LF) of day 19. What is the activity's float?

6

3

19

A

The calculation for float is late start minus early start (LS - ES) or late finish minus early finish (LF - EF). Float for this activity would be (13 - 3) = 10 or (19 - 9) = 10.

457 A detailed project schedule can be Project budget. created only after creating the:

Work breakdown structure.

Project Detailed risk management plan. assessment.

B

In the project management process, the project budget, project management plan, and detailed risk assessment come after the schedule. The only answer that could be an input is the work breakdown structure.

458 Monte Carlo analysis is used to:

A B Get an indication Estimate an of the risk involved activity's length. in the project.

C Simulate possible quality issues on the project.

D Prove to management that extra staff is needed.

A

A Monte Carlo analysis could indicate that an estimate for an activity needs to change, but not what the activity estimate should be. Monte Carlo is a simulation, but it does not specifically address quality. It does not deal directly with staff or resource needs either. Project risk can be assessed using Monte Carlo analysis. By considering the inputs to the PERT estimates and the network diagram, you can obtain a better overview of the overall project risk. This question tests whether you know how to solve problems. Cutting product scope negatively affects the customer, and is therefore not best. A project manager's job is to determine options for meeting any end date, therefore simply telling management the required date cannot be met is not correct. Working overtime is expensive and unnecessary when there are many other choices that could be selected first. Determining options for schedule compression would have the least negative effect on the project. Though having three critical paths COULD require more people or cost more, the answer that is definitely and always true is that it increases project risk. Because you need to manage three critical paths, there is more risk that something could happen to delay the project. Although lessons learned are extremely valuable, you can create a schedule without them. Verify Scope and Control Schedule occur later in the project. Without the network diagram, you cannot build a schedule. "Project management" sor creating and controlling a scect management software can be ud to create and control scheduleanage a complete project. It is e project management plan, nor cating a WBS. It cannot create a is not designed to do a good jo

459 A project manager is in the middle Cut product scope. of executing a very large construction project when he discovers the time needed to complete the project is longer than the time available. What is the BEST thing to do?

Meet with management and tell them the required date cannot be met.

Work overtime.

Determine options D for schedule compression and present management with his recommended option.

460 A project has three critical paths. It makes it easier Which of the following BEST to manage. describes how this affects the project?

It increases the project risk.

It requires more people.

It makes it more expensive.

B

461 Which of the following is needed to Lessons learned develop a project schedule?

Network diagram

Completion of the Verify Scope process

Completion of the Control Schedule process

B

462 Which of the following BEST Managing a project Creating and describes the primary use of controlling a project management software? schedule

Creating a Creating a work complete project breakdown management plan structure

B

A 463 A team member from research and Parametric development tells you that her estimating work is too creative to provide you with a fixed single estimate for the activity. You both decide to use the average labor hours per installation from past projects to predict the future. This is an example of which of the following?

B Three-point estimating

464 The float of determined by:

Determining the Determining lag. waiting time between activities.

an

activity

is Performing a Monte Carlo analysis.

C Analogous estimating

D Monte Carlo analysis

A

Determining the D length of time the activity can be delayed without delaying the critical path.

465 An activity has an early start (ES) Is on the critical of day 3, a late start (LS) of day path. 13, an early finish (EF) of day 9, and a late finish (LF) of day 19. The activity:

Has a lag.

466 In attempting to complete the Risk impact of project faster, the project manager crashing each looks at the cost associated with activity. crashing each activity. The BEST approach to crashing would also include looking at the:

Customer's opinion Boss's opinion of of which activities which activities to to crash. crash and in which order.

Project life cycle A phase in which the activity is due to occur.

467 During project planning, you estimate the time needed for each activity and then add the estimates to create the project estimate. You commit to completing the project by this date. What is wrong with this scenario? 468 Which of the following is the BEST project management tool to use to determine the longest time the project will take?

The team did not create the estimate, and estimating takes too long using that method.

The team did not create the estimate, and a network diagram was not used.

The estimate is too long and should be created by management.

The project B estimate should be the same as the customer's required completion date.

Work breakdown structure

Network diagram

Bar chart

Project charter

Is progressing well. Is not on the critical path.

D

B

Monte Carlo relates to what-if analysis. Three-point estimating uses three time estimates per activity. One could use data from past projects to come up with the estimate (analogous estimating) but the best answer is parametric estimating because past history is being used to calculate an estimate. An estimate such as hours per installation is a characteristic of this form of estimating. The float of an activity is the length of time the activity can be delayed without delaying the critical path.

There is no information presented about lag or progress. The activity described has float, because there is a difference between the early start and late start. An activity that has float is probably not on the critical path. You may or may not need your customer's or your boss's input, but you will definitely need to include an analysis of risk.

Time estimates for the activities should be created by the team and should not be added together to create the project estimate. Some activities may take place concurrently; these would be identified in the network diagram. The bar chart may show an end date, but it is not used to determine dates. The project charter also may include a required end date, but not a logical determination of how long the project will take. The network diagram takes the work packages from the work breakdown structure and adds dependencies. The dependencies allow us to look at the various paths through the diagram to determine the longest duration (critical) path. The network diagram is the best answer.

A 469 When should a schedule baseline A schedule be created and used? baseline is created at the beginning of the project and used to compare schedule performance on status reports 470 Based on the chart, how many 16 weeks will this project take? 471 Based on the chart, what is the 2 float of activity B?

B A schedule baseline is created the end of the project and then used to measure team performance

C A schedule baseline is created at the end of the project and included in the archive

D A schedule D baseline is created at the beginning of the project and used during the project to measure performance

31

18

13

C

3

5

0

D

472 Based on the chart, what is the 2 float of activity F?

3

5

0

A

Baselines are created during project planning and are used to measure project performance.

Start, C, D, E, B, End is the longest path. Therefore, the project will take 13 weeks. Without external date constraints, an activity on the critical path has no float. Activity B has 0 float. (LS - ES) = (16 - 14) = 2 or you could use (LF - EF) = (18 - 16) = 2. Using either formula will give you the correct answer. Activity F has a float of 2. This question requires you to draw a network diagram, find the critical path, and then determine the effect a change will have on the project. Expect many such questions, because many project managers do not use network diagrams, understand float, or manage the critical path. Exam question writers know this is a prevalent error. The answer to this question? The duration of the critical path changes to 21. The critical path is now Start, C, D, E, F, End. Activities D, G, I are on the critical path. Activities on the critical path almost always have no float.

473 Based on the chart, if the duration There is no effect The duration of the The critical path of activity F changes to 8, what is on the critical path. critical path changes. the effect on the project? becomes 16.

Activity A is now on C the critical path.

474 Your team is analyzing the project Not enough and comes up with the information information in the chart. Which activities are on the critical path?

Activities B, C, and Activities B, C, E, I F, H

Activities D, G, I

D

475 In order to shorten the project duration, you look at fast tracking the project. Based on the chart, which activity(s) would you consider fast tracking? 476 Based on the chart, what is the duration of the critical path? 477 Based on the chart, what is the duration of the critical path? 478 Based on the chart, which of the following statements BEST reflects the project situation?

Activity B or E

Activity C or F

Activity H

Activity D or I

D

You want to fast track activities on the critical path in order to save time. Your choices are activities D, G, and I.

19

13

15

14

A

30

23

49

46

D

The project is progressing on schedule.

The project manager should investigate decomposing activity E.

The duration of the There are two critical path is 30. critical paths.

The critical path is Start, B, F, G, End. It has a duration of 19. The longest path is Start, E, I, End. It has a duration of 46. An activity duration of 40 when all others are far shorter indicates the activity might be too large to properly manage, estimate, and control. The project manager should consider decomposing the activity into more manageable pieces.

B

A 479 Based on the chart, while working Activity A on the project, you are told you have to remove some resources to support a more important project for your customer. From which activity would it be BEST to remove resources? 480 You need to shorten the project by Activities A and H exactly four months, spending no more than US $22,000 to do it. Based on the information in the chart, you would include activity A as part of the solution. However, during planning, the resource completing activity A strongly argued for a particular method of completing the scope in order to agree to be on the team. His scope was accepted because his expertise was needed on the project. The BEST way to crash this project would be to crash which activity(s)? 481 Using the chart, a new activity, 49 (activity R) with the duration of 5 is added to this project. Activity R has a predecessor of activity A and a successor of activity B. How long will the project now take?

B Activity B

C Activity C

D Activity D

D

Activity D is the best choice from which to remove resources, as it is not on the critical path.

Activity D

Activities F and H

Activity C

B

Crashing activity A would be the least expensive option. However, the wording of the question excluded it from being allowable due to the constraint of doing it in the agreedupon way. By crashing either activity D or activity C, you would spend $20,000. However, in crashing activity C, you would save five months rather than the four requested. Crashing activity D is the best answer.

48

38

52

A

executing, a 482 During project functional manager asks you to use a model C generator instead of model B on your project. The functional manager says that model C will solve the needs of the project and provide some benefits to the manufacturing department. You look at the cost associated with model C and discover it is substantially higher than model B. If you are not sure you can justify the more expensive model, what is the BEST thing to do?

Analyze the differences in using each model and present them to the sponsor.

Use model C and cut other activities to make up for the added cost.

Do a life cycle B analysis and present the results to your boss.

The new activity is added to the critical path making it easy to compute the new duration. The critical path is Start, A, B, C, G, H, J, K, End which equals 44. Adding activity R, with a duration of 5, the critical path changes to Start, A, R, B, C, G, H, J, K, End with a duration of Presenting an analysis of the 49. differences between the models to the project sponsor is the better choice. Because this is an issue that affects multiple stakeholder groups across the organization, it is up to the sponsor to make the decision and up to the project manager to provide the information for the decision to be made. This is an example of evaluating before making a decision.

Review the specifications of each to validate the manager's claims.

A 483 As per the chart, the resource None, because completing activity E is not activity E is not on performing very well. After much the critical path. argument, the functional manager agrees to assign a different resource to activity E, but this will increase activity E's duration to seven months. What is the effect of this change?

B The project will be delayed because activity E is on the critical path.

C D The project will be None, because D delayed because activity E has float activity E has float of four. of five.

484 Based on the chart, while It would increase completing the project, a team the critical path. member tells you the team forgot something during planning. Activity F needs the results of activity E before it can begin. Taking this new dependency into account, what would be the effect on the project?

Communication would be more complex.

There would be no It would delay effect. activity F.

B

485 The project manager has a project Crash that is three months behind but is, surprisingly, markedly under budget. She has decided to try to make up time, but needs to minimize the project risk. What is the BEST thing to do?

Fast track

Redefine the scope

Resource level

A

486 Using the chart, the resource for There are three activity A is assigned to an critical paths. additional, more important, project. As a result, the resource will not be able to devote as much time to your project. Activity A will now take 10 weeks. How does this affect the project?

The project will be The project is delayed. riskier.

Activity D will be delayed.

C

For activity E before the change, the ES is 7 and the LS is 11. After the change, the ES is 7 and the LS is 9. The change will use two of the four months of float for activity E, but will not affect the critical path. The best answer not only recognizes activity E was not originally on the critical path, it considers the float of the activity both before and after the adjustment has been made. Even after the adjustment, activity E still has float, and thus is still not on the critical path. Did the distracters in this question trick you? Although another path was created (Start, E, F, End), with a duration of 45, it is not longer than the existing critical path. There would be no effect on the critical path with this change, but that is not what the question asked. It asked for the effect on the PROJECT. More interdependencies on a project increase the need for communication. Neither redefining the scope or resource leveling are appropriate for this situation. Fast tracking involves increased risk and so is not the best choice in this case. Crashing is a cost/schedule trade-off. Since the project manager is not worried about her budget, but is worried about time, crashing is the most logical solution. There are now two critical paths, making the project more risky.

A 487 Based on the chart, some of the The project is identified risks do not occur and complete. therefore activity B gets done in 3. What is the effect on the project?

B C D There will be three Activity A will have The project will D critical paths. more float. complete sooner if activity F starts immediately.

488 Your boss tells you one of your resources is needed on another project. All the activities in the chart are occurring at the same time. Assuming all the resources listed have the necessary skills to work on the other project, the resource working on which activity would you pick to move to the other project? 489 In order to provide one of your team members with a reward for excellent performance, you are going to allow him to acquire the new skill in which he is interested. Assuming any activity shown in the chart would provide the team member with the benefit, which activity would you assign him to? 490 Using the chart, in order to handle some resource changes on your project, activity H is going to be done concurrently with activity G instead of after it. What impact will this have on the project?

Activity D

Activity C

Activity H

Activity B

C

You would pick the resource working on the activity with the most float, activity H.

Activity D

Activity E

Activity F

Activity B

B

You would pick the activity with the most float so that the inexperienced team member would not delay the project as he is learning. Of the choices given, activity E has the most float.

It will cause the project to be completed four time periods sooner.

It will cause a It will have no decrease in project effect on the risk. critical path.

It will affect activity B F.

Concurrent relates to fast tracking. Since activity G is the only one of these on the critical path, completing the two in parallel will have no effect on the critical path.

491 Based on the chart, a resource on One week of float. Two months of your project from the consumer float. affairs department comes to you to tell you that he is taking a twoweek leave from work due to a family emergency. He is assigned to activity F, which is currently in progress. This is a problem because activity F has:

One month of float. No float.

D

The project is not complete, because activity F still needs to be done. There is only one critical path. Activity A will actually lose float with a change to activity B. The project will complete sooner if activity F begins sooner. In this exercise, the critical path had been Start, C, D, E, B, End for a total of 18. If activity B gets finished in 3 instead of 5, then the length of that path is now 16. Start, C, D, E, F, End is also 16. Therefore, with the change to activity B, the path would be completed in 16 instead of 18.

Activity F is on the critical path, and has no float. Delaying an activity on the critical path will delay the whole project.

A 492 Using the chart, the person The critical path completing activity G tells you that changes. a few unidentified risks have occurred and the duration of the activity will now be 10 months. What is the effect on the project?

B There are two critical paths.

C D There is no effect There is less on the critical path. chance of completing the project on time.

493 Based on the chart showing Activity F activities on the critical path, which activity(s) would you crash to save exactly four weeks?

Activities A and E

Activities C and E

494 Based on the chart, what is the $18,000 lowest cost of crashing this project to save four weeks?

$6,000

495 Your boss says in order to get your new product to market sooner, the project must be completed four months earlier. However, he does not want to shorten the schedule if the project cost will go up more than US $22,000. Provided with the chart, which critical path activity(s) would you crash? 496 You need to shorten the duration of this project by five months. Included in your solution, based on the chart, would be to crash activity C. However, further analysis reveals that this activity has two days of float. What should project is currently scheduled 497 Your you do? to take 117 months. Based on the chart, you could crash the project by five months at a cost of US $20,000. How long will the project take if you select this option?

Activity D

C

This change increases the length of that path to 24 months but it does not change the critical path that is Start, E, I, End.

Activities A and C

D

It is important to find the least expensive option. To save four weeks, you would choose to crash activities A and C.

$7,000

$9,000

B

Activities A and C are the least expensive. It would cost an additional $6,000 to crash them.

Activities A and F

Activities A and H

Activity C

C

Simply pick the option with the lowest cost. In this case, that is activities A and H.

Crash activities F and H.

Crash activity D.

Crash activities D and H.

Crash activity C.

A

Activity C is not on the critical path. Since it has float, crashing it would not shorten the project. Activities F and H are the least expensive choice of the critical path activities.

55 months

25 months

112 months

117 months

C

The duration of the critical path is 117 months, less the five months saved, resulting in a new duration of 112 months. NOTE: You did not need to refer to the chart. Don't do more work than you need to.

52

36

C

Since the resource is 50 percent as productive, he will take twice as long to do the same work. This makes the duration of activity G 16 instead of 8 and increases the critical path by 8 to a total of 52.

Lack of a Lack of a staffing A communications management plan management plan

A payback period is the amount of time it takes to recoup the investment in a project.

51 498 Based on the network diagram in 44 the chart, the resource working on activity G is replaced with another resource with 50 percent of the productivity of the previous resource. How long will this project take? 499 Instead of celebrating the end of Lack of a payback Lack of milestones the project, the stakeholders are period breathing a sigh of relief. None of them were confident the project would meet the end date. Which of the following is NOT one of the reasons this project had difficulty?

A 500 Management wants to look at how Benchmarks. a project is doing, as compared to past projects. To make a valid judgment, management should compare this project to:

B Flowcharts.

C Bar charts.

501 A team member notifies the project manager after the fact that certain project deliverables have been attained without performing all the associated work packages in the WBS. What should the project manager do FIRST?

Immediately communicate the changes to all team members and stakeholders review the team member's performance.

Review work packages and deliverables to determine impact, if any. Recommend changes to the project management plan.

Change the project performance measurement baselines and the WBS.

502 As project progress is tracked according to the project management plan, the project manager discovers that final deliverables will be completed two months after the deliverable dates imposed by management. What should the project manager do?

Look for options with stakeholders using some combination of scaling back work, reevaluating discretionary dependencies, and adding resources.

Evaluate the impact on the company of completing this project late.

D Trend charts.

A

Benchmarks are the results of past projects of this type. They provide a means to compare your project to past history.

Change the B reporting process to get information sooner, then review the communications management plan to see if it is still appropriate to the needs of the project. Drive the project Recalculate the A team to work faster project schedule to make up for lost and distribute it time. according to the communications management plan.

The first issue here is whether the team has done something that will have a negative impact on the project as a whole. The second issue is whether the communications management plan and WBS are appropriate. Therefore, the first thing to do is to review the work packages and deliverables to determine impacts of the work not done. This action could be followed by any or all of the other of choices. Evaluation the impact on other aspects of the company of the project being late is not the project manager's job. Working faster may not be possible and will impact other projects and other work. Recalculating and redistributing the schedule does not solve the problem, it just improves communication of the problem. Look again at the words in the remaining choice. Evaluating options with stakeholders may not be the ideal way to handle the problem, but it is the best choice of those presented. You don't want to say that you are unable to meet the date until after you have evaluated both crashing and fast tracking the project. Here the answer is to fast track, or do more activities in parallel. Investigating the cause of the delay, reevaluating the critical path, and reviewing the float of the activity are all good things to do when faced with a major delay on an activity that is not on the critical path. You do not need to change the schedule, unless, of course, the delay is more than the activity's float. Reevaluating the project schedule work calendar will provide the most reasonable and fastest estimate of the potential future weather-related schedule impact, allowing the project manager to perform a reasonable risk analysis of the potential problem.

503 You are managing the project Add resources to when you discover an estimated the project. completion date will occur after the desired date. What should you do FIRST?

Evaluate the Negotiate for more possibility of doing time. more activities in parallel.

504 Which of the following does NOT Investigate the need to be done if there is a major delay. delay on a non-critical path activity?

Reevaluate which path is critical.

Change the project Review the float C schedule. time for the activity.

505 During its first winter, a multi-year construction project experienced weather-related schedule delays that all the local parties involved described as typical for this area. What should the project manager do to integrate this information into the project schedule?

Reevaluate the schedule to determine the potential impact.

Leave the current project schedule unchanged and work the issues as they arise next year.

Lengthen the estimated activity duration for all activities scheduled to occur the following winter.

Explain to the customer that the project cannot be done on time.

B

Make changes to B the project management plan in order to maintain the current project schedule.

506 Originally a project has seven activities: A, B, C, D, E, F, and G. Activities A, B, and D can start any time. Activity A takes 3 weeks, activity B takes 5 weeks, and activity D takes 11 weeks. Activities A and B must be completed before activity C can start. Activity C takes 6 weeks to complete. Activities B, C, and D must be completed before activity E can start, and activity E takes 2 weeks. Activity F can start as soon as activity C completes and has a duration of 4 weeks. Activity G takes 3 weeks and cannot start until activity E is completed. Activities F and G must be completed for the project to be completed. However, during project executing, a dependency was discovered between activities E and F. What is the BEST thing to do? 507 The sponsor of the project you are managing asks you to compress the schedule. Which of the following is CORRECT?

508 As the project manager, you are considering tools and techniques to help control changes to the project schedule. Which of the following would be acceptable options?

A B Tell management Redo schedule that the project will development. take longer than 18 weeks.

Crashing always shortens the timeline but often increases risk.

C Call a team meeting and determine if crashing or fast tracking are possible solutions to meeting the original schedule.

Crashing is only a viable alternative if earned value analysis indicates the project is ahead of schedule and under budget. An online system A paper form that A system that that routes change requires a project allows rapid requests to the stakeholder to approval of all appropriate levels submit the request submitted changes for authorization in duplicate to the project manager for approval

509 A project manager for a small Project manager construction company has a project that was budgeted for US $130,000 over a six-week period. According to her schedule, the project should have cost US $60,000 to date. However, it has cost US $90,000 to date. The project is also behind schedule, because the original estimates were not accurate. Who has the PRIMARY responsibility to solve this problem?

Fast tracking often results in rework, and crashing often results in increased cost.

Senior management

Project sponsor

D Call a meeting of stakeholders and communicate schedule risks.

B

You do not know if you have a problem until you reexamine the detailed schedule, taking into account the new information, and determine whether or not the original schedule can still be met.

B

Both crashing and fast tracking are methods of schedule compression. Crashing often results in increased cost, and fast tracking usually increases the likelihood of rework.

An online system A that routes changes manually to each required approver followed by impact analysis

The project manager is normally not the approval authority, nor are all changes approved. Impact analysis should be done before approval, not after it. A schedule change control system can include the paperwork, processes, and approval requirements for authorizing Did you get lost looking at all the changes. numbers presented in this question? Notice that there are no calculations required, simply an understanding of what the problem is. This question describes schedule management, which is a responsibility of the project manager.

Fast tracking will result in fewer parallel activities than crashing the project.

Manager of the A project management office

A B WBS updates 510 During the planning processes, Recommended activity G was estimated to take 5 corrective action days. Activity G is on the critical path. On day 2, it becomes clear that activity G will take 15 days, which will impact the imposed project end date. The project team meets to perform root cause analysis to identify the cause of the variance and to plan schedule recovery with activities to be performed later in the schedule. Which of the following should ALWAYS be the output of this kind of meeting? 511 Senior management asks the Resource leveling. What-if scenario project manager how the project analysis. would be affected if two resources were removed from the project. To calculate a response, the project manager should complete:

C D Activity list updates Schedule updates A

Schedule compression.

Fast tracking.

B

Did the use of the word "resources" in the question cause you to select resource leveling? If so, you were tricked! The situation described requires what-if analysis.

512 A project is 50 percent complete Revisit all activities when a schedule constraint is that have not yet identified. Which of the following started. should be done FIRST?

Rebaseline the project management plan to determine impacts on schedule, cost, and scope.

Level resources on B the remaining activities to determine resource variances.

513 During project executing, the EV-PV forecasted remaining hours exceed planned remaining hours. Consequently, the project takes on a negative variance. Which analysis method is the project manager likely to use as a measurement tool to validate this information? 514 The project is calculated to be Cut resources from Make more completed four days after the an activity. activities desired completion date. You do concurrent. not have access to additional resources. The project is low risk, the benefit cost ratio (BCR) is expected to be 1.6, and the dependencies are preferential. Under these circumstances, what would be the BEST thing to do?

EV/PV

EV-AC

Simulations can be used to assess the feasibility of meeting scheduled dates under adverse conditions. Using a simulation technique such as Monte Carlo would tell you if there is a problem. This type of analysis should be done before any of the other choices. Earned value (EV) minus planned value (PV) equals schedule variance (SV).

Move resources from the preferential dependencies to the external dependencies.

Remove an activity B from the project.

515 After analyzing the status of your The actual cost will project, you determine the earned be lower than value (EV) is lower than the planned. planned value (PV). What should you expect as an outcome if this trend continues?

The project will finish behind schedule.

The project will finish below the original cost estimate.

Use a simulation technique such as Monte Carlo analysis, to calculate a distribution of probable results for the total EV/AC project.

The estimate at completion will be lower than planned.

A

C

Corrective action is anything done to bring expected future schedule performance in line with the project management plan. Such action should always be an output of such a meeting, but the other choices may not be outputs.

Cutting resources from an activity would not save time, nor would moving resources from the preferential dependencies to the external dependencies. Removing an activity from the project is a possibility, but since the dependencies are preferential and the risk is low, the best choice would be to make more activities concurrent, as this would have less impact onvalue the project. If earned is lower than planned value, it indicates less work is occurring than was scheduled, resulting in schedule slippage.

A 516 After analyzing the status of your Crash the project, you determine it is two schedule. weeks behind schedule. You want to recover the original schedule if possible, and there is plenty of remaining budget in the current plan. What is the BEST option?

B Inform the team that overtime will be required for a short time to recover the schedule.

C D Reduce the project Compress the A scope with a testing and quality change request. management portion of the project.

517 You evaluate your critical path and Delay the project determine the project will be for two weeks. completed two weeks ahead of management's expected due date. What should you do?

Prepare a list of Pull resources off identified risks that the critical path to did not occur. work on noncritical path activities.

Add extra features B that will enhance the project and require two more weeks to complete.

518 Which of the following is It should include a It is better if it CORRECT concerning a change method for focuses on cost. management plan? controlling the schedule.

It is better if it focuses on risk.

It should be created during project executing.

A

519 What is the milestone?

It has no duration.

It is the same length as the activity it represents. Risk analysis

C

duration

of

a It is shorter than It is shorter than the duration of the the activity it longest activity. represents.

520 When would a milestone chart be Project planning used instead of a bar chart?

Reporting to team members

Reporting to management

C

Report findings to 521 While evaluating the bar chart with Obtain approval your team, you determine the from the customer management. project is behind schedule. What to slip the project. should you do?

Evaluate the alternatives with the team.

Evaluate the alternatives with the customer.

C

522 Which of the following is the BEST Milestone chart tool for showing the team the project schedule status during project executing?

Work breakdown structure

Network diagram

B

Bar chart

If there is available budget, crashing the schedule is the best option. Overtime is never the first option when it is possible to use project management and crashing techniques. Delaying project completion or adding work to the project are unethical actions. When the project is completed early, the project manager should report that the project came in ahead of time and explain WHY. This is a success! If there was proper project planning, this should occur because an expected risk did not materialize. A change management plan, created in project planning, must look across the project and not focus on just one area. It must include procedures for controlling each area. A milestone shows the completion of a series of activities or work packages. Therefore, it takes no time of its own. Both types of charts are used in project planning. Team members need to see details and so they need a bar chart rather than a milestone chart. Risk analysis COULD make use of both charts. A milestone chart is used instead of a bar chart for any situation where you want to report in a less detailed way. Since bar charts can scare people with their complexity, and often show too much detail to be worthwhile on a management level, milestone charts are more effective for reporting to management. First you need to meet with the team to determine the impact on the project and evaluate alternative solutions. Once you come up with recommendations, you can present them to management and the customer. The bar chart is the tool that shows the schedule at a detailed enough level for discussion with the team.

523 An activity needs more time because an identified risk has occurred. The project manager determines there is enough reserve to accommodate the change. Who needs to approve the change? 524 A team member tells the project manager her activity will be delayed four weeks. The project manager investigates and determines the delay will affect the project's completion date. Who should approve the change? 525 A team member wants to make a technical change to her activity that will add time to the activity estimate. What is the FIRST thing the project manager should do?

A Management

B Project manager

C Team member

D Functional manager

B

It is the project manager's responsibility to manage the project scope completion within budget and reserves.

Change control board

Project manager

Team member

Sponsor

A

Because the project is no longer within the budgeted time and cost, the project manager must obtain change control board approval to affect the change.

Determine if the activity is on the critical path.

D

Change control board

D

If the activity is on critical path, the project manager must treat it differently than an activity that is not on the critical path. The project manager should first evaluate, and then possibly look for time from another activity or formally request a Because change. the project is no longer within the budgeted time and cost, the project manager must obtain change control board approval to affect the change.

See if there is any See if there is Send a change time available from enough reserve to request to the another activity. handle the change. change control board.

526 A functional manager wants to Project team change an activity estimate. The project manager analyzes the change and determines it will cause a delay to the entire project. Who should authorize the change?

Sponsor

reviewing project Let the sponsor 527 While performance, the project manager know. determines that the schedule variance is -500. What is the BEST thing to do?

Determine the cost Look for activities Move resources B variance. that can be done in from the project to parallel. one that is not failing.

528 A major construction project has Stakeholders been having a lot of schedule changes due to unanticipated weather problems. Who is it BEST to notify of these changes? 529 Which of the following are Logical GENERALLY illustrated BETTER relationships by bar charts than network diagrams?

Sponsor

Project team

Functional managers

Critical paths

Resource tradeoffs

Progress or status D

530 Under which circumstances is it To report to the BEST to use a network diagram sponsor rather than a bar chart?

To show To track progress interdependencies or to report to the between activities team

Project manager

To create a work breakdown structure

A

B

The problem must be evaluated first. The project manager knows the schedule variance, but not the cost variance. Therefore, determining the cost variance is first, possibly followed by looking for activities that can be done in parallel. You need to communicate issues with the stakeholders. This includes the sponsor, team members, and functional managers. The bar chart (or Gantt chart) is designed to show a relationship to time. This is best used when demonstrating progress or status as a factor of time. Although most software shows dependencies on bar charts, they are difficult to read, and therefore not of as much value as network diagrams. Network diagrams do an excellent job of showing activity dependencies.

A Initiate change control processes, explain that the project schedule needs to stand, and review the risks involved.

B C Meet with the team Do more critical and evaluate how path activities in each activity can parallel. be cut by 10 percent to accomplish the goal.

D Meet with C management to review the original project management plan and discuss scope changes that would reduce project timeline.

Crashing

Floating

Leveling

Fast tracking

C

Resource leveling refers to keeping the number of resources the same and letting time and cost be flexible.

533 To control the schedule, a project Critical path manager is reanalyzing the project method to predict project duration. She does this by analyzing the sequence of activities with the least amount of scheduling flexibility. What technique is she using?

Flowchart

Precedence diagramming

Work breakdown structure

A

534 Management wants the project Zero days completed in 40 days. The cost performance index (CPI) is 1.1, the project critical path duration is 38 days with a standard deviation of two days. What is the maximum project float?

Two days

Four days

One day

C

There are only two choices related to scheduling; critical path method and precedence diagramming. Precedence diagramming, however, is a diagramming technique that deals with the relationship between activities, not schedule flexibility. The project manager is analyzing the critical path. Standard deviation is a range that an estimate can vary +/- from the mean. The project needs to be done in 40 days, and the schedule calls for 38 days, so the project float is 2 days. With a standard deviation of two days, the project will take 38 +/- 2 days, or 36 to 40 days. Therefore, project float could be 0 to 4 days.

531

A project manager for a large information technology consulting firm was assigned to manage a software integration project for a large client. The schedule was already established. Management at the client site responsible for the project then informed the project manager the project duration was too long. Changing market pressures require the project to be brought in one month earlier than scheduled. He had already reviewed the scope of the project and nothing can be cut. He requested that the project manager cut each activity duration estimate by 10 percent in order to accomplish the goal. What is the MOST appropriate thing for the project manager to do in this The sponsor has informed you the 532 situation? resources for your project will be cut. The sponsor wants to know how long the project will take if only nine resources each month are committed to your project. What is this activity called?

You know that cutting all activities by 10 percent is not good project management; doing so is obviously an incorrect choice. Meeting with management to review scope would be of no help, since this has already occurred. The best alternative would be fast tracking, or doing activities in parallel. This provides focus on the critical path.

535 You have been assigned as the project manager for a construction project that has had two previous project managers, when you discover a deliverable will be late. Your analysis shows the item can be purchased from another seller at a higher price without affecting the schedule. What is the BEST thing to do? project has experienced 536 A significant delays due to equipment problems, staff attrition, and slow client reviews. The project is 40 percent complete and has used 60 percent of the available calendar time. What is the FIRST thing you should do?

A Evaluate the impact of the decision.

B C Discuss the impact Crash or fast track with the customer the project. and ask for a decision.

Rebaseline the Analyze the critical schedule to reflect path activities for the new date. potential to fast track or crash the schedule.

537 Which of the following BEST Develop Schedule Resource leveling describes comparing actual dates with planned dates?

management is Detailed cost 538 Senior complaining that they are not able estimates to easily determine the status of ongoing projects in the organization. Which of the following types of reports would help provide summary information to senior management?

D Change the project B management plan to reflect the new due date.

Document the lack Identify activities D of progress and that required more associated issues time than planned. to management.

Variance analysis

Project Bar charts management plans

Three-point estimating

C

Milestone reports

D

The impact has already been determined, and crashing or fast tracking would have already been done as part of determining the impact. Changing the project management plan only hides the problem and is unethical. You should discuss the impact of the change with the customer. Rebaselining hides performance problems rather than managing issues as they occur. Documentation of issues may need to be done, but it is not proactive. Looking for activities to crash or fast track is not a bad choice, but it cannot be done without knowing why there was a delay. Imagine a resource's skills are not what you have been led to believe, and that resource is working on another activity later in the project. If you crash or fast track activities involving that resource, the problem could recur. Identifying the root causes of the delay will help determine what to do about them. Develop Schedule involves creating the schedule, not comparing. Leveling deals with resources. Threepoint estimating is a method of estimating. Variance analysis involves comparing actual dates with planned dates. Detailed cost estimates have nothing to do with the situation described. Project management plans include more detail than is necessary for the situation described, and may distract from the conversation if used in this situation. Bar charts are most effective for reporting to the team. The best answer is milestone reports, which present the right level of detail for upper management.

A 539 You are a project manager for a Ahead of schedule. small construction project. Your project was budgeted for US $72,000 over a six-week period. As of today, you have spent US $22,000. The earned value is US $24,000. According to your schedule, you should have spent US $30,000 by this time. Based on these circumstances, your project could be BEST described as: 540 Based on the chart, how is the You are in trouble project doing? because there are three activities with no float.

B Behind schedule.

C On schedule.

D Having not enough B information provided.

You have a lot of flexibility because you have activities with float.

You do not have enough information to make a decision.

Everything is fine C because you have an even number of activities with and without float.

541 Using the chart, if the duration of The project will be Everything on the activity D changes to 9, what completed later project is going would you need to include in your than expected. according to plan. performance report?

The project will be The risk of the completed early. project not being completed is now greater.

542 Based on the chart, what will be There will be a the effect on the project if activity new critical path. C now takes four months?

The project will take longer.

543 You are looking at the standard report templates the project management office has supplied, and you see network diagrams and bar charts. In which of the following circumstances would you ALWAYS use a network diagram instead of a bar chart? 544 All of the following relate to controlling the schedule EXCEPT:

To track progress or to report to the team

Value analysis.

545 A project may be selected based Benefit on all of the following EXCEPT: measurement.

SPI = EV/PV. In this case SPI = 24,000/30,000, or 0.8. An SPI of 0.8 indicates you are behind schedule.

There is no reason to think the project is going well or poorly based solely on float.

A

The risk of completion has not changed. The project will still be completed, just later than planned.

There is no change to the critical path.

Activity B is now C on the critical path.

Activity C is not on the critical path and the change is not great enough to change the critical path.

To show logical relationships

In the Define Activities process

To report to senior B management

This question is really asking what a network diagram is used for. The primary purpose of a network diagram is to show logical relationships.

Crashing.

Float.

Mandatory dependencies.

A

Net present value (NPV).

The number of resources used.

Value analysis.

D

Crashing changes the resources on the project. Knowing where the project has float and the mandatory dependencies helps determine where to move resources and thus decrease schedule. Value analysis focuses on finding a less costly way to do the work. Value analysis is a way of making sure the least expensive way is found to do the work.

0.8

1.6

A

The higher the benefit cost ratio, the better.

C

This formula compares benefits to costs, not just profit. Payback is equated to benefits here.

1.3 546 A company is attempting to select 2.2 the BEST project from a list of possible choices. If the information they have includes the following benefit cost ratios, which project should they pick? 547 What does a benefit cost ratio The costs are 2.1 The profit is 2.1 (BCR) of 2.1 mean? times the benefits. times the costs.

The payback is 2.1 The cost is 2.1 times the costs. times the profit.

A 548 Which factor would NOT be Net present value considered when an organization (NPV) is choosing between two projects to undertake?

B Benefit cost ratio (BCR)

C Payback period

D Law of diminishing D returns

549 The cost of choosing one project Fixed cost. and giving up another is called:

Sunk cost.

Net present value (NPV).

Opportunity cost.

D

550 If project A has a net present value (NPV) of US $30,000 and project B has an NPV of US $50,000, what is the opportunity cost to the organization if project B is selected? 551 Project A has an internal rate of return (IRR) of 21 percent. Project B has an IRR of 7 percent. Project C has an IRR of 31 percent. Project D has an IRR of 19 percent. Which of these would be the BEST project? 552 Four projects have been proposed to management. Project A has a payback period of 16 months. Project B has a payback period of 12 months. Project C has a payback period of eight months. Project D has a payback period of six months. Which project should management choose? 553 You have four projects from which to choose one. Project A is being done over a six year period and has a net present value (NPV) of US $70,000. Project B is being done over a three year period and has an NPV of US $30,000. Project C is being done over a five year period and has an NPV of US $40,000. Project D is being done over a one year period and has an NPV of US $60,000. Which project would you choose?

$23,000

$30,000

$20,000

$50,000

B

Project A

Project B

Project C

Project D

C

Remember, the internal rate of return is similar to the interest rate you get from the bank. The higher the rate, the better the return.

Project A

Project B

Project C

Project D

D

The payback period is how long will it take to get back the initial investment on this project. The faster management gets their money back, the faster they can reinvest that money in another endeavor. The shorter the time the better, so project D is the best choice.

Project A

Project B

Project C

Project D

A

The number of years is already included in the calculation of NPV. You simply pick the project with the highest NPV.

The law of diminishing returns has nothing to do with choosing between projects. Notice that this question requires you to understand that projects should be systematically selected and that the selection should be based on some formal evaluation of all projects available. It is important for the project manager to understand why the project they are managing was selected. Fixed costs and sunk costs do not relate to giving up anything. Net present value is a way to determine today's value of a future cash flow and does not deal with the quoted phrase. The definition of opportunity cost includes the cost of choosing one project and giving up another, and thus it is the best answer. The opportunity cost is the value of the project that was not selected; the lost opportunity. Here, the opportunity cost is $30,000.

A 554 The amount of funds available for Working capital. a company to invest in projects is called:

B Sunk costs.

C Value analysis.

D Direct cost.

A

555 There are two projects for the organization to choose between: Project A with an NPV of US $45,000 and Project B with an NPV of US $85,000. What is the opportunity cost of selecting project B? 556 As a project manager, you are presented with the following information on the net present value (NPV) of several potential projects. Which project is your BEST choice? management is 557 Company presented with the following information on the payback period for several possible projects. Which project is the BEST choice?

$45,000

$85,000

$40,000

$130,000

A

Project A with an NPV of $95,000

Project B with an NPV of $120,000

Project C with an NPV of $20,000

Project D with an NPV of -$30,000

B

You should pick the project with the highest NPV.

Project A with a payback period of 6 months

Project B with a payback period of 9 months

Project C with a payback period of 12 months

Project D with a payback period of 18 months

A

The project with the shortest payback period is the best choice.

558 A project manager is working with +/- 50 percent management to create the project estimate. During the initiating process group, what level of accuracy should the estimate have? 559 Which of the following would be A project that will the BEST project to select? take six years to complete and has an NPV of $45,000

-10 percent to +25 -35 percent to +75 -10 percent to +10 A percent percent percent

The only estimate that is usually made in the initiating process group is the rough order of magnitude estimate. This estimate is accurate to +/- 50 percent.

A project that will take three years to complete and has an NPV of $85,000

A project that will take eight years to complete and has an NPV of $30,000

A project that will B take 10 years to complete and has an NPV of $60,000

560 What is present value (PV)?

Today's value of future cash flows

Future value of money on hand today

Project A

Project B

Current value of today's assets adjusted for inflation Project C

Because net present value is the value in today's dollars of different cash flows, the project with the highest NPV is the best one. The number of years is included in the NPV calculation. We convert a future cash flow into a value today. This allows us to DIRECTLY compare two future cash flows. Remember, project length is

Value of assets that a company owns

561 Your company can accept one of They all have the three possible projects. Project A same value. has a net present value (NPV) of US $30,000 and will take six years to complete. Project B has an NPV of US $60,000 and will take three years to complete. Project C has an NPV of US $90,000 and will take four years to complete. Based on this information, which project would you pick?

B

D

Sunk costs are expended costs. Value analysis involves finding a less costly way to do the same scope of work. A direct cost is directly attributable to an activity. The amount of funds available for a company to invest is their working capital. There are no calculations required. The opportunity cost is simply the value of the project(s) the organization did not select.

incorporated when computing NPV, so the reference to how long the projects will take is extraneous information. You would choose the project that provides the most value, in this case the project with the highest NPV.

A 562 You are trying to decide whether to 10 lease or buy an item for your project. The daily lease cost is US $150. The investment cost to purchase the item is US $2,000, and the daily cost is US $50. In how many days will the lease cost be the same as the purchase cost? requirements are Before the project 563 Resource determined: schedule and after the network diagram.

B

C

D

15

20

25

C

After 20 days, the lease cost will be $150 x 20 = $3,000. To buy, the cost will be $2,000 + ($50 x 20) = $3,000.

After the project schedule and project scope statement.

After the project schedule and WBS.

Before the project scope statement and the network diagram.

A

564 While completing the Develop The priority of the Human Resource Plan process on project has your project, you visited the increased. functional manager of engineering many times, but she refused to provide resources for the project. First, the excuse was that her department was too busy. The next time, the department was undergoing a reorganization. This is causing your project to slip the schedule. Which of the following is the MOST probable reason for her lack of support?

The project does not have a project charter and the functional manager was not involved in approving the project management plan.

The project schedule network diagram was not time-phased.

The WBS did not B include all resources needed on the project.

565 While planning the project, you As if the expert discover an expert resource might resource were be available to work on your available. project. However, the resource manager will not commit to the resource being on your team at the present time. The BEST thing to do would be to estimate the activity:

As though you had As if you had an an average inexperienced resource doing the resource. activity.

This is another question asking about the process of project management. Resource requirements are determined after the network diagram is created and before the project schedule is developed. A project decreasing in priority would be a cause for lack of support, but not a project of increased priority. You could argue that the functional manager did not have a good schedule, but her excuses do not relate to time or schedule issues. The WBS does not include resources. The project charter officially authorizes the project. If it existed, the project would carry more weight and have the support of senior managers. Functional managers should approve project management plans involving their staff. Since there is no one individual assigned, the better estimate can be obtained using the input of multiple experts. The Delphi Technique gains a consensus of expert opinions. In this case it would be better than using an average, which is what many people choose.

Using the Delphi technique.

D

A the physical Resource 566 Determining resources, quantities of each, and selection. when they would be used is the process of:

B Estimate Activity Resources.

C D Resource Leveling. Define Activities.

567 A project manager wants to make Enterprise sure his plans for meeting the environmental training needs of resources and factors. plans for releasing resources are complete. All of the following are inputs to this activity EXCEPT:

Historical information.

Project organizational charts.

568 A project manager must publish a project schedule. Activities, start/end times, and resources are identified. What should the project manager do NEXT?

Distribute the Confirm the project schedule availability of the according to the resources. communications management plan.

569 All of the following are outputs of Roles and Develop Human Resource Plan responsibilities. EXCEPT:

Project organizational charts.

Activity resource requirements.

B

C

This question tests your knowledge of project management terms. Resource selection sounds like a good choice based on the wording of the question, however it is a made-up term. Many people are surprised to learn that there are made-up terms on the exam. These are easy to spot if you have had good basic training in project management before you take the exam. The trick here is to remember that if you have had good project management training and you see a word on the exam that you have never seen before, chances are it is not the correct answer. Determining the physical resources, quantities of each, and when they would be used is the process of Estimate Activity Resources. You need to realize the process described in the question is Develop Human Resource Plan. Project organizational charts are an output, not an input to that process.

Refine the project Publish a bar chart B management plan illustrating the to reflect more timeline. accurate costing information.

The project schedule remains preliminary until resource assignments are confirmed.

The number of The staffing C resources needed. management plan.

Worried about the word "outputs?" Use logic here. What will you have when you are finished with the Develop Human Resource Plan process? The staffing management plan is created as part of Develop Human Resource Plan and updated as part of Acquire Project Team. Do not confuse Develop Human Resource Plan with the time management process of Estimate Activity Resources, which has an output of an estimated number of resources needed.

570 A new store development project requires the purchase of various equipment, machinery, and furniture. The department responsible for the development recently centralized its external purchasing process and standardized its new order system. In which document can these new procedures be found? 571 A project manager is staying in touch with the work of project team members, managing conflicts, and requesting changes to the project management plan. What process is she involved in?

A Project scope statement

WBS

B

C D Staffing Organizational management plan policies

Report Performance

Manage Project Team

Develop Human Resource Plan

Acquire Project Team

572 What does a staffing management When and how plan describe? resources will be added and taken off the team

How resources will What resources The responsible be leveled will be used on the organization for project each work package

573 A project manager has completed a detailed WBS and cost estimates for each work package. To create a cost baseline from this data, the project manager would:

Sum up the work package and risk contingency reserve estimates.

Use the highest level of the WBS to estimate analogously.

D

Procedures for the rental and purchase of supplies and equipment are found in the organizational policies, part of organizational process assets.

B

Develop Human Resource Plan occurs during project planning. Acquire Project Team occurs earlier in project executing. This leaves only Report Performance and Manage Project Team. The situation described does not sound like it relates to Report Performance, so Manage Project Team is the only remaining choice. Manage Project Team includes work such as staying in touch with the work of project team members, managing conflicts, and requesting changes to the project management plan. The staffing management plan describes when and how resources will be added and taken off the team.

A

Roll up work Gain expert B package estimates opinions of the into a project total project total costs. and add management reserves.

Analogous estimating and gaining expert opinions of project cost should have been completed before the finalization of the cost baseline. A cost baseline does not include management reserves. However, it must include a contingency reserve for risks. The project manager must total the work package estimates and risk contingency reserve estimates to create the cost baseline.

A 574 Which of the following is a benefit It will be closer to of an analogous project estimate? what the work will actually require.

B It is based on a detailed understanding of what the work requires.

C It gives the project team an understanding of management's expectations.

D It helps the project C manager determine if the project will meet the schedule.

575 Analogous estimating:

Uses bottom-up estimating techniques.

Is used most frequently during project executing.

Uses top-down estimating techniques.

Calculates estimates using actual detailed historical costs.

C

576 Which of the following is an example of a parametric estimate? 577 You have just completed the initiating processes of a small project and are moving into project planning when a project stakeholder asks you for the project's budget and cost baseline. What should you tell her?

Dollars per module Learning bend

Bottom-up

CPM

A

The project budget can be found in the project charter, which has just been completed.

The project budget and baseline will not be finalized and accepted until the planning processes are completed.

The project management plan will not contain the project's budget and baseline; this is a small project.

It is impossible to B complete an estimate before the project management plan is created.

578 Your project has a medium amount of risk and is not very well defined. The sponsor hands you a project charter and asks you to confirm that the project can be completed within the project cost budget. What is the BEST method to handle this?

Build an estimate in the form of a range of possible results.

Ask the team members to help estimate the cost based on the project charter.

Based on the information you have, calculate a parametric estimate.

Provide an A analogous estimate based on past history.

Remember for the exam that analogous estimates are considered to be top-down, high-level estimates. Therefore, they are not based on a detailed understanding of what the work will require. The project manager needs more than an analogous (high-level) estimate to determine whether or not the project will meet the schedule. The benefit of an analogous project estimate is that it is management's expectations of what the project will cost. Any differences between the analogous estimate and the detailed bottom-up estimate can be reconciled in the planning processes. Analogous estimating is used most frequently during project planning, not project executing. Parametric estimating involves calculations based on historical records. Analogous estimating uses top-down estimating techniques. Parametric estimates use a mathematical model to predict project cost or time. project budget may be The overall included in the project charter but not the detailed costs. Even small projects should have a budget and schedule. It is not impossible to create a project budget before the project management plan is created. However, it is not wise to do so, as the budget will not be accurate. The project budget and baseline are not finalized and accepted until the planning processes are completed. With such limited information, it is best to estimate in a range. The range can be narrowed as planning progresses and risks are addressed.

A 579 Your boss has asked you for a cost Extrapolate from baseline for the project, but it is historical data. early in the project management process and there is very little project information. In this circumstance, what is the BEST way to estimate this project?

B Ask the team for estimates of each activity.

C D Provide a rough Calculate an C order of magnitude estimate using the estimate. schedule model.

580 During the conceptual phase of a Zero pipeline project, the project engineer estimates the following. The cost of the materials is most likely US $100,000, optimistically US $90,000, and pessimistically US $120,000. The cost for labor is most likely US $80,000, optimistically US $70,000, and pessimistically US $100,000. The cost for equipment is most likely US $60,000, optimistically US $50,000, and pessimistically US $70,000. The cost for construction management fees is most likely US $30,000, optimistically US $20,000, and pessimistically US $40,000. What is the probability of the project coming in under US $270,000? 581 The cost contingency reserve Hidden to prevent should be: management from disallowing the reserve.

Less than 50 percent

Exactly 50 percent Over 50 percent

Added to each activity to provide the customer with a shorter critical path.

Maintained by management to cover cost overruns.

582 All of the following are true The model is statements about parametric scalable. estimating EXCEPT:

Estimates are based on input from the team.

583 A cost management plan contains The project costs. a description of:

The parameters used in the model are readily How resources are quantifiable. The budgets and allocated. how they were calculated.

B

Added to the base D costs of the project to account for risks.

Historical B information is used in the model. The WBS level at which earned value will be calculated.

D

Historical information is not enough to base an estimate on. Team estimates or estimating using the schedule model are not possible because you are still in project initiating. You have not yet identified activities, nor do you have a schedule model. It is best to provide a rough order of magnitude estimate based on your current understanding of this project. You use the PERT calculation (P + 4M + O)/6 to compute a weighted average of the totals, which in this case equals $273,333. This number represents the mean, or 50 percent point. Therefore the probability of the project coming in at $273,333 is 50 percent. The probability of $270,000, since it is less than the mean, is less than 50 percent.

Hiding the reserve is an inappropriate action. Adding cost to each activity will not shorten the critical path, and thus is an incorrect statement. Management reserves, not contingency reserves, are maintained by management to cover cost overruns. During the risk management process, you determine appropriate contingency reserves to cover the cost of identified risks. Parametric estimating does not make use of estimates from the team. The exam will ask you what the tools of project management contain in order to test whether you really understand them. The cost management plan identifies the WBS level at which earned value will be calculated.

A 584 All of the following are outputs of An understanding the Estimate Costs process of the cost risk in EXCEPT: the work that has been estimated.

585 Early in the life of your project, you are having a discussion with the sponsor about what estimating techniques should be used. You want a form of expert judgment, but the sponsor argues for analogous estimating. It would be BEST to:

B The prevention of inappropriate changes being included in the cost baseline.

C An indication of the range of possible costs for the project.

D Documentation of any assumptions made during the Estimate Costs process.

Agree to Suggest life cycle analogous costing as a estimating as it is a compromise. form of expert judgment.

Determine why the sponsor wants such an accurate estimate.

Try to convince the A sponsor to allow expert judgment because it is typically more accurate.

Project performance reviews.

B

586 All of the following are inputs to the Activity cost Determine Budget process estimates. EXCEPT:

Work breakdown structure.

Project scope statement.

587 The sponsor wants the project to begin, but needs to be sure the appropriate amount of funding is available. The project manager wants to create the project estimate herself. Which of the following is the BEST rationale the project manager can use to convince the sponsor to allow her to prepare the project estimate? 588 Which of the following is a KEY way to improve activity cost estimates?

Such estimating gives the project manager an understanding of the sponsor's expectations.

Such estimating A project estimate A will include hidden does not require costs. the identification of work packages.

Such estimating provides a basis for monitoring and controlling.

Use historical data. Let management create the management reserve and the activity cost estimate.

Base activity estimates on the upper and lower control limits.

Let the project manager create the activity cost estimate.

D

A

This question is asking, "When you finish estimating costs, what do you have?" Many people who do not realize that estimates should be in a range pick that option. Documentation of assumptions is referring to the basis of estimates, which are an output of Estimate Costs. The prevention of inappropriate changes is more correctly part of the cost management plan and the change control This is system. a tricky question. Determining why the sponsor wants such an accurate estimate sounds like a good idea at first. However, analogous estimates are less accurate than other forms of estimating, as they are prepared with a limited amount of detailed information. Reading every word of this choice helps eliminate it. In order to pick the best answer, you need to realize that analogous estimating is a form of expert judgment. Activity cost estimates, the WBS, and project scope statement are all inputs to the Determine Budget process. Project performance reviews are in the Control Costs process, in project monitoring and controlling. They are not an input to the Determine Budget process. Choice B generally comes from the sponsor's work. Choice C is a rationale for the project manager NOT to prepare the estimate. Choice D is an incorrect statement.

Since team members should create the activity cost estimates whenever possible, having management or the project manager create the estimates cannot be correct. Basing activity estimates on the control limits makes no sense. A key way to improve activity cost estimates is to use historical data.

A 589 The customer starts to have cash Resources flow problems, because other assigned. projects are being completed early. The customer notifies the project manager that there will be limits on when funds will be available for the project. The project CPI is currently 1.02, and the estimate to complete is US $927,000. If the project manager performs funding limit reconciliation, there will also MOST likely be a change to the:

B C Number of change Cost baseline. requests.

D Project schedule.

D

Funding limit reconciliation most likely will affect the project schedule, since work will need to be moved to when funds will be available.

590 The approximate resource costs Cost Reserve necessary for completing project Analysis activities are compiled during which project management process?

Estimate Costs

Cost Aggregation

Forecasting

B

Cost reserve analysis and cost aggregation occur in the Determine Budget process. Forecasting occurs as part of Control Costs. Resource costs for completing project activities are determined in Estimate Costs.

591 Which estimating method tends to Bottom-up be MOST costly for creating a project cost estimate?

Analogous

Parametric

50/50

A

Because you need project details to estimate this way, the effort expended will be greater with bottomup estimating. Cost Management is too general.

592 The project manager is allocating Cost Management Estimate Costs overall cost estimates to individual activities to establish a baseline for measuring project performance. What process is this?

Determine Budget Control Costs

593 You are having difficulty estimating Inadequate scope the cost of a project. Which of the definition following BEST describes the most probable cause of your difficulty?

Unavailability of desired resources

Lack of historical records from previous projects

Lack of company processes

A

594 Double declining balance is a form Decelerated of: depreciation.

Straight line depreciation.

Accelerated depreciation.

Life cycle costing.

C

595 During project executing, a new project manager is assigned to a project and finds the activity cost estimates for the project have rarely been accurate. Which of the following was MOST probably not done?

Obtain a cost constraint from management, perform a risk assessment, and form a team

Form a team, create a work breakdown structure, and use historical records from previous projects

Form a team, C develop a project management plan, and perform a risk assessment

Obtain a cost constraint from management, create a work breakdown structure, and develop a project management plan

C

The estimates are already created in this situation, so the answer is not Estimate Costs. The answer is not Control Costs, because the baseline has not yet been created. The work described is the Determine Budget process. Although all choices could cause difficulty, only inadequate scope definition makes estimating impossible. Double declining balance is a form of depreciation. That eliminates the choice of life cycle costing. The choices of decelerated depreciation and straight line depreciation are also incorrect because double declining balance is a form of accelerated depreciation. To find the answer, look for things that would cause a poor estimate. A project management plan comes after the creation of estimates. Risk assessments also normally occur after estimating. Failure to form a team, create a work breakdown structure, and use historical records from previous projects could all contribute to poor estimating.

A 596 The main focus of life cycle costing Estimate is to: installation costs.

B Estimate the cost of operations and maintenance.

C Consider installation costs when planning the project costs.

597 You have been assigned as the project manager on a new project. The organization uses a strong matrix structure. Computers needed to complete the project are an example of: 598 The project budget is proving to be inaccurate. The SPI is 1.1. The team has had negative deviation from the activity attributes, and the sponsor has inserted herself on the change control board. What is the BEST thing for the project manager to do? 599 If a project manager is completing detailed estimating, which type of estimating is MOST likely being An estimate that is +/-50 percent 600 used?

Diminishing cost.

Fixed cost.

Limited cost.

Life cycle costing looks at operations and maintenance costs and balances them with the project costs to try to reduce the cost across the entire life of the project. A fixed cost is a non-recurring cost that will not change as the project progresses. Note the additional information unrelated to the question. It was added as a distracter.

Encourage the Recompute the sponsor to remove project schedule. herself from the change control board.

Reestimate the activity attributes.

Calculate the cost performance index.

D

The only problem in the data provided is the cost. Calculating the cost performance index is the best thing to do.

Bottom-up

Analogous

Parametric

50/50 rule

A

Bottom-up refers to estimating based on the details of the activities.

Budget estimate.

Rough order of magnitude estimate.

Definitive estimate. Parametric estimate.

B

The rough order of magnitude estimate has a range of +/-50 percent of actual and is done during the initiating process group. A great deal of work is needed to fine

of actual is considered a:

601 A definitive estimate is:

D Consider D operations and maintenance costs in making project decisions. Indirect cost. C

A level of estimating that can be achieved without the team's help. 602 Company ABC is evaluating three Variable consulting companies to find a consultant to perform professional services. They request information on how the three consulting companies allocate fringe benefits to their clients. What type of cost is Company ABC asking about?

Created during the Within a range of The most initiating process -10 percent to +25 expensive to group. percent of actual. create.

D

Fixed

603 Which of the following sequences $100, $100, $100 $100, $120, $140 represents straight line depreciation? Closing 604 A rough order of magnitude Planning estimate is made during which project management process How close to actual costs should a -75 percent to +25 +/- 10 percent 605 group? definitive budget estimate be? percent

tune a project so that you can get a definitive estimate.

Direct

Indirect

D

Fringe benefits are included in overhead and are part of indirect costs.

$100, $120, $160

$160, $140, $120

A

Executing

Initiating

D

Straight line depreciation uses the same amount each time period. This estimate has a wide range. It is done during project initiating, when very little is known about the project.

+10 percent to -25 -5 percent to +10 percent percent

B

This question is designed to determine whether you understand that estimates should be in a range and what the standard ranges are.

A 606 A new testing center is going to be Risk analysis. constructed over the next two years. The project sponsor and project manager have been identified and high-level estimates begun. It is expected that the project can be completed within budget and on schedule. The only difficulty is in acquiring the number of resources with the correct expertise to complete the work. Under these circumstances, the project manager should spend more time creating a: 607 All of the following are tools of the Aggregation. Determine Budget process EXCEPT:

B C Responsibility Responsibility assignment matrix. chart.

D Resource-limited schedule.

Reserve analysis.

Funding limit reconciliation.

Lack of sponsor commitment

Inadequate scope 608 You are managing a multi-million Failure to dollar project that is a joint venture understand the management between your company and budgetary process another organization. You have repeatedly tried to get the contract and the project charter finalized between the two organizations, but there has been a great deal of arguing over language and details. The project's scope has been expanding, costs have been increasing, and the schedule has been regularly lengthening. You learn very suddenly that the project has been cancelled, because the other organization withdrew its share of the funding for the project. What is the MOST likely reason this occurred?

D

A responsibility assignment matrix shows who is responsible for what, as does a responsibility chart. These will not help you manage the project with limited resources. Only a resource-limited schedule will help meet the defined need. A risk analysis may help, but not as much as a resource-limited schedule.

Bottom-up estimating.

D

Poorly done initial cost benefit analysis

C

Aggregation, reserve analysis, and funding limit reconciliation are tools of the Determine Budget process. Bottom-up estimating is the only incorrect choice, as it is part of the Estimate Costs process. This question describes things outside of a project manager's control. It is the role of the sponsor to define the initial project and protect it from changes.

A 609 You have a choice of four ongoing Project 1 projects that you can take over as project manager. Project 1 has a benefit cost ratio (BCR) of 1.4, is a high priority project, and has a critical path length of 16 months. Its cost performance index (CPI) is 1.2. Project 2 has a schedule performance index (SPI) of 1.1, is using three critical resources, has a low priority, and has a BCR of 1.1. Project 3 has a CPI of 1.2, an SPI of 0.89, a BCR of 1.6, and a critical path length of 19 months. Project 4 has a CPI of 0.82, an activity with 33 days of float, a hard-to-get resource assigned to activity L, and a priority of keeping cost low. Based on the above, which project would you prefer to take over?

B Project 2

C Project 3

D Project 4

A

The larger the BCR, SPI, and CPI the better. A project with high priority normally holds more senior management commitment.

610 You are asked to prepare a budget for completing a project that was started last year and then shelved for six months. All the following would be included in the project budget EXCEPT: 611 Your department is currently working on four urgent projects when it is assigned a major new project. To staff the new project, one of the four urgent projects needs to be terminated. The benefit cost ratios (BCRs) for the four projects are listed. Which would you select for termination? 612 To accommodate a new project in your department, you need to move resources from one project to another. Because your department is currently working at capacity, moving resources will inevitably delay the project from which you move the resources. It would cause the LEAST negative impact if you move resources from which of the following projects?

Fixed costs.

Sunk costs.

Direct costs.

Variable costs.

B

Sunk costs are expended costs. The rule is that they should not be considered when deciding whether to continue with a troubled project.

0.8

1.1

0.9

1.9

A

The project with the lowest benefit cost ratio should be selected for termination.

Project A with a benefit cost ratio of 0.8, no project charter, and four resources

Project B with a net present value of $60,000, 12 resources, and variable costs between US $1,000 and $2,000 per month

Project C with an opportunity cost of US $300,000, no project control plan, and an internal rate of return of 12 percent

Project D with indirect costs of US $20,000 and 13 resources

A

A project without a charter is a project without support. The information provided for the other projects does not justify selecting them. Even the number of resources is not relevant, since the number of resources for the new project is not provided.

A 613 You are in the middle of project Crash or fast track executing and find you are running the project. out of money due to unanticipated changes. What is the BEST thing to do?

B C Reevaluate the risk Ask for a change analysis and to the project contingency budget. funding.

D Use resources that B do not charge against the project.

614 Who has the cost risk in a fixed The team price (FP) contract?

The buyer

The seller

Management

C

615 A cost baseline is an output of which cost management process? 616 During the first half of the project, five team members left for other projects without being replaced, two team members went on vacation without informing you, and other team members expressed uncertainty about the work they were to complete. In this situation, it is BEST if you create a __________ for the second half of the project?

Estimate Costs

Determine Budget Control Costs

C

Resource histogram

Staffing Responsibility C management plan assignment matrix

617 You are the project manager on a Use less project that has a total project float experienced team of negative 20. What should you members. do FIRST?

Request an extension of the project due date.

Acquire more resources for critical path activities.

Fast track the project if overall project risk is already too high.

C

618 A project is seriously delayed. The law of Earned value analysis shows the diminishing project needs to be completed 10 returns. percent faster than the work has been going. To get the project back on track, management wants to add 10 people to an activity currently assigned to one person. The project manager disagrees, noting such an increase will not produce an increase in speed. This is an example of:

Fast tracking.

Earned value.

Life cycle costing.

A

Estimate Activity Resources Work breakdown structure

Crashing or fast tracking or changing the budget do not solve the underlying problem. Using resources that do not charge against the project is unethical. Reevaluating the risk analysis and contingency funding includes looking at this problem as well as anticipating similar future problems. "Cost risk" refers to who will have to pay for the addcosts escalate. Because the pric the seller will have to pay anycosts out of their profit. Naturdoes not include increased PRICEnge orders. A fixed price contraPRICE could be changed with A chacost baseline is an output of the Determine Budget process. The resource histogram shows the resources used per time period, but would provide limited benefit in this situation. The responsibility assignment matrix cross-references resources with the activities or work packages they are to accomplish, but it does not show when they will be required to do their work. The staffing management plan describes when resources will be brought onto and taken off the project, and would provide the most benefit for this project. Negative float indicates you are behind. Requesting an extension of the project due date essentially means, "Do nothing and ask for more time." Fast tracking an already risky project only puts the project in worse shape. The more proactive choice is to acquire more resources for critical path activities. Don't be confused by the early discussion of schedule compression. The question is asking whether adding resources provides a constant increase in work effort. The law of diminishing returns says that for each additional resource, you will NOT realize the same increase in benefit that you realized from the previous resource.

A 619 A schedule performance index You are over (SPI) of 0.76 means: budget.

B You are ahead of schedule.

C You are progressing at 76 percent of the rate originally planned.

620 You just completed a cost estimate Below the mean. on the project, and you're assuming there is a 15 percent chance you will exceed this estimate. You are:

Above the mean.

Above the median. Below the median. B

621 Your cost forecast shows you will Eliminate risks in have a cost overrun at the end of estimates and the project. Which of the following reestimate. should you do?

Meet with the Cut quality. sponsor to find out what work can be done sooner.

622 A manufacturing project has a The scope was schedule performance index (SPI) changed. of 0.89 and a cost performance index (CPI) of 0.91. Generally, what is the BEST explanation for why this occurred?

A supplier went out Additional A critical path D of business and a equipment needed activity took longer new one needed to to be purchased. and needed more be found. labor hours to complete.

623 The BEST description of costs that Variable costs. change with the amount of production is:

Fixed costs.

Direct costs.

Sunk costs.

624 Project setup example of:

Fixed costs.

Overhead costs.

Opportunity costs. B

costs

are

an Variable costs.

D You are C progressing at 24 percent of the rate originally planned.

Decrease scope.

A

A

Earned value questions ask for a calculation or an interpretation of the results. In this case, the project is progressing at 76 percent of the rate planned. With normal distribution, the mean indicates you have a 50 perent chance of being over or under your estimate. Since you have only a 15 percent chance of being over, you are above (or to the right of) the mean. Look for the choice that would have the least negative impact in this situation. You would not need to meet with the sponsor to determine which work can be done sooner. Cutting quality and decreasing scope always have negative effects. The choice with the least negative impact is to eliminate risks in estimates and reestimate. To answer this question, you must look for a choice that would take longer and cost more. Notice one of the choices says scope was changed, but it was not necessarily added to. If the change was to reduce the scope, it might also have reduced cost. Though it would take time to handle the issue of the need to find a new supplier, the impacted activity might not be on the critical path and thus might not affect time. Purchasing additional equipment definitely adds cost, but not necessarily time. A critical path activity taking longer and requiring more labor hours to complete would negatively affect both time and cost. Fixed costs do not vary with the amount produced. Direct costs could be either fixed or variable and thus would not be the best answer. Sunk costs is money already spent. Variable costs change with the amount produced. Setup costs do not change as production on the project changes. Therefore, they are fixed costs.

A 625 Recommended corrective actions Cost aggregation result from which of the following?

B Bottom-up estimating

C Reserve analysis

D Control Costs

626 All the following are components of Vendor bid cost management EXCEPT: analysis.

Analogous estimating.

Earned value management.

Estimate Activity Resources.

D

Project performance reviews.

D

Updating the cost 627 Monitoring cost expended to date The creation of the Recommending in order to detect variances from cost change corrective actions. baseline. the plan occurs during: control system.

D

Forecasting and 628 In which part of the cost Performance management process is earned measurement and project value (EV) used? variance performance management reviews planning

Creating the cost Reserve analysis baseline and the and cost cost control system aggregation

B

629 An estimate at completion (EAC) is Control Costs an output of which of the following?

Project performance review

Variance management

Performance measurement analysis

A

630 Halfway through project executing, a team member alerts you to a potential cost overrun for a specific deliverable. What do you do FIRST? 631 A management team is trying to decide if it will continue working on a project that has spent US $500,000. The original estimate for work completed to date was US $200,000. The difference between the actual cost and the original estimate, is a(n):

Determine the projected actual cost.

Implement a change control process to track the change.

Inform the customer.

Determine the cause of the overage.

D

Customer cost.

Example of how bad the schedule was.

Direct cost.

Sunk cost.

D

Ask yourself in what part of the process corrective action is generally done. If you have played Rita's Process Game in the book PMP(Author:Bobby)174(Author:Bobb y) Exam Prep, you know it is project monitoring and controlling. Now determine which choice involves control, and you will select Control Costs. Vendor bid analysis and analogous estimating are tools for Estimate Costs. Earned value management is a part of performance measurement analysis in Control Costs. By the process of elimination, Estimate Activity Resources is the correct response. It is a part of time management. The correct choice is project performance reviews. Recommending corrective actions and possible updates to the cost baseline result from project performance reviews, they are not concurrent with them. Monitoring costs is part of change control, but not part of creating the change control system. Creating the cost baseline and the cost control system and reserve analysis and cost aggregation occur during project planning. Earned value is not used for reserve analysis or cost aggregation. It is used in forecasting and project performance reviews. An estimate at completion is an output of the Control Costs process. It can be used during all of the other choices. A project manager must always evaluate the situation before making a decision. Sunk costs are expended costs. Accounting standards say that sunk costs should not be considered when deciding whether to continue with a troubled project.

A 632 Which of the following BEST Grant 50 percent describes the meaning of the progress on an 50/50 rule? activity when it begins and 50 percent upon completion. 633 A project has a payback period of It will take the nine months. What does this project nine mean? months to start incurring costs.

B 50 percent of the work is done by 50 percent of the people on the project.

C Identify 50 percent of risks before you start to develop responses.

D The project is A given credit for completing 50 percent of the work when it starts.

The project will be The first nine complete in nine months of the months. project will provide profit to the company.

It will take the D project nine months to cover the investment and start generating revenue. The project is D getting 89 cents out of every dollar invested.

The payback period is how long it will take the company to recoup the investment in the project.

634 A cost performance index (CPI) of At this time, we 0.89 means: expect the total project to cost 89 percent more than planned.

When the project is completed, we will have spent 89 percent more than planned.

Estimated average Anticipated total 635 What does estimate at completion Each anticipated (EAC) mean? cost for the project cost at project cost at project completion completion

Anticipated C expenses at project completion

Estimate at completion means the total cost of the project at completion, based on current information.

636 The BEST method to control costs Estimate at the is to: beginning of the project and then check costs against the baseline.

Estimate during project initiating and have management confirm the estimates.

A

This question focuses on how to control costs, not estimating. The best way to control costs is to estimate at the beginning of the project and check costs against the baseline throughout the project.

637 A project manager has just been There is a reserve Another seller can Another activity notified of a cost increase by a to handle the provide it at the can save money. seller. He looks at the contract and change. original cost. determines that the seller has the right to pass along this cost increase. The project manager should FIRST determine if:

The activity is on the critical path.

A

638 Which type training?

Whether or not this activity is on the critical path is not relevant to the situation. Finding a new seller, and going through the Conduct Procurements process again would be time consuming and unnecessary. Since the seller had a right to increase costs, this should have been identified as a risk, and a reserve You arecreated. training the team on skills required for the project. The cost is directly related to the project and thus a direct cost.

of

cost

is

team Direct

Estimate during project executing and then manage each activity to the budget.

The project is progressing at 89 percent of that planned.

Estimate during planning and then reestimate before each activity begins.

NPV

Indirect

Fixed

A

639 One common way to compute Divide by SPI. estimate at completion (EAC) is to take the budget at completion (BAC) and:

Multiply by SPI.

Multiply by CPI.

Divide by cumulative CPI.

D

640 If planned value (PV) is US $29,000, actual cost (AC) is US $32,000, and earned value (EV) is US $30,000, what is the schedule variance (SV)? 641 If earned value (EV) is US $300,000, actual cost (AC) is US $350,000, and planned value (PV) is US $375,000, what does the schedule performance index (SPI) indicate?

0.938

$1,000

1.034

($2,000)

B

You are only progressing at 86 percent of the rate originally planned.

You are progressing at 125 percent of the rate originally planned.

You are progressing at 116 percent of the rate originally planned.

You are only D progressing at 80 percent of the rate originally planned.

The 50/50 rule is a simplified way to track activity completion and, therefore earned value, rather than asking for percent complete.

The CPI is less than one, so the situation is bad. The project is only getting 89 cents out of every dollar invested.

This question is asking for the formula for EAC, which is BAC/cumulative CPI. You have to remember the formula to get the answer correct. Schedule variance is calculated by EV - PV or $30,000 - $29,000 = $1,000 Schedule performance index is computed by EV/PV = 300,000/375,000 = 0.8. This means you are progressing at a rate of 80 percent of what you planned.

A

B

C

D

642 A project team budgeted US ($1,000) $3,000 for the work performed and has spent US $4,000, to date. If they budgeted US $5,000 for the work scheduled, what is the cost variance (CV)?

$2,000

$1,000

($2,000)

A

A question like this is the reason you need to understand what each term means in common terminology. CV = EV - AC. Here, EV is $3,000, AC is $4,000, so cost variance is $3,000 $4,000 = ($1,000).

643 Value analysis is performed to get: More value from the cost analysis.

Management to buy into the project.

The team to buy into the project.

A less costly way of doing the same work.

D

644 Your company is undergoing a change in ownership and the new owners are looking at the total cost of a new product. Which of the following would BEST provide that information? 645 A project manager wants to decrease costs on a project a consultant is completing for her company. What costs should the project manager consider to accomplish this? 646 A project manager has run into cost difficulties. The project scope must be completed, but at less cost. The project manager should:

Estimate at completion

Life cycle cost

Earned value

Net present value

B

Notice that you need to know the definition of value analysis to answer this question. Also notice that the other choices could be considered correct by someone who does not know the definition. Value analysis seeks to decrease cost while maintaining the same scope. The life cycle cost will provide the picture of the total cost of the project. It includes project costs and operations and maintenance costs.

Variable and fixed

Variable and direct Fixed and indirect

Change the Perform a value depreciation analysis. method for the equipment used on the project.

Evaluate benefit cost ratios.

Direct and indirect B

Recover some sunk costs.

B

647 All the following are relevant for Labor rates. analyzing a cost overrun EXCEPT:

Resources used.

Communications Lag. management plan.

D

648 Although the stakeholders thought Estimated costs there was enough money in the should be used to budget, halfway through the measure CPI. project the cost performance index (CPI) is 0.7. To determine the root cause, several stakeholders audit the project and discover the project cost budget was estimated analogously. Although the activity estimates add up to the project estimate, the stakeholders think something was missing in how the estimate was completed. Which of the following describes what was missing?

SPI should be used, not CPI.

Bottom-up estimating should have been used.

C

Past history was not taken into account.

Direct costs are directly attributable to the project, and variable costs are costs that vary with the amount of work accomplished. It is best to look at decreasing these costs on the project. How can changing the depreciation affect the total cost of the project? A benefit cost ratio is too vague to help eliminate specific project costs. Sunk costs are expended costs and can never be recovered.The project manager should perform a value analysis, looking for less costly ways to complete the work. Labor rates, resources used, and poor communications could all have contributed to the cost overrun. Lag relates to waiting time, and is the least relevant in analyzing a cost overrun. Actual costs are used to measure CPI, and there is no reason to use SPI in this situation. Using past history is another way of saying "analogous". The best way to estimate is bottom-up. Such estimating would have improved the overall quality of the estimate.

A B 649 A project manager needs to Variable costs and Fixed costs and analyze the project costs to find fixed costs. indirect costs. ways to decrease costs. It would be BEST if the project manager looks at: 650 The project management office is worried about the quality of the company's various projects. They want to know which projects are having problems and which ones are doing well. If the PMO receives the following information, which project should they be the MOST concerned about? 651 You are evaluating a change to the project and trying to decide whether to lease or buy an item for the project. The daily lease cost is US $240. The cost of purchasing the item is US $6,800 investment cost and US $70 daily cost. How long will it take the lease cost to equal the purchase cost? 652 A customer has requested a change that requires you to obtain new equipment. You need to decide whether to lease or buy the equipment. The daily lease cost is US $150. The cost of purchasing the item is US $2,000 investment cost and US $50 daily cost. You will need to use the item for about 12 days. What should you do? 653 If earned value (EV) = 350, actual cost (AC) = 400, and planned value (PV) = 325, what is the cost A parking(CV)? lot fencing project was 654 variance

C Direct costs and variable costs.

D Indirect costs and direct costs.

C

Project A with a Project B with a Project C with a Project D with a C benefit cost ratio of benefit cost ratio of benefit cost ratio of benefit cost ratio of 2.3 1.3 negative 2.3 negative 1.3

Direct costs are directly attributable to the project, and variable costs are costs that vary with the amount of work accomplished. It is best to look at decreasing these costs on the project. In choice C, the costs are substantially higher than the benefits. Therefore, management should be the most concerned about this project.

30 days

40 days

50 days

60 days

B

To solve: 240D = 6,800 + 70D. 170D = 6,800. D = 40. See the discussion in the book PMP(Author:Bobby)174(Author:Bobb y) Exam Prep.

Lease it.

Buy it.

Ask the customer for a $2,000 change order.

Lease it for only seven days to try to save cost.

A

To solve: 150D = 2,000 + 50D. 100D = 2,000. D = 20. Therefore, it is cheaper to lease.

350

-75

400

-50

D

The formula is CV = EV - AC. Therefore, CV = 350 - 400, or CV = 50.

It is over budget, with a cost variance of $1,100.

It is under budget, It is over budget A with a cost with a cost variance of +$500 variance of +$125. due to the completion of the culvert installation.

EV is the value of the work completed. In this case, one side is done ($11 x 125 = $1,375), 75 feet of the second side is done ($11 x 75 = $825) and the culvert is complete ($500) for a total of $2,700. Since the AC is $2,700, CV = $0. You are budget neutral.

The budget is bid at US $11 per foot, and one neutral with a cost company is doing all the work. The variance of $0. parking lot has four equal sides of 125 feet and requires the installation of a six-foot diameter culvert on one side. Fencing should be installed at a rate of 100 feet per day. The culvert installation will cost US $500 and take one day to complete. The culvert must be installed before work can begin on that side of the fence. After three days of work, one side is complete, another has 75 feet installed, and the culvert is completely installed. What is the current status of the project?

A 655 You are a project manager for a Under budget. small construction project. Your project was budgeted for US $72,000 over a six week period. As of today, you've spent US $22,000 of your budget to complete work that you originally expected would cost US $24,000. According to your schedule, you should have spent US $30,000 by this point. Based on these circumstances, your project could be BEST as: following information Cost performance Which of the 656 described about the project would NEVER be index available during project planning?

B Over budget.

C On budget.

D Not having enough A information provided.

Benefit cost ratio

Internal rate of return

Budget at completion

A

657 Which of the following represents Earned value the value of work we have actually completed?

Planned value

Actual cost

Estimate to complete

A

658 Earned value measurement is an Performance example of: reporting.

Planning control.

Ishikawa diagrams. Integrating the A project components into a whole.

659 A new project manager asks you Crashing. what the 50/50 rule is used for. You would reply:

Quality.

Performance reporting.

660 In planning your project, which Cost is most would generally have the highest important, quality priority; quality, cost, or schedule? next, and then schedule.

Quality is more Schedule is most important than cost important, quality or schedule. next, and then cost.

Cost estimating.

C

It should be decided for each project.

D

CPI = EV/AC. In this case CPI = 24,000/22,000 or 1.09. A CPI of 1.09 indicates you are under budget.

This question does not say whether the information is estimated or actual, but it does use the word NEVER. The cost performance index is determined based on performance. Therefore, it would never be determined during project planning. The other choices could be determined as estimates. EV is earned value or the budgeted cost of the work performed. In other words, earned value represents the value of the work completed in terms of what you budgeted (your cost baseline). Earned value measurement is a great reporting tool. With it, you can show where you stand on budget and schedule, as well as provide forecasts for the rest of the project. The 50/50 rule is used in performance reporting. A work package is considered 50 percent complete when it begins and gets credit for the other 50 percent only when it is completed. Remember there is also an 80/20 rule used in This can be a tricky question, in that quality. most project managers dismiss the need to focus on quality. Quality, cost, and schedule should be considered of equal importance unless specific project objectives make any one of them most important. Quality, cost, schedule, scope, risk, and other factors may be prioritized differently on each project.

A 661 Who of the following has primary Senior responsibility for establishing management design and test specifications?

B Procurement

C Engineering

662 During the Define Activities process, a team member begins talking about activities the project manager has never heard discussed. What should the project manager do?

Ask the team member to explain why such an activity would be needed to complete the work package.

Make sure the Evaluate the entire team agrees impact of the that the activities change. should be done.

663 During the Define Activities Redo the Define process, the team discovers they Scope process. do not know enough to define the activities for 30 percent of the work packages. What would be the BEST course of action?

Review the project charter with the sponsor and the team.

Continue on to the Include this A Sequence problem as part of Activities process risk identification. and define the activities at a later date.

664 During the Define Activities process, a team member identifies an activity that needs to be accomplished. However, another team member believes that the activity is not part of the project as he interprets the project scope statement. What is the BEST thing for the project manager to do? 665 Identifying and documenting the specific activites that must be performed to produce work packages is called:

Try to build a consensus of the team.

Make the decision Ask the sponsor herself. for clarification.

Ask senior management for clarification.

C

Define Scope.

Decomposition.

Sequence Activities.

C

Make sure he has a good understanding of the activities and include the activities in the activity list.

Define Activities.

D Quality control

C

Specifications should come from a technical expert. The only choice listed that meets that description is engineering. Not every question on the exam will require that a project manager do the work.

B

Understanding and adding the activities to the list is reactive, making it not the best option. Getting team agreement on the new activities cannot be best because it is generally the responsibility of the person completing the work package to define the activities needed. Evaluating the impact of the change cannot be best because this is not necessarily a change, it is a further breakdown of the project work. The project manager's role is to make sure all work is needed and there is no gold plating. This is accomplished by understanding from the team member why such activities need to Planning be done. cannot continue if the team does not know enough about so many work packages, making it impractical to move on in the process. Including this problem as an identified risk is ineffective in addressing it. A review of the project charter might help, but the detailed project scope would be included in the project scope statement created during the Define Scope process. The project scope statement is created based on the preliminary project scope statement and input from the sponsor. Therefore the answer is choice C, ask the sponsor.

This question is testing your knowledge of important project management terms.

A 666 Activities in the Define Activities The WBS layout. process should meet:

B Cost incentives.

C Schedule objectives.

D Project objectives. D

667 Who of the following would be End user LEAST likely to be involved in the Define Activities process?

Team

Experts

Project manager

668 Inputs to Define Activities include WBS. all the following EXCEPT:

A project scope statement.

A team.

A project schedule. D

Did you remember that the team can be involved in activity definition? The project schedule is developed after Define Activities, in the Develop Schedule process.

669 What might historical records from Activities previous projects used as an input to the Define Activities process include?

Resources

Costs

Schedule

A

670 A project manager and his team Plan Quality are using an Ishikawa diagram, trying to determine how various factors might have contributed to project problems. The project manager is involved in which part of the quality management process? 671 A project manager is determining Quality Analysis the factors that might influence specific quality variables. He has chosen to analyze the color/size combination that will contribute most to the functionality of the new product. In what part of the quality management process is the project manager involved? 672 During the execution of the project, Plan Quality a new ISO version of standard 9000 is issued and the project team is meeting with the quality department to determine how the standard will apply to the project. This is part of which quality process?

Utilize Quality Tools

Perform Quality Assurance

Perform Quality Control

D

This question is worded strangely! Get used to it because you will have many instances where it will take you two minutes to figure out what the question is asking, let alone come up with the best answer. A list of activities from previous projects may be used as an input to defining activities on a similar project. The team is addressing problems that have impacted the quality on the project, so they must be in Perform Quality Control.

Perform Quality Assurance

Perform Quality Control

Plan Quality

D

Notice the question says "will" contribute? The situation is looking forward. The project manager is involved in the design of experiments, which is included in the Plan Quality Process.

Perform Quality Control

Quality Analysis

Perform Quality Assurance

A

Even though it is occurring during the execution of the project, determining what standards to use is part of quality planning. We sometimes need to fall back into planning during other parts of a project. In planning, we determine what quality standards are applicable to the project and how to implement and control them.

A

This question is testing your understanding of why project management activities should be done. Since we are in project planning, (Define Activities is done in planning) it is better to try to meet all objectives, not just cost or schedule. The layout of the WBS is not The end user is least likely to know relevant. the specific activities that must be accomplished to complete the work package.

A Quality analysis

B Perform quality assurance

C Perform quality control

D Quality planning

Work with the customer to determine acceptance criteria.

Collect historical information from previous projects.

Confirm all the requirements in the project have been met.

675 All of the following are inputs to the Enterprise Plan Quality process EXCEPT: environmental factors.

The project scope statement.

The schedule baseline.

676 All of the following are tools of Cost benefit Plan Quality EXCEPT: analysis.

677 All of the following are parts of the Benchmarking. Plan Quality process EXCEPT:

673 A project manager is using a cause and effect diagram with the team to determine how various factors might be linked to potential problems. In what part of the quality management process is the project manager involved? 674 Which of the following is the MOST appropriate thing to do in project closing?

D

The key words here are "potential problems." They are looking into the future and, therefore must be in quality planning.

Gain formal approval of the management plans.

C

Collecting historical information and determining acceptance criteria is done in project initiating. Gaining approval of management plans is part of project planning. Confirming that project requirements have been met occurs in project closing.

Project work results.

D

Enterprise environmental factors, the project scope statement, and the schedule baseline are inputs to Plan Quality. Work results are obtained during quality management, not before the Plan Quality process.

A scatter diagram. Benchmarking.

Cost of quality.

B

Cost benefit analysis.

Inspection.

Design of experiments.

C

Validated 678 All of the following are outputs of Quality the Plan Quality process EXCEPT: management plan. deliverables.

Checklists.

Metrics.

B

679 Which of the following methods is Benchmarking used to provide a standard to measure performance?

Sampling

Estimating

Leveling

A

Cost benefit analysis, benchmarking, and cost of quality are tools of Plan Quality. A scatter diagram is a a tool used in the Perform Quality Assurance and Perform Quality Control processes. Benchmarking, cost benefit analysis, and design of experiments are tools of Plan Quality. Inspection is a tool of Perform Quality Assurance and Perform Quality Control rather than of Plan Quality. The quality management plan, checklists, and metrics are outputs of Plan Quality. Validated deliverables are an output of the Perform Quality Control process. Benchmarking is the common term for a performance measurement standard. Sampling might be a way to obtain this benchmark.

680 Which statement is TRUE of quality planning?

Quality planning is Quality planning is done to compile a done only during risk response plan. development of the project management plan.

Quality planning should be performed regularly throughout the project.

Quality planning is A not considered during project executing.

Quality management should be performed regularly and in parallel with other planning processes throughout the project.

A B Quality Quality policy management plan

C Control charts

D Project A management plan

Cost benefit analysis

Ishikawa diagram

Design of experiments

System flowchart

C

Design of experiments helps determine the combination of variables that most improves quality.

Organizational process assets.

Checklists.

Quality policy.

The project scope statement.

B

684 A project manager is identifying Quality the quality standards relevant to Management the project and determining how to meet them. This activity is a part of which quality process?

Perform Quality Assurance

Plan Quality

Perform Quality Control

C

Did you get this wrong? If so, you may have misread it. The question is asking for inputs to quality AS A WHOLE. In other words, "What must you have before you can do quality management?" Checklists cannot be the correct answer since they are created during the quality management process, not an input to it. Make sure you read questions carefully on the exam. Many people confuse questions that ask, "Which of the following are inputs to any part of the quality process?" with questions such as "Which of the following are inputs to the Plan Quality process?" The key words here are "identifying the quality standards," which is done in the Plan Quality process.

685 Quality is:

Adding extras to The degree to make the customer which the project happy. meets requirements.

Conformance to management's objectives.

C

Plan Quality

Perform Quality Control

B

681 A project manager and team from a firm that designs railroad equipment are tasked to design a machine to load stone onto railroad cars. The design allows for two percent spillage, amounting to over two tons of spilled rock per day. In which of the following does the project manager document quality control, quality assurance, and quality improvements for this A project team is in the design 682 project? stage of a new mountain bicycle prototype. The team is in the process of identifying which type of frame and material will provide high performance at a low cost. Which of the following is the MOST likely technique used to determine these variables? 683 All of the following are inputs to the quality process EXCEPT:

Meeting and exceeding the customer's expectations.

686 A quality management plan is Project Executing created during which of the following?

Perform Quality Assurance

The quality policy and control charts are components of a quality management plan. Although the quality management plan is part of the project management plan, the best answer is the quality management plan.

There can be a cost impact (or time, risk, etc.) of exceeding expectations or adding extras. Quality is the degree to which the project meets requirements. You need to know what happens in each part of the quality process. This one is easy - Plan Quality. On the exam, you will also need to know what happens in the Perform Quality Assurance and Perform Quality Control processes.

B C Identifies which Determines what a variables will have quality outcome is. the least influence on a quality outcome.

D Determines the methods to be used for research and development.

688 Which of the following describes It reduces quality why quality is planned in and not and is less inspected in? expensive.

It improves quality It reduces quality and is more and is more expensive. expensive.

It improves quality D and is less expensive.

689 Who is ultimately responsible for The project quality management on the engineer project?

The project manager

The quality manager

The team member B

690 To what does the following definition refer? "The point where the benefits or revenue to be received from improving quality equals the incremental cost to achieve that quality." 691 Which of the following would generally lead to the LEAST amount of quality improvement?

Quality control analysis

Marginal analysis

Standard quality analysis

Conformance analysis

Total quality management

Quality planning

Implementing an Increasing ISO 9000 standard inspection

D

692 Which of the following is an Fishbone diagram Quality audit example of a tool used in the Plan Quality process?

Cause and effect diagram

Benchmarking

D

693 Team members are investigating Quality Execution quality standards that other companies are using, in order to help determine what quality standards to use on the project. What part of quality management is the team involved in? 694 All the following are used in quality Marginal analysis. management EXCEPT:

Perform Quality Control

Perform Quality Assurance

Plan Quality

D

Selected sellers.

Standard deviation.

The Delphi technique.

B

687 Design of experiments:

A Identifies which variables will have the most influence on a quality outcome.

A

B

The design of experiments technique allows you to find those factors that have the most impact on quality. It allows the project manager to focus attention on the factors that are most important. Look for the proactive approach. When we plan for quality, it improves quality, which is less expensive over the long run. NOTE: You may spend more initially for increased quality, but you will save through reduced rework and other such benefits. Although each person working on the project should check their own work, the project manager ultimately has the responsibility for quality on the project as a whole. This is the definition of marginal analysis. Know the term so you will be able to answer questions that deal with this concept. The other choices may sound good, but they are madeup terms. Quality cannot be inspected in; you must plan for and execute a quality strategy. Increasing inspection is the only answer that is not proactive. In the Plan Quality process, you are defining quality for the project and determining how quality will be measured. Benchmarking looks at past projects and sets guidelines from which to measure quality performance. The team is looking for benchmarks. Benchmarking is done in Plan Quality.

Marginal analysis, standard deviation, and the Delphi technique can be used in quality management. Selected sellers are an output of Conduct Procurements.

695 A project manager is leading an effort to analyze waste and nonvalue-added activity on the project. One team member reports that two processes in use require work he believes is unnecessary. Another team member reports that a process is not well understood. The project manager must be leading which of the following? 696 During project executing, a project team member informs the project manager that based on her observations, the project cannot meet the quality standards set for it. What would be the LEAST effective thing for the project manager to do? 697 You are in the middle of a major new facility construction project. The structural steel is in place and the heating conduits are going into place when a senior manager informs you that he is worried the project will not meet the quality standards. What should you do in this situation?

A A process rather than a project

B The Plan Quality process

C Management by objectives

D The Perform D Quality Assurance process

Review the quality Continue the plan. Perform Quality Assurance process.

Review the project Hold a meeting on B scope statement. the issue.

Assure senior management that during the Plan Quality process, it was determined that the project would meet the quality standards.

Analogously estimate future results.

Form a quality assurance team.

Check the results C from the last quality management plan.

698 The Verify Scope process is Perform Quality different than the Perform Quality Control focuses on Control process in that: the quality of the project, while Verify Scope focuses on customer acceptance.

Verify Scope is performed throughout the project and Perform Quality Control is done throughout the project.

Perform Quality Control is considered part of Plan Quality, while Verify Scope is not.

Scope verification A is provided to the project management team while quality control is provided to the project.

699 You are asked to select tools and Quality audits techniques to implement a quality assurance program to supplement existing quality control activities. Which of the following would NOT be appropriate for this purpose?

Statistical sampling Pareto charts

Focus groups

D

If the project manager was planning (rather than doing) such activities, the answer would the Plan Quality process. Perform Quality Assurance uses measurements gathered in the Perform Quality Control process to assess whether the project is following processes and procedures, and identify needed improvements in the way the work is being done. Perform Quality Assurance involves determining whether standards are being followed. This would be the least effective, since it does not address the specific problem described in the question. Assuring management that it was determined in planning that the project would meet quality standards is not productive, since it does not solve the problem. An analogous estimate looks at the past history of other projects. This would not be appropriate to determine how the current project is going. The quality management plan does not provide results. A quality assurance team could help to determine whether the team is following the correct processes to satisfy the relevant quality standards. Both Perform Quality Control and Verify Scope occur during project monitoring and controlling. Therefore, neither of these processes are parts of Plan Quality. The difference between Verify Scope and Perform Quality Control is that Perform Quality Control focuses on the quality of the project, while Verify Scope focuses on customer acceptance. Focus groups are a tool of the Collect Requirements process in scope management, and would not be useful in the Perform Quality Assurance process. Quality audits, statistical sampling, and Pareto charts are tools and techniques used in the Perform Quality Assurance and Perform Quality Control processes.

A 700 A project manager discovers a Make sure all work package has been completed project processes for substantially less cost than were followed. planned. Which of the following is NOT among the first things to consider doing?

B C Make sure the right Make sure all the resources were work was done. used.

D Identify ways to D increase the result.

Making sure project processes were followed, the right resources were used, and that all work was done could point out root causes of decreased cost. You cannot find ways to increase the result until after the root cause analysis. A report of quality management activities provides confidence the project will satisfy relevant quality standards.

701 Management wants to be sure the Risk management WBS project is following defined quality plan standards. Which of the following should they look at?

Statement of work Quality audit

D

702 The testing results for the new Quality computer modulation project have management arrived from the seller. The results indicate the project is not meeting the overall quality requirements. If the project manager meets with team members to analyze the situation, the project manager is involved in which process?

Perform Quality Assurance

Plan Quality

Perform Quality Control

B

The key word here is "overall." Perform Quality Control is incorrect because they are not addressing the specific work performance (i.e.: the table is too short). The Perform Quality Assurance process is used to make sure standards and processes were followed.

703 The new software installation Quality problems project is in progress. The project manager is working with the quality assurance department to improve everyone's confidence that the project will satisfy the quality standards. Which of the following MUST they have before they start this process?

Quality improvement

Quality control measurements

Rework

C

704 You are managing a project in a 45 percent. just-in-time environment. This will require more attention, because the amount of inventory in such an environment is generally:

10 percent.

12 percent.

0 percent.

D

This question is similar to others in this program, but not exactly the same. You may also see this occur on your exam. Carefully read the questions! Though quality problems MAY lead to quality assurance efforts, they are not a MUST. Quality improvement is a result of Perform Quality Assurance, not an input. Rework (or defect repair) can be an output of Perform Quality Control. That leaves only quality control measurements which are inputs to the Perform Quality Assurance process. With a just-in-time environment, supplies are delivered when you need them and not before. Therefore, you have little or no inventory.

705 What percentage of the total 68.27 percent distribution is 3 sigma from the mean equal to?

99.9999998 percent

95.45 percent

99.73 percent

D

You should know the numbers for 1-, 2-, 3- and 6- sigma for the exam.

706 The project you are working on has an increase in cost effectiveness, increased productivity, and increased morale. What might be the reason for these changes?

Increased quality

Management's focus on cost containment

Rewards presented for individual efforts

B

This question is similar to others in this program, but it is not exactly the same. You may also see this occur on your exam. Carefully read the questions! As you increase quality, there will be associated benefits for the project. Some of these benefits are increased productivity, increased cost effectiveness, decreased cost risk, and improved morale.

Project objectives are in line with those of the performing organization

A 707 During a team meeting, the team The team is gold adds a specific area of extra work plating. to the project because they have determined it would benefit the customer. What is wrong in this situation?

B These efforts shouldn't be done in meetings.

C Nothing. This is how to meet and exceed customer expectations.

708 You are a project manager for a To satisfy part of major information systems project. an ISO 9000 Someone from the quality investigation. department comes to see you about beginning a quality audit of your project. The team, already under pressure to complete the project as soon as possible, objects to the audit. You should explain to the team that the purpose of a quality audit is:

To check if the customer is following the quality process.

To identify To check the inefficient and accuracy of costs ineffective policies. submitted by the team.

709 A project manager is working with Perform Quality quality professionals in the Control Perform Quality Assurance process of the project. Which of the following activities is being performed?

Determining if the Determining what right processes are processes should being used be used

Evaluating quality against the processes

B

710 All of the following are examples of Rework. the cost of nonconformance EXCEPT:

Quality training.

Scrap.

Warranty costs.

B

711 Testing would:

Provide more information than wanted.

Be mutually exclusive.

Show many defects.

A

Cost management. Time management. Quality management.

Scope management.

C

The words, "satisfies the needs" are your clue that the answer relates to quality.

It is more expensive to determine quality by inspection than by planning. Calculate the benefit to cost of purchasing a new piece of equipment.

the

entire

population Take too long.

712 If a project manager focuses on ensuring that the project satisfies the needs for which it was undertaken, the project manager is involved in: 713 Which statement BEST explains the phrase, "Quality is planned in, not inspected in"? 714 Your company is concerned about improving its project performance. Internal measures have been created and have helped to identify areas needing improvement. Additional measures of performance are still needed. Which of the following would be the BEST thing to do?

D Nothing. The A project manager is in control of the situation.

C

This is an example of gold plating. You should provide ONLY what the customer asked for. The team does not know if their change will provide benefit to the customer. The team should focus its efforts on fulfilling the requirements. Perform Quality Assurance, of which an audit is part, focuses on processes, procedures, and standards. Though ISO 9000 is a standard, that is not the only reason an audit would be conducted. The seller cannot generally control or review the customer's quality process. Checking accuracy of costs submitted by the team is more representative of a cost audit than a quality audit, so that option cannot be the best choice. One purpose of a quality audit is to identify inefficient and ineffective policies. Determining what processes should be used describes Plan Quality. Evaluating quality describes Perform Quality Control. In the Perform Quality Assurance process, quality audits are performed to make sure the correct processes are being Quality training is a cost of used. conformance to quality. All the other choices are costs of nonconformance to quality. The length of time it takes to test a whole population is one of the reasons to take a sample.

Quality activities occur during project planning.

Quality is part of planning, not inspection.

Planning for quality A is after the fact.

Quality is addressed during all parts of the project, not just during planning. Planning for quality is done before the work is done, not after.

Determine the project scope and measures to ensure the scope is met.

Perform a root cause analysis on the quality problems that have occurred on the project.

Read a project D management magazine each month, and look at the results of other companies' projects to help determine quality measures for future projects.

The question states that internal measures have already been created. Therefore, external measures are needed. Researching results of other companies' projects helps to benchmark externally.

A B 715 Standard deviation is a measure of Far the estimate is Far the how: from the highest measurement is estimate. from the mean. 716 The project team has created a plan for how they will implement the quality policy. It addresses the organizational structure, responsibilities, procedures, and other information about plans for quality. If this plan changes during the project, WHICH of the following plans will also change? 717 A new software development project is in progress and the project manager is working with the quality assurance department. They want to improve everyone's confidence that the project will satisfy the quality standards. Which of the following MUST they have before they start this process?completion of the project 718 During work, a project manager wants to ensure that the quality of the end product is acceptable. The BEST way to do this is by:

C D Correct the sample Much time remains B is. in the project.

Standard deviation is the measurement of a range around the mean.

Quality assurance Quality Project Quality control plan C plan management plan management plan

The plan described is the quality management plan. Since the quality management plan is included in the project management plan, changing the quality management plan will also change the project management plan.

Completed checklists

A quality control plan

Results of quality control measurements

Rework

C

The only choice listed that makes sense and is an official input to Perform Quality Assurance is results of quality control measurements. This question is similar to others in this program but not exactly the same. You may also see this occur on your exam. Carefully read the questions!

Checking quality against the standards set in the quality management plan.

Identifying the quality standards you want the end product to meet.

Performing cost benefit analysis.

Determining the A cause of a problem using a fishbone diagram.

Identify quality 719 A project manager has just taken Coordinate over the project from another completion of work standards. project manager during project packages. executing. The previous project manager created a project budget, determined communications requirements, and went on to complete work packages. What should the new project manager do NEXT?

Begin the Identify Risk process.

Execute the project B management plan.

Did you notice the situation is occuring during completion of project work? Identifying quality standards and performing cost benefit analysis occur earlier in the project. Determining the cause of problems does not deal with the quality of the end product of the project. The best way to ensure quality during project executing is to check the quality against the quality standards identified in the quality management plan. Completion of work packages is done

720 A project is facing a major change Quality to its project deliverables. If the management. project manager is involved in determining which quality standards are relevant to the change, the project manager must be involved in:

Plan Quality.

Perform Quality Control.

Perform Quality Assurance.

C

after project planning. Since the previous project manager did not finish planning, continuing to execute the project management plan should not be next. Identify Risks sounds like a good choice; however, identifying quality standards occurs before the Identify Risks process. This is the best answer, as planning must be completed on the project. Although quality planning usually occurs during project planning, sometimes we need to go back to planning from other processes to make a decision.

A 721 There are several executing Quality audits activities underway on your project. You are beginning to get concerned about the accuracy of the progress reporting your team members are doing. How could you verify whether there is a project executing, a project Perform Quality 722 During problem? team member informs the project Assurance manager that based on her observations, the project cannot meet the quality standards set for it. The project manager meets with all parties concerned to analyze the situation. Which part of the quality management process is the project manager involved in?

B C Risk quantification Regression reports analysis

D Monte Carlo analysis

A

Quality audits are a necessary part of the Perform Quality Assurance process. They help you assess whether the processes are being followed correctly on the project.

Quality Analysis

Perform Quality Control

Plan Quality

A

The team should reevaluate whether the quality standards are valid. This is part of the Perform Quality Assurance process.

723 A project manager takes over an Plan Quality existing project, only to find that there are no quality standards. What part of the quality process should the project manager be in?

Perform Quality Assurance

Quality Analysis

Perform Quality Control

A

Determining what standards to use is part of the Plan Quality process. Don't get fooled because this situation is occurring during project executing.

724 By policy, the project management Plan Quality. office regularly evaluates project performance. This is done in order to ensure standards are being followed. This is an example of:

Perform Quality Assurance.

Perform Quality Control.

Quality Management.

B

Any instance where there is an evaluation of the quality standards is part of Perform Quality Assurance.

725 A project is considered out of Review the project control and the previous project management plan. manager has quit. You are assigned as the new project manager and have been asked to verify the quality level of the project and to recommend corrective action. What do you do project has had a major Quality Analysis 726 The FIRST? defect, and the project manager has involved the project team and process engineers in analyzing the situation. One of the group says that the real fault is the age of the equipment. Another says the material is not of the correct quality. To address the root of the problem, the project manager decides to use an Ishikawa diagram. Which of the following BEST describes the part of the quality management process in which the group is involved in this situation?

Meet with the team.

Draw a control chart.

Create a risk mitigation plan.

C

The question could be read as "What do you do first to deal with this situation?" You might do any of the other choices when first assigned as project manager, but only creating a control chart deals with the problem presented.

Perform Quality Assurance

Perform Quality Control

Plan Quality

C

The group is analyzing an actual defect. They must be in the Perform Quality Control.

727 The code development phase of a software project is nearly complete when the first code review is conducted. During the review, it is discovered that the application is missing functionality required to complete a key business process. However, the product scope never specified this functionality. What should the project manager do? 728 A project manager needs to determine if the manufacturing process planned for the new micro-satellites will meet quality standards. Each satellite takes about three days to manufacture and costs US $125,000. The satellites are so small that inspection would destroy them. Under these circumstances, what should the project manager do? 729 A project team has invited many of the project stakeholders to help them inspect quality on the project. Which of the following would NOT be an output of this activity?

A Reject the functionality as out of the project's scope.

B C Agree to include Agree to include the functionality in the functionality in the current the next release. release.

D Assess the impact D on the project of including the functionality, and inform the sponsor.

Outsource the inspection to another company with more expertise.

Evaluate the attributes of the population.

Decrease the costs C of quality.

Quality Quality control management plan measurements

Inspect a sample of the satellites.

A project manager must always evaluate the situation before recommending a corrective action or a change.

Outsourcing is only a possibility if you have proof that another company could do the inspection with less damage. Evaluating the attributes of the population is effectively saying "inspect them all," which would destroy all production. Decreasing the cost of quality would only make the quality issues greater. The best choice is to inspect a sample of the satellites. Quality control measurements, recommended preventive actions, and validated deliverables are outputs of Perform Quality Control. A quality management plan is not an output of Perform Quality Control, it is an output of Plan Quality.

Recommended Validated preventive actions deliverables

A

Rule of seven

Upper and lower control limit

D

The control limits are set based on the company's quality standard and indicate the acceptable range.

731 If a data point falls outside the Assigned a cause. Out of control. upper control limit of a control chart the process is said to be:

In control.

Gold plated.

B

732 All of the following are tools of Cost of quality. Perform Quality Control EXCEPT:

Control charts.

Flowcharting.

A

They can only be conducted on the final product.

They prevent defective deliverables from reaching the customer.

D

Read the questions carefully! The process is not assigned a cause, the data point is. If a data point falls outside the control limits, the process is out of control. Cost of quality is a tool of Plan Quality. Tools and techniques for Perform Quality Control include flowcharting, statistical sampling, Pareto charts, control charts, and inspection. Inspections may be conducted at any level, including the project team, and at any time throughout the development of the product. They are used to prevent defects from being delivered to the customer.

730 The acceptable range of variation Mean of a process is the ___________ on a control chart.

Specification limit

Inspection.

733 Which of the following is TRUE of They are not to be They test future inspections? conducted by the desires of project team. prospective customers.

A 734 Another project has had a major Quality Analysis defect. A project manager has gotten his project team and the process engineers involved in analyzing how this might affect their project. Which of the following would BEST describe what the group is involved in? overall project Quality 735 Evaluating performance regularly is part of: Management.

B Plan Quality

C Perform Quality Assurance

D Perform Quality Control

Perform Quality Assurance.

Plan Quality.

736 The results of another project have Quality just been posted. Substantial management rework will be required in order to meet the project requirements. Because the cost is so high, effective immediately, the project management office will require all projects to do statistical sampling. What is the project management office concentrating its efforts on Identifying ways to eliminate the Quality audits. 737 improving? causes of unsatisfactory performance would MOST likely lead to:

Quality assurance

Quality planning

738 The testing results for a new Quality computer modulation project Management. indicate a problem with the onboard computer's sensors. The project manager calls a meeting with the team to analyze the problem. The project manager is of thein: following are parts of the Pareto charts. 739 All involved Perform Quality Control process EXCEPT:

B

The group is using organizational process assets to improve their project. Although the incident just occurred, it was on another project. They are in the Plan Quality process.

Perform Quality Control.

B

Quality control

D

The key word here is "overall." Perform Quality Control (choice D) is incorrect because we are not addressing the specific performance of an activity. The problem described occurred on another project. An attempt is being made to use that information to control this project. Realizing that this is a control activity automatically gets you the right answer.

Work performance Recommended Updates to the information. corrective actions. performance measurement baseline.

C

Quality audits and work performance information would lead up to the performance issues being identified. The performance measurement baseline is made up of the scope, time, and cost baselines. Changing that would not address the problem of unsatisfactory performance. It is likely that recommended corrective actions would result from efforts to identify ways to eliminate the causes of unsatisfactory performance .

Perform Quality Assurance.

Plan Quality.

Perform Quality Control.

D

This question describes a defect that has already occurred; therefore it is part of Perform Quality Control.

Control charts.

Inspection.

Quality audits.

D

Pareto charts, control charts, and inspection are tools of both Perform Quality Assurance and Perform Quality Control. Quality audits are only used in the Perform Quality Assurance process.

A 740 A project is in progress, and the Quality problems project manager is working with the quality assurance department to improve stakeholders' confidence that the project will satisfy the quality standards. Which of the following is an output of this process?

B Quality metrics

C Recommended corrective action

741 From the project quality attributes:

Provide the basis for judging the project's success or failure.

Are specific Are objective characteristics for criteria that must which a product is be met. designed and tested.

742 The purpose diagram is to:

of

perspective, Determine how effectively the performing organization supports the project. a fishbone Explore past outcomes and apply them to the current project.

Stimulate thinking, Determine the organize thoughts organization of the and generate project. discussion.

D Quality audits

C

C

Show functional B responsibilities and how they are related to one another and to the objectives of the project.

743 A control chart helps the project Focus on the most Focus on manager: critical issues to stimulating improve quality. thinking.

Explore a desired future outcome.

Determine if a process is functioning within set limits.

D

744 Pareto charts help the project Focus on the most Focus on manager: critical issues to stimulating improve quality. thinking.

Explore a desired future outcome.

Determine if a process is out of control.

A

745 The principal use of a Pareto chart Focus attention on Quantify risks. is to: the most critical issues.

Help predict future Improve risk problems. management.

A

This question is similar to others in this program, but not exactly the same. You may also see this occur on your exam. Carefully read the questions! In this case, we are in quality assurance. Since the purpose of quality management is to improve quality, quality problems could not be an output of any of the quality processes. Metrics are an input to Perform Quality Assurance, and quality audits occur during Perform Quality Assurance--it is not an output of it. Recommended corrective action is an output of Peform Quality Assurance. Quality attributes are the measurements that determine if the product is acceptable. They are based on the characteristics of the product for which they were designed. The fishbone diagram is a tool that we use to help stimulate thinking (brainstorming), to create an atmosphere conducive to open sharing of thoughts, and to gather our thoughts in a cohesive way. It can be used during analysis to determine the cause of defects. Focusing on the most critical issues to improve quality relates to Pareto charts. Stimulating thinking and exploring a desired future outcome relate to fishbone diagrams. Only determining if a process is functioning within set limits relates to control charts. Fishbone diagrams are often used to stimulate thinking and to explore a desired future outcome. Determining whether a process is out of control is a function of control charts. Only focusing on critical issues to improve quality relates to Pareto charts. A Pareto chart helps you identify the most frequently occurring problems and determine which problems to focus your attention on. The result is a higher quality project. It can be used to look at past problems, not to predict future ones.

746 A manager notices that a project manager is holding a meeting with some of the team and some stakeholders to discuss the quality of the project. The project schedule has been compressed, and the CPI is 1.1. They have worked hard on the project, the team has been rewarded according to the reward system the project manager put in place, and there is a strong sense of team. The manager suggests that the project manager does not have enough time to hold meetings about quality when the schedule is so compressed. Which of the following BEST describes why the manager is wrong? 747 A control chart shows seven data points in a row on one side of the mean. What should be done?

A Improved quality leads to increased productivity, increased cost effectiveness, and decreased cost risk.

B Improved quality leads to increased productivity, decreased cost effectiveness, and increased cost risk.

C Improved quality leads to increased productivity, increased cost effectiveness, and increased cost risk.

D Improved quality A leads to increased productivity, decreased cost effectiveness, and decreased cost risk.

Perform a design of experiments.

Adjust the chart to Find an assignable Nothing. This is the C reflect the new cause. rule of seven and mean. can be ignored.

748 A team member notifies the project Notify manager that a quality requirement management. for the project cannot be met. What is the LEAST effective thing for the project manager to do?

Hold a team meeting.

749 Quality is achieved when:

Customer The customer The customer A expectations have indicates stops asking for been exceeded. acceptance of the additional features. product or service.

The requirements have been met.

750 In quality terms, one of the Someone on the meanings of "out of control" is: team is upset.

A data point on a control charts falls inside the upper or lower control limit.

Look for alternative Ask management ways to meet the to come up with quality level. options.

Several data points A data point is fall on the same within 1 sigma. side of the mean within the upper and lower control limits.

A

C

Did you notice there is a lot of data not relevant to answering the question? Expect distracters to appear in many questions on the exam. Quality efforts should produce a decrease rather than an increase in cost risk as a result of less rework. Quality efforts should also provide increased cost effectiveness due to less rework. This leaves the only best answer: Improved quality leads to increased productivity, increased cost effectiveness, and decreased cost risk.

The rule of seven applies here. If you have seven data points in a row on the same side of the mean, statistically the mean has shifted, calling for action to correct the problem. It is the project manager's job to take action to address this situation. Therefore,notifying management is the least effective option. The other choices could help the project manager discover the reason for the problem. Quality is defined as conformance to requirements and specifications. We do not achieve quality if we exceed expectations, get a verbal OK, or stop adding features requested by the customer. The best answer here is when the requirements have been met. This term refers to control limits, not human resource issues. A data point inside the control limits is an example of "in control." A data point within one sigma is not a relevant data point. A process is out of control when a point falls outside the upper or lower control limits on a control chart or when seven consecutive data points fall on the same side of the mean.

A 751 The upper and lower control limits Boundaries the in a control chart indicate the: customer will accept.

B C Acceptable Acceptable range specification limits. of variation in the process.

D Statistical control points for judging the success or failure of the project.

752 The widget production project is Control limits well underway. The requirements are clear that each widget must weigh between 0.320 and 0.325 ounces. The first day of test production resulted in 1247 widgets. Of the widgets inspected, 47 percent fell within the acceptable weight range. This is an example where of? should control Near the 753 Generally, limits be located on a control assignable cause chart?

Quality assurance

Control charting

Corrective action

Above the statistical independence point

Within the Above the normal specification limits curve

754 Which of the following helps a The 50/50 rule project manager determine possible causes of problems on a project?

A fishbone diagram A control chart

A Pareto chart

B

755 A cause and effect diagram and an Flowcharts. Ishikawa diagram are both: 756 Which of the following is based on The 50/50 rule the 80/20 principle?

Fishbone Control charts. diagrams. A fishbone diagram A control chart

Pareto charts.

B

A Pareto chart

D

757 Which of the following represents A flowchart information presented in its order of priority and helps focus on the MOST difficult issues?

A fishbone diagram A control chart

A Pareto chart

D

C

A

C

Specification limits are how the customer measures quality. The control limits are more constraining than the specification limits. Control limits are how you measure your process quality. This situation requires corrective action, but that is not described in the question. It is occurring in Perform Quality Control, not Perform Quality Assurance. The question specifically describes control limits, which are only a part of control charting. The control limits are the dashed lines above and below the mean. They are within specification limits, and are the measure you use to determine quality. Your quality specifications should exceed your customer's need. Otherwise you probably would not do the work. The fishbone diagram (choice B) is used to stimulate thinking, determine the cause of defects and look for solutions to problems. The 50/50 rule (choice A) is used for estimating work package completion. A control chart (choice C) displays results over time of a process. A Pareto chart (choice D) displays causes of problems and the frequency of occurrence. These are two other names for the fishbone diagram. The Pareto chart is based on the 80/20 principle. It displays causes of problems and the frequency of occurrence. If you were to fix 20 percent of the root causes of problems, you would eliminate 80 percent of all the problems A flowchart does not show order of encountered. importance. A fishbone diagram identifies possible causes of problems. A control chart displays process results over time. A Pareto chart presents information in its order of priority and helps focus on the MOST difficult issues.

A 758 A project manager needs to Benchmarking. assess quality on the project. To do so, he wants to measure the height of each table produced. However, that would be too expensive. In this case, it would be BEST to use: 759 If two events cannot both occur in False events. a single trial, they are:

B A sample.

D A Pareto chart.

B

A sample refers to measuring a small part of a larger group to determine the quality level of the entire group.

Mutually exclusive. Statistically independent.

Just-in-time.

B

Two events occuring in the same trial are true events. Statistical independence refers to two events not being linked. Just-in-time refers to inventory levels. By definition, two events that are mutually exclusive cannot happen on the same trial.

760 A project manager is having Nonconforming. problems with how two of the parts fit together on the new computer and the software uploads to the system. To plan a strategy for resolving these problems, it is BEST to determine if the problems are: 761 A project manager has to resolve Develop a solution two problems. Both problems can for each problem. occur in a single trial. In this situation, what is the BEST action the project manager can take?

Statistically independent.

Normally distributed.

B

Develop a solution Use a statistically that solves both independent trial. problems.

No solution is needed, the two problems cancel each other out.

A

Because the two items are listed as problems, we know they are nonconforming and that they impact quality, but these choices are not answers to the question. It would be best to determine if the problems are related before planning what to do about them. The question indicates the two problems are unrelated. Therefore, they require separate solutions.

762 Measuring the height of one of the A sample. tables manufactured by your company to determine if it meets your quality standards is an example of measuring: 763 An increase in quality can result in Decreased cost increased productivity, increased risk. cost effectiveness, and:

A population.

A mutual exclusivity.

A

Here, one table is tested for quality; it is a sample of a larger set.

Decreased morale. Lower customer satisfaction.

Increased risk.

A

If quality is improved, the chance of rework decreases along with the associated costs.

764 A project manager is worried about the costs on the project. There is a lot of rework, and scrap and inventory costs are rising. If you were a mentor to this project manager, what is the BEST advice you could offer? 765 Warranty and inventory costs are going up, causing the project manager to worry about the costs of nonconformance. What is the BEST advice you can give the project manager?

Such effects are the nature of the project and not to worry.

Improve quality training and throw a milestone party.

Look at sunk costs.

Look at marginal costs.

B

Focusing on quality by improving qualiy training can improve the overall quality process.

Increase scrap.

Increase rework.

Perform a quality audit.

Look for benchmarks.

C

Sampling

Work breakdown structure

Life cycle costing

D

Increasing scrap or rework would only make the problem worse. Looking for benchmarks would help you see how much of a problem you have, but would not solve the problem. Only a quality audit leads to solving the problem. A Pareto chart and sampling are official tools of Perform Quality Control. You can use the WBS in many ways to control quality. Life cycle costing has nothing to do with quality.

766 Which of the following CANNOT Pareto chart be used as a tool in the Perform Quality Control process?

C A control chart.

Impacting quality.

Statistical independence.

A 767 Checklists, fishbone diagrams, and Tools used to Pareto charts are ALL examples define scope. of:

B Tools used in quality management.

C D Tools used in team Parts of a project B performance management plan. assessments.

768 The line in the middle of a control Mean. chart is called the:

Specification limit. Rule of seven.

Upper and lower control limit.

A

769 The customer's expectations for Mean. quality are shown on a control chart as the:

Specification limits. Rule of seven.

Upper and lower control limits.

B

An assignable 770 All of the following are found on a The rule of two. control chart EXCEPT: cause. 771 Seven nonrandom data points that Specification limits. Out of control. are still within the upper and lower control limit of a control chart are:

A control limit.

A sample.

A

In control.

Gold plated.

B

772 If a process has a lack of Out of control. consistency and predictability it is said to be:

Assigned a cause. Quality assured.

In control.

The specification limits are above and below the mean. The rule of seven indicates a process is out of control. The upper and lower control limits are above and below the mean, but are within the specification limits.The line in the middle of a control chart is the mean. The customer's definition of quality is indicated on the control chart by the specification limits. There is no rule of two in quality management, but there is a rule of seven. key to this question is The "nonrandom." It is referring to the rule of seven.

A

Inconsistency and unpredictability are indications that the process is out of control. The rule of seven refers to seven or more sequential data points that fall on the same side of the mean. This indicates the process is out of control. Gold plating is providing the customer more that what they asked for. A rule of seven is not just a single data point and thus not correct, even though it also requires an assignable (special) cause. A specification limit indicates the customer-defined requirements for quality. A data point that requires you to determine the cause of the problem is a special cause.points outside the control limits Data indicate the process is out of control, and production should be stopped until a solution is found.

773 _______ refers to nonrandom data Specification limits Lower control limit Rule of seven points that are grouped together on one side of the mean of a control chart .

6 sigma

C

774 A data point on a control chart that A special cause. requires investigation is called:

Gold plated.

A rule of seven.

A specification limit.

A

775 A control chart indicates the last 12 Stop production. weights produced were outside the upper control limit. What should the project manager do?

Work to better meet ISO 9000 standards.

Look for the Plan to rework the A nonrandom causes 12 weights. for the variations.

776 A project manager has access to a Benchmarking tremendous amount of historical information on a project and charts the information over time. Which of the following is the project manager MOST likely to use?

Trend analysis

Variance analysis

Decision trees

Checklists, fishbone diagrams, and Pareto charts are used in the quality management process.

B

Trend analysis examines project results over time to evaluate performance.

777 You are a project manager working on a project that requires 100 items to be tested, spaced evenly over five weeks. You have just begun week three, with an overall budget of US $10,000. To date, you have spent US $2,000 with 40 items tested successfully. What does the cost variance (CV) tell you in this circumstance? 778 At the end of a project, a project manager determines the project has added four areas of functionality and three areas of performance. The customer has expressed satisfaction with the project. What does this mean in terms of the success of the sponsor's role on a project is 779 The project? BEST described as:

A B The project is The project is proceeding at 100 $2,000 under percent of the budget. expected rate.

C The project is on budget.

The project was an The project was unqualified unsuccessful success. because it was gold plated.

The project was unsuccessful because the customer being happy means they would have paid more for the work.

Helping to plan activities.

D The project is getting $2 of work for every dollar spent.

B

EV is determined from a total budget of $10,000 and a five week duration. Each week would be $2,000. Therefore, for two weeks of completed work, we have an EV of $4,000. CV = EV - AC, CV = $4000 $2000 = $2,000. Positive means you are under budget.

The project was B successful because the team had a chance to learn new areas of functionality and the customer was satisfied. Helping to prevent Identifying Helping to develop B unnecessary unnecessary the project changes to project project constraints. management plan. objectives.

Gold plating a project wastes time and probably cost. It makes the project unsuccessful.

780 A new employee of the company is Activity definitions assigned to work on a project that is in the early planning processes. She has to decide today if she will accept the assignment to the project or whether she wants to be assigned to a different project. However, the project manager is not at work and is not reachable. Where can the team member look to help her determine what work she is given on the project?

Project Job descriptions management plan

Responsibility D assignment matrix

781 What leadership style should you Coaching employ during the first two weeks of project planning?

Directing

Facilitating

Supporting

B

Though the sponsor may help plan some of the activities, it is not his exclusive duty. Some project constraints come from the sponsor, but they should be considered necessary. The project management plan is created by the team and approved by the sponsor and other management. Since the project objectives are stated in the project charter, and it is the sponsor who issues the project charter, helping to prevent unnecessary changes to project objectives is the correct answer. Neither activity definitions nor the project management plan include the responsibilities of team members on the project. Whereas a job description describes a person's primary job, the responsibility assignment matrix describes the person's responsibilities on the project.

The key words here are "first two weeks." When you first organize a team, you need to provide the direction. Later in the project, you could use one of the other leadership styles.

782 During every project team meeting, the project manager asks each team member to describe the work he or she is doing, and the project manager assigns new activities to team members. The length of these meetings has increased because there are many different activities to assign. This could be happening for all the following reasons EXCEPT: 783 The project manager is in the process of staffing the project. Available resources are as follows: Mary always works overtime. Whitney works very hard. Laurie meets the project requirements. Deborah is very enthusiastic about the project and will work overtime if necessary. Who is the MOST appropriate resource for this project? 784 A resource assigned to your project contacts you, trying to get off the team. He knows an important project in his department is going to be approved and will take place at the same time as yours. He wants to work on the other project. Under the circumstances, what is the BEST thing to do?

785 A project team is scattered across North America, South America, and Europe. There are seven companies working on the project and 67 core team members. Which of the following would have the GREATEST impact on making the situation easier to manage? 786 You are planning a project. The functional managers will not commit any particular people to your project, because it will not begin for a few months. All of the following methods could be used to handle this situation EXCEPT:

A Lack of a WBS.

B C Lack of a Lack of resource responsibility leveling. assignment matrix.

D Lack of team involvement in project planning.

C

The lack of a WBS, responsibility assignment matrix, or team involvement in planning could contribute to excessively long meetings to assign resources to activities. Resource leveling refers to maintaining the same number of resources on the project for each time period and would not impact the length of meetings.

Mary

Whitney

Deborah

C

Meeting project requirements is the most important attribute of those presented.

Keep him if he is a Talk to the Release him after valuable resource. functional manager he finds a suitable about releasing replacement. him from the team.

Wait until the last B minute to see if the other project is approved.

A project scope statement

A staffing A change control management plan system

More time spent in B scope planning

This question tests if you understand that functional managers generally "own" or control the resources on projects. It would not be professionally responsible to try to keep a resource if he can be replaced without hurting the project. It is not the resource's job to find a replacement. Waiting to see if the other project is approved might impact your project. By talking to the functional manager, you can find out if the team member will be selected for the other project and see if there really is a problem. The issue here is managing people. Only the staffing management plan helps manage people.

Use the average productivity factor for each department.

Use the average daily rate of the resources in each department times the number of resources needed of each resource type.

Use the average D probability of successful completion multiplied by the number of resources needed each day.

Laurie

Use the results of the Delphi technique for the number of hours.

The only choice here that does not make sense is using the average probability. Determining probability would not be appropriate in the situation described.

A B The functional 787 A team member who does not The sponsor have the required skills or manager knowledge was assigned to a team. Who is responsible for ensuring that he receives the proper training? Bringing customers Building the team. 788 Co-location can help with: together.

C The project manager

D The training coordinator

789 Which of the following needs to be Work breakdown completed before resources can structure be finalized for the project?

Estimates

Bar chart

790 Which of the following is the BEST Pay a large salary method to make reward systems increase to the MOST effective? best workers.

Give the team a Make the link choice of rewards. between performance and reward clear.

791 A project manager needs to Estimate Activity determine the resources needed Resources for the project. Select the primary process from the following choices.

Develop Schedule Expert advice from Develop Human functional Resource Plan managers

A

792 A responsibility assignment matrix Time. shows all of the following EXCEPT:

Resources.

Work packages.

A

793 In creating a project management Use the reward plan, how should a project system currently in manager use rewards? place throughout the company.

Ignore rewards Create a specific because the reward system for functional manager the project. will take care of it.

Ignore rewards because they are management's responsibility.

C

794 A project manager is assigned to a Each team new project and is supplied with a member's favorite preselected team. What is the color. FIRST thing the project manager should find out about the team?

What each team member wants to get out of the project.

Each team B member's role in the project management plan.

C

The project manager must ensure that the necessary skills are developed as part of the project.

Decreasing project Decreasing project B rental costs. time.

Co-location refers to locating the offices for the project team in the same room. Co-location will help in building the is team. The WBS the basis for making

Names.

Each team member's project activities.

Verify Scope

A

Present notification C of rewards within the company.

estimates and assigning resources. Therefore, the WBS is the correct answer. Don't forget that according to Herzberg's Theory, salary is not a motivating agent. Linkage is very important to make the reward valuable to both the receiver and those who did not receive it. This is more important than giving a choice of reward or presenting the reward in Many public. people do not realize that Develop Human Resource Plan relates to assigning roles and responsibilities. Human resources are acquired in Acquire Project Team. Resource requirements are determined in Estimate Activity Resources. Time is shown in a schedule or bar chart. The responsibility assignment matrix maps specific resources against the work packages from the WBS. Rewards can be very effective in motivating team members. A reward needs to be specific to the activities at hand to maximize the effect. Although the existing company reward system may work, one created specifically for the project will address project-specific objectives and motivators. It is important to first understand people's motivations so you can effectively manage and motivate them. Later, you would learn about eachteam member's role and assigned activities. The choice of learning each team member's favorite color was included to see if you can still laugh. Expect to see a few questions on the real exam that are so strange you will have to laugh.

795 You have just been assigned as project manager for a large telecommunications project. This one-year project is about halfway done. The project team consists of 5 sellers and 20 of your company's employees. You want to understand who is responsible for doing what on the project. Where would you find such information? 796 Which of the following BEST describes how a work breakdown structure can be used to determine resources?

797 During project planning in a matrix organization, the project manager determines that additional human resources are needed. From whom would he request these resources? 798 A project organizational chart shows resources and: 799 A resource histogram shows resources by:

A B Responsibility Resource assignment matrix histogram

The WBS breaks the project into one-person activities.

C Bar chart

The small work It lists the names packages the WBS of the resources to provides make it be used. easier to determine what expertise is needed.

D Project organization chart

A

The resource histogram shows the number of resources used in each time period. In its pure form, a bar chart shows only activity and calendar date. The organizational chart shows who reports to whom. The responsibility assignment matrix shows who will do the work.

It enables B management to list the resource hierarchy.

The WBS is not broken down into one-person activities. The WBS does not provide names of resources or a hierarchy of resources, but rather a hierarchy of work packages. The small work packages the WBS provides make it easier to determine what expertise is needed when identifying resources. In a matrix organization, power is shared between the functional manager and the project manager, so the project manager needs to negotiate with the functional manager for the resources. A project organizational chart shows resources and their responsibilities. A histogram does not show usage for each activity, phase, or area of expertise. A histogram is a bar chart where each bar represents the percent of time the resource is working. Each bar shows one unit of time (e.g., a week, a month, etc.). The responsibility assignment matrix maps specific resources to the activities or work packages from the WBS. On a resource histogram, the use of resources is shown individually or by groups over time.

The PMO manager The functional manager

The team

The project sponsor

B

WBS work packages. Unit of time.

Activity resource estimates. Activity.

Responsibilities.

Schedule.

C

Area of expertise.

Phase.

A

800 What does a resource histogram Time show that a responsibility assignment matrix does not?

Activities

Interrelationships

The person in charge of each activity

A

801 A project involves arranging for the closing of the company office where the team works and relocating everyone to a new city. The BEST thing the project manager can do is:

Have a strong quality control plan.

Decrease the fringe benefits.

Carefully consider D the reward system for the project.

Spend time carefully creating the work breakdown structure.

Although carefully creating the WBS might help, it is not the best choice. A strong quality control plan really means, "spend the most time checking the work." Since it is after the fact and reactive, it is not the best choice for this situation. Decreasing fringe benefits would only make things worse. A reward system for those involved would be the most beneficial.

802 The project manager of a highly visible project is new to project management. He has carefully followed the steps to create a project management plan. During a status meeting, two of the team members argue over what needs to happen next. Whose responsibility is it to correct the problem? project manager is working on 803 A her first project that uses people from outside her country. Which of the following would be the MOST important thing to expect to occur?

A The team

B The project manager

C The functional manager

D The individual team members who disagree

Added costs due to shoddy or incomplete work

Language or cultural differences that preclude effective team work

Increased human resource planning and coordination activities

Expert

B

Generally, when two people have a problem, they need to resolve it themselves. However, the issue here is what happens next. The project manager is responsible for communicating what needs to happen next.

Team-building activities become impractical, and the cost is prohibitive

C

Diversity can enhance a project if planned and coordinated throughout the project.

Penalty

Formal

B

Reward and expert are the best types of power to use in such a circumstance. Reward is not listed as a choice, and the question says the project manager has limited ability to reward the team members.

805 A responsibility assignment matrix Resource and time Activity and includes which two data points? estimate calendar date

Activity and resource

Resource and C usage each month

A responsibility assignment matrix is a correlation between activities and resources. Resources are assigned to accomplish each activity. The matrix shows all the activities and resources for a project.

806 A resource histogram includes which two data points? 807 Which chart allows a project manager to indicate the number of resources used each month?

Activity and resource Project organizational chart

Resource and usage Pareto chart

The histogram is a bar chart showing the number of resources used per time The period responsibility assignment matrix shows resources and activities. The project organizational chart shows organization. The Pareto chart is a quality tool and does not show resources. The resource histogram shows resource usage over time in a column format.

804 You are a project manager leading Referent a cross-functional project team in a weak matrix environment. None of your project team members report to you functionally and you do not have the ability to directly reward their performance. The project is difficult, involving tight date constraints and challenging quality standards. Which of the following types of project management power will likely be the MOST effective in this circumstance?

Resource and time estimate Responsibility assignment matrix

Resource and calendar date Resource histogram

D B

808 A project manager has been working on a project for six months with the same team, yet the team still shows a lack of support for the project. The BEST thing the project manager can do to obtain the team's support for the project is to:

809 Your project schedule is tight and in danger of falling behind when two team members start disrupting status meetings by arguing with each other. As project manager, what is the BEST thing you can do? 810 Team members are arguing about the location of specification limits on a control chart. The discussion is becoming heated when the project manager walks in and says, "It seems that the real problem here is that we do not have enough information about the customer's specifications. Let's..." This is an example of: 811 A project manager has a large team consisting of people from many functional areas of the company. The BEST method to get the team's cooperation is to use _____ power. 812 You work in a matrix organization when a team member comes to you to admit he is having trouble with his activity. Although not yet in serious trouble, the team member admits he is uncertain of how to perform part of the work on the activity. He suggests a training class available next week. What should you do?

A Reevaluate the effectiveness of the reward system in place.

B Talk to each team member's boss with the team member present.

C D Find someone else Tell the team A to be project members he manager. needs their support, and ask the team members why they do not support the project.

Separate the two until the project is back on track.

Tell each team member they will not receive a recommendation from you if they continue arguing.

Discuss the problem with the two team members.

Meet with both C team members and their manager to determine the source of conflict.

Asserting the project manager's authority.

Problem solving.

Compromising.

Withdrawal.

B

Know your conflict resolution techniques. This is an example of problem solving. Problem solving and compromising are considered the two best conflict techniques, in that order.

Formal

Penalty

Reward

Referent

C

Rewards, used correctly, bring the team's objectives in line with each other and with the project.

Switch to a trained Determine if Get money from Get money from D resource to avoid anyone else needs the team member's the project budget. the cost. training. functional department budget.

As the project manager, you would have analyzed the team member's skills as part of your resource management planning so there is no need to switch to a trained resource now. Although determining if anyone else needs training might be a good idea, it does not solve the problem at hand, the team member. The cost of such training for team members is borne by the project, so the funding would come from the project budget, not from the functional department.

Many people think the project manager should discuss with the team why they do not support the project. Did you? The project manager should have gotten the team's buy-in to the project during project planning. It is WAY too late to do this six months into the project. Discussing the situation with each team member's boss would not help. Finding someone else to manage the project is not the responsible thing to do, and it does not solve the problem. Although you may feel like quitting, you must continue. One of the powers you can use as project manager is reward power. Rewards, used properly, bring the objectives of the team in line with the project objectives. It is best to deal with the problem directly, before using withdrawal, penalizing, or meeting with managers.

813 A new project manager has just been assigned a project that is currently two weeks behind schedule. The team members are about to be distributed to another project based on original time estimates provided by the functional manager. What is the FIRST step the project manager should aretake? managing a project with 814 You part-time resources in a weak matrix organization. Several of the team members attend team meetings and have not completed their activity assignments as scheduled. At your next team meeting, the MOST important agenda item would be: 815 Which of the following conflict resolution techniques will generate the MOST lasting solution?

A B She should first She should contact revise the bar chart the sponsor and with new timelines. begin with a new team.

C She should first show sympathy to the current team and delay decision-making for another week.

D She should check D the project management plan for contingencies concerning resources and talk to the functional manager.

To review the work Team building. breakdown structure.

To review project schedule and assignments.

To define the impact of the delays.

D

Forcing

Compromise

Problem solving

D

Smoothing

816 Which of the following is the Change requests primary output of the Develop Project Team process?

Staffing Team performance Updated issue log C management plan assessment

817 A project manager presented Project premier performance certificates to performance project team members who appraisal. delivered above and beyond their required activities at each project milestone. This is an example of:

Gold plating.

A recognition and rewards system.

Team building.

C

Simply revising the bar chart does not address the real problem. Going to the sponsor is also not an initial step. Sympathy is fine, but the team is looking for leadership. A delay in decision making is unacceptable, with the project already behind schedule. Talking to the functional manager is the best initial choice. It is most important to define the impact of the delays. Did you realize the activities may or may not be on a critical path?

Problem solving normally takes more time, but it gets buy-in from everyone, generating a more lasting solution. Change requests and updates to the issue log are outputs of Manage Project Team. The staffing management plan is part of the human resource plan. The Develop Project Team process involves training and other activities that make team members more capable of doing their jobs. Therefore, you expect performance improvements to result. Such improvements are documented in team performance assessments. The actions described are generally required, and not gold plating. Project performance appraisals and team building deal with projects, not individuals. A recognition and rewards system involves formal management action to promote desired behavior of individuals.

818 The engineering resource group, a matrixed organization of which a project manager's project team is a part, has a policy of no salary bonuses for project work. The project manager's current project has an aggressive timeline and a difficult technical obstacle to overcome. A new product offering is dependent on this project's success in the current timeline. The project manager has heard grumbling from his team members about the fact that they cannot be rewarded for their effort. What is the FIRST thing the project manager should do? 819 A team member is not performing well on the project because she is inexperienced in system development work. There is no one else available who is better qualified to do the work. What is the BEST solution for the project manager? 820 A project team member has just completed work on the microprocessor for the new human system performance monitor and is now finished with the project. The project manager should: 821 A project manager is finalizing the resources for the project team. All of the following will help the project manager complete this work EXCEPT:

A The project manager should determine whether team members from another department can help with the project.

B The project manager should talk to management to determine other rewards that can be given.

C The project manager should negotiate a less aggressive schedule from the client.

D The project manager should talk with the team about the importance of getting this done on time and explain the company policy.

Consult with the functional manager to determine project completion incentives for the team member.

Obtain a new Arrange for the resource more team member to skilled in get training. development work.

Allocate some of the project schedule reserve.

Evaluate the project's resource requirements.

Provide input to Reevaluate the the team member's activity duration performance estimates. appraisal.

Staffing pool description.

Work breakdown structure.

B

Projects often need their own reward systems to affect performance. Project managers should create such a system for each project.

C

The job of the project manager includes providing or obtaining project-specific training for team members. This kind of training is a direct cost of the project.

Change the B staffing management plan.

After a team member completes project work, it is the project manager's job to provide input to the team member's manager regarding performance.

Staffing Recognition and management plan. rewards systems.

822 A project manager has just been The responsibility The teleconference Team assigned a team that comes from assignment matrix communication many countries including Brazil, (RAM) with the WBS Japan, the US, and Britain. What is her BEST tool for success?

Communication and welldeveloped people skills

D

D

The staffing pool description tells the project manager who is available. The WBS describes what work needs to be done. The staffing management plan describes the project manager's plans for staffing the project. Recognition and rewards systems are only relevant after the team is created. Working with people from different cultures with different cultural values and beliefs necessitates an understanding of both basic definitions and areas of cultural impact. As project managers, we need to have good communication skills and a willingness to adapt to other cultures.

A 823 You are in the executing process Management group of a major project with an estimated cost of US $22 million. Two team members are having a disagreement in choosing the potential sellers of a project component, and the project manager has offered to help. The project manager suggests a compromise, and the team members want to solve the problem. Who should decide on course of review action?meeting Manipulative At aBEST critical design 824 the for a large project, several important issues surfaced. After hearing about a major technical problem, one of the subcontractor's engineers mentions that he experienced a similar situation on another project; he has some ideas on how to solve the current problem. What type of power is the engineer A project manager has just found Confrontation 825 using? out that a major subcontractor for her project is consistently late delivering work. The project team member responsible for this part of the project does not get along with the subcontractor. To resolve the problem, the project manager says, "You both will have to give up something to solve this problem." What conflict resolution method is she using?

B Team members

C Project manager

D Customer

B

Within reason, the technical experts (generally the team members) should resolve the issue. It is unlikely there will be an opportunity to compromise on the selection of a seller.

Formal

Expert

Referent

C

Since the engineer has knowledge of the situation and has experienced problems like this before, he would be more knowledgeable than others on the team. This is expert power.

Compromise

Smoothing

Communicating

B

Confrontation leads to a win-win situation. Smoothing emphasizes agreement, rather than differences. The act of both parties giving up something defines compromise.

826 Conflict resolution techniques that Withdrawing. may be used on a project include confronting, smoothing, forcing, "Do the work because I have been Formal 827 and: put in charge!" is an example of what type of power?

Directing.

Organizing.

Controlling.

A

There is always the option to simply postpone dealing with the issue until later. This is withdrawing.

Penalty

Effective

Expert

A

Formal power is based on your position.

828 All of the following are forms of Formal. power derived from the project manager's position EXCEPT:

Reward.

Penalty.

Expert.

D

When someone is given the job of project manager they will have formal, reward, and penalty power. But just having the position does not make the project manager either a technical or project management expert. Expert power has to be earned.

A 829 What theory proposes that efforts Conditional will lead to effective performance reinforcement and will be rewarded for accomplishments?

B C Maslow's hierarchy McGregor's

D Expectancy

D

Expectancy theory states that employees who believe their efforts will lead to effective performance and who expect to be rewarded for their accomplishments will stay productive as rewards meet their expectations.

830 The project work has begun when Herzberg the project manager notices how many times meetings and discussions are disrupted by power outages and the lack of a warm place to meet. She turns her attention to influencing the organization to improve the team's working conditions. She is following the concepts of which motivational theorist? 831 A project manager new to project During project management is taking on a new initiating project. When is the BEST time to help build the people working on the project into a team?

McGregor

Maslow's hierarchy A

Herzberg's theory deals with hygiene factors.

During project planning

C

Team building should occur whenever it is needed. That might be at any time during the project.

The project manager and the leader of team C.

D

Have expectations. Need to be watched every second.

Can direct their own efforts.

C

834 The MOST common source of Personality. conflict on projects is:

Cost.

Priorities.

Schedules.

D

835 The highest point of Maslow's Physiological hierarchy of needs is called: satisfaction.

Attainment of survival.

Need for association.

Esteem.

D

Those involved in the problem should resolve the problem. Having had to crash the critical path several times implies that team D has already tried to deal with this problem. In this case, the two team leaders need to meet. The extent of this situation requires the project manager's involvement as well. According to Theory X, people cannot do anything without supervision. They will try to get away with everything and avoid work if you are not careful. Know the definitions of Theory X and Theory Y for the Don't exam.be fooled because "personality" is on the list. Schedule conflict is the number one source of conflict on projects. Know the top four sources of conflict: schedules, project priorities, resources, and technical opinions. This question is asking which of the FOLLOWING is the highest. Selfactualization is not listed, so the next best choice is esteem.

Before committing Throughout the to a project cost project estimate

832 A project has several teams.Team The leader of team The project C has repeatedly missed C. manager. deadlines in the past. This has caused team D to have to crash the critical path several times. As the team leader for team D, you should meet with: 833 Theory X postulates that people:

Are motivated by pay.

Theory Y

The project manager and management.

A B Project manager 836 Two team members are having a Two team big disagreement over the type of members and their computer hardware to use on the project manager project. Who should resolve the dispute?

C Management

D System supervisor A

837 The halo effect refers to the Promote from tendency to: within.

Hire the best.

Move people into project management because they are good in their technical fields.

838 The MOST common causes of Personality. conflict on a project are schedules, project priorities, and:

Resources.

Cost.

Move people into C project management because they have had project management training. Management. B

Those having the problem should resolve the problem. In this case, the two team members should work out the problem. Because it is impacting the project, the project manager needs to participate in the resolution. The halo effect refers to the tendency to move a person into project management because they are good in their technical field. Just because a person is good in a technical field does not mean he or she will also be a good project manager. Know the top four sources of conflict on projects (schedules, project priorities, resources, and technical opinions) so you can answer questions such as this one. Don't be fooled because "personality" is on the list. It is not a major cause of conflict. Team members are harder to motivate if their loyalty is to their functional organization rather than to the project team.

839 An obstacle to team building in a Team organization Team members matrix organization is that the: is technically are borrowed focused. resources and can be hard to motivate. Herzberg's theory. 840 The management theory which Theory Y. states that people can direct their own efforts is:

Teams are too centralized.

Teams are too B large and therefore very hard to handle.

Maslow's hierarchy.

Theory X.

A

Theory Y is the belief that people can direct their own efforts. Know the difference between Theory X and Theory Y for the exam.

841 The new project is exciting to both the project manager and the team. This is the project manager's first assignment as project manager. The team feels they will be able to complete work that has never been tried before. There are 29 people contributing to the product description and the team consists of 9 highly experienced experts in their field. Part of the way through planning, three highly technical team members are disagreeing about the scope of two of the deliverables. One is pointing to the draft WBS and saying that two additional work packages should be added. Another is saying that a particular work package should not even be done. The third team member agrees with both of them. How should the project manager BEST deal with the conflict?

He should listen to the differences of opinion, encourage logical discussions, and facilitate an agreement.

He should help the C team focus on agreeable aspects of their opinions and build unity by using relaxation techniques and common-focus team building.

Do not get confused by the wordiness of the question. Ask yourself what is the best way to resolve any conflict and you can get the answer. Most of the situation is a distracter. Problem solving (confronting) and compromising are the two most important conflict resolution techniques. Conflict management is a key general management skill.

He should listen to the differences of opinion, determine the best choice, and implement that choice.

He should postpone further discussions, meet with each individual, and determine the best approach.

842 A project manager works in a company that has a matrix organizational structure. A server administrator is assigned to the project manager's project team. The server administrator is not taking direction from the project manager and the delay in the server administrator's activities is causing a negative variance to the schedule. The server administrator works for the director of server administration. Who is primarily responsible for solving this problem? 843 You are a project manager for a large electrical system implementation. One of your key people has started to miss deadlines and work quality is beginning to suffer as well. This person has participated in project planning, fine-tuning the earned value estimating, and developing the reward system for the project. You are confident this person is well aware of the work deadlines and required quality specifications. What action should you take?

A The project manager

B The server administrator

C The director of server administration

D The sponsor

C

Performance issues are senior and functional management's responsibility - usually the manager who supervises the resource. Therefore, the responsibility here belongs to the director of server administration.

Report the problem to the personnel or human resource department for corrective action.

Reassign some work to other team members until performance starts to improve.

Discuss the issue with the employee at the next team meeting and try to determine the factors impacting performance.

Escalate the D situation to the employee's functional manager and ask for assistance.

Reporting the issue to the HR department is inappropriate, since it is the functional manager's responsibility to deal with it. Reassigning project work is not problem solving, it is more like avoidance or withdrawal. Having the discussion at a team meeting is a form of penalty. The question is saying that you as the project manager have done everything in your power already. There is even a reward system in place. Therefore, it is time to ask for help from management. Functional management is responsible for Conflicts to be performance resolved by addressingneed individual those experiencing the problem, not problems. the whole team. Asking the other team members to stay out of the issue should be unnecessary, and does not solve the root cause. The question seems to lead one to think the project manager should solve it, but there is an even better answer. Without knowing the details of the problem, striving for fair resolution is a better choice than simply making the decision yourself.

844 A project team member has been Make the decision Strive for fair having a big disagreement with yourself. resolution of the another team member for over two issue. months when other team members become involved. The issues are complex, but you have specific experience in the area and know what needs to be done. The BEST choice would be to:

Ask the other team Bring the team B members to stay together and work out of the issue. out the issue to a win-win solution.

A 845 The project is just starting out and consists of people from 14 different departments. The project charter was signed by one person and contains over 30 major requirements that must be met on the project. The sponsor has informed the project manager that the SPI must be kept between 0.95 and 1.1. A few minutes of investigation resulted in the identification of 34 stakeholders, and the schedule objectives on the project are constrained. The project manager has just been hired. Which of the following types of project management power will BEST help the project manager gain the cooperation of others? 846 A project manager is meeting with a team member and says, "I know you want to be involved in meetings with the customer. Because of your performance on the project so far, I have rearranged things so you can have that opportunity." This is an example of: 847 A project manager says to a team member, "If you cannot complete this activity according to the quality standards you set in place, I will remove you from the team that is going to Venezuela for the milestone party with the customer." What form of power is the project manager using? 848 A project manager has a very large project budget, but the team lacks experience and adequate management support. Under these circumstances, what is the MOST effective way to get the work completed?

Formal

B Referent

C

D

Penalty

Expert

A

Generally, the best forms of power are reward or expert. The project manager has not had time to become a recognized expert in the company and reward power is not included as a choice here. This leaves formal power as the only logical answer.

Team performance Reward power. assessment.

Team building.

Project performance appraisals.

B

Team performance assessments and project performance appraisals would be done before giving rewards. Be careful if you chose team building. This situation does not involve the team, and the manager is not encouraging the team member to work better with the team.

Reward power

Formal power

Penalty power

Referent power

C

Penalty power refers to removing some benefit.

Provide bonuses for meeting specific quality measures.

Inform the team members that they will be fired if they do not perform.

Spend some of the project budget taking the team members' bosses to lunch and discuss the benefits of the project.

Inform the team A they do not need to worry because the project manager will provide the technical expertise.

Threatening to fire the team members is penalty power and is the least effective choice. Although discussing the benefits of the projects over lunch with the bosses of team members is an example of reward power, the people who are receiving the reward are not in the position to assist with the specific problems listed in the question. Expert power is generally a good choice, although in this case, the expertise is technical and the project manager may not be the technical expert on the project. Providing bonuses for meeting specific quality measures represents rewarding the team directly and is the most effective choice included here.

A 849 Two team members are having a Make the decision. big disagreement about how to accomplish an activity. The project is low risk and is taking place in a strong matrix environment with 34 team members. To resolve this dispute, the project manager should:

B C Send the team Ask for a members to their benchmark managers for analysis. advice on resolving the dispute.

D Have the team members compromise.

850 In which project management Initiating process group is the project manager likely to do more directing?

Planning

Executing

851 In which project management Initiating process group is the project manager likely to do more coaching?

Planning

852 What is the MOST statement about conflict?

correct The primary Conflict can be source of conflict is beneficial. personality.

B

In a strong matrix environment, the project manager has more power than the functional manager and may be able to make resource decisions on her own. However, making this decision is incorrect, as this is not a resource decision; it is a technical one, and technical issues are managed by the team members' managers. A benchmark analysis provides information about the methods and performance used by other companies and departments. However, it would be better to look for internal expertise before engaging in such a time-consuming activity. It is not wise for a project manager to suggest a compromise when the issue is a technical one. The only viable choice is to send the team members to their managers for advice on resolving the dispute.

Monitoring and controlling

B

Executing

Monitoring and controlling

C

In project initiating,the project manager receives information. In project executing, the project manager assists the team and during project monitoring and controlling, the project manager makes sure the project is completed according to plan. During project planning, the project manager informs the team about what will be done for project management During projectplanning. executing, the project is mostly defined, the team knows what to do. Therefore, the project manager does more coaching.

Conflict is best resolved by smoothing.

The best way to B prevent conflict in the procurement process is to make sure the project manager is not involved with negotiations.

The most common source of conflict is not personality, it is schedules. Conflict is best resolved by confronting, which is also referred to as problem solving. Although the project manager may not lead negotiations in the procurement process, he or she plays an important role, and should be involved. The most correct statement of the choices provided is that conflict can be beneficial. Conflict on projects often presents opportunites for improvement.

A 853 Conflict on projects is usually Schedules, project caused by: priorities, resources, and technical opinions.

B Schedules, personality, priorities, and resources.

C D Schedules, Schedules, cost, personality, priorities, and priorities, and resources. technical opinions.

854 Which of the following is the BEST Confronting way to resolve conflict?

Withdrawal

Smoothing

855 Which of the following is the BEST Compromising way to resolve conflict?

Forcing

856 Which of the following is the Compromising WORST way to resolve conflict?

857 A project manager is trying to Do it my way. settle a dispute between two team members. One says the systems should be integrated before testing, and the other maintains each system should be tested before integration. The project involves over 30 people, and 12 systems need to be integrated. The sponsor is demanding that integration happens on time. What is the BEST statement the project manager can make to resolve the conflict? 858 A project team has been arguing Using earned for days about the correct way to value. complete a high-level design. This argument has caused the schedule performance index (SPI) to fall to 0.89 and the cost performance index (CPI) to 0.8. If the project manager tells the team, "we will schedule this discussion for our team meeting next week," the project manager is:

A

Conflict on projects is caused by schedules, project priorities, resources, and technical opinions - in that order. Personality is the least common source of conflict. See the PMP(Author:Bobby)174(Author:Bobb y) Exam Prep book for a discussion on the major sources of conflict.

Forcing

A

Confronting means the same thing as problem solving. It is generally the best way to resolve conflict.

Smoothing

Withdrawal

A

This question is really asking, "Which of the following is the best way to resolve conflict?" The best way, problem solving, is not listed. We need to select the best answer of the choices offered; compromising.

Forcing

Smoothing

Withdrawal

B

Let's calm down and get the job done.

Let's deal with this again next week after we all calm down.

Let's do limited testing before integration and finish testing after integration.

D

Smoothing does not solve the problem. Compromising is lose-lose, but it is not the worst choice. Withdrawal is a good thing to do when people need time to contemplate or calm down. Forcing demands that others do what one person thinks should be done, and therefore breeds animosity. Doing limited testing before integration and finishing testing after integration is an example of compromising. This is the best way for the project manager to resolve the conflict in this situation.

Compromising.

Increasing costs even further.

Withdrawing.

D

This is an example of a conflict and a choice of conflict resolution techniques. The project manager is withdrawing.

A 859 A team member complains to the Withdrawal. project manager that another team member has once again failed to provide necessary information. The project manager meets with both team members to uncover the reason for the problem. This is an example of: 860 During a team meeting, the team Compromising. has been arguing about the method of integration for over 20 minutes without getting anywhere. The project manager reschedules the issue for the next team meeting. This is an example of: 861 The company has just announced Compromising there will be a layoff in the next month, and there's a good chance it will include some of the people from your project team. The team is discussing the layoff to the exclusion of everything else. If you tell the team, "Let's calm down and get back to work, maybe our performance in the next month will help keep us from losing our jobs," which conflict resolution technique are you using?

B Confronting.

C Compromising.

D Smoothing.

B

In this situation, the project manager is problem solving, or confronting the problem.

Forcing.

Smoothing.

Withdrawal.

D

The issue is postponed; this is an example of withdrawal.

Forcing

Smoothing

Withdrawal

C

Withdrawal, the most common incorrect answer, ignores the issue. Here the project manager is not ignoring. The project manager is saying the issue is valid but he/she does not think it will be a real problem later.

862 A project team is worried the Smooth the integration of the components of situation. the project will result in uncovering flaws. Instead of continuing their work, they are constantly looking for flaws to try to prevent their system from being the only one found to have flaws during integration. Quality and technical experts were called in to advise and found little possibility of errors on this project. An agreement was reached by all parties on what will be done to prevent errors. It might be BEST for the project manager to:

Compromise the situation.

Tell the team to create quality testing plans.

Let management know of the concern.

A

This is not an issue that should require management involvement. Quality plans should already be in place, and informing management will not help the situation. Smoothing will emphasize that everyone agreed on a plan and that the team should have confidence in that plan.

A 863 While creating the agenda for a Compromise status meeting with the team, a project manager receives input from one team member that an item should be added. Another team member says the team is not ready to resolve the item during the meeting. After much discussion, the project manager decides to put the item on the agenda as an initial discussion item only. Which conflict resolution technique is the project manager using? 864 Giving a team member a corner Perquisite. office is different than giving him health benefits because a corner is a(n): who believe their A perquisite. Employees 865 office efforts will lead to effective performance and expect to be rewarded for their accomplishments remain productive as rewards meet their expectations. This is called: 866 To help the project team function All the project more efficiently on complex and records are kept in interrelated activities, the project many locations. manager decides to use a war room. What does this mean?

B Smoothing

C

D Withdrawal

A

The project manager's decision is to find a middle ground. This is compromise.

Fringe benefit.

Use of the Example of formal A expectancy theory. power.

A corner office is a "perk" whereas health benefits are a fringe benefit.

A halo effect.

Expectancy theory. A motivational theory.

C

Employees who believe their efforts will lead to effective performance and expect to be rewarded for their accomplishments remain productive as rewards meet their expectations is an example of expectancy theory.

The tools needed to accomplish the work are kept in one place with easy access by the team from various locations. Deming

The entire team is The project's entire C located in one senior area. management team is located in one area.

Will it improve efficiency to have the records in many locations? Probably not, so that choice is not correct. Using a war room means locating the entire team, not their tools or senior management, in a common location.

McGregor

Herzberg

A

Maslow created a pyramid to show the hierarchy of needs. Memorize these for the exam and you can get some easy questions right.

868 Which motivational theory uses Maslow the concept of Theory X?

Deming

McGregor

Herzberg

C

McGregor devised the Theories of X and Y. These are easy questions so you have time for the harder ones.

869 Which motivational theory uses Maslow the concept of Theory Y?

Deming

McGregor

Herzberg

C

McGregor devised the Theories of X and Y. These are easy questions so you have time for harder ones.

870 Which motivational theory is based Maslow on ideas about hygiene factors?

Deming

McGregor

Herzberg

D

871 Which motivational theory uses Maslow the concepts of esteem and selfactualization?

Deming

McGregor

Herzberg

A

Herzberg talks about hygiene factors. Save time for the network diagram questions on the exam by having these motivational theories memorized. Esteem and self-actualization are parts of Maslow's hierarchy of needs.

872 Which motivational theorist said Maslow that people cannot ascend to the next level until the levels below are fulfilled?

Deming

McGregor

Herzberg

A

867 Which motivational theory defines Maslow the hierarchy of needs?

Forcing

This is the essence of Maslow's theory.

motivational theory Maslow 873 Which espouses the idea that all workers fit into one of two groups?

A Deming

B

C McGregor

D Herzberg

C

This is the essence of McGregor's Theory X and Theory Y.

874 Which motivational theorist says Maslow that working conditions, salary, and relationships at work do NOT improve motivation?

Deming

McGregor

Herzberg

D

This is the essence of Herzberg's hygiene factors.

875 Which motivational theoist says Maslow that what motivates people is the work itself, including such things as responsibility, self-actualization, and professional growth?

Deming

McGregor

Herzberg

D

This is the essence of Herzberg's hygiene factors.

876 A project manager is spending all Theory X manager. Hygiene factor his time watching over the team, expert. and team members feel he is always second-guessing them. The project manager is MOST likely a: Physiological 877 Which of the following is the Social highest point in Maslow's hierarchy of needs?

Maslow's hierarchy Strong selfexpert. actualization manager.

A

This is the essence of McGregor's Theory X.

Esteem

Safety

C

This answer is not wrong, because self-actualization is not listed. Reread the question. It asks "which of the FOLLOWING" is the highest. Of the choices listed, esteem is the highest.

878 Which of the following is the Self-fulfillment highest point of Maslow's hierarchy?

Respect

Affection

Stability

A

Self-fulfillment, or self-actualization, is the highest point in Maslow's hierarchy of needs.

879 What conflict resolution technique Problem solving is a project manager using when he says, "I cannot deal with this now!"a firm fixed price (FP) Punishment You have 880 issue contract with a clause stating that all changes to the procurement statement of work must be written. One of your team members verbally instructed the seller to add a change that resulted in a 100 percent work package overrun. In this situation, what conflict resolution technique should you use (as the project manager) with the team member?

Forcing

Withdrawal

Compromising

C

Delaying the withdrawal.

Problem solving

Negotiating

Withdrawal

B

Problem solving is considered to be the best way to resolve conflicts.

881 The project team is working on an Have a war room. important and complex project that requires a lot of coordination. Under these circumstances, the BEST strategy is to:

Hire a contractor.

Hold more Gain extra meetings to get the assistance from word out. management.

A

Due to the high need for coordination, it is best to centralize the project management and control processes.

882 A project team member has completed his work on the project. Which of the following MUST the project manager do?

Update the employee's records with the new skills acquired.

Invite him to the project closure party.

B

Most project managers don't realize they have input into the employee's records, even if the employee does not report directly to them.

Provide the team member with copies of his work on the project.

Check to make sure he is happy with his performance.

issue

is

called

883 At the end of a two-year project, the key stakeholders agree that the project has met all the objectives outlined in the project charter and further defined in the project scope statement. The project was within budget and finished on time. The management of one of the functional areas is quite upset because over half of his staff quit during the project, citing long hours and lack of management support. What is the MOST correct statement about this project? 884 A company and its seller are in the middle of a long dispute over the costs of terminating the contract. The project manager determines the only way to resolve the problem is to have it heard and resolved by a neutral party. To accomplish this, the project manager should use a(n): 885 You provide a project cost estimate for the project to the project sponsor. He is unhappy with the estimate, because he thinks the price should be lower. He asks you to cut 15 percent off the project estimate. What should you do?

A The project was within budget and time and achieved its objectives. Upper management is responsible for providing adequate resources, and the project manager successfully managed the project with available resources. Functional resource manager.

B The project should be measured against how successfully it met its project charter. This was not done during this project.

C The project manager did not obtain adequate resources and did not set a realistic deadline based on resources available.

D The functional C manager is responsible for his staff and obtaining adequate resources to meet the schedule once it has been set. The project and project manager achieved all of its objectives set forth in the project charter.

Conflict solution expert.

Arbitrator.

Lawyer.

The project manager is responsible for obtaining upper management buy-in to provide adequate resources, set realistic schedules, and promote team building.

C

Here the only skilled third party is an arbitrator.

Start the project Tell the team Inform the sponsor Add additional C and constantly look members to cut 15 of the activities to resources with low for cost savings. percent from their be cut. hourly rates. estimates.

This question is full of choices that are not correct project management actions. To answer the question, you must first realize that it is never appropriate for a project manager to just cut estimates across the board. The project manager should have created a project estimate based on realistic work package estimates that do not include padding. Then, if costs must be decreased, the project manager can look to cut quality, decrease risk, cut scope, or use cheaper resources (and at the same time closely monitor the impact of changes on the project schedule).One of the worst things a project manager can do is to start a project knowing that the time or cost for the project is unrealistic. Did you notice the choice of adding additional resources? Even though they have low hourly rates, that would add cost. Evaluating, looking for alternatives, and then reporting the impact of the cost cutting to the sponsor is the best action to take.

A 886 The project manager is working to Develop Project clearly describe the level of Management Plan involvement expected from and Plan Quality everyone involved in the project in order to prevent rework, conflict, and coordination problems. Which of the following BEST describes the project manager's efforts?

B Problem solving, control, and discovering gold plating

C Verify Scope and Control Quality

D Monitor and A Control Risks, Develop Project Team, and lessons learned

887 You are a project manager for a Plan US $3,000,000 product Communications development project. Your project is well into project executing and remains on time, on budget, and on specification. This morning your project sponsor called to express concern about the project. Based on the schedule baseline, the project should be nearing implementation, but the sponsor does not know the current status of the project. You remind the sponsor that your team produces a detailed status report weekly and distributes it via e-mail. The sponsor says e-mail is too impersonal and verbal updates are preferred. This situation suggests problems with which of the following project management Changes to some project Determine why the 888 processes? deliverables have been stakeholder did not documented in the project receive the management plan. These information and let changes, and other project him know when it information, have been distributed was published. according to the communications management plan. One stakeholder expressed surprise to the project manager upon hearing of a documented change to a project deliverable. All stakeholders received the communication containing notification of the change. What Plan Communications Communications 889 Inputs should to thethe project manager do? process include all the following requirements. EXCEPT:

Distribute Information

Report Performance

Stakeholder Management

A

The Plan Communications process involves identifying communication requirements, including the identification of any communication preferences. In this situation, "you remind the sponsor" indicates that the information is being communicated according to the plan. However, the plan does not reflect the needs of this stakeholder.

Ask the functional manager why the stakeholder did not understand his responsibility.

Review the communications management plan and make revisions if necessary.

Address the C situation in the next steering committee meeting so others do not miss published changes.

The question states that all stakeholders received the information, so the issue is not that this stakeholder did not receive it. The problem presented here illustrates that there is something missing in the communications management plan. The best answer is to review the communications management plan in order to prevent future problems and find any instances of similar problems.

Stakeholder management strategy.

Company culture.

Forecasts.

Communication requirements, a stakeholder management strategy, and the company culture are inputs to Plan Communications. Forecasts are an output of Report Performance.

D

Notice that this question uses the words "working to clearly describe" and "prevent." Taken together, they should tell you the project is in project planning. This eliminates all choices except Develop Project Management Plan and Plan Quality. Coordination and conflict prevention relate to Develop Project Plan, and preventing rework is part of Plan Quality.

A 890 "What information needs to be Formal reporting collected when" is part of which of the following?

B Plan Communications

C Stakeholder management

D Earned value

891 What is the name of the process Quality required to ensure timely and management appropriate generation, collection, dissemination, and disposal of project information?

Communications management

Procurement management

can influence Prejudices 892 Barriers communication when sending or receiving information. Which of the is NOTofa time barrier? What percent do project 90 893 following managers spend communicating? large, one-year The project 894 A telecommunications project is management plan about halfway done when you take the place of the previous project manager. The project involves three different sellers and a project team of 30 people. You would like to see the project's communications requirements and what technology is being used to aid in project communications. Where will you management find this Project sponsor. communications 895 The information? plan is developed to meet the needs of the:

Attitudes and emotions

B

A communications management plan includes a determination of what information needs to be collected and when.

Scope management

B

This is the definition of communications management. Occasionally you will find an easy question on the exam. Did it improve your confidence?

Personality and interests

Feedback

D

Feedback is a tool to improve communication, not a communication "blocker" or barrier.

20

70

25

A

Memorize this number, 90 percent.

The information distribution plan

The bar chart

The D communications management plan

Although the information is found within the project management plan, the communications management plan is the best answer because it directly answers the question.

Team.

Project manager.

Stakeholders.

D

896 All the following are part of a Names of the communications management plan stakeholders who EXCEPT: can talk to the project manager.

Names of those receiving a telephone call when the system crashes.

Methods used to collect and store information.

Names of the stakeholders and instructions on sending project status to them.

A

managing project Communication 897 In communications, what should the skills are most project manager keep in mind? important during project executing.

The receiver is responsible for making sure communications are clear.

Only the team members need to be concerned about communicating with each other.

A choice must be D made about how to communicate properly.

The term stakeholders includes all the other choices. Stakeholders can be assets who perform project work, provide expert advice, and remove roadblocks. Because they are involved in the project, you should consider the needs of all stakeholders when creating a communications management plan. A communications management plan can attempt to control communications, but the project manager needs to have open communications with everyone. This is the only way to inform the appropriate people of the project status and to adequately control the To clear, concise project. ensure communications, the project manager must manage communications by deciding what form of communication is best in each situation.

A 898 As the project manager, you are Histogram preparing your quality management plan. You are looking for a tool that can demonstrate the relationship between events and their resulting effects. You want to use this tool to depict the events that cause a negative effect on quality. Which of the following is the BEST choice for accomplishing your objective?

B Pareto chart

C Ishikawa diagram

D Control chart

C

All reports and diagrams are communications tools. This question asks you to pick the most appropriate quality tool to help communications. An Ishikawa diagram, also called a cause and effect diagram, is more appropriate than a Pareto chart since you are trying to determine the causes. Once causes are known and you have data on occurrences, the data can be displayed in a Pareto chart.

899 You are a project manager of a construction project that is financially challenged and behind schedule. A foreman fails to provide a project deliverable on time as promised. You need to address the issue with the foreman. How should you approach the foreman?

You disregard the issue, acknowledging that what is done is done and develop a plan for moving forward.

You meet with the foreman inquiring about what happened and seek to understand and solve the problem.

You reprimand the C foreman in private and ask that he keep you better informed in the future.

Reprimanding the foreman assumes the delay and over-expenditure are the fault of the foreman. This may or may not be the case. The project manager needs to understand the cause without being judgmental; the objective is to complete the project on time and within budget. The project manager will need the collaborative help of his foreman and must continue to build trust. Meeting with the foreman to gain an understanding of the problem and to solve it is the best answer. Notice the phrasing of this question, "most likely NOT do." Expect to see questions worded on the exam in ways that can cause you to misinterpret them. You will also see questions about things we forget to do in the real world. "Who has time," you might say, "to determine if each problem is really solved?" One could respond with, "Who has time not to do this? Who has time to deal with the same problem twice?" The final steps of problem solving include: implement a decision, review it and confirm that the decision solved the problem.

You are the project manager responsible for the whole of the project. To ensure you have control, remain firm and reprimand the foreman and the team to ensure they do not slow down.

900 A project manager had a complex Neglect to do problem to solve and made a proper risk decision about what needed to be analysis done. A few months later, the problem resurfaced. What did the project manager most likely NOT do?

Confirm the Have the project decision solved the sponsor validate problem the decision

Use an Ishikawa diagram

B

A

B

C

D

901 Communication is key to the 7 success of a project. As the project manager, you had three stakeholders with whom you needed to communicate. Therefore, you had six channels of communication. A new stakeholder has been added with whom you also need to communicate. How many communication channels do you have now?

10

12

16

902 About midway through the project, the project manager learns most members of the project team are not reviewing the weekly project updates. What should the project manager do?

Revise the communications management plan appropriately to meet the informational needs of the stakeholders.

Improve the layout of the weekly project updates to encourage reading by team members.

Require the B reading of the project updates in order to receive any rewards on the project.

Create a signature log so team members can indicate when they have read the project updates.

B

Did you realize the project manager is part of the communication channels? Therefore, there are actually four stakeholders to begin with and six channels of communication. The question is asking how many total channels of communication you have with a team of five people. The formula is [N (Author:Bobby)215(Author:Bobby) (Author:Bobby)40(Author:Bobby)N (Author:Bobby)45(Author:Bobby) 1(Author:Bobby)41]/(Author:Bobby)2 or (5 (Author:Bobby)215(Author:Bobby) 4(Author:Bobby)41/(Author:Bobby)2 A signature log and improved layout = 10. of the report are creative ideas, but unfortunately, do not deal with the root cause of the problem. Requiring the reading of project updates in order to receive rewards is penalty power, and not the first choice of what to do. The root cause of this problem is an inadequate communications management plan. Although created by the project manager, it should, like the rest of the plan, be bought into by the team. In this situation, the communications management plan appears to require revisions in order to meet the needs of the stakeholders. Team members' reporting on what they are doing may best be done outside of meetings. The main purpose of status meetings is to exchange project information.

903 The purpose of status meetings is Exchange to: information about the project.

Have team Issue work members report on authorizations. what they are doing.

Confirm the A accuracy of the costs submitted by the team.

904 A team meeting during project Determine project executing is the BEST format to: status.

Communicate.

Make changes to the project.

Authorize changes B to the project.

Meetings, by definition, are communications tools. There are other ways to determine status and make and authorize changes. The project manager must use meetings to communicate effectively.

905 The MOST likely result of The project is communication blockers is that: delayed.

The trust level is enhanced.

Conflict occurs.

Senior management is displeased.

C

The major result of communication blockers and miscommunication as a whole is conflict.

906 Two people are arguing about What is said and what needs to be done to when. complete a work package. If the project manager wants to know what is going on, she should pay MOST attention to:

What is being said, Physical who is saying it, mannerisms and and the time of what is being said. day.

The pitch and tone D of the voices, and physical mannerisms.

Remember that nonverbal communication represents 55 percent of all communication. The choice including paralingual communication (pitch and tone), as well as physical mannerisms, is the best choice.

A Plan communications. 908 Formal written correspondence Defects are with the customer is required detected. when:

B Distribute information. The customer requests additional work not covered under contract.

C D Report Manage resources. B performance. The project has a The project has B schedule slippage cost overruns. that includes changes to the critical path.

909 Communications under a contract Formal written should tend toward: communication.

Formal verbal communication.

Informal written communication.

Informal verbal communication.

A

910 You want to let your team know the Formal written weekly project status report is now communication officially due by 4:00 pm on Thursdays. Which type of communication would you use?

Formal verbal communication

Informal written communication

Informal verbal communication

C

911 A project manager has a project Informal verbal team consisting of people in four communication countries. The project is very important to the company, and the project manager is concerned about its success. The length of the project schedule is acceptable. What type of communication should he use? 912 The work breakdown structure can Team be BEST thought of as an effective aid for ______ communications.

Formal written communication

Formal verbal communication

Informal written communication

B

Because of the differences in culture and the distance between team members, formal written communication is needed.

Project manager

Customer

Stakeholder

D

913 When a engaged nonverbal are of:

Major importance. Importance only when cost and schedule objectives are involved. Verbally Paralingually

Importance only to B ensure he wins the negotiation.

Uses gestures Speaks slowly to when speaking to

Shows concern for D the perspective of

The term stakeholder encompasses all the other choices. In this case, it is the best answer since the WBS can be used (but does not need to be used) as a communications tool for all stakeholders to "see" what is included in the project. Nonverbal communication carries 55 percent of the message. With this much at stake, nonverbal communication is of major importance. Nonverbal communication carries 55 percent of the message you send. Understanding the receiver's perspective allows the sender to direct the communication to meet the receiver's needs.

Written

Nonverbal

907 Project reports are a method to:

project manager is Little importance. in negotiations, communication skills

914 How does MOST communication Nonverbally occur? are often Speaks up to 915 Communications enhanced when the sender ___ the receiver. use of ___ Verbal 916 Extensive communication is MOST likely to aid in solving complex problems.

Formal

Referentially

A

B

Reports help distribute information, not just report on progress. Everything we do is more formal in a procurement environment than in other project activities. Therefore, formal written communication is required when the customer requests work not covered under the contract. When we talk about contracts, everything we do is more formal than in other project activities. Records are also important in procurement, thus the need for written communication. You want to document the change to be sure that everyone gets the message, but it does not require formal communication.

Written communication allows your words to be documented, and they will go to everyone in the same form. When there are complex problems, you want everyone to receive the same information.

917 The project status meeting is not going well. Many attendees are talking at the same time, there are people who are not participating, and many topics are being discussed at random. Which of the following rules for effective meetings is NOT being adhered to? 918 Project A has had ineffective project meetings since its inception. There have been complaints that information does not get to the right people, some people are talking too much during meetings, and the right people are not there to resolve issues. What is MOST likely missing from this project? the following are parts of 919 All effective problem solving EXCEPT:

A Demonstrate courtesy and consideration of each other, and control who is allowed to speak.

B C Schedule meetings Have a purpose for in advance. the meeting, with the right people in attendance.

D Create and publish D an agenda and a set of rules for controlling the meeting.

Courtesy and consideration is not a "rule" for effective meetings. Since there is no indication that the meeting was not scheduled in advance or that there isn't a purpose, these cannot be the best answers. "Discussed at random" implies no agenda. If an agenda is issued beforehand, people will follow the outline and should not need random discussions. The communications management plan helps people understand what needs to be communicated, to whom, when, and by what methods of communication.

A scope A staffing A communications A process management plan management plan management plan improvement plan

C

Waiting to make decisions.

A

The longer one waits to make a decision, the greater the impact on the project constraints. Having more resources does not generally make it more difficult to use reward power. It is an incorrect statement that communications blockers grow linearly. Because communications channels grow rapidly, and increased number of team members may lead to more issues with communication. The key words here are "performance over time." A forecasting report looks only to the future. A status report is generally static (relating to a moment in time). A variance report looks at specific project items or activities compared to the plan. The only choice that addresses "performance over time" is a trend The keyreport. word here is "future." A trend report addresses past performance. A status report is generally static (relating to a moment in time). A variance report looks at specific project items or activities. The only choice that looks to the future is a forecasting report.

Reviewing the decision.

Confirming that the Analyzing the decision solved the problem. problem.

920 A project team is having difficulty Communications communicating over long channels grow distances. There were 13 team rapidly. members from two countries, and then five people from India were added. This is of concern to the project manager because:

It will be harder to Communication use reward power. blockers grow linearly.

Conflict can be A increased with an increase in project priorities.

921 If a project manager wants to Trend report. examine project results over time to see if performance is improving, she would use a:

Forecasting report. Status report.

Variance report.

A

922 A report that is focused on Trend report. predicting future project status is called a:

Forecasting report. Status report.

Variance report.

B

A 923 If a project manager wants to Trend report. report on the actual project results vs. planned results, he should use a:

B C Forecasting report. Status report.

D Variance report.

D

This situation describes the need to "compare." A trend report shows performance over time. A forecasting report looks only to the future. A status report is generally static (relating to a moment in time). The only choice that compares project results is a variance analysis.

924 You are project manager leading a 12 US $3,000,000 chemical engineering project. To date, you've been leading the other 11 people who comprise the overall project team. Lately you've noticed that you are spread too thin and the schedule is being negatively impacted. Because the project is date-constrained, you convinced senior management to accept a cost variance and add a senior quality assurance analyst to the project team. This new resource will work directly with the three project team members who comprise the testing sub-team. How many more communication channels will there be on the project team team? of seven people adds two 9 925 A more people to the team. How many communication channels are there now?

11

78

66

A

Watch for questions that ask how many MORE communication channels there are. The formula to calculate communication channels is [N x (N - 1)]/2, where N is the number of people. The original team had 12 members, including you, for a total of 66 communication channels. The new analyst increases the number of people to 13 and the number of communication channels to 78, for a total increase of 12 communication channels. The fact that the analyst will be working directly with the testing sub-team does not reduce the number of communication channels.

36

18

81

B

The formula is [N x (N - 1)]/2. Therefore 9 X 8/2 = 36. This question is really asking, "How many total communication channels are there?"

926 Originally a project had four team 6 members. Now the scope has expanded, and there are a total of six people on the project team. How many communication channels does the project have?

9

12

15

D

The formula is [N x (N - 1)]/2. Therefore 6 X 5/2 = 15.

927 Originally, your project had five 9 team members. Now the scope has expanded, and there are a total of eight people on the project team. How many communication channels have been added?

10

18

28

C

The formula is [N x (N - 1)]/2. Here you have to figure out how many more. Therefore 5 X 4/2 = 10, 8 X 7/2 = 28, and finally 28 - 10 = 18.

928 There are four people on the 14 project team and the project manager adds three more. How many channels of communication are there now?

16

21

12

C

The formula is [N x (N - 1)]/2 or (7 x 6)/2 = 21 communication channels.

A

B

C

D

929 A project team is having difficulty 153 communicating over long distances. There are 13 team members from two countries when five people from India are added to the project. How many communication channels are project team includes five people 7 930 A there? when the project manager adds two more. How many additional channels of communication are there?

180

324

362

A

This question is asking for the total number of communication channels, not how many more. The formula is [N x (N - 1)]/2 or (18 X 17)/2 = 153 channels of communication.

10

21

11

D

This question is asking how many new channels of communication there are, not how many in total. Practice reading questions correctly. The formula is [N x (N - 1)]/2 or (5 x 4)/2 = 10 and (7 x 6)/2 = 21. 21 - 10 = 11 more channels of communication.

931 You are having a very difficult time keeping the project schedule on track. The project is 13 months long and requires 220 people to complete. You have just fixed all the project problems to your satisfaction, but the schedule performance index (SPI) is currently 0.67, the cost performance index (CPI) is 1.26, there are over 23 activities on the critical path and the project PERT duration is 26. In the monthly status report, you should report: 932 The communications management plan for the project has been completed and approved by the customer when a major stakeholder requests the project manager issue reports on the amount of testing done throughout the life of the project. However, testing is only a minor aspect of the quality control plan. It would be BEST for the project manager to: 933 You are finalizing the monthly project status report due now to your manager when you discover that several project team members are not reporting actual hours spent on project activities. This results in skewed project statistics. What is the MOST appropriate action to take?

That the project is doing well.

That the project will be late.

That the project cost is over budget.

The issues and options.

D

There are no cost problems illustrated in the question. Reporting that the project is doing well is lying and unethical. Although the project is in trouble, you do not KNOW it will be completed late. There is time to fix the problems. The professional and social responsibility of the project manager requires that the truth be told. As in any report, you need to state the issues and options.

Issue the report, as this is a major stakeholder. Her needs would have been included in the staffing management plan.

Not issue the report. Project resources should be expended on communicating information that contributes to success.

Request details of the information the stakeholder needs in the report. Provide that information to those handling the quality control function on the project.

Have the B stakeholder meet with the project sponsor to get the sponsor's agreement that project funds should be expended on this effort.

The overriding measurement of what information to accumulate and communicate on a project is whether that information contributes to the success of the project. The required information would take time away from the project and not provide added value.

Discuss the impacts of these actions with team members.

Report the team members' actions to their functional managers.

Continue reporting Provide accurate information as and truthful presented to you. representations in all project reports.

934 Project coordination is enhanced Staffing through progress reporting, management. variance reporting, and team meetings. These are all forms of:

Risk management. Time management. Communications management.

D

D

The project manager's responsibility is to provide truthful project information. He or she should thereafter discuss the impacts of their actions with the team members. If that does not work, the next step is to report it to their functional managers. In the meantime, the project manager must report the status as accurately as possible. Note the use of the word "meetings" in the question. Meetings are communication tools.

935 The current update to the schedule performance report shows no schedule variance. Based upon this report, you tell the client the project is on time. However, your team members know you just missed a major milestone and the project will not meet its startup date. This is an indication poor: project ofmanager is trying to 936 A manage a complex project at a 6 sigma level with 15 people. The project manager decides to use a trend report because it will help him: reports should 937 Performance address all the needs of:

A Communications planning.

B Scope planning.

C Team trust.

D Schedule planning. A

Evaluate earned value.

Examine project results over time.

Analyze the level of project complexity.

Determine the level of quality.

B

Management.

Team members.

The project manager.

Stakeholders.

D

B

938 The level of detail of performance Project charter. reports is described in the:

Communications Monthly requests management plan. for information by management.

Project's monthly needs.

939 To a project manager, which of the Progress reports following is the BIGGEST include information disadvantage of progress reports from all the team. as compared to watching what is going on in a project, asking questions, and assisting team members?

Progress reports require expending time gathering information from stakeholders.

Progress reports generally show problems after they have occurred.

Progress reports C supply information about trends.

940 You have just been assigned as Work status project manager for a large manufacturing project. This oneyear project is about halfway done. It involves 5 different sellers and 20 members of your company on the project team. You want to quickly review where the project now stands. Which of the following reports would be the MOST helpful in finding such information?

Progress

Forecast

Communications

B

With proper planning, you will be able to communicate effectively and accurately. In this case you are not gathering the correct information to report to the client.

This is a wordy question; expect longer. Trends are found by comparing current performance results to a baseline. A trend report shows areas needing attention based on the analysis. You need to tailor the reports to meet the needs of all of your stakeholders and not just one subset. Find out what each needs, and address those needs. This should be outlined in the communications management plan. Your communications management plan outlines the stakeholders' reporting needs and how you plan to meet needs. Many those project managers spend all their time while the work is being done issuing and using status reports. Great project managers know these are necessary, but are not a replacement for properly managing a project. By interacting with the team, watching what is going on, and listening to the team members, you will find out sooner than later what the "real" status of the project is. Reports are normally a week or two behind the actual work, causing a delay in reacting to problems. That is the biggest disadvantage of progress reports as opposed to watching what is going on, asking questions, and assisting team members. The key word is quickly. The status report is too detailed for a quick look. The forecast report only looks into the future. The progress report summarizes project status, and would be the most helpful for a quick review.

A 941 Which of the following BEST Substantial describes formal acceptance of a completion is project? reached.

B Customer sign-off of the product is documented.

C Final payment is made.

942 Your project is managed in a Setting yourself up projectized organization. It has just to take over a large entered the close project process. multi-year project. Under the circumstances, which of the following should be your GREATEST concern?

The team is not focused on completing the project.

You will have extra Making sure your pressure from the manager knows customer. the project is almost completed

943 The first phase of your project has come to an end. What should you ensure is done BEFORE beginning the next phase?

Check the project's progress compared to its baselines.

Confirm that the phase has reached its objectives, and have its deliverables formally accepted. Document the situation.

Recommend C corrective action to bring the project results in line with project expectations. Initiate legal C proceedings.

A phase or project must be formally closed and accepted.

945 When is the earliest time At the end of each At the end of the administrative closure should be project phase project completed?

Whenever a deliverable is complete

Whenever a new project manager takes over a project

A

946 Which of the following regarding It is done during performance reporting is project planning CORRECT? and project executing.

It is done during project planning and project monitoring and controlling.

It is done during project monitoring and controlling and project closure.

It is done during project executing and project monitoring and controlling.

C

947 The Close Project or Phase Close Project or process is different than the Close Phase occurs at Procurements process in that: project end while Close Procurements occurs during project executing.

Close Procurements involves updating employee skills in their records while Close Project or Phase does not deal with resources.

Close Procurements does not include an audit, and Close Project or Phase does not include lessons learned.

Close D Procurements includes an audit, while Close Project or Phase does not.

This question tests whether you realize that administrative closure can occur at the end of each project phase (if you have divided the project into phases), as well as at the end of the project. Report Performance is a monitoring and controlling process, and is also done during the Close Project or Phase process to report the performance of the project in the final report. Parts of many of these choices are incorrect. Both Close Project or Phase and Close Procurements occur during project closing, and both involve documentation of lessons learned. Close Procurements does not involve updating employee records. Only Close Procurements involves an audit, which is a review of the procurement process.

Verify that the resources are available for the next phase.

944 The project is completed and the Inform final deliverable has been sent to management of the customer, but the customer the situation. refuses to give final acceptance of the project. It is MOST important for the project manager to:

Ask the team for assistance.

D Final deliverables are sent to the customer.

B

B

The word "formal" in this question relates to gaining customer sign-off. Until the customer formally accepts the project's product, you do not have acceptance. Because you are in a projectized organization, the team members may either be looking for new jobs or trying to extend the length of the project so they have work for a longer period of time.

First, you need to document the reasons the customer will not sign off acceptance. Once you understand the issues, you can work to resolve them.

A B Communicate the 948 Performance reporting is important Show progress during administrative closure in made on activities. team's success. order to:

C Gain approval to start the lessons learned.

949 All technical work is completed on Verify Scope the project. Which of the following remains to be done?

Create a staffing Complete lessons management plan learned

Plan Risk Responses

D Prove formal acceptance has been achieved.

B

D

Creating a project 950 The Close Project or Phase Analysis of project Ensuring that process includes all the following success. records include risk management EXCEPT: final specifications. plan.

A collection of project records.

C

951 An advisor to a new project Variances and their Reports from the manager tells the project manager causes customer to create lessons learned at the end of a project. What does a lessons learned include?

Reports from management

All the plans used in the project

A

952 When is it BEST to perform the At the end of Close Project or Phase process? project planning

During project closure

953 Which of the following is a Retaining common problem in the Close resources to Project or Phase process? complete the project

Completing the quality assurance plan

At the end of each At the beginning of C project phase the project with verification throughout the project Obtaining scope Completing a A verification project charter

954 All of the following are always part Completing the of the Close Project or Phase lessons learned. process EXCEPT:

Performing closure Updating the of a procurement. archives.

Releasing team members.

B

955 What is the LAST thing to do in Complete the project closure? lessons learned.

Provide the client with all pertinent documentation.

Update the archives.

Release resources.

D

956 All of the following occur during the Creating lessons Close Process or Phase process learned. EXCEPT:

Formal acceptance.

Performance reporting.

Performing cost benefit analysis.

D

Administrative closure refers to the Close Project or Phase process. Performance reporting during closure shows progress made on projects, not activities. Approval is not needed to start the documentation of lessons learned. Such reports are used to gain formal acceptance, not to show it has been achieved. Overall, performance reporting in administrative closure communicates the the team. Did success you pickof Verify Scope? Then you may have forgotten that the Verify Scope process is done during project monitoring and controlling, not project closing. Planning the risk responses and creating the staffing management plan are done earlier in the project. The lessons learned can only be completed after the work is completed. The project risk management plan is created in project planning. Plans and reports are part of historical records, but not lessons learned. You can learn from both mistakes and successes. If you understand the variances and their causes, you can try to avoid them in the future. You want to capture data at the end of each phase of a project. If you wait until the end, you may forget important information. The biggest problem is retaining team members until closure of the project. People often start looking for their next project and leave before administrative closure is complete. Procurement closure occurs as contracts are completed. This may happen before the project as a whole is complete. You need at least some of your team members to do the work of project closure. Cost benefit analysis is done earlier in the project to help select between alternatives. All the other choices are done during the Close Project or Phase process. Therefore, performing cost benefit analysis must be the best answer.

A 957 Documents that serve as historical Throughout the records for future projects are project. archived:

B Before the end of project planning.

C Before the end of project executing.

D During project closure.

D

Documents are collected throughout the project. They are archived during the Close Project or Phase process.

958 All of the following are required to Discuss project bring a project to closure EXCEPT: feedback with the team.

Obtain sign-off Review project Update the project D from the customer. documentation for management plan. completeness.

959 Outputs of the Close Project or Project archives. Phase process include all of the following EXCEPT:

Formal acceptance.

Lessons learned.

A risk audit.

D

960 A company is making an effort to Create project improve its project performance management and create historical records of plans. past projects. What is the BEST way to accomplish this?

Create lessons learned.

Create network diagrams.

Create status reports.

B

Discussing feedback refers to lessons learned. Obtaining customer sign-off and reviewing project documentation are always part of closure. When project closure occurs at the end of the project (as opposed to at the end of a phase), the project management plan would not need to be updated, making that the exception. Formal acceptance is received from the customer in project closing. Project archives and lessons learned are also an output of the closing process. A risk audit occurs during project monitoring and controlling, not project closure. Lessons learned help to avoid future pitfalls and use the good ideas of past projects. This leads to improvements in future projects.

Recall what 961 It is important to collect project Document records at the end of the project decisions made on happened on the to: the project. project.

Support cost decisions.

Support the risks on the project.

B

A lessons learned document describes more than just the decisions made. It should include what went right, wrong, progress, etc.

962 An output of the Close Project or Project archives. Phase process is the creation of:

A project charter.

A project A risk management A management plan. plan.

963 A project is considered closed Client accepts the when the: product.

Lessons learned are completed.

Archives are completed.

Contract is finished.

C

964 All of the following are parts of the Update employee Close Project or Phase process skills. EXCEPT:

Record the reasons for termination.

Transfer information from one phase to the next phase.

Verify Scope.

D

965 All of the following are part of the Collection of Close Project or Phase process records. EXCEPT:

Analysis of project Coordinating success and operations and effectiveness. maintenance activities.

Archiving project information.

C

The project charter is created in initiating. The project management plan and risk management plans are outputs of project planning. Project records are archived in the Close Project or Phase process. All the project documentation goes into the archives. Therefore, it must be completed. The archive is the last thing to create before releasing the team. The Verify Scope process occurs during project monitoring and controlling, not at the end of the project. A similar activity during closure is product verification. Operations and maintenance are ongoing activities after the project is completed. This work is not considered part of the project.

966 Developing alternative activity Risk transfer. sequences is an example of:

Risk aversion.

Risk identification. Contingency planning.

D

If a risk event happens, how will we deal with it and continue with the project? We may need to identify alternative ways of sequencing the work. These alternatives are described in the contingency plan.

A

B

C

D

967 What is the expected monetary $4 value of the decision displayed in the chart?

$100

968 You have a US $100,000,000 The Identify Risks project that has 34 team members process in four different countries. At the completion of project planning, you have identified six risks, 225 work packages, 13 stakeholders and seven phases to the project life cycle. What part of this project management plan needs to be revisited? 969 What is graphically represented in A Pareto chart the chart?

The staffing The network management plan diagram

A probability chart

A fishbone diagram A decision tree

970 A project manager has just Determine the finished the risk response plan for overall risk rating a US $387,000 engineering of the project. project. Which of the following should he probably do NEXT?

Begin to analyze the risks that show up in the project drawings.

Add work packages to the project work breakdown structure.

$20

$200

A

The A communications management plan

The expected monetary value is probability times impact. In this case you multiply the probabilities together and then multiply the impact. 0.20 x 0.10 x 0.20 x $1000 = $4. There is no indication any other areas have a problem. On such a large project, more than six risks should have been identified.

D

This is a decision tree. Know your tools, their uses, advantages, and disadvantages.

Hold a project risk C reassessment.

This situation is occurring during project planning. Planning must be completed before moving on. Determining the risk rating of the project is done during Perform Qualitative Risk Analysis, and should have already been done. Project risk reassessment occurs during Monitor and Control Risks, the next step in the risk management process after Plan Risk Responses. But the question does not ask what is next in the risk management process, just what is next. Adding work packages to the WBS, as part of iterations, comes next in project planning.

971 You have assumed responsibility for a complex, business-critical project involving new technology and approaches. All the project's stakeholders have emphasized to you that this is a high-risk effort, and you are responsible for effectively identifying and addressing the project's risks. There are a number of risk management tools and approaches you have been encouraged to use, but there is no agreement from the stakeholders as to which is the superior approach. The organization sponsoring the project has risk management methodologies and templates, but does not consistently or effectively use them. In addressing risk management planning for this project, what is the MOST important consideration you should 972 Determining keep in mind? cost and schedule reserves, identifying risks requiring the most attention, and determining the overall project risk exposure are all part of the processes of Perform Qualitative Risk Analysis, Perform Quantitative Risk Analysis, and: 973 A project manager completed the work package estimating process and then performed a Monte Carlo analysis to determine the amount of risk reserve needed on the project. Why is this incorrect?

A Ensure risks have been identified and mitigation strategies have been developed for the most important ones.

B Complete at least a moderately thorough examination of available risk management tools and methodologies to select the best ones for the project.

C Create a high quality risk management plan and risk response plan.

D Tailor the level, D type and visibility of risk management to match the risks associated with the project and the project's importance.

Plan Risk Responses.

Monitor and Control Risks.

Identify Risks.

Plan Risk Management.

The risks per work The critical path The network package have not was not calculated. diagram was not been identified. used.

974 A project manager asked various Evaluate trends in Identify triggers. stakeholders to determine the risk analysis. probability and impact of a number of risks. He then analyzed assumptions. He is about to move to the next step of risk management. Based on this information, what has the project manager forgotten to do?

Provide a standardized risk rating matrix.

A

Frequently, risk management is portrayed as such a complicated area people don't even know where to begin. A simple spreadsheet listing risks and who is responsible for addressing them will be far more beneficial to a project than a complex tool or methodology that no one uses. Risk identification and response planning are standard procedures, expected to be done on all projects. An examination of management tools and methodologies for the project has been done. It is most important to tailor the level, type, and visibility of risk management to match the risks associated with the project and the project's importance. This choice encompasses performance of the risk management planning processes. You need to know management process!

the

risk

The schedule was A not developed.

Specific risks need to be identified before the project manager can take action to affect those specific risks.

Create a fallback plan.

The project manager is in the Perform Qualitative Risk Analysis process. Activities of this process include assumptions testing (risk data quality assessment), and probability and impact matrix development. It appears the project manager has not yet completed the matrix. Trend analysis, identification of triggers, and development of fallback plans will occur later in risk management.

C

B More people should be involved in the Plan Risk Responses process.

C The project manager should have created workarounds.

D Triggers are not identified until the Identify Risks process.

976 If the team cannot identify a Avoidance suitable response to an identified risk, which risk response strategy would they apply?

Mitigation

Acceptance

977 In which part of the risk Identify Risks management process would you complete a risk rating matrix?

978 What risk management process Identify Risks MOST affects the project management plan?

975 During the Identify Risks process, a project manager made a long list of risks identified by all the stakeholders using various methods. He then made sure all the risks were understood and that triggers had been identified. Later, in the Plan Risk Responses process, he took all the risks identified by the stakeholders and determined ways to mitigate them. What has he done wrong?

A The project manager should have waited until the Perform Qualitative Risk Analysis process to get the stakeholders involved.

B

Stakeholders should be included in the Identify Risks process. Workarounds are created later in the risk process, as unidentified risk events occur. Plan Risk Responses must include the involvement of all risk response owners and possibly other stakeholders.

Transference

C

It is not possible nor practical to develop a response strategy for all risks. Some risks may be passively or actively accepted.

Perform Qualitative Monitor and Risk Analysis Control Risks

Plan Risk Responses

B

A risk rating matrix is created during the Perform Qualitative Risk Analysis process, to promote a common understanding of what each risk rating means.

Perform Qualitative Plan Risk Risk Analysis Responses

Monitor and Control Risks

C

Risk responses may include changes to the project schedule, cost, quality, human resource, and procurement plans. The WBS, and time and cost baselines may also be impacted by risk response plans. Therefore, project management plan updates are outputs of the Plan Risk Responses process. If you know the tolerances of the stakeholders, you can determine how they might react to different situations and risk events. You use this information to help assign levels of risk on each work package or activity.

The team schedule Management know A 979 Risk tolerances are determined in The team rank the The project order to help: project risks. manager estimate the project. how other the project. managers will act on the project.

980 A list of risks for additional study is Identify Risks. an output of:

Plan Risk Management.

Perform Qualitative Perform Risk Analysis. Quantitative Risk Analysis.

C

Some risks from Perform Qualitative Risk Analysis will be candidates for further study in Perform Quantitative Risk Analysis.

981 When planning risk responses, the Avoidance. strategy of changing the project management plan to eliminate the risk is known as:

Transference.

Mitigation.

A

Eliminating the threat by eliminating the cause is risk avoidance.

982 A project manager is quantifying Use Monte Carlo risk for her project. Several of her analysis using the experts are offsite, but wish to be Internet as a tool. included. How can this be done?

Apply the critical path method.

Determine options Use the Delphi for recommended technique. corrective action.

D

The Delphi technique is most commonly used to obtain expert opinions on technical issues, the necessary project or product scope, or the risks.

Acceptance.

A 983 An experienced project manager An article from PM has just begun working for a large Network Magazine information technology integrator. Her manager provides her with a draft project charter and immediately asks her to provide an analysis of the risks on the project. Which of the following would BEST help in this effort?

B C Her project scope Her resource plan statement from the from the project project planning planning process process

D A conversation D with a team member from a similar project that failed in the past

984 During the Plan Risk Management Brainstorming process of a major project, the project manager is informed that her key subject matter experts are currently spread around the globe. All experts are available via e-mail, and planning must not be delayed. What is the BEST method for gathering information?

Delphi technique

Assumption analysis

Cause and effect diagramming

B

Brainstorming and Delphi are both techniques that can be used to gather information. Due to the global spread of the project, brainstorming is not feasible. Therefore, the Delphi technique is the best option.

985 You have been appointed as the Project team manager of a new, large, and members complex project. Because this project is business-critical and very visible, senior management has told you to analyze the project's risks and prepare response strategies for them as soon as possible. The organization has risk management procedures that are seldom used or followed, and has a history of handling risks badly. The project's first milestone is in two weeks. In preparing the risk response plan, input from which of the following is generally LEAST important?

Project sponsor

Individuals Key stakeholders responsible for risk management policies and templates

B

Team members will have knowledge of the project and the product of the project and will thus have a lot to contribute to risk responses. Those responsible for risk templates will be able to provide the templates from past projects (historical records) and therefore will be very important. Key stakeholders will know more about the technical working of the project to help plan "What are we going to do about it?" so they are not likely to be the least important. The sponsor may have the least knowledge of what will work to solve the problems. Sponsors need to be involved in the project and help identify risks. They may even approve the response plans created by others, but they would not generally be major contributors to response plans.

Update the risk identification checklist.

Create risk response strategies.

A

Plan Risk Responses

D

Risk response strategies have already been created. Recommending corrective action and updating the risk identification checklist occur during Monitor and Control Risks. Project management plan updates are an output of Plan A prioritized list of quantified risks Risk Responses. from Quantitative Risk Analysis are an input to the Plan Risk Responses process.

986 A project manager whom you have Update the project Recommend been mentoring has completed the management plan. corrective action. Plan Risk Responses process. What is the NEXT thing the project manager should do? 987 The probabilistic analysis of the Identify Risks project is an input to which part of the risk management process?

Perform Qualitative Perform Risk Analysis Quantitative Risk Analysis

Did you realize this situation is taking place during project initiating? The scope statement and resource plan are created in project planning, and so are not yet available. Therefore, we are left with deciding if the magazine article or a conversation with a team member who worked on a similar project provides the greater value. Since the information gained in conversing with the team member provides input more specific to your company, it is the best choice.

A parts of the risk Plan Risk 988 Which management process use the Management and project scope statement as an Monitor and input? Control Risks

B C Identify Risks and Perform Perform Qualitative Quantitative Risk Risk Analysis Analysis and Plan Risk Responses

D Plan Risk Responses and Monitor and Control Risks

989 Which of the following is the BEST A list of risks way to describe the outputs of the Identify Risks process?

A list of triggers

A list of the risk response owners

An understanding D of the project risks

990 A project manager has just Decrease in the completed subjectively evaluating risk ranking for the risks on the project. Which of the project following is the MOST important output of this process?

A determination of which risks to process further and which to simply document

Probabilistic Probability of analysis of the achieving cost project and objectives identification of risk triggers

991 A project team is creating a project Prioritized list of management plan when project risks management asks them to identify project risks and provide some form of qualitative output as soon as possible. What should the project team provide?

Risk triggers

Contingency reserves

992 There is a probability of 0.1 a Yes, since $1,000 given risk will occur in a project. If > $950. it occurs, it will result in a loss of US $10,000. The insurance cost for this event is US $700, with a deductible amount of US $250. Should the project manager buy this insurance?

Yes, since $1,000 > $700.

No, since the No, since $1,250 > A deductible amount $1,000. changes the expected monetary value of the risk event.

B

B

Probability of A achieving the time and cost objectives

Monitor and Control Risks means measuring against the plan. Plan Risk Responses works with identified risks. The project scope statement is not an input to either of these processes. The project scope statement is an input to both Identify Risks and Perform Qualitative Risk Analysis, making that the only completely correct choice. Risk response owners are determined in Plan Risk Responses. The outputs of Identify Risks are certainly a list of risks and triggers. However, it is an understanding of the risks that is most important to enable the team to qualify and/or quantify them and to plan for them. The project manager has just completed the Perform Qualitative Risk Analysis process. The risk ranking for the project decreases after the Plan Risk Responses process. Probabilistic analysis of the project occurs in Perform Quantitative Risk Analysis, and risk triggers are identified in Plan Risk Responses. The most important output of Perform Qualitative Risk Analysis is a determination of which risks to process further and which to simply document. This question essentially asks, "What is an output of Perform Qualitative Risk Analysis?" Risk triggers and contingency reserves are parts of the Plan Risk Responses process. The probability of achieving time and cost objectives is determined during the Perform Quantitative Risk Analysis process. A prioritized list of risks is an output of Perform Qualitative Risk Analysis. EMV = P x I. In this case, expected monetary value is 0.1 x $10,000, or $1,000. The insurance cost plus the deductible amount are less than the expected monetary value of the risk event.

A 100 hours

B 160 hours

C 180 hours

D 260 hours

Arrow diagramming method

Network diagramming

Critical path method

Three-point estimating

995 You are finding it difficult to Quantitative basis. Numerical basis. evaluate the exact cost impact of risks. You should evaluate on a(n): 996 All of the following are ALWAYS Historical inputs to the risk management information. process EXCEPT:

997 All of the following are factors in Risk events. the assessment of project risk EXCEPT:

993 Based on historical data, the amount of overtime associated with the design effort of a project is estimated at 100 hours with 0.4 probability, 200 hours with 0.4 probability, and 300 hours with 0.2 probability. What is the expected monetary value of the amount of overtime? 994 Which of the following techniques incorporates a form of risk assessment?

998 A project manager is creating a risk response plan. However, every time a risk response is suggested, another risk is identified that is caused by the response. Which of the following is the BEST thing for the project manager to do?

C

EMV = P x I. The answer is calculated as follows: (100 x 0.4) + (200 x 0.4) + (300 x 0.2). So, the EMV of the amount of overtime is 180 hours.

D

Three-point estimating gives an indication of the risk of not meeting your date.

Qualitative basis.

Econometric basis. C

If you cannot determine an exact cost impact of the event, use qualitative estimates such as Low, Medium, High, etc.

Lessons learned.

Work breakdown structure.

Project status reports.

D

Project status reports can be an input to risk management. However, when completing risk management for the first time, you would not have project status reports. Therefore, project status reports are not always an input to risk management.

Risk probability.

Amount at stake.

Insurance premiums.

D

Insurance premiums are not factors in assessing project risk. They come into play when you determine which risk response strategy you will use.

Spend more time making sure the risk responses are clearly defined.

Get more people A involved in the Identify Risks process since risks have been missed.

Did you realize this question describes secondary risks? Identifying secondary risks is an important part of completing the Plan Risk Responses process. With that in mind, the best thing to do is to document the newly identified risks and continue the Plan Risk Responses process. Resource leveling involves analysis of the number of resources used. Activity definition occurs before the team is selected. Develop Project Team occurs after the team has been selected. The team is trying to respond to a risk by changing a resource. They are in the Plan Risk Responses process. In Identify Risks, we make a list of risks. In Perform Quantitative Risk Analysis, we assess the impact and probability of the event. In Plan Risk Responses, we plan our responses to the risk events. In Monitor and Control Risks, we monitor the effectiveness of the responses.

Document the new Make sure the risks and continue project work is the Plan Risk better understood. Responses process.

999 During a voice conference, one Plan Risk team member suggests that a Responses more experienced person be used on the project. Another proposes using a person with more training. Which of the following BEST describes what is being done? ### Two people are in the process of Identify Risks estimating probabilities for each of their identified risks. Which step of risk management is this?

Resource Leveling Define Activities

Develop Project Team

A

Perform Quantitative Risk Analysis

Monitor and Control Risks

B

Plan Risk Responses

A ### The outputs of the Plan Risk Residual risks. Responses process include a risk response plan, risk response owners assigned, and:

B Closed risks.

C Probability and impact matrix.

D Probability of achieving cost objectives.

A

### Purchasing insurance is BEST Mitigation. considered an example of risk:

Transfer.

Acceptance.

Avoidance.

B

### The risk information on the project Trigger data must be analyzed to determine analysis how accurate and well understood it is, and whether more research is needed before a qualitative assessment can be done. It is MOST important to complete which of the following?

Data quality assessment

A risk rating matrix Analysis of trends in qualitative risk analysis

### A project manager has been instructed to use the project charter to help identify risks on the project. This does not make sense to him. If you were asked to explain the reason the project charter is used in this way, what is the BEST explanation? ### A project manager has assembled the project team, identified 56 risks on the project, determined what would trigger the risks, rated them on a risk rating matrix, tested their assumptions, and assessed the quality of the data used. The team is continuing to move through the risk management process. What has the project manager forgotten to do?

The project charter describes the business needs of the project.

Reviewing what is said and not said in the project charter will help determine risks.

The project charter Reviewing the B is issued by the project charter will sponsor. help determine a description of the product of the project.

Simulation

Risk mitigation

Overall risk ranking Involvement of D for the project other stakeholders

B

Closed Risks are an output of Monitor and Control Risks. A probability and impact matrix is adopted during the Plan Risk Management process. The probability of achieving objectives is calculated during Perform Quantitative Risk Analysis. A risk response plan, risk response owners assigned, and residual risks are outputs of the Risk Responses To mitigate risk,Plan we either reduce the process. probability of the event happening or reduce its impact. Acceptance of risk means doing nothing (if it happens, it happens, or contingency plans are created). Avoidance of risk means we change the way we will execute the project so the risk is no longer a factor. Transference is passing the risk off to another party. Many people think of using insurance as a way of decreasing impact. However, purchasing insurance transfers the risk to another party. There is no such term as trigger data analysis, so that is an incorrect choice. A risk rating matrix helps identify probability and impact. Trends can only be analyzed when the work is ongoing. The purpose of a data quality assessment is to test the value of the risk data. This is the most important choice to make the risk planning process more reliable. Reviewing what is said and not said in the project charter will help determine risks. Notice that some of the other choices are correct statements but do not answer the question. The process the project manager has used so far is fine, except the input of other stakeholders is needed in order to identify more risks.

A B List the time or Develop risk cost overrun transference expected on the strategies. project in your project management plan.

C D Create a risk Ignore the risk until C response plan that it happens. includes the risk.

### One of the risks your team has discovered is a high probability that the equipment you are developing will not perform under the pressure it needs to in the workplace. In order to handle this risk, you have chosen to prototype the equipment. This is an example ### During of risk: the identification of risks on your project, you have determined there is a very high probability of conflict among the team during project executing over one aspect of the final design of the project. Which of the following is an example of mitigating the impact of the risk to the project? ### During the Plan Risk Responses process, the team is discussing ways to deal with a risk. They have come up with the following options: a) outsource the work, b) provide more training to the team members, c) wait to see if the risk actually happens, d) ignore the risk and e) do the risky activity sooner in the project. Which of the following is a risk response strategy that was forgotten in the situation? You have finished the Plan Risk ### above

Mitigation.

Avoidance.

Transference.

Acceptance.

Obtain an insurance policy for the anticipated cost of the impact.

Provide the team with training on conflict resolution techniques.

Outsource that part of the project to another company.

Eliminate that part B of the project.

Insuring against the risk, outsourcing the work, and eliminating the work from the project are all examples of transference or avoidance. Providing conflict resolution training for the team is a way to mitigate the impact of the risk.

Remove the activity causing the risk from the project.

Purchase insurance to cover the anticipated cost.

Assign the activity to a more experienced person to handle.

Prototype the product.

A

Risk avoidance is missing from this list of options. Removing the activity causing the risk is the only choice that relates to risk avoidance.

Include them as Perform a A part of the sensitivity analysis contingency plans. on them.

All remaining risks that you decide not to do something about should be documented and revisited later.

### A project manager analyzed a US $200,000 project that involves 30 team members and has three customers. Why is there a need for an analysis of secondary risks on this project?

It provides a vehicle for efficient stakeholder involvement.

It helps create a prioritized list of risks.

This question is asking, "What is a secondary risk?" A secondary risk is created as a result of the risk response strategies chosen.

### Your project team has identified a major project risk. After talking to the project management office, they determine that a reserve on the project is not necessary. What is the NEXT step?

Document them in Deal with them as Responses process and are left the risk register they arise during with residual risks. What should and revisit them project executing. you do with them? later. It provides a way to effectively decrease the amount of contracting on the project.

A

It helps determine D which new risks have been created as a result of the risk response strategies chosen.

This is an example of what some people consider to be a question with two right answers. Obviously, ignoring the risk is not correct. Identifying the amount of time or cost overrun the risk may cause, and developing transference strategies are parts of creating a risk response plan. Therefore the best choice is to create a response plan for the risk. Risk mitigation reduces either the probability or the impact of negative risk events (threats).

### The project manager and the team have developed response plans for the identified risks. A senior manager has asked for the amount of risk reserves needed for the project. What is the FIRST thing the project manager should do? ### You are a project manager for the construction of a major new manufacturing plant that has never been done before. The project cost is estimated at US $30,000,000 and will make use of three sellers. Once begun, the project cannot be cancelled, as there will be a large expenditure on plant and equipment. As the project manager, it would be MOST important to carefully:

A Create the risk reserves.

B C Prioritize the list of Create the overall risks. risk rating for the project.

Review all cost Examine the proposals from the budget reserves. sellers.

Complete the project charter.

D Analyze secondary D risks.

Perform an identification of risks.

D

The only other factor to help determine risk reserves that would come after risk response strategies would be the analysis of secondary risks.

A review of cost proposals could be done, but it is not a pressing issue based on the situation provided. Examining the budget reserves could also be done, but not until risk planning is completed. It is always important to carefully complete a project charter, but there are other issues needing detailed attention in this situation. Since this project has never been done before, and there will be a large cost outlay, it would be best for the project manager to spend more time on risk management. Risk identification is the most proactive response and would have the greatest positive impact on the These project. are outputs of the Perform Qualitative Risk Analysis process.

### A ranking of risks and a list of risks Identify Risks for additional analysis are outputs of which process of risk Probabilistic analysis of the project Identify Risks. ### management? and probability of achieving the project budget or schedule are completed during:

Perform Qualitative Perform Risk Analysis Quantitative Risk Analysis

Plan Risk Responses

B

Perform Qualitative Perform Risk Analysis. Quantitative Risk Analysis.

Plan Risk Responses.

C

These are all completed during the Perform Quantitative Risk Analysis process.

part of the risk Identify Risks ### Which management process receives input from risk response owners?

Perform Qualitative Perform Risk Analysis Quantitative Risk Analysis

Plan Risk Responses

D

The Plan Risk Responses process receives input from the risk response owners.

Plan Risk Responses and Monitor and Control Risks

D

Since the Plan Risk Responses process focuses on identified risks, and the Monitor and Control Risks process measures project performance, they do not need to make use of organizational process assets.

parts of the risk Identify Risks and Perform Qualitative ### Which management process do not Perform Qualitative and Quantitative generally use organizational Risk Analysis Risk Analysis process assets as an input?

Perform Quantitative Risk Analysis and Plan Risk Responses

### Your team has come up with 434 risks and 16 major causes of those risks. The project is the last in a series of projects that the team has worked on together. The sponsor is very supportive and a lot of time was invested in making sure the project was complete and signed off by all key stakeholders.During project planning, the team cannot come up with an effective way to mitigate or insure against a risk. It is not work that can be outsourced, nor can it be deleted. What would be the BEST solution? ### Which of the following is a TRUE statement about a risk rating matrix?

A Accept the risk.

B C Continue to Look for ways to investigate ways to avoid the risk. mitigate the risk.

It should be It should never be changed for every used on a large project. project.

$5,200 ### A project is facing the following $50,000 risks: 20 percent chance a part is not available, creating an additional fee of US $30,000; 10 percent chance the team requires additional training for a cost of US $12,000; 25 percent chance the second planned quality test costing US $8,000 is unnecessary. What is the expected monetary value of these risks? ### A project manager is unsure of Less than $50,000 More than how much cost reserve to add to $120,000 the project. There is a 50 percent chance of a weather delay causing an impact of US $100,000 and a 30 percent chance of a delay in the testing center with a US $20,000 impact. How much should the cost reserve be? 35.8 days ### A project has the following risks: 11.9 days 20 percent probability of a 14 day delay in the receipt of customer requirements; 10 percent probability of a 21 day delay in the procurement process; 50 percent probability the integration will take 14 days longer than planned. What is the expected monetary value of these events?

D Look for ways to transfer the risk.

A

This question relates real-world situations to risk types. Did you realize the entire first paragraph is extraneous? Based on the question, you cannot remove the work to avoid it, nor can you insure or outsource it to transfer the risk. This leaves acceptance as the only correct choice.

A risk rating matrix is developed by a department or a company to provide a standard method for evaluating risks. This improves the quality of the rating for all projects. It should not be changed, as this would make it impossible to compare the risk of one project to another. Expected monetary value is probability times impact. Take into account all risks including positive ones. The calculation is: (0.2 x $30,000) + (0.1 x $12,000) - (0.25 x $8,000).

It should be standardized between projects.

It should be developed by the project manager.

C

$42,000

$7,200

B

Less than $20,000 More than $56,000 D

A contingency reserve covers specific project risks; the known unknowns. The calculation is (0.5 x $100,000) + (0.3 x $20,000). It is common practice to add management reserve for unknown unknowns, especially when there are only two identified risks.

49 days

The expected monetary value takes into account the probability and the impact. The calculation is (0.2 x 14) + (0.1 x 21) + (0.5 x 14).

Seven days

A

A ### A project has the following risks: 5 20.65 days percent probability of an additional acceptance test resulting in a three week delay; 50 percent probability the next software release will not be ready by the due date resulting in an eight week delay; 30 percent probability an expert resource will become available , shortening the duration of activity C by 4 weeks. What is the expected monetary value?

B 29.05 days

### Which of the following BEST During the Verify describes when the team and Scope process stakeholders identify risks?

C

D 84.23 days

A

The expected monetary value takes into account the probability and the impact. The calculation is: (0.05 x 21) + (0.5 x 56) - (0.3 x 28) The last part is subtracted because it represents an opportunity and should be balanced against the threat.

After the project Whenever there is Before the project charter is received a change to the charter is created and before the project work breakdown structure is created

C

Generally, project risks are identified after the project charter and the WBS are created, and before the Verify Scope process is performed. Risk identification must happen after each change to the project.

### During which risk management Identify Risks process is a determination to transfer a risk made?

Perform Quantitative Risk Analysis

Plan Risk Responses

Monitor and Control Risks

C

Transference is a risk response strategy. Risk response strategies are determined in Plan Risk Responses.

### If a project has a 60 percent $100,000 profit. chance of a US $100,000 profit and a 40 percent chance of a US $100,000 loss, the expected monetary value (EMV) for the project is:

$60,000 loss.

$20,000 profit.

$40,000 loss.

C

### If a risk event has a 90 percent Risk value chance of occurring, and the consequences will be US $10,000, what does US $9,000 represent?

Present value

Expected monetary value

Contingency budget

C

Expected monetary value is calculated by EMV = probability (Author:Bobby)215(Author:Bobby) impact. We need to calculate both positive and negative values and then add them. 0.6 (Author:Bobby)215(Author:Bobby) $100,000 = $60,000. 0.4 (Author:Bobby)215(Author:Bobby) (Author:Bobby)40(Author:Bobby) $100,000) = ($40,000)Expected Monetary Value = $60,000 聳 $40,000 profit. value Expected= $20,000 monetary is

### During the Identify Risks process, Deflect a project manager identifies a risk that, no matter what the company does, a fire could occur in the building during the testing. It would be BEST to ______ the risk.

Accept

Avoid

Change

A

Perform Quantitative Risk Analysis

Identify Risks

C

### Project Team A has been hired to Perform Qualitative Plan Risk manage a transportation project Risk Analysis Responses very similar to dozens of projects the team has managed successfully in the past. The team has determined the probability of achieving project objectives is 94 percent. What part of the risk process is the team in?

77 days

calculated by multiplying the probability times the impact. In this case EMV = 0.9 x $10,000 = $9,000. Remember the word "avoid" does not mean "prevent from happening." Rather, it means "eliminate the cause." Such risks are normally handled by purchasing insurance. "Deflect" is another word for "transfer." The Perform Quantitative Risk Analysis process numerically analyzes the probability of each risk and its consequence on project objectives. These risks are then diminished, if possible, in the Plan Risk Responses process.

A ### If a risk has a 20 percent chance Less than 1 of happening in a given month, percent and the project is expected to last five months, what is the probability that this risk event will occur during the fourth month of the project?

B 20 percent

C 60 percent

D 80 percent

B

Don't feel too silly if you got this one wrong. Many people miss this one. No calculation is needed. If there is a 20 percent chance in any one month, the chance in the fourth month must therefore be 20 percent.

### What should be done with risks on Document them for Document them the watchlist? historical use on and revisit them other projects. during project monitoring and controlling.

Document them Document them and set them aside and give them to because they are the customer. already covered in your contingency plans.

B

Risks change throughout the project. You need to review risks at intervals during the project to ensure noncritical risks have not become critical.

### What is the purpose of a decision It demonstrates tree? the path of events in a project.

It determines what It takes into events may take account future place. events for today's choices.

D

Add classroom training on safety for the project team.

D

A decision tree allows you to make an informed decision today based on probability and impact analysis. You can decide based on the expected monetary value of each of your options. The question asks for the "appropriate" risk response strategy. The risk described is of such magnitude that posting a sign would not have enough of a clear effect on the risk. Insuring against the risk might decrease cost risk but not other types of risks. You might still have deaths. Classroom training might also reduce the probability of the risk occurring, but it is not the best or most appropriate choice. Because of the impact of the risk, not doing the work package is the only appropriate choice. A risk with a low consequence is generally not worth the money to insure against it or to reduce the consequence. Therefore eliminating the consequence or insuring against the risk are not the best. Many people choose to avoid the risk; however, "avoid" means "eliminate the threat by eliminating the cause", not "make sure the risk does not occur." A risk with a low consequence is generally not worth such effort. It is best to add this risk to the watchlist.

### A construction project has a work package that could result in fatalities or long term disabilities with losses of over US $2 million. The company has had a clean record in the past and has won several safety awards. An appropriate risk response strategy is to:

It calculates the probability of an outcome.

Post a sign that Insure against the describes the risk. number of injuries to date and remind everyone to be careful.

Not do the work package.

### After identifying a risk to your Eliminate the project, you determine there is a consequence of high probability of the risk the risk. occurring with a low consequence. What mitigation strategy is BEST to adopt?

Avoid the risk.

Add the risk to the Insure against the watchlist. risk.

C

### In response to a risk, the project Share manager meets with the team and management to develop a strategy. After discussions, they decide it would be best to make sure the risk definitely happens. This is an example of which risk response strategy?

Exploit

Accept

B

Enhance

This risk must be an opportunity. To exploit the opportunity means to change the project to make sure the opportunity occurs.

A ### Impact assessment is part of Identify Risks which risk management process?

B C Perform Qualitative Plan Risk Risk Analysis Responses

D Monitor and Control Risks

B

In the Perform Qualitative Risk Analysis process, the impact and probability of each risk is determined.

### Allocating ownership of a risk to a Sharing third party who is best able to capture the opportunity is an example of _______ the risk.

Enhancing

Exploiting

Accepting

A

Did you notice that this risk is an opportunity? Sharing the opportunity allocates ownership of the opportunity to a third party that is best able to make it happen.

### During project planning, a project Review of the manager is planning the upcoming action item list project team meetings which will occur during project executing. What should she include in these meetings that will have the biggest impact on the project?

Review of upcoming identified risks

Assignment of activities to team members

Estimating costs

B

### Which of the following risk events Delays in obtaining Substantial is MOST likely to interfere with required approvals increases in the attaining a project's schedule cost of purchased objective? materials

Contract disputes that generate claims for increased payments

Slippage of the planned postimplementation review meeting

A

### You are in charge of a project Poor quality developing a complex product that management does not resemble anything your organization has done previously. You are using a resource to develop this product who is in high demand elsewhere in your organization. The project timeframe is very aggressive. In order to meet the schedule, only a limited amount of testing is done. Once the testing is completed, the resource is released. The product works fine when being tested, but in production, it performs poorly. This results in a substantial amount of rework and extra costs to reacquire the resource on an overtime basis. Which of the following BEST describes why this project had problems?

Poor risk identification

Poor resource management

C

A team meeting would not usually include assigning activities or estimating. These would have already been done during project planning. Reviewing an action item list might be important, but not as important as reviewing risks. Action items have less impact on the project Cost increases and contract disputes than risks. for payments will not necessarily interfere with schedule. If a "postimplementation" review meeting slips, it may not interfere with the project schedule. Delays in obtaining required approvals is the only choice that always causes a time delay, and is therefore the most likely to threaten the project schedule. Lack of an adequate test environment, limited testing, and the likely unavailability of the resource are all risks that should have been identified early in the project, and for which response strategies should have been developed.

Poor reporting

A B $1,640,000 ### You are a project manager for a $60,000 major telecommunications network upgrade with a net present value (NPV) of US $10,000,000. You are heavily dependent on a third party seller for your project and your procurement office informs you there is a 30 percent chance the seller will go out of business at the end of the quarter. If that occurs, your project will incur a US $3,000,000 cost overrun due to rework. There is also a 30 percent chance new legislation will pass that will decrease government oversight of your team's work. If this legislation passes, you estimate your project will save US $1,600,000 in time delays. Lastly, your technical lead indicates that there is 20 percent chance a new software package will be available by month end that could save US $1,800,000 in testing time. If available, it will cost US $500,000 to procure and install the software and train the users. What is the total expected monetary value of these three risk events? ### According to the project manager's Unknown unknown Known unknown earned value (EV) analysis of a risk. risk. software development project on June first, the cost performance index (CPI) computes to 1.0 and the schedule variance (SV) is zero. On June third, the banks of the nearby river overflow and flood the development computer room, shutting down all operations for two weeks. This project has been struck by a(n):

C $5,900,000

D $160,000

D

The expected monetary value of the first risk is 0.3 x $3,000,000 or $900,000. The expected monetary value of the second event is 0.3 x $1,600,000 or -$480,000. The expected monetary value of the third risk is 0.2 x -($1,800,000 - $500,000) or -$260,000. The total of all three potential risk events is $900,000 $480,000 - $260,000 or $160,000.

Known risk.

Foreseen risk.

B

A known unknown is a risk that can be identified as possibly happening. Risk identification for a business within the flood zone of a river should include the possibility of a flood.

### A team member assigned to the project needs two days of training to satisfactorily complete certain activities. No one else with the necessary skills is available to the project team. What is the BEST thing to do?

Offer a bonus to the team member if he/she gets the training on his/her own time.

Include training in D the project management plan.

There is no indication that the two days of training is a problem, so it is not necessary to ask for additional personnel or to add time to the schedule. Offering a bonus for the team member to obtain training would not be the right thing to do. Any training needed by the team members in order to perform on the project is a project cost and should be paid for by the project. This training would be included in the project management plan.

Add two days to the schedule and inform management of the delay.

Ask management for additional personnel because you cannot afford the extra schedule time.

B C By managing the The need for plan, you are able workarounds is to avoid some risks minimized. while mitigating the effects of others.

D The need for contingency reserves is minimized.

### A person who has been working as Project files a project expeditor for the past three years has just been named as project manager for a construction project in a neighboring state. The construction crew has worked together for a number of years. One of the project manager's responsibilities is to pursue all of the historical risk information available, but he doesn't have enough time to access all available sources. The project manager would be best served by relying LEAST on which of these were in the middle of a two- Purchase ### You sources? year project to deploy new insurance. technology to field offices across the country. A hurricane caused power outages just when the upgrade was near completion. When the power was restored, all of the project reports and historical data were lost with no way of retrieving them. What should have been done to prevent this problem?

Published benchmarking reports

Project team knowledge

Lessons learned databases

Plan for a reserve fund.

Monitor the weather and have a contingency plan.

Schedule the C installation outside of the hurricane season.

### All the following are risk response Retain. strategies EXCEPT:

Accept.

Share.

Avoid.

### All of the following are results of adding to the risk register in the Plan Risk Responses process EXCEPT:

A You are in control of the project as it progresses with few surprises.

D

C

A

As more risks are identified, the amount of contingency reserves set aside to cover those risks will increase, not decrease. However, a project on which thorough risk response planning is done is likely to experience fewer unplanned risk events. Those unplanned events would add more cost to the project than would the reserves for identified risks. Recollections are less reliable than other documented results.

The risk is the loss of data due to a power outage. Purchasing insurance is not related to "mitigating" the problem. It transfers the risk. Creating a reserve fund is acceptance of the risk, and would help address the cost factors after the power failure, but would not reduce the probability or impact of it. Avoiding the hurricane by scheduling the installation at a different time mitigates the power outage risk, but could have a large negative impact on the project schedule and so is not the best choice. The better choice of the mitigation options is to monitor the weather and know when to implement the contingency plan. Retainage is not a risk response strategy. It is the planned withholding of funds under contract.

### A project team is trying to decrease risk on the project. Management has a good relationship with a seller who is experienced in areas your company is not experienced in. Management wants all activities with a US $50,000 or higher risk to be transferred to the seller. Management believes that this will remove the impact of those higher risks from the project. Why would NOT effective? Which ofbe the following is NOT a ### this possible outcome acceptance?

of

A Working with sellers will add more than the $50,000 of risk to the project.

The project will risk suffer no damages.

B You would have to go through the contracting process.

C The transference of a risk does not remove all impacts of the risk.

D Management's association with the seller is a conflict of interest for the project.

The project will use The project will the risk reserve. recover costs from the insurance company.

The project will experience a cost or schedule overrun.

Performing C sensitivity analysis on past problems and transferring them to other projects.

C

It is not a correct statement to say working with sellers will definitely add more than $50,000 in risk to the project. It is certainly true that some form of contracting process would be required, but that is not a reason the choice would not be effective. There is no conflict of interest in this case. Transferring all activities with a risk of over $50,000 would not remove all the impact of the risks, as not all risk is transferred by using a contract.

C

Recovering costs from the insurance company is the result of transference, not acceptance. Accepting a risk can be passive (what happens, happens) or active (creating contingency plans). Any of the other choices could be an outcome of accepting risks on the This question includes a lot of things project. that could be done. Before you read on, look again at the choices. The project manager need not focus on holding more meetings, and the team should not solve ALL problems. Sensitivity analysis is done during the Perform Quantitative Risk Analysis process. Executing the project management plan is not as proactive as identifying more risks. Only identifying more risks gets to the root cause of the problems.

### During project executing, the project manager is spending a lot of time solving problems that arise. It would be BETTER for the project manager to transfer his efforts to:

Having the team solve the problems, thus freeing his time to hold more meetings.

Executing the project management plan and making sure the quality management plan is viable.

Identifying additional risks and following the risk management process.

### A system development project is nearing project closing when a previously unidentified risk is discovered. This could potentially affect the project's overall ability to deliver. What should be done NEXT?

Alert the project sponsor of potential impacts to cost, scope, or schedule.

Qualify the risk.

Mitigate this risk by Develop a developing a risk workaround. response plan.

B

Status of current activities

Identification of new activities

A

### Which of the following MUST be Discussion of an agenda item at all team project risks meetings?

Review of project problems

A workaround is an unplanned response to an event that is occurring. The risk discussed in the question has been identified, but it is not occurring at this time, so there is no need to take the action of creating a workaround. You need to analyze the problem before talking to the sponsor. You cannot mitigate the risk until you qualify it. Qualifying the risk will help you determine how to proceed. Risk is so important that it must be discussed at all team meetings.

A B ### During project executing, an Notify the sponsor. Create a accepted risk occurs, and is workaround. handled. However, the project manager notes the impact was greater than was anticipated. The BEST thing to do is to:

### You are performing an audit of one of your project manager's projects and notice that she did not consider the network diagram as part of the Identify Risks process. As a result, the project manager will probably do which of the following? ### A fire has just destroyed a warehouse that was being constructed as part of a large project you are managing. What would have been the easiest way to ensure this force majeure would not significantly impact the cost of the project? ### Once a risk response is created, which of the following statements BEST describes the project manager's role regarding risks while the project work is being completed?

C D Perform additional Revisit the risk response Quantitative Risk planning. Analysis process.

D

Forget some Forget activity Forget some path activities in her risk precedence in her convergence evaluation. risk evaluation. issues in her risk evaluation.

Forget some C stakeholders in her risk evaluation.

Reduce the impact Reduce the Accept the risk. of such risk by probability that the transference. event will take place.

Eliminate the threat by not building the warehouse.

Take actions when Look for identified risks unexpected occur. impacts of implemented risk responses.

Since this was an accepted risk, nothing was done in planning to diminish the impact of the risk. All the risks would have been communicated to the sponsor. Because of this, many people choose to notify the sponsor of the greater than expected impact of the risk event. The occurrence of the risk was handled, so creating a workaround after the fact is unnecessary. The first thing to do is to determine whether this changes the expected impacts of any other risks. That would be determined by doing additional quantitative risk analysis. The network diagram shows where activities converge from many activities to one activity or diverge from one activity to many activities. These are bottlenecks that increase the risk of the central activity.

A

Transferring the risk by contract or insurance is the best risk response strategy to address the risk of a fire on the project.

Implement planned Make sure that risk B workarounds. response owners are assigned to identify risks.

There are many things the project manager must do during project executing. However, workarounds are not planned, and risk response owners are not assigned to identify risks. Risk response owners are the ones to take action when an identified risk occurs. It is a responsibility of the project manager to look for unexpected impacts of implemented risk responses. The risk management plan identifies how risks will be managed on the project.

### You have just been assigned as A risk identification A risk management Environmental the project manager for a sizeable plan plan process assets engineering project, and you want to quickly review the project's procedures for managing risk. What would be the MOST helpful in finding this information?

A risk impact matrix

B

### The cost performance index (CPI) of a project is 0.6 and the schedule performance index (SPI) is 0.71. The project has 625 work packages and is being completed over a four-year period. The team members are very inexperienced and the project received little support for proper planning. Which of the following is the BEST thing to do? ### Assuming that the ends of a range of estimates are +/- 3 sigma from the mean, which of the following range estimates involves the LEAST risk?

### The program was planned years ago, before there was a massive introduction of new technology. While planning the next project in this program, the project manager has expanded the scope management plan because, as a project becomes more complex, the level of uncertainty in the scope: the risk response plan in ### Executing order to react to risk events throughout the project is called:

A Update risk identification and analysis.

B C Spend more time Remove as many improving the cost work packages as estimates. possible.

30 days, plus or minus five days

22 to 30 days

Optimistic = 26 Mean of 28 days days, most likely = 30 days, pessimistic = 33 days

C

This one drove you crazy, didn't it? Reread the question! When you look at the ranges of each choice, you will see that 30 days, plus or minus 5 days = a range of 10 days. The range of 22 to 30 days = a range of 8 days. An optimistic estimate of 26 days, most likely estimate of 30 days, and pessimistic estimate of 33 days represents a range of 7 days. The estimate with the smallest range is the least risky, and therefore the correct choice. Did you realize the words +/- 3 sigma are extraneous? Practice reading questions that are wordy and have extraneous data.

Remains the same.

Decreases.

Decreases then increases.

Increases.

D

Not all questions will be difficult. The level of uncertainty in scope increases based on the scale of effort required to identify all the scope. For larger projects, it is more difficult to "catch" everything.

Contingency planning.

Monitoring and control.

Mitigation.

Life cycle costing.

B

Inform the appropriate stakeholders.

Act to bring the cost of the event within acceptable limits.

Update the project B budget.

The Monitor and Control Risks process involves executing the risk response plan in order to respond to risk events over the course of the project. Because cost increase has already occurred, it makes the most sense to inform stakeholders of actual events.

### As project manager of the project, Control the cost. you just handled a risk event that impacted the project cost and schedule. Because the impact is 15 percent of the total project cost, what is the MOST appropriate action?

D Reorganize the A responsibility assignment matrix.

This project has deviated so far from the baseline that updated risk identification and analysis should be performed.

### During the implementation of a contingency plan, a team member notices the plan worked only marginally. There were three similar contingency plans developed for other risks that have not yet happened. He should recommend which of the following? ### A project manager gets a report from the risk response owner that a risk did not occur. The project manager should then:

A A workaround

B A project change request

C A new risk rating matrix

D A risk responsibility B chart review

Update the risk response plan in the risk register.

Update the network diagram.

Decrease some project reserves.

Change all future risk response strategies.

They are ### All of the following statements They are about workarounds are correct unplanned responses only to EXCEPT: responses to risks. risks that were identified in project planning. Poor risk ### Which of the following is the Inadequate risk MOST likely cause of poor risk response planning monitoring and management? control ### During project executing, a team member identifies a risk that is not in the risk register. What should you do?

A

The risk response plan is a living document that will be changed and updated over the life of the project.

They make use of They may result in B the project a project change management plan. request.

Workarounds are unplanned responses to risks that were not previously identified or accepted.

Lack of a prioritized list of risks

Lack of detail in the project scope statement

C

Risk management cannot proceed effectively without a prioritized list of risks.

Analyze the risk.

D

First, you want to determine what the risk entails and the impact to the project, then determine what actions you will take regarding the risk.

Schedule reserves. An approved D project management plan.

The project management plan contains more than just the risk response plan. All the other answers are direct results of risk management. Workarounds by definition are unplanned. Responses can be based on probability analysis or just gut feel, so responses based on probablility analysis is too narrow an answer. Risk control procedures encompass all of risk management, not just contingencies. Contingency plans are best described as planned responses to risk events. This is a recurring theme. First, you should evaluate the impact of the change. Next, determine options. Then go to management and the customer. Since the impact of the risk has changed, you need to ensure the response is still appropriate for the situation.

Get further information on how the team member identified the risk, because you already performed a detailed analysis and did not identify this risk. ### All the following are common Contract terms and outputs of risk management conditions. EXCEPT:

Disregard the risk, Inform the because risks were customer about identified during the risk. project planning.

### The project manager has worked Planned closely with the team to come up responses to risk with contingency plans. Which of events the following BEST describes contingency plans?

Planned risk Planned control procedures workarounds

Planned responses based on probability analysis

### The customer requests a change to the project that would increase the project risk. Which of the following should you do before all the others? ### During the project, a team member tells you a major risk identified by the team has occurred. However, it is not as serious as previously thought. What is the FIRST thing you should do?

Talk to the customer about the impact of the change.

Change the risk C management plan.

Include the expected monetary value of the risk in the new cost estimate. Increase the quality standard.

A risk response plan.

The project management plan can be changed to reflect the actions needed to manage risks.

Analyze the impacts of the change with the team.

Present this finding Investigate to the project team changing the and ask them to contingency plan. verify the team member's finding.

Notify management.

A

C

A ### What is the difference between Contingency management reserves and reserves address contingency reserves? known knowns, whereas management reserves address known unknowns. ### You are a project manager for a US $3,000,000 product development project. You are well into project executing and the project remains on time, on budget, and on specification. This morning, a project team member alerts you to a newspaper article detailing unusually high defect rates in materials your team has been using to develop your product prototype. You had no reason to suspect quality issues in these materials before now. What should you do FIRST in response to this concern? ### Which of the following BEST describes a risk response owner?

Stop work on the prototype.

B Contingency and management reserves both address known unknowns and could be considered the same. Quantify the risk.

The person who identified a risk

The department or company that is the source of the risk and most knowledgeable on the risk She has not She has not created an overall analyzed risk ranking for the secondary risks. project.

### A project manager has developed risk responses for the list of highranking risks created in the Perform Qualitative Risk Analysis process. She was planning to go on to the Monitor and Control Risks process when she found out from another project manager that she forgot to do something important in the Plan Risk Responses process. Which of the did she Which of the forget? following helps Network diagram ### following determine the probability of completing the project on any day?of your analysis of the Transference As a result ### specific risks on the project, you have decided to remove a team member from the project team in order to decrease the overall project risk. What is this an example of?

Monte Carlo analysis

C Contingency reserves address known unknowns, whereas management reserves address unknown unknowns. Develop a risk mitigation plan.

D Contingency C reserves are managed by senior management, whereas management reserves are managed by the Determine a B project manager. workaround.

The department or company that will be most affected by the risk

The person who D will be responsible for implementing the risk response strategy

The risk owner should be looking for triggers and implementing the risk response strategy.

She has not created workarounds.

She has not created a prioritized list of quantified risks.

B

Selected risk response strategies may cause additional (secondary) risks to occur. Analyzing secondary risks is part of the Plan Risk Responses process.

Qualitative risk analysis

Precision testing

B

The only choice that computes probabilities of events happening on specific days is Monte Carlo analysis.

Acceptance

C

Risk avoidance removes the risk (in this case, the team member) from the project.

Resource analysis Avoidance

Management reserves address unknown unknowns and are managed by senior management. Contingency reserves address known unknowns and are managed by the project manager. At this point, you don't have enough information to stop work on the prototype and you can't decide to mitigate a risk until you quantify it. A workaround is not appropriate because you have not been impacted by the risk yet. As new risks are identified, it is important to update your risk management plan, including quantifying risks and developing planned responses as appropriate.

A B ### Residual risks are risks that Planning risks that Discovered during remain after the Plan Risk are no longer a the Identify Risks Responses process. Secondary factor during process. risks are: project executing.

C New risks created by the risk response strategies selected.

D Lower priority risks C not requiring mitigation efforts.

### During the Monitor and Control Identify which risks Control the Risks process, the risk response he/she wants to identification of owner should: monitor. response strategies.

Inform the project manager of any midcourse correction needed.

C

response owners can Report to the ### Risk potentially have conflict with risk project manager. auditors because risk auditors:

Measure the effectiveness of the risk thresholds.

Update stakeholders regarding new strategies for mitigating risks. Report to the stakeholders.

Use some of the reserves to accommodate the risk.

A

Mutually exclusive. Statistically independent.

Just-in-time.

C

Look for ways to Add 5.6 days to cut 14 days of the schedule work from another reserve. activity.

Plan to add 14 C days of overtime to the project.

### A project manager is working on a major new product development project when a risk occurs that does not have a risk response plan. What should the project manager do? ### If the probability of one event occurring does not affect the probability of another event occurring, the events are:

Investigate the effectiveness of the risk response owner.

Hold a risk Inform reassessment and management and plan a workaround. communicate the new risk to the team. False events.

### A project has a schedule reserve Add more of 28 days when the customer resources to the adds scope not previously planned project. for. The change has a 40 percent chance of delaying the project by 14 days. What should be done?

### During the executing process Include it in the risk Test its group of the project, a team triggers. assumptions. member identifies a new risk. What should occur in light of this identification?

Communicate the planned response to the stakeholders.

Add it to the risk Assess this risk. management plan.

B

D

As we devise responses to the identified risks, we create new risks. These risks are the secondary risks. They are identified during the Plan Risk Responses process, and we must determine whether we will respond to these additional risks. The risk response owner is assigned to carry out responses and must keep the project manager informed of any changes. Risk auditors do not measure the effectiveness of risk thresholds. The only source of potential conflict listed here is that one of the functions of risk auditors is to investigate the effectiveness of risk response owners. The first choice would be to review the risk. Reserves may or may not be used.

Just-in-time refers to inventory levels. Two events occuring in the same trial are true events. By definition, two events that are mutually exclusive cannot happen on the same trial. Statistical independence refers to two events not being linked. Overtime is never one of the first options in project management because there are many other ways to handle such problems. Many people select cutting 14 days from the schedule, but reread the question. You would not look for ways to cut 14 days. The expected monetary value of the new risk event is only 5.6 days (40 percent x 14 days = 5.6). A reserve is designed to cover specific risk events previously identified and measured in the risk management process. The only viable choice is to add 5.6 days to the schedule reserve. Assessment refers to the first few steps of risk management. These steps must be repeated throughout the project whenever there is a change to the project or a new risk is identified.

A are determined Identify Risks ### Workarounds during which risk management process?

B Perform Quantitative Risk Analysis

C Plan Risk Responses

### When entering into a procurement, it is BEST to assume there will be disputes about the performance of the work as specified, and to:

Track claims to ensure the best position during litigation.

Make sure Include a change disputes are never order provision in brought to public the contract. knowledge.

Include a procedure in the contract describing the means for dispute resolution.

### A project manager for a large Fixed price (FP) manufacturing concern is working on a project that calls for a building to be constructed to house a new clean system manufacturing process critical to the success of the project. Construction is not a core competency of his company. His team has the ability to create a detailed procurement statement of work, with penalties if specific statements of work deliverables are not met. He is in the Plan Procurements process, evaluating which contract would work the best. Which of the following is the BEST type of contract for this situation? ### During which step of procurement Plan Procurements management would you make the LEAST use of expert judgment?

### Bidder conferences can have a negative effect on the project if the project manager does NOT remember to make sure:

D Monitor and Control Risks

D

A

Cost plus fixed fee Cost plus incentive Time and material A (CPFF) fee (CPIF) (T&M )

Conduct Procurements

All questions and All sellers get answers are put in answers to their writing and sent to questions only. all sellers.

### A project manager is asked to Cost reimbursable Fixed price (FP) select a contract type for a new (CR) software development project that has complete, detailed requirements. Which is the BEST contract to choose?

Make-or-buy analysis

Close Procurements

A workaround refers to determining how to handle a risk that occurs but is not included in the risk register. The project must be in the Monitor and Control Risks process if risks have occurred. There are certain basic things that should go into all contracts; an arbitration (or dispute resolution) clause is one of them. Imagine a situation where you have a dispute, but no plan already agreed to in the contract! This is not a core competency of the company. There is time and data for a detailed procurement statement of work. In this case, it is better to shift risk to another company through a fixed price contract.

D

You need experts to assist in creating the terms and conditions of the contract and other experts to finalize the procurement statement of work. Expert judgment is least valuable in the Close Procurements process.

A

The procurement process is more formal and thus requires more formal processes. Ensuring all bidders receive the same information in writing eliminates the problem of bias in presenting the opportunity.

Time and material Cost plus fixed fee B (T&M) (CPFF)

Fixed price contracts are used for well-defined products.

To hold separate There is room in meetings with each the meeting for all bidder to ensure sellers. the project team receives proprietary data.

A ### The work breakdown structure has Develop Human the LEAST impact on which Resource Plan process?

B Estimate Costs

C D Develop Schedule Plan Procurements D

### A team has just gathered A make-or-buy information and requirements for a analysis new project that will be completed by an external company. If the project manager is just starting the procurement process, which one of the following should be done LAST?

Seek expert judgment from a variety of resources including industry groups, consultants, and other divisions of her organization Cost plus percentage of cost (CPPC)

Contract type Finalize the terms selection including and conditions of fixed price, unit the contract price, and cost reimbursable contracts

### Your program manager has come to you, the project manager, for help with a bid for her newest project. You want to protect your company from financial risk, and you have limited scope definition. What is the BEST type of contract to choose? ### The project team seems to like to argue; they have argued about everything. Luckily the project manager set in place a reward system and team-building sessions that will help and encourage the team to cooperate more. The latest thing they are arguing about is whether they should complete a work package themselves or outsource the work to someone else. What part of the procurement process must they be in? ### An output of Plan Procurements, the procurement documents are an input to all of the following EXCEPT:

Fixed price (FP)

D

Time and material Cost plus fixed fee D (T&M) (CPFF)

Conduct Procurements

Plan Procurements Administer Procurements

Claims Administration

B

Close Procurements.

Administer Procurements.

Manage Project Team.

Conduct Procurements.

C

### What is the result of bidder A procurement conferences held during the statement of work Conduct Procurements process?

A proposal

C

### Source selection criteria are an Plan Quality output of which process?

Plan Risk Responses

A clear and A contract common understanding of the required Estimate Costs Planwork Procurements

C

The Plan Procurements process involves putting together the procurement documents for the project. The WBS has the least impact on the creation of those documents. It has more impact the human resource plan, cost estimates, and the project schedule. Tools and techniques of the Plan Procurements process include makeor-buy analysis, expert judgment, and contract type selection. Terms and conditions of a contract are determined during the Conduct Procurements process, after Plan Procurements, so that is done last. Of the options given, the only contract that limits fees for large projects with limited scope definition is cost plus fixed fee.

Did you notice that much of this question is irrelevant? Did you also notice that the words "make-or-buy decision" were not used in the question? Instead, the question used the definition of make-or-buy. Watch out for this on the exam. A make-orbuy decision is needed before the rest of the procurement process can occur. Therefore, this situation must be taking place inone of the early steps of the procurement process. Plan Procurements is the correct choice. Manage Project Team is a human resource process, and does not require procurement documents as an input. Procurement documents are, however, inputs to all of the procurement processes listed here. Bidder conferences are held to provide all bidders a clear and common understanding of the work required. Source selection criteria are used to rate or score proposals. They are determined in the Plan Procurement process.

A B Procurement ### Which of the following contains an Procurement item that is NOT an output of the management plan, statement of work, Plan Procurements process? procurement procurement documents, management plan, procurement make-or-buy contract award decisions ### All of the following are inputs to the The project scope procurement process EXCEPT: statement.

### A project team is meeting to determine what the selection criteria will be for the project procurement. What procurement process are they in? ### The project team is arguing about the prospective sellers who have submitted proposals. One team member argues for a certain seller while another team member wants the project to be awarded to a different seller. The BEST thing the project manager should remind the team to focus on in order to make a selection is the: ### The project team is arguing about the prospective sellers who have submitted proposals. One team member argues for a certain seller, while another team member wants the project to be awarded to a different seller. What part of the procurement process is the team in? ### After much excitement and hard work, the procurement statement of work for the project is completed. Even after gaining agreement that the procurement statement of work is complete, the project manager is still unsure of whether it actually addresses all the buyer's needs. The project manager is about to attend the bidder conference. He asks you for advice on what to do during the session. Which of the following is the BEST advice you can give him?

C Change requests, procurement management plan, source selection criteria

Market conditions. The product description.

D Make-or-buy A decisions, procurement statement of work, change requests

The item that is not an output of the Plan Procurements process is the procurement contract award. The procurement contract award is an output of Conduct Procurements.

the procurement D statement of work.

The procurement statement of work is created during the Plan Procurements process and thus is an output of that procurement process.

Plan Procurements Adminster Procurements

Conduct Bidder Conference

Conduct Procurements

A

The selection criteria are determined during the Plan Procurements process.

Procurement documents.

Source selection criteria.

Procurement C management plan.

The source selection criteria is the primary tool for evaluating potential sellers and should be used by the team in order to make a selection.

Plan Procurements Administer Procurements

Negotiate Contracts

Conduct Procurements

D

Selected sellers are an output of the Conduct Procurements process.

You do not need to Make sure you attend this negotiate project session. The scope. procurement manager will hold it.

Make sure you give all the sellers the opportunity to ask questions.

Let the project C sponsor handle the meeting so you can be the good guy in the negotiation session.

The project manager should attend the bidder conference, although the procurement manager may lead it. Did you select negotiating scope? Sellers may ask questions about scope during the conference, but negotiations occur after the seller is selected. Allowing ample opportunity for all of the prospective sellers to ask questions is one of the many challenges of a bidder conference. They may not want to ask questions while their competitors are in the room.

Procurement audits.

### Negotiations between two parties are becoming complex, so Party A makes some notes that both parties sign. However, when the work is being done, Party B claims they are not required to provide an item they both agreed to during negotiations, because it was not included in the subsequent contract. In this case, Party B is: ### All of the following MUST be present to have a contract EXCEPT:

A B Incorrect, because Correct, because both parties must there was an offer. comply with what they agreed on.

C Generally correct, because both parties are only required to perform what is in the contract.

A procurement Acceptance. statement of work.

The address of the Buyers' signatures. C seller.

### An example of the contract price in $10,000 plus fee. a cost plus fixed fee (CPFF) contract is:

Costs, whatever they are, plus $10,000 as fee.

$10,000

D Generally C incorrect, because all agreements must be upheld.

Party B is only required to deliver what is defined in the contract.

Many people miss the fact that a contract includes a procurement statement of work. To have a contract, you must also have acceptance. One set of signatures is not enough; you must have sign-off (i.e., acceptance) from both parties, not just from the buyer. The address of the seller is not required, and therefore is the exception. In a cost reimbursable contract, the buyer pays all costs. If there is a fixed fee added to the contract, the buyer pays the actual costs and the fixed fee, $10,000 in this example.

$150 per hour.

B

### A project team is analyzing its Cost plus fixed fee Time and material Fixed price (FP) needs for an upcoming, long-term (CPFF) (T&M) contract. They need to have a system analyzed and fixed, but they do not have the expertise to tell the seller exactly what should be done. What type of contract should they use?

Fixed price economic price adjustment (FPEPA)

A

One of the factors to consider in choosing the best contract type is the level of detail in the scope. In this case, there is little detail. A fixed price contract is not the best due to the high risk to the seller which would likely result in an inflated cost bid. A cost plus fixed fee contract gives the buyer the freedom to determine what they want while the contract is in process with no contract changes. The risk rests with the buyer.

### A project manager is in the middle Conduct of creating a request for proposal Procurements (RFP). What part of the procurement process is he in?

Make-or-buy Analysis

B

The procurement documents are created during the Plan Procurements process. The request for proposal is one of those documents, so the project manager is in the Plan Procurements process. Proposals are received and the contract is awarded in the Conduct Procurements process. Procurement audits are a tool of Close Procurements. A request for proposal is created in the Plan Procurements process.

Plan Procurements Administer Procurements

team is in the Plan Proposals received Procurement ### A Procurements process. Which of contract award the following are they working on?

Creation of a request for proposal

Procurement audit C

### A project manager for the seller is told by her management that the project should do whatever possible to be awarded incentive money. The primary objective of incentive clauses in a contract is to: ### Your project has just been fast tracked and you are looking to quickly bring in a subcontractor to complete networking. There is no time to issue a request for proposal (RFP), so you choose to use a company you have used many times before for software development. A PRIMARY concern in this situation is: ### Which of the following BEST describes the project manager's role in the procurement process?

A Reduce costs for the buyer.

B Help the seller control costs.

C Synchronize objectives.

D Reduce risk for the C seller by shifting risk to the buyer.

Collusion between The subcontractors. subcontractor's qualifications.

The Holding a bidder subcontractor's conference. evaluation criteria.

The project The project manager has only manager should minor involvement. be the negotiator.

The project manager should provide an understanding of the risks of the project.

### All of the following statements Well-designed concerning procurement procurement documents are incorrect EXCEPT: documents can simplify comparison of responses.

Incentives are meant to bring the objectives of the seller in line with those of the buyer, so both are progressing toward the same objective.

B

Although you have used this contractor before, how can you be sure they are qualified to do the new work, since it is not exactly like the previous work? This is the risk you are taking.

The project C manager should tell the procurement manager how the procurement process should be Procurement In general, Well-designed A handled. documentation procurement procurement must be rigorous documents should documents do not with no flexibility to not include include a allow consideration selection criteria. procurement of seller statement of work. suggestions.

The project manager knows the project risks. He or she needs to make sure provisions are included in the contract to address these risks.

Often the seller is required to inform the buyer of anything that is missing or unclear in the procurement documents. It is in the buyer's best interest to discover missing items, since it will save the buyer money and trouble to correct the problem early. Procurement documents must contain terms and conditions and selection criteria, as well as documentation of all the work that is to be done (which includes the procurement statement of work). This is so the seller can price the project and know what is most important to the buyer. Well-designed procurement documents can simplify comparison of responses. This is an important point for the real world and is the best answer.

A B C ### A project manager is working on a Cost plus fixed fee Time and material Fixed price (FP) project for a large technology (CPFF) (T&M) integrator. His project calls for Java technology. He needs to supplement his technical staff with a technical consultant for one month because his company does not have this skill set due to unexpected leaves of absence in the technical team. He will manage the seller's work since he wants to retain control. Which would be the BEST type of contract to use?

D No contract is B needed. A simple purchase order will work.

This is short duration and a small dollar amount. T&M is a good choice for staff augmentation.

### A project manager for a large bank Fixed price (FP) is in charge of developing a new certificate of deposit product, which needs information technology systems development. His internal information technology staff does not have expertise in the technology needed for this project, so he must contract out the work. Unfortunately, he does not have the time or the information to develop a detailed procurement statement of work, but this effort is likely to be large. In this situation, what is the BEST type of contract?

Cost plus percentage of costs (CPPC)

### Which of the following statements Pay $1,000,000. represents a fixed price incentive fee (FPIF) contract?

Pay all the costs Pay the costs plus plus a $10,000 fee. $10,000 for every month the project is finished earlier than June 14.

Pay $1,000,000 D plus $10,000 for every designated incremental quality level reached.

An award fee contract apportions a "bonus" to the seller based on performance.

### Performance describe:

Precisely what The end result and work is to be done. deliverables required during the project.

What the product of the project should be able to accomplish.

D

There is a lot of proprietary data.

You have the expertise, but you do not have the available manpower.

You do not need control over the work.

Your company resources are limited.

A

Performance requirements describe the performance required by the customer, not the functionality. They do not precisely describe everything that needs to be done. It is generally better to do the work yourself if using an outside company means you have to turn over proprietary data to the other company.

They are created based on a risk analysis.

They are created by the procurement officer assigned to the project.

They use only the They are created A company's existing based on the standard terms needs of the seller. and conditions.

requirements The functionality desired by the customer.

### The project manager and project sponsor are discussing the project costs and whether it is better to have their own company do part of the project or hire another company to do the work. If they asked for your opinion, you might say it would be better to do the work yourself if: ### What is the BEST way to describe how contract terms and conditions are created?

Cost plus incentive Time and material C fee (CPIF) (T&M)

This is a large effort. A detailed procurement statement of work cannot be developed, and expertise cannot be found internally. A CPIF contract offers an incentive to the seller to perform on or ahead of schedule.

Terms and conditions should reflect the findings of a risk analysis. This means the project manager has been assigned and has completed the risk management process before the contract is drafted. Contracts are risk mitigation tools!

A ### Which of the following occurs Make-or-buy during the Plan Procurements decisions process?

B C Answering sellers' Advertising questions about the bid documents

D Proposal evaluation

### While project work is being done, Is the only one conflicts can arise between the who can change procurement officer and the project the contract. manager because the procurement officer:

Works for a different department.

Has a different A approach to creating a contract.

### The sponsor is excited that the Project executing product of the project is finally being produced. In which of the following must the project be involved?

Integrated change Develop Project Develop Schedule A control Management Plan

Needs to obtain the project manager's approval to make project changes.

A

### The primary objective of contract Get the most from Protect the negotiations is to: the other side. relationship.

Get the highest monetary return.

Define objectives and stick to them.

B

what part of the Plan Procurements Close ### During procurement process does Procurements procurement negotiation occur?

Administer Procurements

Conduct Procurements

D

### A seller is awarded a contract to build a pipeline. The contract terms and conditions require a work plan to be issued for the buyer's approval prior to commencing work, but the seller fails to provide one. Which of the following is the BEST thing for the buyer's project manager to do? ### You are negotiating with a seller. Time is of the essence but you have a limited budget, and the seller knows this. What is your BEST negotiating strategy under these circumstances?

Answering sellers' questions, advertising, and proposal evaluation occur during the Conduct Procurements process. Make-or-buy decisions are made earlier, in the Plan Procurements process. Although a procurement officer works for another department, that should not account for the situation presented in this question. Varying approaches to creating a contract may be a source of conflict, but the question is talking about the execution of a contract, not its creation. The procurement officer does not need the approval of the project manager; most commonly the project manager needs the approval of the procurement manager to make changes in a procurement situation. This is another question about the process of project management. Remember that every project has a product, service, or result. Some of those could be intangible. The product of the project is created in project executing. As a project manager, you want to develop a relationship during negotiations that will last throughout the project. Negotiation occurs during the Conduct Procurements process.

File a letter of intent.

Develop the work Issue a default plan, and issue it letter. to the seller to move things along.

Issue a stop work C order to the seller until a work plan is prepared.

Any time a seller does not perform according to the contract, the project manager must take action. The preferred choice might be to contact the seller and ask what is going on, but that choice is not available here. Therefore, the best choice is to let the seller know they are in default.

Focus the negotiation on seller's profit margin in order to decrease the project cost.

Negotiate to get Negotiate the work done identified risks. even sooner than necessary in order to add a reserve.

Arrange to reschedule the negotiation until you can acquire information of which the seller is not aware.

The key aspect of this situation is that time is of the essence. Therefore, the negotiations must be finished as soon as possible. A reserve is created based on risks, not on negotiations. Negotiations are more effectively centered on risks to lower the price than on profit margins.

C

A B C ### During the Conduct Procurements Weighting system. Screening system. Independent process, your objective is to obtain estimate. the best price possible. The tool that you will MOST heavily rely upon will be a(n):

D Summary of past performance history.

### Bidder conferences are part of:

Plan Procurements.

Conduct Procurements.

Communications Management.

### You are in the middle of a complex negotiation when the other party says, "We need to finish in one hour because I have to catch my plane." That person is using which of the following negotiation strategies? ### In a fixed price (FP) contract, which of the following might NOT be an output of the Administer process? You receive 25 new computers ### Procurements

Good guy, bad guy Delay

Deadline

Extreme demands C

### While working on a contract, you receive a claim from the seller for the costs of additional reports your team members requested. You know the reports are not in the contract and you were not aware that the team needed the information. What should you do?

Deny the claim and Pay the claim and investigate why the institute better reports were procedures. requested.

Administer Procurements.

C

C

Weighting systems, screening systems, and summaries of past performance allow the buyer to compare sellers to choose the one that best meets their criteria. The independent estimate is most concerned with cost, comparing cost estimates of bidders with in-house or other expert estimates. Expect questions on the exam that require you to know in what part of the procurement process activities are done. Putting a time limit on the negotiation is an example of a deadline strategy.

Resource approvals

Payment requests Contract changes

Issue a change Return the five from the seller, but were expecting order through the extra computers. only 20. In looking at the contract, contract manager. you see that it says "seller to provide twenty (25) computers." What should you do FIRST?

Records collected

A

Approvals of changes in resources used would generally not be required in a fixed price contract.

Make payment for Call the seller and B the 25 computers. ask for clarification.

Look again at the question. Ask yourself "How many computers does the contract say?" Did you read it as twenty? This is an example of a conflict in the contract. The intent of the contract can be determined by remembering that words are more binding than numbers. Therefore, you should return the five extra computers. The team members should not be requesting deliverables from the seller. However, since they did, you must pay for them. You would then review the procedures with the team, to avoid a reoccurrence of this issue.

Let the Amend the B procurement contract to include manager know you the reports. had not requested reports.

### During the construction of a large manufacturing facility, the expected delivery of a very critical piece of manufacturing equipment purchased by the buyer, to be installed by the project's general contractor, was delayed by six weeks. The original estimated delivery date for this equipment was provided to all the general contractors that bid the project as part of the bid documents. The bidders were specifically instructed to depend on this delivery date during the preparation of their bids. How should the buyer's project manager deal with the general contractor? ### In the middle of the project, a seller tells you he cannot get the resources to complete the project. Generally, what is the BEST thing to do?

A The project manager should inform the general contractor immediately of the pending problem, and direct him to adjust his schedule to accommodate the new equipment delivery date.

B The project manager should inform the general contractor immediately of the pending problem, and request an estimate of the impact on the general contractor's work as provided under the changes clause of the procurement documents.

C The project manager should inform the general contractor of the problem just before the equipment arrives.

D The project B manager should work with the general contractor to get schedule relief from the equipment manufacturer.

The contract has been breached. Contact your lawyer.

Try to help uncover more resources, but continue the project.

Remind the seller Begin the Close of the penalties for Procurements not meeting the process. next deliverable due date.

B

This course of action follows both the terms of the contract and general ethical behavior. It also allows the project manager the most options in mitigating the potential project time and cost impacts.

This is a question that looks for your understanding of the term breach, and its impact on your project. In this situation, the seller has NOT breached the contract; he has not failed to meet a deliverable due date. It says he is having trouble meeting it. Until a breach occurs, you do not need to take legal action. Reminding the seller of penalties is not correct because it does not deal with the problem. It simply says, "You must find the resources." Moving into closure will not provide the required deliverable. Since the contract has not been breached, the best thing to do is to prevent the breach. You could help the seller find other resources. They may be found internally, or you may have a better understanding of the availability of resources in your area.

### A seller on your project tells you he no longer thinks the project will provide the benefits he wanted when he signed the contract. Because of this, he does not believe it is in his best interest to continue. What should you do FIRST?

### You are the seller in a software development project. The project work is underway when you discover the client is going to make a major change. This change will dramatically alter the software requirements. What is the BEST thing to do? ### Project work is underway when you discover your specifications are incomplete, but you are not sure of the extent of the problem. Unfortunately, the project has a very tight timeline for your review of the seller's submittals and for completing the project. What should you do FIRST? ### A seller is giving you so much trouble that your time available allocated to the project has gone from 20 percent to over 80 percent for this small piece of the overall project. Most of the seller's deliverables are late and inadequate, and you have little confidence in his company's ability to complete the project. What should you do? completing work for your ### While project, the seller's subcontractor suffers a major fire. The fire destroys the heating system they were building for your project. What is the BEST thing to do?

A B Remind him that Document his you have a issues. contract, and he is required to continue.

C Send a letter to terminate the contract.

Stop work on the Inform the client of software and await the impact on the instructions. project of making such a change.

Ask the client Stop work on parts B when the change of the project that will be finalized will not change. and manage the project accordingly.

Hold a meeting with the stakeholders to determine what areas are incomplete.

Tell the seller to stop work until further instructed.

D Hold a meeting to determine the details of the problem.

A

Begin comparing your requirements to the specifications at the same time you hold a meeting with the stakeholders to determine what areas are incomplete. Terminate the Assign a group Meet with the seller for within your team to seller to discover convenience, and meet with the the cause of the hire another seller. seller, and problem. reassign project work so that the seller has easier work to accomplish.

Have the seller C stop work on the parts of the project that are completely defined.

Provide some of your own staff to augment the seller's staff.

A

Stop payment on invoices for the heating system until work begins again.

Tell the seller to stop work on the part of the project that involves the heating system until their subcontractor can recover from the fire.

C

Check to ensure the subcontractor was covered by insurance.

Be prepared to extend the deliverable due date.

Documenting the seller's issues does nothing to resolve the problem, so it cannot be best. There is no reason for the buyer to terminate just because the seller does not want to continue. If you selected calling a meeting, the seller could be taking such action as stopping work, removing resources, or otherwise negatively impacting the project while you are holding the meeting. A project manager must understand the legal implications of her actions. It is best to first remind the seller that he is legally bound to continue. You could follow up that action with a meeting. Sellers are generally required under contract to keep working unless told otherwise. It is best to inform the client of the impact the change will have on the project.

Based on the situation described, the impact on the project is unknown. Having the seller change their project management plan, by stopping some or all of their work, will have a definite impact on the project. The most proactive choice is for the project manager to take action at the same time the specifications are being investigated. Meeting with the seller would have been done the first time there was a problem, not now. Because this is a small piece of the project and you have a low confidence level, it would be best to remove the seller from the project.

This is probably a force majeure. Therefore you should be prepared to extend the due date.

A B ### You get a call from the Send the shipment Accept the procurement manager who tells back. shipment. you the shipment of goods just received from a seller does not meet the requirements of the contract. You look at the shipment yourself and determine that the shipment meets the needs of the project. What should you do NEXT?

C Issue a change order to change the contract specifications.

D Expect to receive a A claim from the seller.

### Which planning output may be Contract changes revised and refined as it moves through the procurement process?

Procurement statement of work

Proposals

Changes that ### The contract was signed six Changes that months ago for this two-year, decrease the decrease the multi-million dollar project. You overall project cost overall project were not involved in contract schedule negotiations or setting up procedures for managing changes. Now you are being swamped with change requests from the sponsor and from inside your organization. What kinds of changes should be approved?

Changes that are most beneficial to the entire project

Changes approved C by management

### Your contract states the maximum Contract change charge for services from the seller control system. will be US $50,000/month. However, the actual invoices have been US $100,000 for the past three months. Stopping the seller's service will impact the project schedule. Under these circumstances, the BEST thing to do is to review the:

Scope control system.

Performance reporting system.

Cost change control system.

### You have decided to terminate a Call the seller contract because you no longer immediately. need the work from the seller. What is the BEST way to communicate this to the seller?

Send the seller a notification by email.

Send the seller a Hold an immediate C stop work order by meeting with the overnight mail. seller.

Procurement documents

C

A

A project manager does not have the authority to issue change orders, but must request them from the procurement manager. There is no reason to expect a claim from the seller. The project manager cannot accept shipments that do not meet the requirements of the contract. Imagine a shipment meets the project manager's needs, but not the quality specifications or other requirements of the contract. This may help you understand why it is best to send the shipment back. A procurement statement of work may be revised and refined as it moves through the procurement process. Did you notice the question described internal change requests, not changes from other sources? Each of these change requests should be weighed to determine the benefits and the impact on the project. The criteria should be laid out in the procurement and change management plans. There is nothing here to suggest that changes should be made to decrease the cost or schedule. Changes might be approved by a change control board, not necessarily by management. The best answer is to approve changes that benefit the project. For example, a change might cause a cost increase or schedule change, but still result in an overall benefit to the quality the project. Did theof issue of cost described in this situation cause you to select a review of the cost change control system? Then you might not realize that a cost change control system applies to the project, whereas the contract change control system applies specifically to the part of the project that is contracted. The contract change control system includes a method for controlling cost on the procurement. Such communications must be in writing as they are changes to the contract.

### You have just discovered one of the sellers on your project has not submitted the weekly status report, as is required in the contract, for the last four weeks. What is the BEST thing to do?

A Send a letter to the seller letting him know he has breached the contract and demanding corrected performance in the future.

### During the execution of your Remind the seller project, the seller loses key of the next delivery personnel who were working on due date. your project. What is generally the BEST thing for a project manager to do in this situation?

B C Determine if the Suspend payment. report is important to the project before doing anything.

Contact the other bidding sellers, and see if one could complete the project.

Remind the seller ### While completing a project, a Extend the worker strike in the seller's city has contract for the they are under resulted in the required deliverable length of the delay. contract to being late. What is generally the complete the BEST thing for the project project by the due manager to do? date or they will be in default on the project.

D Call the seller and A ask when the report will be issued.

Work closely with Attempt to hire the C the seller to review people to work the qualifications directly for you. of any replacement staff.

Investigate ways to shorten other parts of the project in order to meet the seller's project completion date.

Terminate the ### The seller on your project abruptly File for a portion of Hire a new seller goes out of business. What is the the company's immediately under project. BEST thing to do? assets. a time and material contract.

Tell the seller to stop work on the project until the strike is settled.

A

Terminate the contract.

B

This will be a hard question for many people. If it is in the contract, you have already determined the report is needed. You can rarely suspend payments, as that would make you in breach of your contract and make you equally wrong. In order to maintain control, a letter should be sent. You might call the seller and ask when the report will be issued. However, this should be done after sending a letter, not before. The best answer is to notify the seller in writing that he has breached the contract, and demand corrected performance in the future. Simply issuing a reminder to the seller is too passive. Contacting another seller means replacing the current seller. It could be done, but would probably result in an extended time delay. Directly hiring people is not ethical if it is done without the consent of the seller. This leaves working with the seller to review the qualifications of replacement staff. Generally, when a seller does not perform to the contract, a letter should be sent notifying the seller that they are in breach of the contract. However, this is an exception, because it is not the seller's fault. Having the seller stop work for the duration of the strike is not proactive. The situation described is probably a force majeure. The appropriate response to a force majeure is to extend the contract. Investigting ways to shorten other parts of the project might be the The immediate issue here is to keep second choice. the project progressing on schedule, so you first need to replace the seller. Creating a time and material contract is the best choice as it is usually quick to execute, since the contract and scope are brief. Of course, once you have stabilized the project by replacing the seller, you need to formally terminate the contract.

### During completion of the project, you notice a deliverable, integral to the project, has not been received. The seller says the work is not part of the contract. You remember discussing it during negotiations and even coming to agreement, but you cannot find it in the contract. Which of the following BEST describes this situation? ### You (the project manager) and the seller have discussed a change to the project and have agreed on the technical aspects of what is needed. Later, the seller calls to tell you he is having extreme difficulty getting the procurement manager to make the change to the contract. It would be BEST for you to: ### In managing a project, you notice a deliverable mentioned in the general conditions of the contract has not yet been received. The seller, however, says the special provisions of the contract specifically void that deliverable. What should you do? ### While completing work on your contract, the seller is refused access to the facility by your company's security force. If access to the facility is stipulated in the contract, what should the project manager do? ### You are managing a construction project that was contracted on a fixed price plus incentive (FPIF) basis. The incentives for completing the project early are very large. A not-for-profit cultural organization in the community has raised some concern that the construction site might overlap with an archeological site. As the project manager, you should:

A The deliverable may be described in the specifications and not the contract.

B The deliverable is required to be completed.

C A change to the contract is required in order to get the deliverable.

D The seller is required to complete the deliverable.

C

If it is not in the contract (which includes the specifications), a change order is needed to acquire it.

Make the change yourself.

Notify the project management office of your need for assistance.

Work with the Contact the project C procurement sponsor for manager to resolve assistance. the problem.

The project manager must be involved to protect the relationship between the company and the seller.

Require the deliverable as in the contract.

Do nothing.

Contact the procurement manager.

Send a letter requiring the deliverable be provided.

B

Special provisions take precedence over general provisions.

Let the seller work with security to obtain the access. Then issue a change order to fix the problem in the future.

Issue a change order to change the contract to allow such access, but only with the project manager present.

Work to gain access for the seller to the facility. Expect to receive a claim for additional time and cost.

Delete the site C access from the project and expect to receive a change of scope.

Contact the city council. It is the responsibility of the city council to monitor social or environmental impacts.

Stop the project immediately until the site can be validated.

Change the facility design to incorporate the archaeological site.

Quickly research the situation and bring details to management.

By denying access to the seller, your company has breached a part of the contract. You will have to suffer the consequences (a claim for additional time and cost). You must talk to security to determine what it is going to take to get the seller's people access to the property. This situation is outside of your authority to control. You should therefore bring enough information to management so they can make a determination as to what to do.

D

### You are a project manager working on a large software integration project involving multiple sellers. One of your key sellers has informally requested a change to her procurement statement of work to account for some requirements she neglected to address. You are relatively certain the change requests will add time and cost to the project. What should you do in response to the seller's request? ### Your company has contracted with a well-known software developer to provide services during the planning and design phases of your project. Invoicing requirements were specifically defined within the contract, but limits on the seller's expenses were overlooked. As the project manager, what action should you Which of the following is the ### take? PRIMARY cause of contract changes?

A B Work with your Analyze the procurement office change requests. to obtain new bids from other sellers on the procurement statement of work.

C Negotiate a compromise with the seller.

Negotiate a Define acceptable Proceed in good modification to the limits to be faith. terms of the adhered to. contract.

Independent estimates

### During a routine walkthrough, you Insist the seller discover a seller has neglected to follow his quality properly produce a major assurance plans. component of a deliverable. The seller tells you that the component is not included in the contract. What should you do FIRST?

D Reject the change B requests and insist that the seller perform to the contract she signed.

Terminate the contract.

Although many people select the choice of rejecting the change requests, that does not solve the problem of the error. The best thing to do is to evaluate. Until that is done, you do not know if it is better to obtain new bids or to negotiate with the seller.

A

Contract documentation includes requested and approved contract changes. A contract change is required to put in place the new limits.

Independent estimates, organizational policies, and complete procurement statements of work will help to reduce changes. Change requests is the only option that causes changes. This situation illustrates the importance of making sure all deliverables are clearly stated in the contract. Without that clarity, one can spend day after day dealing with ambiguity. Forcing the seller to follow his quality plans, or informing the project sponsor of the issue are not proactive responses. Insisting the contract be adhered to is not appropriate if the component is not in the contract. First, you must evaluate the situation and determine if the seller is correct in his assertion.

Organizational policies

Procurement Change requests statements of work

D

Send a letter to the seller insisting the contract be adhered to.

Determine if the Inform the project seller is correct, sponsor of the and whether the discrepancy. component could be reasonably considered part of the contract.

C

### You are the project manager for a seller. A parking lot fencing project was bid at US $11 per foot. The parking lot has four equal sides of 125 feet and requires installing a six-foot diameter culvert on one side. Fencing should take 100 feet per day, and the culvert installation will cost US $500 and take one day to complete. The culvert must be installed before work can begin on that side of the fence. After three days of work, one side is complete, another side has 75 feet installed, and the culvert is completely installed. At this point, the client tells you the culvert needs to be increased to a sevenfoot diameter. You determine this will cost US $1,000 and require two additional days. What should You do areFIRST? the project manager for ### you the seller. Your work crews are digging a trench to lay fiber for a high-speed internet connection. All the work permits have been obtained and funding has been approved. There have been several weather-related delays, but due to the perseverance of the entire team, the project is on schedule. It is the customer's responsibility to provide entrance facilities so the connection into the building can be made. You discover the customer does not have adequate facilities and will not have them in time. What should you do?

A Call a team meeting and determine if schedule and cost alternatives can maintain the current cost and schedule requirements.

B Review the procurement statement of work for mention of the diameter of the culvert.

C Ask for a change order to cover the change.

D Renegotiate the contract.

Slow down the work, allowing the team time off but ensuring your work will be completed before the customer finishes their portion of the work.

Continue working according to your contract. Remind the customer both verbally and in writing of the their responsibilities. Provide the customer with an estimate of the impact if they do not meet their responsibilities.

Continue working with your company's portion of the work according to the contract. As a project manager, your job is done once this work is completed.

Stop all work and request the customer to contact you when they have fulfilled their responsibilities.

B

The first thing you should do is refer to the contract to determine what it states about the diameter of the culvert. Then ask for a change order if needed.

B

Slowing down the work would have a cost and lost-profit impact on your company. Continuing to work without addressing the upcoming problem is not ethical. If you are under contract, you can generally never stop work, so stopping work until the customer has met their responsibilities is not acceptable. You need to be proactive in ensuring everyone completes his or her activities (including the customer). Since your company is under contract to provide a product, you will need to ensure that your contractual obligations are fulfilled. In contract situations, it is best to follow up serious verbal discussions with a letter.

### You are the seller's project manager. You discover you are working on work requested by the customer but not included in the contract. During previous meetings, the customer already spoke of being upset about the cost of several items she claims your company left out of the contract. No one in your company wants to discuss the change with the customer for fear of losing the contract. What is the BEST longterm course of action for the company?

### A seller contacts you to tell you one of your team members did something that caused the seller harm, and the seller is going to file a claim. What is the BEST thing to do? ### A project manager is working on a complex project with people from around the world. The project schedule is set, but the work packages require detailed integration with other work packages done by the buyer. What is the BEST thing the project manager could use to control this situation? contract includes a requirement ### A that the seller submit monthly acceptance tests to the project manager. If the seller does not submit such acceptance tests, the seller is: ### Which of the following is an advantage of centralized contracting?

A Have a meeting with the customer to identify all the items she thinks were left out of the contract.

C Look for ways to save time on other work packages so the new work can be done.

D Renegotiate a new D procurement statement of work and a new contract.

Look for instances Use the reserve to where the seller cover the claim. caused you harm to counteract the claim.

See if there is any money left in the budget to pay for the claim.

Follow the change D control process outlined in the contract.

Work authorization Configuration system management

Historical information

Change control board

A

Not following the Waiving his rights staffing to submit the management plan. reports.

Using his right of retainage.

In breach of contract.

D

A breach of contract occurs when part of the contract is not performed. In this example, the breach is the lack of monthly acceptance tests.

It allows a B procurement manager to work on a single project

Increased access to contracting expertise, loyalty to the project, and a procurement manager dedicated to a single project are all advantages of decentralized contracting. With centralized contracting, the company's expertise in contracting is increased as individuals learn from each other. If the seller goes bankrupt, you will no longer have a source for that material. You must deal with this risk.

It gives easier access to contracting expertise

### In planning a project, you notice Seller bankruptcy some of the materials required on the project are only available from a seller who owns a patent. What should be one of your MAIN concerns?

B Contact your senior management and procurement department to determine the options. Then schedule a meeting with management and the customer to discuss these options.

It increases It gives more company expertise loyalty to the in contracting project

Applicable laws

Type of contract to Seller competition use

A

The key to answering this question is to understand that this is a severe situation with many problems; so many problems that it is clear the contract is not serving either party. Meeting with the customer has already been done. Meeting with management is not a long-term solution, and finding ways of saving time on other work packages does not address the problem of unclear scope. This is why it is best to start all over (yes, this happens in the real world) rather than the other choices. When a contract no longer serves the needs it was intended to serve, it can be renegotiated if the appropriate parties agree to do so. You always need to follow the change control process. You cannot arbitrarily decide to refuse to pay claims. Reserves should be used for identified risks and not used arbitrarily. Only a work authorization system helps with integrating work packages into a whole. A work authorization system helps ensure that work is done at the right time and in the right sequence.

B The procurement manager is not interested in the contract.

C The company favors the procurement manager rather than the project manager.

D The contract is complex.

### Company A hires Company B to Stop work work on a project. Company B immediately. then subcontracts part of the project to Company C. One day the project manager from Company A sees someone from Company C doing work she feels is wrong. If the project manager from Company A tells the person from Company C to stop that work, what is the person from Company C required by law to do?

Ask her to sign a change order requesting the stop.

Initiate a change order requesting the stop.

Continue work, and ignore that project manager.

D

### Under a contract, formal, written A change to the correspondence with the seller is project is issued. required when:

A meeting with the seller's management is held. Bring your team in

The seller is asked There is a follow for supporting up to a information. conversation.

A

### While completing the procurement, the project manager should be concerned about conflict with the procurement manager because:

A In many cases, the procurement manager is the only one who can change the contract.

### The project is not going well, due Establish yourself to poor performance of a seller. as the authority in That seller has withdrawn from charge. your project. A new seller has been selected, and their labor forces are arriving at the job site tomorrow. What is the LEAST effective thing to do? ### In a cost plus fixed fee (CPFF) It cannot change. contract, how can the fee change?

for introductions, and establish a communications exchange.

A

Take the new team Bring out the C on a tour of the project site, and show management plan. them where they will be working.

It can change if It can only be change orders are increased by 10 issued. percent if there is an unexpected cost overrun.

One party is It is in violation of ### Once signed, a contract is legally One party is binding unless: unable to perform. unable to finance applicable law. its part of the work.

It can be decreased under certain circumstances.

B

It is declared null and void by either party's legal counsel.

C

The procurement manager has power regarding the contract, while the project manager needs to look out for the specific needs of the project. This may cause conflict when the project's needs change and the procurement manager doesn't support those changes. This is an example of privity. Because Companies A and C have no legal relationship, Company A cannot direct Company C. The smart thing to do is for the project manager of Company A to call the project manager from Company B, and have him communicate the directive from Company A.

Procurement is a very formal process. Changes need to be fully documented and signed by both parties. Establishing your authority and introducing the team deal with roles and responsibilities and communications. Reviewing the project management plan prevents misinterpretations and therefore has value. Providing the new team with a tour of the facilities could be done by the internal team members on some projects, and may not even be necessary. The only way to change a cost plus fixed fee contract is to negotiate a change to the contract, normally in the form of change orders. Change orders should include an additional fee if additional work is added to the contract. Once signed, a contract is binding. Generally, the inability to perform, get financing, or one party's belief that the contract is null and void does not change the fact that the contract is binding. If, however, both sides agree to terminate the contract, the contract can move into the Close Procurements process.

A ### During a meeting to negotiate a Deadline change to the contract, the seller states that they have another meeting at 3:00 pm. Negotiations will have to be over by then. What kind of negotiation technique is this? part of the records Proposal ### As management system, you are trying to make sure all records from the procurement are documented and indexed. Which of the following do you NOT have to worry about?

B Missing man

Demand

Delay

A

Setting a specific time to end negotiations is using the deadline technique.

Procurement statement of work

Terms and conditions

Negotiation process

D

### The sponsor and the project Cost risk is lower. manager are discussing what type of contract the project manager plans to use on the project. The sponsor points out that the performing organization spent a lot of money hiring a design team to come up with the design. The project manager is concerned that the risk for the buyer be as small as possible. An advantage of a price contract is: a time and The procurement A major concern about ### fixed material (T&M) contract is that: statement of work needs to be complete.

Cost risk is higher. There is little risk.

Risk is shared by all parties.

A

To answer this question, you need to know what a records management system is and that it would not be used to keep track of negotiations. The negotiation process is not a document. The proposal, procurement statement of work, and the contract terms and conditions are all records that need to be documented and indexed. If you had trouble with this one, you need to remember that the questions are asked from the buyer's perspective unless otherwise noted. The seller has the most cost risk in a fixed price contract, and the buyer's risk is lower.

There is profit in The cost is known. The seller has the every hour worked. cost risk.

B

### In a fixed price (FP) contract, the Unknown. fee or profit is:

Part of the negotiation involved in paying every invoice.

Applied as a line item to every invoice.

Determined with the other party at the end of the project.

A

### All of the following statements A fixed price about change control are incorrect contract will EXCEPT: minimize the need for change control.

Changes seldom provide real benefits to the project.

Contracts should include procedures to accommodate changes.

More detailed specifications eliminate the causes of changes.

C

### Two days ago, you joined a consulting company as project manager to lead an existing project for a client. Today, a major change is requested. What should be done FIRST?

Approve the change if your sponsor approved it, otherwise suggest a review by the project team.

Hire an outside consultant to develop and manage overall change control.

Find out if a change control system is in place for this project.

D

Quickly develop a change control board to approve or disapprove changes.

C

D

Profit is factored into the hourly rate. Therefore, profit is increased for each hour worked. If many hours are used, profit can be higher than in a fixed price contract. The fee or profit is known to the seller, but this question is asked from the buyer's perspective. The buyer does not know what profit the seller included in the contract. There are always good ideas (changes) that can add benefit to the project, regardless of the contract type. Although detailed specifications may reduce the need for changes, they do not eliminate the causes. Contracts should include procedures to accommodate changes. You need to find out if there are already change control plans and procedures in place. If so, you will use them rather than creating your own.

A ### A routine audit of a cost Continue to make reimbursable (CR) contract project payments. determines that overcharges are being made. If the contract does not specify corrective action, the buyer should:

B C Halt payments until Void the contract the problem is and start legal corrected. action to recover overpayments.

D Change the A contract to require more frequent audits.

### All of the following are reasons to Breach. terminate a contract EXCEPT:

Nonpayment.

Default.

### You are purchasing a major component for a new product from the company that has the patent on that component. Under these circumstances, which of the following should be of LEAST concern?

Assessing the experience of the seller

Assessing the The seller's financial stability of procedures the seller

### Which of the following is an Increased advantage of centralized expertise contracting?

Easier access

No home for the procurement manager

More loyalty to the A project

### Emotions are running high during Missing man negotiations to purchase major equipment for your project when the seller starts to pack up his things. This an example of which negotiation strategy?

Fair and reasonable

Withdrawal

Deadline

### During the project, you realize you Fixed price (FP) need a consultant immediately to begin working on a part of the project. What is the MOST appropriate contract type in this situation?

Start work order

Time and material Cost plus fixed fee C (T&M) (CPFF)

Making sure the color of the component is appropriate

Material breach.

B

A

C

Halting all payments would be a breach of contract on the buyer's part. Voiding the contract and beginning legal action is too severe and cannot be done unilaterally. Changing the contract to require more frequent audits does not solve the problem presented. A choice that said, "Halt payments on the disputed amount" would probably be the best answer, but it is not offered. The best choice available is to continue to make the payments. Nonpayment could refer to nonpayment of smaller payments. But wait, why even look at it this way? Generally, only the buyer can terminate a contract. Why would the buyer terminate if they are the ones who are paying? Knowing the experience and the financial stability of the seller can help you identify risks. Reviewing the seller's procedures will help you identify weaknesses and determine where you should spend more time managing. The color of the component should have been evaluated, if it is important at all, before the seller was selected. Centralized contracting usually means it is more difficult to get access to the procurement manager, and the procurement manager has less loyalty to the project. The fact that the procurement manager has no home when he or she is not working on a project is a disadvantage of decentralized contracting. Increased expertise of the procurement manager is an advantage of centralized In this case, the sellercontracting. is getting ready to leave, or withdrawing from the negotiations.

When you must begin work immediately without a procurement statement of work, the most appropriate choice is a time and material contract.

### A project manager is working on his first project with outside sellers. He is familiar with project change control systems but not contract change control systems. In explaining how a contract change control system differs from a project change control system, it is BEST to point out that a contract change control system: ### An equipment seller provided a buyer with all the operations and maintenance manual information on their equipment in electronic disc format, compatible with the computer hardware/software used by the buyer. The buyer's project manager demanded that written copies of these manuals be provided. The seller refused, stating that the information had been supplied in the "useable & complete" format required in the contract. This disagreement is an example of an oversight made during which stage of the project's development? ### You are assigned a US $2 million project with the standard deviation of the estimated costs of US $200,000. What type of contract do you recommend?

A Includes procedures.

B Includes trend analysis.

C Requires more sign-offs.

D Requires less documentation.

Administer Procurements

Control Quality

Plan Procurements Verify Scope

Fixed price (FP)

Cost plus fixed fee Fixed price plus (CPFF) incentive fee (FPIF)

Cost plus percentage of costs (CPPC)

C

Both systems include procedures. A trend analysis is not usually part of either system. A contract change control system requires more, not less, documentation than a project change control system. Contracts are legal documents and, therefore, generally require more sign-offs.

C

The form of the deliverables for each specific portion of the project should have been reviewed and clarified during the Plan Procurements process.

B

Here we are tying together the concepts of standard deviation and contracts. Using the concept of standard deviation, we find the cost of this project will vary, at one standard deviation, from $1.8M to $2.2M. Since this is not insignificant, there appears to be some ambiguity with the project definition. As you are not totally sure of the scope, you would not pick a fixed price option (FP or FPIF). Of the two cost reimbursable options, you need to select the better of the two. Cost plus percentage of costs (CPPC) is probably the worst type of contract to use, as there is no incentive for the seller to control costs. This leaves a cost plus fixed fee (CPFF) contract as the best choice.

### A company asks a project manager to lead a project to create a substantially improved version of one of the company's best-selling products. The project manager is given total freedom of decision and resources, including whether to utilize contractor services and/or the company's resource pool. Under these circumstances, which of the following would be the BEST way for the project manager to build the team? ### The buyer asks the project manager for the status of the project that his team is working on. What is the BEST way to determine the status of a project?

A She should choose her team from the top developers and fabrication workers in the company.

B She should create a team of company line workers and contract the development services under a cost reimbursable contract with provisions to protect confidentiality.

Compare the Compare the project earned value to performance the planned value. against the project baselines.

C She should contract the entire team utilizing a cost plus incentive fee type of contract.

D She should A contract selected team members on an ad hoc and as needed basis utilizing a time and material contract.

Compare the project performance against the integrated change control plan. Incentives

Compare the A number of people used on each work package to the planned number to be used. A force majeure C clause

### Your company has an emergency A clear and needs contracted work done procurement as soon as possible. Under these statement of work circumstances, which of the following would be the MOST helpful to add to the contract?

Requirements as to which subcontractors can be used

### Which of the following is the BEST Evaluate risks. thing for a project manager to do in the Conduct Procurements process?

Select a contract type.

### With which type of contract is the Fixed price seller MOST concerned about project scope?

Cost plus fixed fee Time and material

Purchase order

### You are a seller with unclear Fixed price (FP) directions and scope documentation. Time and cost are important considerations, and the buyer wants to be in full control. What is the BEST contract to use?

Time and material Purchase order (T&M) (PO)

Cost reimbursable B (CR)

Update the project Answer sellers' schedule. questions about the procurement documents.

D

A

This question deals with a make-orbuy decision. Since this project involves an important project for the company, key aspects of it should be retained in-house. Therefore, contracting team members on an ad hoc basis is not appropriate, nor is completely using outside services. In this case, the development work would be done in-house, as the company has expertise. Only choosing the team from the top developers and fabrication workers in the company is viable. Performance is compared against the project management plan and the project baselines.

If you follow the proper project management process, you ALWAYS have good definition of scope. In this situation, you are in a time crunch. Both good scope definition and incentives are required to make it happen. Which provides the better answer? Along with good scope definition, you need the seller to share your need for speed. Incentives bring the seller's objectives in line with the buyer's and thus would be the MOST helpful. Good scope definition alone does not Risk analysis is done before the ensure speed. procurement process begins, as procurement is a risk mitigation and transference tool. Selecting a contract type is part of Plan Procurements. Changes to the project schedule may be an output of the Administer Procurements process. During the Conduct Procurements process, the project manager answers questions submitted by the sellers. In a fixed price contract, the seller has the cost risk and therefore wants to completely understand the procurement statement of work before bidding. Due to the lack of detailed scope, you should not select a fixed price contract. Because the buyer wants to be in full control, the time and material contract is the best option.

A ### You must start construction Fixed price (FP) tomorrow to meet the deadline. What type of contract should you sign to start construction?

B C Cost plus fixed fee Fixed price (CPFF) economic price adjustment (FPEPA)

D Time and material D (T&M)

### Which of the following is most How your company important in determining the best does business type of contract to use on a project?

How complete the Type of contract procurement the law requires statement of work is

Type of contract you have experience with

B

### You have just completed the design phase for a client's project and are about to enter the implementation phase. All of the following need to be done EXCEPT: ### The buyer has received the final deliverables and has formally accepted them. The balance of the Close Procurement process activities have been completed when a procurement audit identifies a failure. The project is considered to be: ### One of the project objectives for your company was to acquire additional expertise completing a large scale design project. The project is mostly completed when your client terminates the contract. A change in their business means the work is no longer needed. What is the MOST effective thing to do?

Lessons learned.

Updating records.

Formal acceptance.

Completion of the product of the project.

D

Incomplete until the problem is resolved.

Complete.

Still in closure until Incomplete until B the problem is formal acceptance resolved. is accomplished.

Stop work immediately.

Complete the Tell the client that Move on to the project, but do not work will stop after Close Project or charge the client it is completed. Phase process. for the time.

B

Incomplete.

C

a clear procurement Null and void. ### With statement of work, a seller completes work as specified, but the buyer is not pleased with the results. The contract is considered to be:

Complete.

Waived.

The time and material contract is the easiest to negotiate and allows for rapid turnaround. If you didn't have the time constraint, you would select a fixed price contract. The most important issue is the level of detail in the procurement statement of work. If you have a design procurement statement of work, a fixed price contract is possible. Without this level of detail, the risk is high for the seller and thus the price could be higher. The product of the project is completed at the end of the project.

A procurement audit is essentially a lessons learned. Since all work and closure activities are completed, any results will not change the status of the procurement.

Did you choose to stop work? You missed the point. Your company needs to gain expertise. That cannot be well done until the project is completed. The question is saying the company gets large value from finishing. Perhaps they can sell the finished product to someone else. Based on what is described, completing the project will meet your company objectives and help you gain the expertise you need if the client agrees and proprietary client data is not required to complete the work. The second best choice is to move to Close Project or Phase. If the seller completes the work specified in the procurement statement of work, the contract is considered complete. That does not mean the same thing as the procurement being closed. The Close Procurements process must still occur. However, in this situation, the contract work is completed.

A ### A seller has failed to make delivery Terminate the on a major item for your project. contract for What is likely to be the LEAST default. effective thing to do?

B C Work with the Negotiate an seller to correct the extension of time. problem.

D Hire another seller D to work side by side with the original seller.

### You are executing a project for a Negotiation. client when they contact you to say they are terminating the contract for convenience. Because of this, the project is now in:

Executing.

Closure.

Procurement audit. C

Terminating a contract puts it into the the Close Procurements process.

Archive records

Formal acceptance D

Only with formal acceptance can the project manager be sure the project work is really complete.

Include an agenda Address this item in the project through contract closure to discuss change control. these issues in a non-threatening manner.

Conduct a D procurement audit.

A procurement audit is a structured review that flushes out issues and identifies lessons learned.

Close Procurements

Close Project or Phase

Conduct Procurements

B

The activities of product verification, updating records, performing a procurement audit, and archiving lessons learned are all activities of Close Procurements.

Bring details of the Complete the situation to the Close Project or legal department. Phase process.

Complete the Close Procurements process.

Issue a change order for an extension of time.

C

The normal response to a force majeure is to give an extension of time, not to terminate the contract. However, this force majeure seems to have had such an impact that the construction company cannot go on.

Project reports.

Performance measurement documentation.

Statement of work B updates.

Administrative closure is performed at the end of each phase of the project. Outputs are consistent regardless of the phase.

### What is the BEST way to ensure Final performance Procurement the project work is really reporting audits complete? ### A project manager for a large international bank has a project team that just implemented an electronic funds project involving four large vendors. The project manager struggled through every part of the procurement process since the bank had a weak internal procurement department. What would be the MOST appropriate thing to do to ensure the problems are resolved for future projects?

Document all the issues in a memo, and schedule a meeting with the head of the procurement office.

### Two team members are currently Administer documenting and verifying the Procurements product, while two other team members are updating records, performing an audit, and archiving lessons learned. What activity are the team members engaged in? ### A contract has just been signed with a construction company to complete a remodeling project within three months. Due to a force majeure, the project will be delayed by an additional three months. However, the construction company does not have enough resources to complete the project and has asked for an early termination of the contract. What is the MOST appropriate thing to do thisare situation? You performing administrative ### in closure during the Close Project or Phase process. Upon completion of this process, you will have project archives, formal acceptance, and:

Lessons learned.

If it was possible and effective to hire two sellers to do the work, it would already have been part of the plan.The other choices, given the specifics of the situation, could help.

A ### Which of the following is an output Contract of the procurement management process?

### Documentation on a contract Approvals. should include all the following EXCEPT:

B Proposals

C D Formal acceptance Change orders

Inspection reports. Correspondence.

C

Customer's meeting minutes.

D

Acknowledge substantial completion

This question is asking for the output of the procurement process as a whole, not an output of the pieces within the process. The procurement process should lead to formal acceptance of the product of the project. Be sure to carefully read questions on the exam! A customer's meeting minutes have no impact on disputes that arise; therefore, documentation of them is not required. The other choices must be documented for future reference.

### What is the main purpose of a Validate that costs Loosely review the procurement audit? charged to the project contract are valid and correct

Identify the successes to transfer to other procurements

C

Remember that, according to PMI, audits are used to improve processes.

### The work specified in the procurement statement of work is completed on a project. However, the customer is not happy because she wants additional work to be completed. In light of this, what should be done?

Tell the customer it Add to the A is too late to make procurement a change. statement of work, and proceed with additional work after obtaining management's agreement.

The customer signed for the work specified in the contract. If that work is complete, she may not add scope unless the formal change management process approves the change. At this late date, it would be better to complete this contract and begin a new one.

Deduct the Require that the deliverable from deliverable be the procurement completed. statement of work.

You could deduct the cost of the deliverable, but the situation does not say you have been invoiced for the costs. It may not be within your area of control to simply cut the deliverable. If you did not need it, it should not have been in the contract. However, if it were to be deleted, there would be a corresponding decrease in cost, time, etc. The best choice that upholds the contract is to require that the deliverable be completed. Quality is defined as conformance to

Begin the Close Change to a cost Procurements reimbursable process and sign a contract. new contract for the additional work.

### You are closing out a minor Deduct the cost of contract on a major project when the deliverable you discover a deliverable has not from payments. been received. Your manager wants the problem resolved as soon as possible without much trouble. What should you do?

Deduct the deliverable from the cost of the project.

### You have just completed a major Deduct the cost of deliverable on a project when you the inspection from realize the seller did not perform payments. the required inspection. What should you do?

Deduct the Require that the inspection from the inspection be procurement completed. statement of work.

Report the seller to C the state agency in charge of inspection.

### Your seller on the project has not Enter the Close performed and you are terminating Procurement the contract. Which of the process. following is the BEST thing to do?

Meet with the seller, explain the problem, and obtain the seller's agreement on termination.

Report the seller to A the state agency in charge of inspection.

Review change requests.

D

requirements. If inspection work is not performed as required in the contract, the project's quality standards are not being met. The buyer has the right to terminate the contract for cause or if the seller breaches the contract by not performing accordingly. Therefore, the procurement should enter the Close Procurements process. Any disputed payments or terms should be handled according to the dispute resolution procedures in the contract.

### You have just finished most of the work on a new systems integration project when the buyer comes to you with detailed procedures to be used to close the contract. The contract included closure procedures. What should you do?

A B Revise the closure Request a change procedures after order. getting management's approval.

C Create new procedures that are more complete.

D Assess the quality B of the buyer's new detailed procedures, and if they are better than the current procedures, use them. Go to the Close D Procurements process.

This is a change to the contract. Procedures are the same as work. If the work changes, a change order should be issued.

Go back to the ### You have just started administering Go back to the a procurement when management Plan Procurements Conduct decides to terminate the contract. process. Procurements What should you do FIRST? process.

Finish the Administer Procurements process.

### Close Procurements is similar to Product Close Project in that they both verification. involve:

Kickoff meetings.

Quality assurance Creation of the activities. scope verification plan.

A

Kickoff meetings occur during project planning. Perform Quality Assurance occurs during project executing. A scope verification plan is part of the scope management plan, created earlier in the project and used during project monitoring and controlling, not closing. All types of closure must make sure the actual product of the project meets the requirements for the product. Therefore, product verification is the best answer.

### Which of the following should a A complete list of procurement audit include? the contract drawings

The customer's evaluation of the work

The team's evaluation of the contract type selected

Evaluations of what went right and wrong

D

### From the seller's point of view, a Work is complete procurement is considered closed and formal when: acceptance received.

Lessons learned are complete and final payment is received.

The archives, administrative closure, and closure requirements as stated in the contract are all completed.

Final payment is made.

C

A procurement audit identifies what went right and wrong for the purposes of creating historical records and improving future performance. Many people do not close out a procurement properly. Ensuring the archives, administrative closure, and closure requirements as stated in the contract are all completed includes the components of all the other choices and is therefore the best answer.

If the contract is terminated, the procurement needs to enter closure. The results of the procurement and its documentation are archived as historical records in the Close Procurements process.

A ### A project performed under a cost Decrease the risk reimbursable contract has finally rating of the entered the Close Procurements project. process. What MUST the buyer remember to do?

### A project manager you are mentoring comes to you for help because he is about to face his first procurement audit. You might explain that he should NOT worry about such an audit because it:

B Audit seller's cost submittals.

Identifies Makes sure the successes and contract is being failures that followed. warrant transfer to other procurements.

C Evaluate the fee she is paying.

D Make sure the B seller is not adding resources.

Although a reserve might be decreased for the project overall when one of its procurements enters closure, the risk rating of the project is generally not affected. Evaluation of the fee should have been done during the Conduct Procurements process. Making sure the seller does not add resources may be a concern during the Administer Procurements process, but it is not common during Close Procurements. Auditing the seller's cost submittals is part of the procurement audit and is a required aspect of the Close Procurements process.

Makes sure costs Makes sure the are in line with the seller is following project. the contract.

A

A question like this is really asking for the purpose of the tool or action. You can answer this one if you know the definition of a procurement audit.

C

Communications requirements and quality standards are needed before risks (especially risks relating to communications and quality) can be determined. Iterations cannot begin until the risks are identified, qualified, and quantified, and responses are developed. Through iterations, the WBS and other parts of the project management plan are revised. A bar chart would have been done during the creation of the schedule, so it cannot be the next thing. Of the choices listed, determine communications requirements is the best option. Because a project done in a matrix organization involves people from across the organization, communications are more complex.

### The project team has just Identify risks. completed the initial project schedule and budget. The NEXT thing to do is to:

Begin iterations.

Determine communications requirements

Create a bar (Gantt) chart.

### A project manager has very little Simple. project experience, but he has been assigned as the project manager of a new project. Because he will be working in a matrix organization to complete his project, he can expect communications to be: ### A project team member is talking The project to another team member and manager complaining that many people are asking him to do things. If he works in a functional organization, who has the power to give direction to the team member?

Open and accurate.

Complex.

Hard to automate. C

The functional manager

The team

The PMO

B

In a functional organization, the functional manager is the team member's boss and probably also the project manager's boss.

A ### Who has the MOST power in a The project projectized organization? manager

B The functional manager

### Approved corrective actions are an Verify Scope input to which of the following processes?

Direct and Manage Develop Project Project Execution Charter

Develop Schedule B

### You have just joined the project management office after five years of working on projects. One of the things you want to introduce to your company is the value of creating and utilizing work breakdown structures. Some of the project managers are angry that you are asking them to do "extra work." Which of the following would be the BEST thing you could tell the project managers to convince them to use work breakdown structures? ### A project manager may use ______ to make sure the team members clearly know what work is included in each of their work packages.

Work breakdown structures prevent work from slipping through the cracks.

Work breakdown structures are only needed on large projects.

Work breakdown A structures are the only way to identify risks.

Work breakdown structures are required on projects of every size, regardless of whether contracts are involved. Work breakdown structures can be used to help identify risks, but risks can be identified using other methods as well. Preventing work from being forgotten (slipping through the cracks) is one of the main reasons the tool is used, and is the best choice offered here.

The project scope statement

The product scope The WBS dictionary

The schedule

Standard deviation tells you if the estimate is accurate.

Standard deviation C tells you if the estimate includes a pad.

The project scope statement describes work on a high-level basis. Work packages need to be specific to enable team members to complete their work without gold plating. The product scope does not tell team members what work is assigned to them. The team should have a copy of the schedule, but a schedule does not show them what work is included in each of their work packages. Work packages are described in the WBS dictionary. NOTE: Do not think of the WBS dictionary as a dictionary of terms. An estimate can have a wide range and still be accurate if the item estimated includes identified risks. There is no such thing as a pad in proper project management. An estimate might be inflated, but it is a calculated reserve to account for risks, not arbitrary padding. The standard deviation tells you the amount of uncertainty or risk involved in the estimate for the activity.

### Which of the following BEST There is no describes the relationship between relationship. standard deviation and risk?

C The team

Work breakdown structures are required only if the project involves contracts.

Standard deviation tells you how uncertain the estimate is.

D They all share power

A

In a projectized organization, the entire company is organized by projects, giving the project manager the most Direct andpower. Manage Project Execution is the only correct response.

C

A B Tell your boss. ### Which of the following is the BEST Tell senior thing to do to try to complete a management that project two days earlier? the project's critical path does not allow the project to be finished earlier.

C Meet with the team to look at options for crashing or fast tracking the critical path.

D Work hard and see C what the project status is next month.

### A project manager is trying to 10 coordinate all the activities on the project and has determined the following: Activity 1 can start immediately and has an estimated duration of 1 week. Activity 2 can start after activity 1 is completed and has an estimated duration of 4 weeks. Activity 3 can start after activity 2 is completed and has an estimated duration of 5 weeks. Activity 4 can start after activity 1 is completed and has an estimated duration of 8 weeks. Both activities 3 and 4 must be completed before the end of the project. What is the duration of the critical path for this project? ### A project manager is trying to 10 coordinate all the activities on the project and has determined the following: Activity 1 can start immediately and has an estimated duration of 1 week. Activity 2 can start after activity 1 is completed and has an estimated duration of 4 weeks. Activity 3 can start after activity 2 is completed and has an estimated duration of 5 weeks. Activity 4 can start after activity 1 is completed and has an estimated duration of 8 weeks. Both activities 3 and 4 must be completed before the end of the project. If there is an approved change to activity 4 and it now takes 10 weeks, what is the duration of the critical path?

11

14

8

A

11

14

8

B

You need to draw a network diagram for this question. This diagram has two paths: Start, 1, 2, 3, End and Start, 1, 4, End. The original length of the first path is 10 and the second is 9, making the first path critical and the length of the critical path 10. If activity 4 now takes 10 weeks instead of 8, the critical path would change to Start, 1, 4, End and be 11 weeks long.

### Estimate at completion (EAC) is a The cost of work periodic evaluation of: completed.

The value of work performed.

The anticipated What it will cost to C total cost at project finish the project. completion.

When you look at earned value, many of the terms have similar definitions. This could get you into trouble. EAC means the estimate at completion. What it will cost to finish the project is the definition of ETC, or estimate to complete.

This is another question that asks about problem solving. Telling the boss or waiting to see the status next month do not try to solve the real problem. It would be inaccurate to report that the project cannot be finished earlier. Only meeting with the team to look for options for crashing or fast tracking the critical path relates to problem solving. You need to draw a network diagram for this question. The diagram has two paths: Start, 1, 2, 3, End and Start, 1, 4, End. The length of the first path is 10 and the second is 9, making the first path critical and the duration of the critical path 10. Notice that almost every other answer someone could pick is also listed?

A ### Rearranging resources so that a Crashing. constant number of resources is used each month is called:

B Floating.

C Leveling.

D Fast tracking.

C

The key to this question is the phrase "constant number used each month." Only leveling has such an effect on the schedule.

Focusing on the B amount expended last month and what will be expended the following month

Asking percent complete is not a best practice since it is usually a guess. Often the easiest work is done first on a project, throwing off any percentage calculations of work remaining. The life cycle cost cannot be lower than the project cost, as the life cycle cost includes the project cost. Focusing on the amount spent last month and what will be spent in the next month is often done by inexperienced project managers who know of nothing else. Not only does this provide little information, but the data cannot be used to predict the future. Using earned value and other calculations is the best answer since this choice looks at the past and uses that information to estimate future costs. A Pareto chart might help the project manager decide which problems to focus on, but does little to find the root cause of problems. Although the project is troubled, there is nothing on which to use conflict resolution techniques, because the real problem has not been identified. Trend analysis does not deal with root causes; it deals more with predicting the future. A fishbone diagram would best help the project manager identify the root cuase of the problems. Lessons learned, formal acceptance, and transition of the product of the project all occur in the Close Project or Phase process. Cost-benefit analysis is by management to compare potential projects.

### Cost performance measurement is Asking for a BEST done through which of the percent complete following? from each team member and reporting that in the monthly progress report

Calculating earned value and using the indexes and other calculations to report past performance and forecast future performance

Using the 50/50 rule and making sure the life cycle cost is less than the project cost

### A project manager has been A Pareto chart overwhelmed with problems on his project. He would like to identify the root cause of the problems in order to determine where to focus his attention. Which of the following tools would be BEST for the project manager to use?

Conflict resolution techniques

A fishbone diagram Trend analysis

C

### All of the following are outputs of Lessons learned. the Close Project or Phase process EXCEPT:

Formal acceptance.

Transition of the product.

D

Cost benefit analysis.

A ### The project is NOT completed The project scope until: is completed, administrative closure is completed, and payment is received.

B Formal acceptance is received, and any other requirements for project closure as stated in the contract are met.

B

Look at the wording of the choices and you will see this question is talking about a procurement situation. To find the best answer, think about the rules for contract closure. Making sure the customer is satisfied is certainly a good thing, but that satisfaction must turn into formal acceptance (in writing) in order for a contract to be closed out. Each project is different and may have different requirements for closure. Lien waivers, export certificates, warranty and guarantee information might need to be received before the contract can be closed. These unique needs of the project are included in the contract. Therefore, the project is not complete until formal acceptance is received, and any other requirements for project closure as stated in the contract are met.

### When a product or service Quality is completely meets a customer's achieved. requirements:

The cost of quality The cost of quality The customer pays A is high. is low. the minimum price.

### A team is using a fishbone Perform Quality diagram to help determine what Control quality standards will be used on the project. What part of the quality management process are they in? ### All the following are tools of Inspection. Perform Quality Control EXCEPT:

Perform Quality Assurance

Plan Quality

Variable Analysis

As a general rule, one cannot say that quality (as defined in the question) is either of high or low cost. It provides what the customer wanted, which may not be the lowest or highest cost. When a product or service completely meets a customer's needs, quality is The key phrase here is "will be used." achieved. The team is looking to the future of what quality will be on the project and therefore must be in the Plan Quality process, choice C.

Cost of quality.

Pareto chart.

Fishbone diagram. B

Show team responsibilities.

Show functional responsibilities.

### An Ishikawa diagram helps to:

Put information in Explore past its order of priority. outcomes.

C The customer is satisfied and final payment is received.

D Lessons learned are completed.

C

B

Inspection, Pareto charts, and fishbone diagrams are tools of Perform Quality Assurance or Perform Quality Control (depending on how they are used). Cost of quality is part of Plan Quality, making sure the project is not spending too much to achieve a particular level of Notice quality. that the choices for this question include the definitions for many of the control tools. Such questions can easily confuse you if you do not remember why you use each of the tools. Choice A refers to the function of a Pareto chart. Choices C and D refer to many responsibility charts and therefore cannot be the best answers.

A ### All of the following are typical Wondering who concerns of matrixed team will handle their members EXCEPT: evaluations.

B Serving multiple bosses.

C Developing commitment.

D Computing fringe D benefits when working on multiple projects.

### Most of the project risks will be Perform identified during which risk Quantitative Risk management process(es)? Analysis and Identify Risks

Identify Risks and Monitor and Control Risks

Perform Qualitative Identify Risks Risk Analysis and Monitor and Control Risks

B

The The project charter D ### All of the following are common Contract terms and The project results of risk management conditions are management plan communications is changed. EXCEPT: created. is changed. management plan is changed.

### Outputs of the Plan Responses process include:

Risk Residual risks, Risk triggers, fallback plans, and contracts, and a contingency risk list. reserves.

### A seller is working on a cost reimbursable (CR) contract when the buyer decides he would like to expand the scope of services and change to a fixed price (FP) contract. All of the following are the seller's options EXCEPT:

Completing the original work on a cost reimbursable basis and then negotiating a fixed price for the additional work.

Completing the original work and rejecting the additional work.

Secondary risks, process updates, and risk response owners.

Contingency plans, A project management plan updates, and change requests.

Negotiating a fixed Starting over with a D price contract that new contract. includes all the work.

In a matrix organization, each team member reports to the project manager and the functional manager. Team members may therefore be worried about who will handle their evaluations, serving multiple bosses, and/or developing commitment. Since the same fringe benefits are given to all employees no matter what work they do, that is the exception. This is a tricky question. Although risks can be identified at anytime throughout the project, most risks are identified during the Identify Risks process. Newly emerging risks are identified in the Monitor and Control Risks process. Since a contract can only be created after risks are known (a contract is a tool to transfer risks), this cannot be the exception. The project management plan could change to include a modified WBS and new work packages related to mitigating risk. The communications management plan could change as a way to address a risk. A change to the charter is a fundamental change to the project and may require a major adjustment to all aspects of the project management plan. It is not a common result of risk management efforts. A risk list, process updates, and change requests are not outputs of the Plan Risk Responses process. Residual risks, fallback plans, and contingency reserves are all outputs of the Plan Risk Responses process, making this the correct answer. The seller can try to negotiate changes or simply continue the original contract and refuse requests to complete additional work, but the seller cannot unilaterally decide to start over with a new contract. Both parties have to agree to this option through negotiations.

A ### All of the following are parts of the Identifying Direct and Manage Project changes. Execution process EXCEPT:

B Using a work breakdown structure.

C D Implementing Setting up a corrective actions. project control system.

### The engineering department has Develop a project uncovered a problem with the cost charter. accounting system and has asked the systems department to analyze what is wrong and fix the problem. You are a project manager working with the cost accounting programs on another project. Management has issued a change request to the change control board to add the new work to your project. Your existing project has a cost performance index (CPI) of 1.2 and a schedule performance index (SPI) of 1.3, so you have some room to add work without delaying your existing project or going over budget. However, you cannot see how the new work fits within the project charter for your existing project. After some analysis, you determine that the new work and existing work do not overlap and can be done concurrently. They also require different skill sets. Which of the following is the BEST thing to do?

Reestimate the project schedule with input from the engineering department.

Verify the scope of Identify specific the new work with changes to the the help of the existing work. stakeholders.

D

A

A WBS is created in project planning, but can be used to help manage the project during project executing. The wording here was not "creating a WBS," but "using a WBS." A project control system is set up during project planning, not during project executing, and therefore is How long did it take you to read this the exception. question? Expect long-winded questions on the exam. Take another look at the choices before you continue reading. Did you notice that each of the choices occurs during a different part of the project management process?This question is essentially asking if the new work should be added to the existing project. There may be many business reasons to try to do this, but from a project management perspective, major additions to the project are generally discouraged. In this case, the new work is a self-contained unit of work, has no overlap with the existing work, does not fit within the project charter, and needs a different skill set. Therefore, it is best to make it a new project. The first step to answering this question is to realize that the work should be a separate project. The second step is to look at the choices and see which relates to initiating a new project. Reestimating the project sounds like the best choice only if you did not realize that the new work should be a separate project. Verifying scope is done during project monitoring and controlling, and does not relate to the decision of whether to add work to the project. Identifying scope changes also implies that the new work has been accepted as an addition to the existing project. Developing a project charter is among the first steps of initiating a new project, and the best choice in this situation.

A ### Based on the chart, if you needed Activity B to shorten the duration of the project, which activity would you try to shorten?

B Activity D

C Activity H

D Activity C

### The seller tells you that your Recommend a activities have resulted in an change to the increase in their costs. You should: project costs.

Have a meeting with management to find out what to do.

Ask the seller for supporting information.

Deny any wrongdoing.

C

### You are about to take over a Schedule project from another project manager and find out the following information about the project. Activity Z has an early start (ES) of day 15 and a late start (LS) of day 20. Activity Z is a difficult activity. Cost performance index (CPI) is 1.1, schedule performance index (SPI) is 0.8. There are 11 stakeholders on the project. Based on this information, which of the following would you be the MOST concerned about?

Float

Cost

The number of available resources

A

D

This is an example of a two-stage question you may find on the exam. First you need to draw the network diagram and find the critical path, and then make a decision. The network diagram has four paths: Start, A, D, G, End = 14Start, B, E, H, End = 12Start, C, E, H, End = 16Start, C, F, I, End = 9The critical path is 16 (Start, C, E, H, End). Many people immediately look for the longest duration activity on the project to cut. Here activity D is the longest, at 10 weeks. However, that activity is not on the critical path, and cutting it would not shorten the project's duration. You must change the critical path. In this case, both activity C and activity H are on the critical path. If you have a choice, all things being equal, choose the earlier option. Therefore, activity C is the best answer. This is a professional and social responsibility/procurement/cost question. The situation described involves a claim. Simply denying any wrongdoing is unethical. A meeting with your management should not occur until you have all the information. The best thing to do is to get supporting information regarding what happened. After requesting tht information, and negotiation, you would likely recommend a change to the project costs. This question combines topics from various knowledge areas. Did you fall into the trap of calculating the float for Z? The amount of float for one activity and the number of resources does not tell you anything in this case. The CPI is greater than one and the SPI is less than one. Therefore, the thing to be most worried about is the schedule.

B Make sure the project charter is still valid.

C D Change the Talk to schedule baseline. management before any changes are made.

B

Waiting until all changes are known, and then printing out a new schedule, is a common error many project managers make. Instead, the project manager should be controlling the project throughout its completion. The situation in the question does not provide a reason to believe the schedule baseline must be changed. A project manager must be in control of the project, rather than consulting with management before making any changes. Whenever a large number of changes occur on a project, it is wise to confirm that the business case, as stated in the project charter, is still valid.

### You have been working on a very Throw a party for large software development the team project that has made use of more members. than 230 people. Finally, all the scope has been completed. It would be BEST to:

Make sure the project is integrated with other projects.

Begin to focus on Analyze project D your other projects. success or failure.

### A team member is visiting the manufacturing plant of one of the suppliers. Which of the following is the MOST important thing to be done in any telephone calls the project manager might make to the team member?

Review the list of Ask the team Review the A contact information member to look for upcoming meeting for all change requests. schedule. stakeholders.

Though all the choices seem like good ideas, there is only one best. Usually these questions can be reworded to, "What do you do next?" Integrating is a great idea, but not all projects have another project with which to integrate. The project manager cannot move on until the project is actually completed. That means that the Close Process or Phase process must occur. The only choice that relates to Close Process or Phase is to analyze project success or failure. Once that process is done, then throw a party! Questions like this drive people crazy. There are many choices that are reasonably correct. Look for the most immediate need. Here, the team member is in a manufacturing environment. That means communications will most likely be blocked by noise. It is best for the project manager to ask the team member to repeat back what he says, to ensure the team member correctly heard what the project manager communicated.

### During project executing, a large number of changes are made to the project. The project manager should:

A Wait until all changes are known and print out a new schedule.

Ask the team member to repeat back what the project manager says.

A preparing your risk Add reserves to ### While responses, you identify additional the project to risks. What should you do? accommodate the new risks, and notify management.

B Document the new risks, and calculate the expected monetary value based on the probability and impact of the occurrences.

C Determine the risk events and the associated costs, then add the cost to the project budget as a reserve.

### Close Procurements is different Occurs before from Close Project or Phase in that Close Project or Close Procurements: Phase.

Is the only one to involve the customer.

Includes the return May be done more A of property. than once for each contract.

### Which of the following is true of Estimates should the Estimate Activity Durations always indicate the process? range of possible results.

Estimates should be made by resource managers in order to increase the accuracy of the estimates.

Historical information is too old to use in estimating.

Critical paths A should be taken into account when an activity is first estimated.

### Work on a project is ongoing when the project manager overhears two workers arguing over what a set of instructions means. The project manager investigates and discovers that the instructions for the construction of the concrete footings currently being poured were poorly translated between the different languages in use on the project. Which of the following is the BEST thing for the project manager to do FIRST?

Look for quality impacts of the poor translation of the instructions for the footings.

Bring the issue to the attention of the team, and ask them to look for other translation problems.

Inform the sponsor B of the problem in the next project report.

Get the instructions translated by a more experienced party.

D Add a 10 percent B contingency to the project budget and notify the customer.

When new risks are identified, they should go through the risk management process. You need to determine the probability and impact of the risks and then try to diminish their impact through the Plan Risk Responses process. Only after these efforts should you consider adding reserves for time and/or cost. Any reserves should be based on a detailed analysis of risk. Calculating the expected monetary value of the risks is an important part of the risk management process, and the best choice presented here. The customer may be involved in lessons learned and procurement audits, and would certainly be involved in formal acceptance. Both Close Procurements and Close Project or Phase involve the return of property. Close Procurements is done once for each procurement, at the end of the contract. All procurements are closed before the project is closed. Estimates should be done by those doing the work whenever possible. Historical information is not too old to use in estimating, nor is the critical path taken into account when an activity is first estimated. It is important to realize proper estimating is done in a range to increase the accuracy of the estimate. Although all of these choices are correct things to do, the question asks what to do first. What is the most immediate problem? Getting the instructions translated by a more experienced party could be done, but it does not address the immediate concern. Asking the team to look for other translation issues is an excellent idea. However, it does not address the immediate problem. Informing the sponsor is also not taking action to solve the problem. Isn't it most urgent to find out whether the concrete footings meet your project requirements? Are they adequate? Only the option of looking for quality impacts of the poor translation will help you determine that.

### Your project will go through many phases to produce a high-priced product that will be sold to the public. You are currently starting the design phase. The price will include the product and scheduled maintenance. The team includes representatives from the engineering department, who will help determine the design of the project, the marketing department, who will determine the shape of the container for the product of the project and the accounting department who will help make sure the cost of the project allows ample profit margin.The project charter has been completed and signed by sponsors from all these departments. The product scope was completed in an earlier project that was two months delayed due to arguing over the scope. The team is now functioning well and past team-building efforts have produced an effective team for this new project. Which of the following is the BEST thing to include that has not been included in planning?

A The team working on the project does not include anyone from senior management and will thus not have enough support to be completed quickly and effectively.

B There needs to be a representative from the quality department to ensure that the project will satisfy the needs for which it is undertaken.

C The project is not taking into account how the project work will affect future phases and thus future phases may cost more.

D Team-building C efforts should still be done in the future to ensure an effective team.

### Effective project integration usually The personal requires an emphasis on: careers of the team members.

Timely updates to Effective the project communication at management plan. key interface points.

Product control.

C

### Integration is done by the:

Team.

Stakeholders.

A

Project manager.

Sponsor.

This question has many "right" answers. Choice A cannot be best because the team does not need to include anyone from senior management. Having a quality representative (choice B) could be a good idea, but you do not know if there is a quality department in this company. It is possible that the project manager or some other team member could have responsibility for quality, depending on the needs of the project. It is always a good idea to do team building (choice D) but of all the choices is this one best? No. Without doing choice C, the project could be severely impacted, where it would probably be only slightly impacted because of a lack of team building (remember that they have already done some and the team is working well together). Choice C is something a lot of people forget. The project must take into account what will happen after the project is completed. This means that the cost of maintaining the product must be considered as part of the project. The impact of not doing this is the greatest, and is thus the best choice. This question is asking for the most important of the choices. Think about what is involved in integration: project management plan development, project management plan execution, and integrated change control. Updates and product control are parts of project monitoring and controlling, while integration includes more than control. Advancing the careers of team members falls under project executing (the Develop Project Team process). In order to integrate the project components into a cohesive whole, communication is key whenever one activity will interface with another or one team member will interface with another, and when any other form of interfacing will occur. Integration is a key responsibility of the project manager.

A ### You are taking over a project and Float determine the following: Activity B has an early finish (EF) of day 3, a late finish (LF) of day 6, and an early start (ES) of day 2. Activity L is being done by a hard-to-get resource. The cost performance index (CPI) is 1.1 and the schedule performance index (SPI) is 0.8. Based on this information what would you be more concerned about?

### Which of CORRECT?

the

following

B Resources

is The critical path There can be only helps prove how one critical path. long the project will take.

C Cost

D Schedule

D

You may not understand this question until you review the book PMP(Author:Bobby)174(Author:Bobb y) Exam Prep. Come back to it. This question tries to integrate a lot of information and test your ability to discern what information is relevant to the question. Although some figures to calculate float are provided, there is no information to say that the float is a problem. Most projects have hard-to-get resources. The question does not give an indication that having hard-to-get resources is a problem. CPI is greater than one, so cost is not something to worry about. SPI is less than one, and therefore the best answer.

The network A project can never A diagram will have negative change every time float. the end date changes.

This question tests your knowledge about a number of topics. There can often be more than one critical path, but you might adjust the plan in order to decrease risk and have only one critical path. The network diagram may or may not change when the end date changes, depending on the amount of schedule reserve and the reason for the change to the schedule. You can have negative float if you are behind schedule. The critical path helps prove how long the project will take. This is the only correct statement of the choices given. It can be confusing to differentiate earned value terms from each other. The estimated value of the work actually completed is the definition of EV, or earned value.

### Which of the following represents Earned value (EV) Planned value the estimated value of the work (PV) actually accomplished?

Actual cost (AC)

Cost variance (CV) A

### A project is in the middle of the The team executing effort when a stakeholder suggests a major new change. This change will cause the third major overhaul of the project. At the same time, the project manager discovers that a major work package was not completed because a team member's boss moved him to another project that had a higher priority. Which of the following is the BEST person for the project manager to address these issues with?

The customer

The sponsor

Senior management

D

It is the sponsor's role to prevent unnecessary changes and to set priorities between projects. The situation described in this question implies that such work is not being done and the project manager must therefore go to the root of the problem: the sponsor.

A ### The work breakdown structure can Internal within the be an effective aid for project team communication in which setting(s)?

B Internal within the organization

C External with the customer

D Internal and external to the project

### The project status report is an Formal written example of which form of communication communication?

Formal verbal communication

Informal written communication

Informal verbal communication

### Which of CORRECT?

is There must be an attempt to gain a complete product description before the project is initiated (this could be the result of another project to determine the requirements). The product description can be progressively elaborated as the project progresses.

The product description is created in project executing, and the WBS makes use of the knowledge gained while creating the product description.

The WBS must be completed before one creates a project charter, and the communications management plan is included in the project management plan.

The project A sponsor creates the product description, which contains the sponsor's requirements, and includes it as part of the documents he sends to the customer.

### Which of the following BEST Working with the describes product analysis? customer to determine the product description

Mathematically analyzing the quality desired for the project

Gaining a better understanding of the product of the project in order to create the project scope statement

Determining C whether the quality standards on the project can be met

the

following

D

A

The work breakdown structure can be used for communication vertically and horizontally within the organization, as well as outside the project. The project status needs to be known by many people. Therefore, it is best to present this type of information in writing so that it can be transmitted to many people at once. It is also formal in that it is an official report of the project. Therefore, formal written communication is the best answer. Notice how some choices contain statements that are true as well as statements that are not true. The WBS makes use of the knowledge gained while creating the product description, but the product description is created in project initiating, not project executing. The communications management plan is included in the project management plan, but the WBS is created after the project charter. Again, not a completely correct choice. The product description contains the customer's, not the sponsor's, so that choice cannot be best. "There must be an attempt to gain a complete product description before the project is initiated" is a correct statement. You need to have a product description before you can do product analysis. Analyzing the level of quality desired is related to the Plan Quality process. Determining whether the quality standards on the project can be met is done in the Perform Quality Assurance process. Product analysis includes gaining a better understanding of the product of the project, in order to create the project scope statement.

A ### A project activity on the critical Obtain more path is delayed. What is the BEST resources. thing to do?

B Tell the customer the project will be late.

C Compress the schedule.

D Cut scope.

### A project manager holds a meeting with his manager to explain that an activity has been delayed and the project manager will need additional resources to complete the project. The manager stops the meeting because the project manager has forgotten something. What might it have been? ### Which of the following is CORRECT about quality improvements?

To investigate undoing previous fast tracking activities

To try to compress the project schedule before asking for additional resources

To look for options To eliminate float with the customer in the near-critical before meeting path with management

They are a tool of Perform Quality Assurance and an output of Verify Scope.

They require the preparation of change requests or the recommendation of corrective actions.

They occur only through experience of the project manager, team, and sponsor.

C

B

They are a product B of cooperation between the customer and the project manager.

Why compress the schedule, you might ask? Think about which choice has the least impact on the project and the company. Obtaining additional resources or cutting the scope will have negative impacts on the project. In addition, they require outside approval. Telling the customer the project will be late is never a good first option. A choice states that the project "will" be late. In reality, the project manager still has time to get the project back on track. Compressing the schedule is entirely within the project manager's control and does not generally require outside approval. Watch out for questions that ask you to pick what to do when there is a change. It is best to compress the schedule using all the resources you have before asking for additional resources. The other choices are not correct first options.

Quality improvements are neither a tool of Perform Quality Assurance nor an output of Verify Scope. They are identified through measurement and analysis in addition to experience. Quality improvements can come from more than the customer and the project manager. Quality improvements generally require change requests or recommended corrective actions.

A B ### The cost performance index (CPI) Having to cut costs Making sure the on the project is 1.13, and the on the project and customer approved benefit cost ratio (BCR) is 1.2. The increase benefits the project scope project scope description was created by the team and stakeholders. Requirements on the project have been changing throughout the project. No matter what the project manager has tried to accomplish in managing the project, which of the following is he MOST likely to face in the future?

C Not being able to measure completion of the product of the project

D Having to add resources to the project

### A project manager's project has just been dropped to a lower priority on his department's prioritized list of projects. It would be BEST for the project manager to:

Use some of the management reserve to accommodate the change.

Start cutting work packages.

Gain more resources.

B

The project manager did not inform the boss before the meeting.

The project manager did not properly interpret the customer's communication.

There was an inadequate agenda for the meeting.

C

Let the customer know the project schedule will need to slip.

### A project manager is in a meeting There was an with the customer when the inadequate change customer starts to yell about the control system. fact that a change she requested will result in a delay to the project schedule. Interestingly, yelling is not a common practice in the client's culture. The project manager starts to explain why the change affected the schedule when the project manager's boss stops the meeting and carefully removes the project manager from the room. Which of the following would BEST describe what is going on?

C

There are many pieces of data in this question that are distracters from the real issue. Though it is common to have to cut costs and add resources to a project, nothing in the question should lead you to think these will be required in this situation. Customers do not generally approve the project scope (what you are going to do to complete their requirements); instead, they approve the product scope (their requirements). Since requirements are used to measure the completion of the product of the project, not having complete requirements will make such measurement impossible. Since a project manager should deal with a problem rather than passing it off to someone else, telling the customer the schedule will slip would not be best. A lower priority project is not likely to be assigned more resources. The best choice is to use management reserve to accommodate the change. It should not be necessary to cut work packages unless the reserve is used up and more will not be authorized by the change control board. This question has many distracters. There is no indication the agenda was inadequate. The situation does not indicate the boss was not aware of the situation. He could have been aware of the schedule delay and still, based on the situation, done the same thing. Why? The project manager did not correctly interpret the magnitude of the customer's anger and did not correctly receive the communication. The customer was angry, and it was a bad communication choice to try to explain why the schedule was delayed. It might be best to withdraw. The customer was not ready to listen. After withdrawal, it would be best to review the change control system, because it is obvious something was missed in communicating changes and their effect on the customer.

### Which of CORRECT?

the

following

A is Inspecting is part of project control, and order of magnitude estimates are in a range of +10 to -25 percent.

B Determining whether the project is following policies and procedures is done in the Perform Quality Assurance process, and accepting work results is done in the Verify Scope process.

### Which of the following BEST Telling people that Determining the describes the phrase, "influencing changes are not sources of the factors that affect change?" allowed changes and fixing the root causes

### A scope change has been suggested by one of the stakeholders on the project. After careful consideration and a lot of arguing, the change control board has decided to reject the change. What should the project manager do?

Support the stakeholder by asking the board for the reason for the rejection.

C Define Scope and make-or-buy decisions are parts of the Plan Procurements process.

D Cost estimates are B best created by the person doing the work and the detailed project cost budget is created by management.

Adding more activities to the work breakdown structure to accommodate risks

Calculating the B impact of changes to date on the project

Suggest to the Record the change stakeholder that request and its the next change result. they request will be approved.

### A scope change is made on the Look for impacts to Notify stakeholders project. You have determined the cost. affected by the effect on the schedule, performed change. integrated change control, and adjusted the project baselines and the project management plan. What is the NEXT thing to do?

Advise the change C control board to make sure they create approval processes before the next change is proposed.

Submit the change Change the work to the change breakdown control board for structure. approval.

B

The order of magnitude estimate range is not correct. Looking again at the procurement process will tell you that Define Scope is not a part of that process. The detailed project cost budget is created by the project manager with input from the team. Determining the project is following policies and procedures is done in the Perform Quality Assurance process, and accepting work results is done in the Verify Scope process. Notice the difference between the Perform Quality Assurance and Verify Scope processes in this correct choice. A project manager should be looking at where changes are coming from and doing whatever is necessary to limit the negative effects of change on the project. He or she needs to find the root cause, so future changes may be avoided. There is no reason to think that the board's rejection would not contain an explanation already, since providing that information is commonly done. Suggesting a change process that circumvents the change control board's authority is not ethical. There is no reason to think that approval processes are not already in place. A rejected change should be recorded for historical purposes, in case the idea is resurrected later, and for other reasons. Integrated change control includes looking for impacts to cost, so that has already been done. Submitting the change to the change control board would have been done before the baselines and plans were adjusted. Adjusting the project management plan implies that the work breakdown structure would have been updated as well. Many people forget to notify stakeholders of changes and how the changes will affect them. Making such notifications is important, and the best answer here.

A ### Which of the following BEST To make sure all describes what a project charter the team members may be used for when the work is are rewarded being completed?

B To help determine if a scope change should be approved

C To assess the effectiveness of the change control system

D To make sure that all the documentation on the project is completed

### Based on the chart, what activities Activity B and must be completed before activity activity E H can start?

Activity A, activity D, and activity G

Activity B, activity C, and activity E

Activity C and activity E

C

### Although you tried to plan the project to accommodate all major contingencies, you are now asked for the fifth time to decrease the length of time the project will take to complete. The person completing activity C is no longer speaking to you because of the added work she needed to do to accommodate previous decreases in time. She has already told you she cannot shorten her activity any more. The person doing activity D has been replaced by a new and less tested resource. The risk of crashing activity F is small. Based on this information and the chart, what is the BEST thing to do?

Invite the person doing activity C to lunch to talk about her problems.

Evaluate the risk added to the project with the change of resources on activity D.

Make changes to the project to decrease the time the project will take.

C

Determine why there have been so many decreases to the project length.

### What is the LAST thing that occurs Formal acceptance Lessons learned in the Close Project or Phase is received. are created. process?

Financial closure is Resources are achieved. released.

B

D

One of the ways to decide if a change should be approved is to determine whether the work falls within the project charter. If not, it should be rejected, assigned to a more appropriate project, or addressed as a project of its own. First, notice that this question is asking about work that needs to be completed. Since two paths lead into activity H, the activities on both paths must be completed. Only activities B, C and E includes the activities on both paths. Did you notice that there is more than one "correct" answer? Don't you hate that? What makes evaluating the risk better than the other choices is that it deals with the immediate problem at hand. Before trying to further decrease the time, it would be best to know how much time you need to decrease. Performing risk analysis will tell you time impact and thus allow you to determine the impact of the resource change on activity D.

Outputs of the Close Project or Phase process include archives, lessons learned, and project closure. However, some project resources (people, computers, telephones) must be used to perform these closing activities. Once completed, the project can release its resources. Therefore choice D is best.

### Which of the following BEST describes the difference between the Control Scope process and the Perform Integrated Change Control process?

A Control Scope focuses on making changes to the product scope and Perform Integrated Change Control focuses on making changes to integration.

B Control Scope focuses on controlling the scope of the project and Perform Integrated Change Control focuses on determining the impact of a change of scope on time, cost, quality, risk, resources, and customer satisfaction.

C Control Scope focuses on controlling the scope of the project and Perform Integrated Change Control focuses on making changes to integration.

D Control Scope B focuses on making changes to the product scope and Perform Integrated Change Control focuses on determining the impact of a change to scope, time, cost, quality, risk, resources, and customer satisfaction.

### Which of the following BEST In the Plan Risk describes when additional risk Management responses are documented? process

When an unknown When the impact risk occurs of a known risk event is more significant than expected

When a risk due to C happen multiple times on a project does not occur the first time it is expected

### A new project manager has been hired in your company, and you have been asked to mentor her. Because she is well trained, she is planning her project in great detail. Her first project for the company is relatively low priority, and you feel the project manager is planning too many project control meetings. Which of the following would be the BEST thing to tell her?

Make sure you identify more than 40 risks, and then have more than one meeting a month.

Make sure you A include milestones to help plan the project to the project charter.

Strike a balance between the extent of the control system and the risk of unfavorable project outcomes.

A good project management plan should be about 90 percent complete before starting work.

Notice how the choices are similar to each other? Simply look at the first part of each choice "Control Scope focuses on 聟" and see which of the two versions of the first part of the statement is correct. Then read the second part of each choice. The only statement which is entirely correct is: Control Scope focuses on controlling the scope of the project and Perform Integrated Change Control focuses on determining the impact of a change of scope on time, cost, quality, risk, resources, and customer satisfaction. Risk responses are not developed or documented during the Plan Risk Management process. An unknown risk is handled with a workaround, not additional risk responses. A risk that will reoccur would not require additional responses. Any time a risk's impact is greater than planned, additional risk responses are developed and documented. The number of risks identified is dependent on the project. There is a belief that a project management plan should be complete before starting work, but there are no standards that say it should be 90 percent complete or any other such number. That would also depend on the project. Milestones might be a helpful control tool, but they are not used to "help plan the project to the project charter." This statement makes no sense. Since the project is lower priority, it would be wise to limit control activities to the needs of the project, making this the best choice.

### The project manager is working on a high-profile project where completing the project within budget is critical. The project manager is new, but well-trained and is excited to see that the project is spending less than budgeted. As a result, the project manager was planning to take a holiday when a more senior project manager warned him that he has some important work to do on the project. Why would the senior project manager give such a warning on this project? ### A trend report was given to the project manager, who reacted to the report by investigating what activity or activities had not been done, but should have been done, to date. What did the report show?

A Under budget could mean work that was scheduled to be done has not been completed. The project manager should look at how the cost performance compares to the schedule performance.

B The project manager needs to create a project control system to make sure there are no problems in the future.

C A project that is under budget may also have contracts that need to be managed.

D Team meetings A should be scheduled every week and a holiday would mean that one team meeting would have to be cancelled.

Actual cost was below planned and schedule progress was less than planned.

The cost performance index (CPI) was 0.8 and the schedule performance index (SPI) was 1.2.

The budget at completion (BAC) was higher than planned.

The schedule A performance index (SPI) was 1.3 and the estimate at completion (EAC) was greater than planned.

### A project manager is putting her Emphasize the project control system in place. creation of After a few meetings with others, milestones. she realizes there are few effective measures of progress that can be used on the project. If you were to advise her, what would be the BEST thing the project manager can plan to do to control the project?

Add more people Have meetings Break the project to the project team every week versus into phases. to help control it. every month.

### What would be the BEST explanation for the following: Both the cost variance and schedule variance are negative, but the cost variance is lower than the schedule variance.

The project overspent due to increased costs and yet completed some activities faster.

The project underspent because all work was not completed, but overspent for work that was done.

The project activities took longer than expected, but costs were lower.

A

The project A underspent, because costs were lower than planned and activities were easier to complete than planned.

Since a project control system is created during planning, that cannot be best. There is nothing in the situation described, or in standard project management practice, that would say taking a holiday would be a problem with contracts. Team meetings are scheduled as needed by the project and frequency is determined during project planning. The project manager should understand reasons a project can be under budget so he can determine when to take action and what action to take. You should ask yourself which of the choices could be interepreted to mean work was not done. A schedule performance index (SPI) of less than 1 could mean work was not done, but there could be other reasons. When you combine cost and schedule you can clearly see the reason the project has progressed more slowly than planned is probably due to work not getting done. Adding more people would increase cost. Since there is a less costly solution, this would not be the best choice. Many project managers make the mistake of just adding meetings, but there is usually a more effective and less costly use of time. Although phases would help, these are usually larger pieces than milestones. Did you know that adding milestones is a control feature? If a milestone is completed on time and on budget, the project manager has some measure of the status of the project. Remember, for variances, negative is bad. In this situation, both the variances are negative. To answer the question, first look at which of the four choices exhibit negative variances for both cost and schedule. Since the project underspent because all work was not completed, but overspent for work that was done, both the cost and schedule variances are negative.

B The activity is on a near-critical path with less float than the length of the delay.

C The activity is on the critical path but is to be done after another activity that does have float.

### A problem occurs on an activity Project duration with free float and the project manager has extended its duration. What is MOST likely to be affected?

Resource schedules

Project scope The latest start for B management plan the successor activity

### When managing a project, which Go to the team, go of the following is the BEST order to management, to deal with problems that arise? go to resource managers.

Go to resource managers, go to management, go to the customer.

Handle it yourself, go to the customer, go to management.

### Which of the following is the BEST Compress the thing to do when a project activity schedule. will take longer than planned and the project can no longer be completed on time?

Ask for an extension of time.

Negotiate for more Work overtime to resources. make up the time.

### A team member comes to you to tell you there is a problem on her activity. It cannot be started on the day it is scheduled to start. A manager overhears this conversation and reports that the project will be late. Later the project manager completes his own report saying "the project is still scheduled to be completed on time." Which of the following could be the reason the project manager made such a statement?

A The activity has free float and can be rescheduled later in its earlystart to late-finish window.

D The activity has a A mandatory dependency, allowing the project manager to place it in the project schedule at any location that he wants it to be done.

Resolve the D problem with resources you control, go to the resource manager, go to the customer.

A

Did you notice that many of the choices here misuse terms? A mandatory dependency is one that requires an activity to be done before or after another activity. A near-critical path is one close in length to the actual critical path. If the activity were to have less float than the length of the delay, it would delay the project. A delay in an activity that is on the critical path will generally delay the project. An activity with free float can be rescheduled without impacting the rest of the project. This situation is not related to scope, just time, so the project scope management plan is unlikely to be affected. An activity with float will not affect the project duration as long as any delay is not greater than the float. An activity with free float means it has an amount of time it can be delayed without impacting the next activity. Therefore, extending the duration of the activity would not impact the late start of its successor activity. Any delay of the completion of an activity will most likely impact resources. You should attempt to deal with problems, rather than immediately taking them to others. It is inappropriate to go to the customer before going to management. The best order in which to deal with problems is to resolve the problem with resources you control, go to the resource manager, and then go to the customer. Think of what you would do in the real world. Many project managers just ask for more resources or more time. Asking for an extension of time is generally the best thing to do only when scope is added to the project. Adding resources will add cost. Working overtime should always be the last choice. Compressing the schedule lets you get more done with the resources and time you already have on the project. It is almost always the first thing to do when there is a delay generated from within the project.

A B Report to ### An activity has been delayed and Determine how the project manager needs to deal much of a problem management. with the situation. What is the it is. NEXT thing she should do?

C D Crash or fast track. Use contingency reserves

### Which of the following could happen during project executing as a result of fast tracking the project?

A problem in a successor activity could affect more activities.

All successor activities will have more float.

Subsequent activities will have additional risk.

Subsequent activities will lose resources.

### A project has a team member assigned to the project full time. What is the MOST likely effect on the project if that resource completes her activity sooner than planned? ### A project manager measures the project against the project management plan to determine if the project is in control. Which of the following is also done in project monitoring and controlling?

Lower quality deliverables

Wasted cost

Administer procurements

Distribute information

### Quality on your project must be as high as possible, yet this type of project is new for your company. Which of the following is the BEST thing to do?

Audit work as it is Improve your work being completed to authorization look for any system. needed improvements.

A

Contingency reserves are used to accommodate previously identified risks, and should not be used here. Crashing, fast tracking, or reporting the situation to management are not the best choices. The project manager must evaluate before making a decision. Even if dealing with the problem is not within the project manager's authority, it is still her job to do the evaluation before taking any other action.

C

Fast tracking the project adds risk as more activities are done in parallel.

A subsequent activity will be delayed

Changes to the B risk response plan

Implement quality assurance procedures

Continuous improvement

A full-time team member who completes her work sooner than planned could be forced to wait for the start of her next activity. Since she is full time, she would have to be paid for time not working. All the choices except Administer Procurements are done in project executing.

Use cause and effect diagrams when there is a defect.

Make sure your A staffing management plan is up to date.

A

An improved work authorization system might help ensure things get done on time and that people know what work they need to do and when, but it is not related to quality. Using cause and effect diagrams when there is a defect looks backward. It is reactive, so it is not the best choice. The staffing management plan deals with when people will be moved on and off the project. It does not deal with quality. Ongoing quality audits directly deal with quality.

A ### The project for the accounting Get an extension department has been going well of time. when the company says it must reduce the cost of the project without changing the quality requirements. The project manager has looked to trim any resources, paid more attention to risk on upcoming activities, and even has reduced product scope, but the project remains over the new budget limit. Which of the following should the project manager do NEXT?

B C Review expensive Suggest the customer project be requirements that terminated. add the least benefit.

### You are worried about passing the Ask for more help. Refuse to read the PMP Exam and ask a PMP for This person is very questions. help. That person sends you a experienced. message that includes two of the toughest questions he faced on the exam. What should you do?

Report the violation of the Code of Ethics and Professional Conduct to PMI.

D Cut 10 percent off the cost estimate of each remaining activity.

B

Ask for help C understanding why the questions were hard for the person.

### A member of your team has just Contact your passed the PMP exam. You are manager. familiar with her experience, and you know she does not meet PMI's experience requirement for taking the PMP exam. What is the BEST thing to do?

Ask the person Contact PMI about Do nothing, as you C how she qualified. the possible do not know there violation. is a problem.

### You are finishing the prototype that was planned as a risk mitigation strategy when you find out the benefit cost ratio (BCR) has improved and the project cost performance index (CPI) is 1.03. The standard deviation of the project time estimate has decreased and you discover the prototype, already almost finished, can fulfill the needs of another project requirement as well. What should you do FIRST?

Review the benefits of the project with the customer and determine if the prototype will improve the benefits.

Look for ways to help get the prototype accepted faster and thus cut cost.

Compress the project to get it completed faster using the prototype.

Look for the risk D impacts of fulfilling another requirement with the prototype.

Since an extension of time would not reduce the cost of the project, it would not be the best choice. Although terminating the project might be the end result, it is too early to make such a suggestion, especially since the work completed on the project would probably be wasted. Cutting 10 percent is arbitrary and leads to increased estimates in the future. This is the worst of the choices offered. It is better to deal with details of each activity and find real cost savings. Reviewing (and then recommending changes to) expensive requirements involves going back to the customer, which should generally be the last choice. However, this situation explains that the project manager already attempted to cut costs in ways thatmanager do not affect customer. A project mustthe follow certain ethical standards. People who share questions from the actual PMP exam are in effect diminishing the value of passing the exam. Choice B is an easier choice, but it does not address the violation. The best thing to do would be to report the violation of PMI's Code of Ethics and Professional Conduct to PMI, as required by PMI. Many people would want to do nothing. However, any person who does not provide accurate and truthful information on their application to PMI violates PMI's Code of Ethics and Professional Conduct, and PMI should be informed. It is not your responsibility All choicesthisare generally correct. to address yourself. Which is best, or, more importantly, which deals with the situation described here? The only real issue is prototyping being able to fulfill more requirements. The CPI, cost benefit ratio, and standard deviation do not represent problems, so it is unnecessary to complete or get the prototype approved faster than planned, or to improve the benefits of the project. When something like this happens, many people neglect to look at risk impacts. It is best to look at the risk impacts of this change.

### The seller has filed a delay claim against the buyer, asking for a change order, saying the buyer took longer than allowed in the contract to review and approve a deliverable. Who has the authority to sign the change? ### A scope change has been approved by the change control board. Which of the following MUST be impacted?

A Project manager

B Procurement manager

C Senior manager

D Team and the project manager

B

Generally in procurement situations, a change control board might review and approve or reject a change, but only the procurement manager has the authority to sign a change.

The early start date of the activities later in the network diagram

The cost of the project

The expected monetary value of project risks

The number of A resources used on the project

Ask for a time extension.

Redo the change control system.

Recalculate the project scope variance.

A

Use a contingency Ask for a change reserve for the order for each. first, and find out how much later the activity will be.

Have both reviewed with the change control board.

Find out why the activity was late.

A

Crash the project.

Deal with diminishing the impact of the phone calls.

Look for areas to cut cost.

A

Notice that the question uses the word "must"? Many of these choices could be impacts, but the only certain impact of a scope change is a schedule change to shorten or lengthen subsequent activities. A change in cost may not affect the time a project takes to complete. There is nothing in the question to suggest that the methods to find and make changes are faulty. Project scope variance is a made-up term. When such a situation occurs, it is important to see if anything else has been forgotten. A lot of people want to first find out why the activity will take longer than planned. However, in this situation, there is an impact to the critical path. Once the activity is completed, the manager can find out the reason for the delay. Imagine this situation as a fire. First put it out, then find out why it occurred. You would use a contingency reserve to deal with the late delivery by the supplier. If you selected diminishing the impact of the phone calls, did you assume such calls were not expected and the time to handle them was not planned in? There is no reason to think that this is a problem. With a CPI of 1.05, there is no reason to cut costs. The SPI of 0.893 should tell you that you need to improve schedule performance, but why focus on activity R? An activity with float is not on the critical path and making it shorter will not improve schedule performance. You should instead look at crashing critical path activities.

### The project manager had to Redo the WBS request a change in the approved and look for more project budget because the WBS missing scope. did not contain some work that needed to be done. Which of the following is the BEST thing to do as a result of this situation? ### The project has been going well when one of the suppliers informs you that, as they warned you during project planning, they will deliver your equipment two days late. At the same time, you get a call from a team member informing you that the critical path activity she is working on will take longer to complete than planned. What is the BEST thing to do? ### Three calls were received today inquiring whether one of your resources could be released from your project. There were nine such calls last week. The project is going well and its risk rating is low. Activity R has an early start of 4 and a late start of 45 and an early finish of 14. The project has a cost performance index (CPI) of 1.05 and a schedule performance index (SPI) of 0.893. The project float is zero and even through tough times, you believe the reward system you put in place during project planning is working. What is the BEST thing to do?

Crash Activity R.

### While holding a risk reassessment meeting, the sponsor is looking at the latest list of top risks in the project report. A new risk has been identified and assessed. That risk did not rank higher than any of the previously identified risks. Two fallback plans have been adjusted based on the severity of previous risk impacts. What has the project manager NOT done? ### Four stakeholders have noted that major change is required on the contract. A project manager is documenting the change request when he receives a call from the seller informing him the seller's supplier has notified them of a price increase effective the next day. The seller is therefore asking for the change to become official right away. Generally, the project manager should:

### Although the project is generally performing well, there have been many instances where people have requested changes to the project. In one instance, the accounting department requested a change that would require the seller to comply with some new accounting standards. The project manager was investigating the change when he discovered the procurement manager had already approved the change. What should the project manager do?

A Provide the sponsor with the full list of noncritical risks.

B Perform Quantitative Risk Analysis for the new risk.

C Look at the impact of the new risk to the project as a whole.

Finish creating and Report the issue to Ask for an then sign and send the change control extension of time the change order. board. to finish.

Complain that the Continue preparing procurement the change manager does not himself. have the authority.

Change control ### In order to decrease the risk on the Configuration project, the project manager management plan. system. decides during project executing to change resources on a nearcritical path activity. If she is unsure whether such a change must be formally done on the project, she should look at the:

D Look for contingency risks from the fallback plan.

C

Get the change signed by the procurement manager.

D

Contact the Start integrated accounting change control. department to find out if any more such changes are planned.

D

Integrated change Change control control. board.

B

The sponsor is not required to see non-critical risks, but should be informed of the residual ones. Perform Quantitative Risk Analysis would not need to be done if the risk was rated low in Perform Qualitative Risk Analysis. Contingency risks are a made up term. What the project manager neglected to do was to look at the impact of the risk on the overall project. In a procurement situation, generally only the procurement manager has the authority to approve changes. Sometimes the project manager has certain expanded authority to sign in the event of an emergency. However, an increase in cost is generally not considered an emergency. In this case, a procurement manager must sign a change. Reporting the issue to the change control board will take too long, and should not be necessary. An extension of time will not help in this situation. It is best to get the change signed by the procurement manager. This could be an example of a change to contract language where the project manager was not actively involved. The procurement manager generally has the authority to approve change orders. Although contacting the accounting department for any additional changes is a good idea, it is not an immediate need based on the information provided. The question does not state that the impact of the change on project time, cost, quality and/or risk has been analyzed. Therefore the best choice is to start integrated change control. Rules for when a change should formally be made are established during project planning and must follow any existing company policies. These rules are referenced in the project's change control system.

### The project was going well until the director of marketing discovered two of her staff members were working on different versions of the sampling plan, a product of your project. Which of the following BEST describes what needs the attention of the project manager on this project? ### The project manager has noticed there have been a lot of changes on the project. This was not considered to be a problem until one day he discovers he cannot determine how many scope changes are currently being reviewed. This problem indicates an error in which of the following?

### The project manager has had some difficulty in getting the team to complete work, but he feels the changes he made to the reward system will fix the problem. The number of stakeholders on the project has grown by 20 percent and the number of activities being completed late is growing. The project manager has heard from management that the project might become a higher priority if their competition comes out with a new product that uses wireless technology. Based on this, it would be BEST for the project manager to: ### Which of the following is NOT a reason to measure variances from the baseline?

A Stakeholder management

B Resource allocation

C D Staffing Configuration management plan management

Change control system and project scope management plan

Plan purchases and acquisitions and requirements gathering

D

Configuration management involves making sure that everyone is working off the same documents.

Lack of a change control board and constrained optimization

A poor change A configuration system and benefit analysis

Reestimate the Perform activities and configuration prepare to create a management. new schedule.

Recreate the project work authorization system.

Better respond to A risk event triggers.

The issue here is the ability to record and keep track of changes, not gathering requirements. There is nothing to say that there isn't a change control board in place, and the problem as described here could still occur even with a change control board. Change configuration system is a made up term and so cannot be best. Recording and tracking changes is part of change control and may overlap with the scope management plan. The situation described does not give

To catch deviations To allow early early corrective action

To determine if there are any wild fluctuations

To create a project D control system

Project executing.

Project monitoring D and controlling.

### Calculating estimate to complete Project planning. (ETC) is done in:

Project initiating.

any indication that there is a problem with documentation, that the work authorization system is faulty, or that risks are not being properly managed. The best choice is therefore to reestimate activities in anticipation of creating a new schedule.

The creation of a project control system is done during project planning. Variances are measured during project monitoring and controlling. Such measurements can indicate deviations or major fluctuations, and allow for timely corrective action to be taken. Calculating estimate to complete is done in project monitoring and controlling.

B A pre-made item was purchased instead of the team creating it.

C D A critical path A critical path activity and a non- activity was critical path activity crashed. were fast tracked.

### A project is over budget to date. More work than Which of the following is NOT a planned was reason this could have occurred? accomplished.

There was a cost increase from the supplier.

Work was delayed. Work was done inefficiently.

### A project manager meets with a resource manager and asks to move resources from project A to project B. What is the MOST likely reason for this request?

Project A has become higher priority within the organization.

An activity has taken longer than planned.

### The project is being completed faster than planned. Which of the following would NOT account for why this has occurred?

A Trend analysis was used to eliminate the need for some testing.

A problem has caused delay beyond the project manager's ability to control.

C

C

An activity was A missed because a work breakdown structure was not created.

Trend analysis, purchasing rather than creating an item, and crashing a critical path activity could all contribute to the project being completed faster than planned. In order to fast track, one needs to make two critical path activities parallel, otherwise the project length might not be shortened. This is the only situation that might not account for the project being completed faster. Completing more work than planned, an unexpected cost increase from a supplier, and inefficient performance of work are all reasons a project could be over budget. If work was planned but not done at the time it was scheduled to be completed, funds allocated for that cost would remain unspent, making the project under budget until that work is completed and paid for. It is possible that making up for the work not being done on time could result in the need to crash the project or work overtime, in which case the project could later end up over budget for the activity. If project A became a higher priority, resources would be shifted to it, not away from it. The first thing to do when an activity takes longer than planned, or an activity is missed, is to work within the project constraints. Such errors and delays must be made up by the project manager by adjusting future activities. A good project manager would not jump right into moving resources. Since that action is being taken, the situation indicates that a problem has caused a delay beyond the project manager's ability to control.

A ### Although it was difficult, the project Complete closure manager received agreement on of the first phase. the project charter from all four sponsors involved in the project, and the US $4,000,000 project was approved. Now the cost variance for the project is -$500 and the last performance review was positive.As the project entered its second phase, a team member on a non-critical path activity announced she was leaving the company. At the same time, the float of activity L changed from two to four days. Only one unidentified risk has occurred, with a minor impact. The last quality review showed the project has made use of the results of the last design of experiments. Based on this information, what should the project manager do NEXT?

B Fast track the project to add more float.

C Review the management plans.

D Investigate additional risks caused by the difficulty with the senior managers.

### A project manager is documenting Work authorization Change control rules covering who will have system. system. access to controlled documents, how changes to these items will be recorded and approved, and how everyone will know what the current version is. The project manager is therefore creating a:

Configuration management system.

### A project has suffered many Cut quality before delays and the project manager cutting scope. has moved resources around, spent more time with risk management, and even fast tracked the project where possible. The project must be completed by its originally agreed-to date, as resources are needed for another project at that time. The project manager is about to meet with the customer to tell them the product scope needs to be cut when you stop him. What would you advise him to do?

Move resources from a non-critical path to a critical path.

Work overtime.

### The six-month project has 300 The project is on work packages and a US time and on $600,000 budget. Three months budget. into the project, 150 work packages are complete and US $300,000 has been spent. Which of the following is CORRECT?

The project manager should reevaluate cost performance but not worry about time.

The project needs There is not 50 more work enough packages to be information. completed to be on time.

C

In this situation, the project is doing well. None of the details show major problems. Even the cost variance of $500 is small. Which of the following should a project manager do when the project is going well? Since the second phase of the project could generally not have started without closing out the first phase, closing the first phase could not be best. There is no reason to believe fast tracking is necessary, as the project is not delayed. Investigating risks related to senior management should have already been done as part of the planning process group. This is old information that would have been known at that time. With everything going well on the project, the only choice that makes sense is to review the management plans for the project.

Project management information system.

C

Reevaluate the project's business case.

D

A work authorization system helps tell the team when work should begin on work packages. A change control system helps track, approve or reject, and control changes. A project management information system helps the project manager know how the project is going. Only a configuration management system addresses controlling documents. Think about this one again before reading on. Moving resources has already been done in this situation. If you selected work overtime, you might be in trouble. Overtime is rarely the first choice, as it impacts all other work in the company that the team might be working on and causes burnout. Is there a better option? Here the project has been adjusted and adjusted to the point that the very reason the project is being done (the business case) should be looked at to determine if the project is still viable and worth going to the customer to reduce scope or working Half the project is done and half the overtime. cost has been expended. The answer is simple. Or is it? In fact, you do not know what was planned, so you cannot answer this question based on the information provided.

D

A ### You created the network diagram See if the duration for your project based on the chart of activity H can be when all of a sudden the person shortened. completing activity C says you must plan for a lag of two weeks after the completion of the activity before starting the next activity. Which of the following would be the FIRST thing to do?

B Nothing, because the two weeks could be assigned to activity E.

C Make Start, A, D, G, End the critical path in order to save time.

D Calculate project D float after the insertion of the lag.

project has a cost ### Your performance index (CPI) of 1.1 and a schedule performance index (SPI) of 1.03. All the deliverables to date have been completed to the customer's satisfaction. Getting formal acceptance of the project management plan was difficult because the schedule was compressed beyond reason. Activity B has float of 2 weeks, activity C has float of zero, activity D has a float of zero and activity E is being done by a new employee and has float of 3 weeks. The hardest part of the project is about to start and the project management office has asked you to increase your management oversight and report more often on the status of the project. In preparing your report you find out the team member completing activity E reports a one-day delay, the team member completing activity D reports the material needed to complete the activity has not arrived. The team member for activity B tells you his activity will be delayed by two days because the customer has delayed formal acceptance during the Verify Scope process. Another team member reports the earned value-related trend report is favorable. What should you do?

Hold a meeting to walk through the upcoming difficult activities with those doing the work.

Investigate the reason for the delayed material and the effect on the project.

Reassign C resources from non-critical path activities to critical path activities and meet with the customer about activity B.

Investigate why it was difficult to get formal acceptance of the project management plan and whether that problem added any risk to the project.

One cannot simply choose to take a different path through a network or logic diagram, as the critical path is found by calculating the longest path. Although shortening the duration of activity H could be done, why jump to such action if there is project float available that is larger than the added lag? Adding a lag will extend a path in the diagram. Therefore, the first thing to do is to calculate the project float after the insertion of the lag. Did you notice all four choices could logically be done? To answer this question, ask yourself what is the biggest issue. If you chose to investigate the difficulty in gaining acceptance of the project management plan, you would be solving the wrong problem! The most immediate problem described here is not the past difficulty getting acceptance of the project management plan. Walking through the difficult activities with involved team members is wise, but it doesn't have to be done immediately. The same can be said for reassigning resources. In this case, the biggest issue is the material delay for activity D, since activity D is on the critical path. A delay may require the reassignment of resources, but you do not yet know if the delay will impact the schedule. It is most urgent to investigate te reason for the delayed material and the resultant effect on the project. Study this question well. Knowing what choices are appropriate when a change occurs depends on the situation described and is an important skill for a project manager.

### Which of the following BEST describes what a network diagram is used for while the work is being completed?

### The stakeholders identified a major project risk of more than 2 centimeters of rain falling in any 24 hour period. With a little effort, contingency plans and fallback plans were put in place for this risk and risk response owners said they were ready to take action. One day during the project it started to rain. The risk response owner was not even near the project location to know it was raining and so the contingency plan was not implemented. Which of the following BEST describes why this occurred? ### A project has had some problems, but now seems under control. In the last few months almost all the reserve has been used up and most of the negative impacts of events that had been predicted have occurred. There are only four activities left, and two of them are on the critical path. Management now informs the project manager that it would be in the performing organization's best interest to finish the project two weeks earlier than scheduled, in order to receive an additional profit. In response, the project manager sends out a request for proposal for some work that the team was going to do, hoping to find another company that might be able to do the work faster. The project manager can BEST be said to be attempting to work with:

A To track the flow of information in a system, looking at all the interfaces

B To determine if the selection criteria should be created before the contract statement of work is written

C To see if the cost of a change exceeds the project cost baseline

D To evaluate the reward system's effectiveness

The project manager should implement the contingency plan if the risk response owner does not.

The risk response owner should have been required to remain in the project location for the length of the project and run through the implementation of the contingency plan at least twice before it was needed.

The project manager should have been watching the weather to see if the risk event might be triggered and then had the risk response owner available to fulfill his responsibilities.

The risk response C owner only determines ideas for contingency plans, he does not implement them, therefore there is another root cause of this problem.

Reserve.

Opportunities.

Scope verification. Threats.

B

B

Many people forget to make use of the tools of project management planning while the project work is ongoing. Do not make that mistake. A network diagram does help you track flow, but it should be the flow of the work, not information. The network diagram has nothing to do with cost or reward systems. The network diagram helps you know when work on the project should be done and in what order.the risk response owner Keeping onsite through the entire duration of the project is not practical, but risk response owners are responsible to implement contingency plans. What was needed was an early warning that the risk might occur. A risk that you have taken the time to create a response plan for is one that will have a large impact on the project. This is worth the project manager's oversight.

The wording of this question can be confusing. Reserve is mentioned in the situation, but the project manager is not dealing with reserves in the actions he is taking. Scope verification involves meeting with the customer to gain formal acceptance, so that cannot be the best choice. The project manager is trying to make something good happen, not dealing with a negative impact, or threat, which may or may not occur. The project manager is working to make a positive impact on the project more likely to occur. Therefore, he is working with an opportunity.

### A project manager is managing his second project. It started one month after the first and both are in process. Though his first project is small, this one seems to be growing in size every day. As each day passes, the project manager is beginning to feel more and more in need of help. The project manager has recently heard there was another project in the company last year that is similar to his second project. What should he do?

### This project is chartered to determine new ways to extend the product life of one of the company's medium-producing products. The project manager comes from the engineering department and the team members come from the product management and marketing departments.The project scope statement and project planning are completed when a stakeholder notifies the team that there is a better way to complete one of the work packages. The stakeholder supplies a technical review letter from their department proving that the new way to complete the work package will actually be faster than the old way. The project manager has had similar experiences with this department on other projects, and was expecting this to happen on this project. What is the FIRST thing the project manager should do?

A Contact the other project manager and ask for assistance.

B Obtain lessons learned and guidance from the project management office (PMO).

C Wait to see if the project is impacted by the growth in scope.

D Make sure the B scope of the project is agreed to by all the stakeholders.

Contact the department and complain again about their missing the deadline for submission of scope.

Look for how this change will impact the cost to complete the work package and the quality of the product of the work package.

See if there is a way to change from a matrix organization to a functional organization so as to eliminate all the interference from other departments.

Ask the B department if they have any other changes.

There are many things the project manager could do. Asking the other project manager for assistance is not the best choice, as the other project manager might not be an experienced mentor. His advice might not be adequate to help this project manager. Waiting to assess the impact on the project is reactive; a project manager should be proactive. Gaining agreement of all the stakeholders on the project scope is also not the best choice. It would be helpful, but does not specifically address the issue in this situation. If the PMO is contacted, the project manager can receive the knowledge of many project managers, historical information from many projects, and have the assistance of someone whose job it is to help. Complaining about the missed deadline could be done, but it is not proactive. It would be helpful to get to the root cause of why this department always comes up with such ideas or changes after the project begins. However, this is not the immediate problem; the change is the immediate problem. The type of project organization described is a matrix organization. There is not anything inherently wrong with such an organization, nor is there anything in this particular situation that would require it to be changed. The department's history indicates that asking if the department has other changes is something that should definitely be done, but the proposed change needs more immediate attention. Looking at impacts of the change begins integrated change control.

### There have been many work packages completed successfully on the project, and the sponsor has made some recommendations for improvements. The project is on schedule to meet an aggressive deadline when the successor activity to a critical path activity suffers a major setback. The activity has 14 days of float and is being completed by four people. There are two other team members with the skill set to assist the troubled activity, if needed. The project manager receives a call that three other team members are attempting to be removed from the project because they do not feel the project can be successful. When the project manager pursues this, he discovers that those team members have issues that have not been addressed. Which of the following is the BEST thing to do to improve the project?

A B C Have the team Investigate why the See who can members project schedule is replace the three immediately assist aggressive. team members. the troubled activity.

D Create an issue log.

D

Sometimes complex problems are caused by not doing simple things. The data in the first paragraph, once you read the choices, is completely extraneous. The troubled activity has float and so does not need immediate attention. It may not be necessary for additional team members to assist the troubled activity, but none of the choices suggest investigating whether the amount of float is enough to cover any delay caused by the trouble. Rather, the choices take you in different directions.Investigating why the schedule is so aggressive should have been done before the project began. Replacing team members does not solve the root cause of the problem. Could there be something the project manager is doing wrong, or could be doing that he is not, that would solve the problem without losing resources? Wouldn't it be more effective to discover the root cause of those team members' concerns so the problem does not surface again later? The creation of an issue log will let the troubled team members know their concerns have been heard, are noted, and will be resolved. This might be enough to stop them from leaving and avoid the resultant project delays and confusion if new team members must be added.

### The project has 13 team members and affects over 15 departments in the organization. Because the project has completed 20 percent of the project to date and has had successful performance reports from five of the affected departments, the project manager holds a party to celebrate. The project manager invites to the party key stakeholders from all of the departments, in order to give those providing good reviews an informal opportunity to communicate good things to those departments that have not yet been affected by the project.At the party, the project manager walks around to try to discover any relevant information that would help make the project even more successful. He happens to hear a manager of one of the departments talking about setting up more regular meetings on the project.The BEST thing for the project manager to do would be to FIRST:

### The project is in planning when three stakeholders come to the project manager asking for information on the company's new project management methodology. They want to know where it came from and why it is different from the way they currently manage projects. These stakeholders are also friends of the project manager, and the entire group has worked together for years. The project is using new terms like "corrective action" that are making some stakeholders nervous, as they are unsure whether the way the project will be managed is going to change along with new terms. What should the project manager do?

A Record the effectiveness of the party in the project lessons learned.

B Review the information distribution methods on the project.

Advise the Supply a list of stakeholders that new terms and she will keep them their definitions. in the communication loop for the project.

C Hold a meeting of all the stakeholders to discuss their concerns.

D Make sure the B manager has a copy of the communications management plan so he is reminded that such concerns should be sent to the project manager.

Notify the project Make sure she management office maintains her (PMO). authority as the project manager even the stakeholders are her friends.

C

Many of these choices could be done, but ask yourself, what is the most effective thing to do? The party may well generate lessons learned, and recording them (choice A) would certainly be a good idea, but the question asked what to do first. There is a more immediate issue; the manager. Choice C could also be useful, but it would require taking time of all the stakeholders' when there is only one stakeholder, the manager, who definitely has an issue. Besides, a good project manager would be holding regular meetings with the stakeholders already. Choice D might be a good idea, as the manager apparently is not communicating with the project manager. However, this would not absolutely make sure the manager does communicate. The manager is, in effect, saying that he is not getting the information he needs. His lack of needed information is causing him to suggest more meetings. Too many meetings are a problem on projects. The concept of information distribution (choice B) is to determine who needs what information and to plan how to get it to them. A great project manager does not just add Some people think meetings, but may solves the this real question problem has It in themore best than way. one Thatright mightanswer. take the does not. There are many things the form of changing a report or sending project do, butpeople what existing manager reports tocandifferent should be done? The company rather than adding meetings. For policies are managed these reasons, choice Bbyis the best.project management office, and the project manager should make sure the stakeholders have clear information by sending them directly to the authority on company policies for project management.

A The project manager was not trained in understanding the company environment.

B The project should have more management oversight since it will result in such great benefits to the company.

C D The project should Some D have used more of stakeholders were the project not identified management processes.

Does not incorporate a methodology.

Is different for each industry.

Can spawn many projects.

Describes project management activities.

B

### Stakeholders can be identified in Initiating, planning, Initiating and which project management executing, planning process groups? monitoring and controlling, and closing

Planning and monitoring and controlling

Monitoring and controlling and closing

A

### Which of the following is NOT an Company input to the initiating process processes group?

Historical WBSs

Project scope statement

D

### The project has been going well, except for the number of changes being made. The project is being installed into seven different departments within the company and will greatly improve departmental performance when operational. The team has selected the appropriate processes for use on the project. The project manager is a technical expert as well as having been trained in communications and managing people. Which of the following is the MOST likely cause of the project problems? ### The project life cycle differs from the product life cycle in that the project life cycle:

Company culture

Once again, it is important to look for the choice that would solve the real problem. There is no reason to think that training, management oversight, or a need for more processes are factors contributing to the number of changes. The root cause is that stakeholders were missed and, as a result, their requirements were not found. Those stakeholders are now requesting changes to accommodate their needs.

The project life cycle does incorporate a methodology--for doing the work. It is the product life cycle that spawns many projects. Project management activities are described in the project management process. The project life cycle is different for each industry, so that is the correct answer. Stakeholders can be identified throughout the project. However, the earlier stakeholders are identified, the better for the project. If all of the stakeholders' needs and requirements are taken into account before plans are finalized and project work is begun, fewer changes will be needed later in the project, when they will be more costly. Notice the question asks which is NOT an input to project initiating. Did you read it correctly? Companies should have processes in place for hiring resources, reporting, and managing risks on projects (to name only a few). These are inputs to project initiating, as are company culture and historical WBSs. The project scope statement is an output of project planning.

A B ### The project sponsor has just Begin to complete Verify scope. signed the project charter. What is work packages. the NEXT thing to do?

C Start integrated change control.

D Start to create management plans.

### The high-level project schedule constraints have just been determined. What project management process group are you in? ### The WBS and WBS dictionary are completed. The project team has begun working on identifying risks. The sponsor contacts the project manager, requesting that the responsibility assignment matrix be issued. The project has a budget of US $100,000 and is taking place in three countries using 14 human resources. There is little risk expected for the project and the project manager has managed many projects similar to this one. What is the NEXT thing to do?

Initiating

Executing

Monitoring and controlling

Understand the Create an activity experience of the list. sponsor on similar projects.

Make sure the project scope is defined.

Complete risk B management and issue the responsibility assignment matrix.

### A project manager does not have much time to spend on planning before the mandatory start date arrives. He therefore wants to move through planning as effectively as possible. Which of the following would you recommend?

Make sure you Create an activity have a signed list before creating project charter and a network diagram. then start the WBS.

Document all the known risks before you document the high-level assumptions.

Finalize the quality B management plan before you determine quality metrics.

Planning

D

A

To answer this type of question, look for the choice that occurs closest to the process group you are in. The project charter is created during project initiating. Completing work packages is done during project executing. Verifying scope and performing integrated change control are done during project monitoring and controlling. Starting to create management plans is the best choice, as it is part of project planning. High-level constraints are identified in the project charter, which is created during project initiating. Look at the order of planning the project that the team has chosen. Although understanding the experience of the sponsor might sound like a good idea, the sponsor is a stakeholder and understanding the stakeholders is part of stakeholder analysis. That should have occurred before the creation of a WBS. In planning the project, the project scope is defined, and must come before creating a WBS. Completing risk management and issuing the responsibility assignment matrix cannot be best, as that work does not come next in the process. Other work must be done before risk management can effectively be completed. Creating an activity list comes next after the WBS and WBS dictionary. This question is asking which of the choices is the most effective way to move through project planning. Starting the WBS immediately after obtaining a project charter skips the important steps of defining the scope and other activities. High-level assumptions are determined in project initiating. Quality metrics are determined as part of the quality management plan, not after it. The activity list is created before the network diagram, so that is the best option.

A ### The project manager is making Planning sure the product of the project has been completed according to the project management plan. What part of the project management process is he in? ### A project manager gets a call from Initiating a team member notifying him that there is a variance between the speed of a system on the project and the desired or planned speed. The project manager is surprised because that performance measurement was not identified in planning. If the project manager then evaluates whether the variance warrants a response, he is in which part of the project process? A team member notifies the project Corrective action ### management manager that the activities comprising a work package are no longer appropriate. It would be BEST for the project manager to be in what part of the project management process? ### During a team meeting, a team Closing member asks about the measurements that will be used on the project to judge performance. The team member feels that some of the measures related to activities assigned to him are not valid measurements. The project is BEST considered to be in what part of the project management process?

B Executing

C Monitoring and controlling

Executing

Monitoring and controlling

D Closing

D

Closing

C

Integrated change Monitoring and control controlling

Project closing

C

Monitoring and controlling

Initiating

C

Executing

Notice that the work described in this question is product verification, not scope verification. The Verify Scope process occurs in project monitoring and controlling. Product verification is done in the Close Project or Phase process. Even though the measurement was not identified in planning, the project manager would still have to investigate the variance and determine if it is important. Therefore, the project manager is in project monitoring and controlling.

If you chose another part of the project management process, you probably forgot that the situation needs to be evaluated by the project manager before recommending a change or beginning integrated change control. This situation does not describe an actual measurement (a monitoring and controlling activity) but rather a meeting occurring during project executing.

B The project manager did not create an adequate reward system for team members to improve their cooperation.

C The project manager should have had a meeting with the team member's boss the first time the team member caused trouble.

D The project manager did not assign work packages.

### The difference between the cost The management baseline and the cost budget can reserves. be BEST described as:

The contingency reserves.

The project cost estimate.

The cost account. A

### All of the following result from Determination of quality audits EXCEPT: whether project activities comply with organizational policies.

Improved processes to increase productivity.

Creation of quality Confirmation of the C metrics. implementation of approved change requests.

### During project executing, a project Perform Quality team member informs the project Assurance manager that a work package has not met the quality metric, and that she believes it is not possible to meet it. The project manager meets with all parties concerned to analyze the situation. Which part of the quality management process is the project manager involved in?

Project Control

Perform Quality Control

### During the completion of project work, the sponsor asks the project manager to report on how the project is going. In order to prepare the report, the project manager asks all the team members what percent complete their work is. There is one team member who has been hard to manage from the beginning. In response to being asked what percent complete he is, the team member asks, "Percent complete of what?" Being tired of such comments, the project manager reports to the team member's boss that the team member is not cooperating. Which of the following is MOST likely the real problem?

A The project manager did not get buy-in from the manager for the resources on the project.

Plan Quality

D

C

The project manager is not losing resources (which is implied by not getting the manager's buy-in). Although a reward system would help with cooperation, the real problem here is not cooperation. Meeting with the team member and his boss cannot be the answer because it also does not solve the problem at hand (the team member not knowing what he is to do). If you selected this choice, be very careful! You can get 10 to 20 questions wrong on the exam simply because you do not see the real problem! The whole discussion of the team member and his actions is a distracter. The real problem in this scenario is not that the team member is being uncooperative. He is asking a question that many team members want to ask in the real world. "How can I tell you how things are going if I do not know what work I am being asked to do?" The real problem is the lack of a WBS and work packages. If there were a WBS and work packages for the project, the team member would not have to ask such a question. Cost accounts are included in the project cost estimate, and the contingency reserves are added to that to come up with the cost baseline. Thereafter, the management reserves are added to come up with the cost budget. The management reserves make up the difference between the cost baseline and the metrics cost budget. Quality are an output of the Plan Quality process. They are an input to the Perform Quality Assurance process, which is the process in which quality audits take place. Measuring is part of the Perform Quality Control process. Did you select project control? The question asked what part of the quality process are you in, not what part of the project management process are you in.

### The project manager notices that project activities being completed by one department are all taking slightly longer than planned. To date, none of the activities in the work packages have been on the critical path, nor have they affected the critical chain planning that has occurred. The project manager is bothered by the problem, since four of the next five critical path activities are being completed by this department. After making three calls, the project manager is finally able to converse with the department manager to determine what is going on. The conversation is slow, because both speak different native languages and they are trying to converse in French, a shared language. To make communication easier, the project manager frequently asks the department manager to repeat back what has been said.The department manager communicates that his staff is following a company policy that requires two levels of testing. During the conversation, the department manager also makes a comment that leads the project manager to believe that the policy may include excessive work. This is the fourth time the project manager has heard such a comment. What is the BEST thing to do?

A Create a better communications management plan that requires only one language to be the universal language on the project and have translators readily available on a moment's notice.

B Contact someone else in the department who speaks the project manager's native language better to confirm the department manager's opinion.

C Find out if the upcoming activities should be reestimated.

D Work on increasing the effectiveness of the performing organization by recommending continuous improvement of the policy in question.

D

Changing the communications management plan might be a good idea, but this choice has two problems. It may not be needed on the project, and it does not deal with the problem at hand, the policy that is slowing things down. Confirming the department manager's opinion with someone else in the department is not the best choice, as the project manager already has heard the opinion on many other occasions. It is already confirmed. Determining whether upcoming activities should be reestimated is just being reactive. A good project manager will find the root cause and deal with that, even if it means attempting to improve the company's policies and processes. Yes, recommending improvement of the policy is the best answer. This is continuous improvement. Because there are several activities affected by the policy, it would best serve the project to get to the root cause of the problem and solve it.

A ### The installation project has a CPI Review the reward of 1.03 and an SPI of 1.0. There system for the are 14 team members, and each project. team member had input into the final project management plan. The customer has accepted the three deliverables completed so far without complaint and the responsibility assignment matrix has not changed since the project began. The project is being completed in a matrix environment and there are no contracts needed for the project.Although the sponsor is happy with the status of the project, one of the team members is always complaining about how much time his project work is taking. Which of the following would be the BEST thing for the project manager to do?

B Try to improve schedule performance of the project.

C Meet with the customer to try to extend the schedule.

D Gain formal acceptance in writing from the customer.

### The project has been challenging to manage. Everyone has been on edge due to pressure to complete the project on time. Unfortunately, the tension has grown to the point where team meetings have become shouting matches and little work is accomplished during the meetings. One team member asks to be excused from future team meetings, as all the shouting upsets him. Meanwhile, the sponsor has expressed interest in attending future team meetings in order to better understand how the project is going and the issues involved in completing the project, and the customer has started discussions about adding scope to the project. In this situation, it would be BEST for the project manager to:

Inform the team member who asked to be excused from the meetings of the value of communication in such meetings.

Create new ground rules for the meetings and introduce them to the team.

Hold a teamC building exercise that involves all the team members.

Ask the sponsor if the information needed could be send in a report rather than have her attend the meetings.

A

Improving schedule performance relates to getting the project completed sooner. Although it would seem to be a good idea to improve schedule performance, this project's performance is fine. The schedule has been approved as it is. It would be better for the project manager to spend more time controlling the project to make sure it finishes according to plan than to improve schedule performance.If you chose attempting to extend the schedule, look at the SPI. There is nothing wrong with the schedule performance of the project that would require an extension. Gaining formal acceptance from the customer will need to be done, as it provides an opportunity for the team to check if everything is going well. This action will not affect the problem of the team member's dissatisfaction, however. The only real problem presented in this situation is that the team member is complaining. If you read the situation completely, you will notice that the team member was involved and approved the project management plan, including his own involvement in the project. the Here is a situation whereSince all four responsibility matrix choices couldassignment be done, but therehas is not the Asking team member has one changed, best answer. the sponsor not been could assigned different if theeven information be sent in a duties since the project began. There report does not solve the root cause must something else causing the of thebeproblem described. Informing team member to complain. The the team member of the value of project managerin should investigate communication meetings merely and find out the reward is dismisses theif concerns of system the team ineffective. member and might cause anger. A team-building exercise would take planning and so could not be done right away. Remember, the sponsor might be attending the next meeting and at least one team member might not attend because of past problems. The best thing to do would be to set up new ground rules governing team behavior and then plan a teambuilding exercise.

### Project performance appraisals are different from team performance assessments in that project performance appraisals focus on:

A How an individual team member is performing on the project.

B An evaluation of the project team's effectiveness.

C A team building effort.

D Reducing the staff A turnover rate.

### A project manager had a complex Proper risk problem to solve and made a analysis decision about what needed to be done. A few months later, the problem resurfaced. What did the project manager MOST likely NOT do?

Confirm the Have the project decision solved the sponsor validate problem the decision

Use an Ishikawa diagram

### The project cost performance index (CPI) is 1.02, the benefit cost ratio (BCR) is 1.7, and the latest round of performance reviews identified few needed adjustments. The project team was co-located into a new building when the project started. Everyone commented on how excited they were to have all new facilities. The sponsor is providing adequate support for the project and few unidentified risks have occurred. In an attempt to improve performance, the project manager spends part of the project budget on new chairs for the team members and adds the term "senior" to each team member's job title.Which of the following is the MOST correct thing that can be said of this project or the project manager?

The project is slowly spending more money than it should. The project manager should begin to watch cost more carefully.

The project A manager should use good judgment to determine which variances are important.

The project manager has misunderstood Herzberg's theory.

The performance review should be handled better to find more adjustments.

B

Questions like this can drive people crazy on the exam because it is easy to get confused. The best thing to do is to look at the two terms used here (project performance appraisals and team performance assessments) and review in your mind what each means BEFORE looking at the choices. Team performance assessments evaluate the project team's effectiveness as a whole. Project performance appraisals deal with how each team member is performing on the project. Notice the phrasing of this question, "most likely NOT do." Expect to see questions worded on the exam in ways that can cause you to misinterpret them. You will also see questions about things we forget to do in the real world. "Who has time," you might say, "to determine if each problem is really solved?" One could respond with, "Who has time not to do this? Who has time to deal with the same problem twice?" The final steps of problem solving include: implement a decision, review it, and confirm that the decision solved the problem. The option of the project manager watching cost more closely includes the concept of cost to trick you into selecting it if you are unsure of the real answer. There is no indication that the costs are trending in any particular direction. There is no reason to think that performance reviews should turn up more adjustments. The project manager should always use good judgment but nothing in this question talks about judgment regarding variances, so this cannot be the best choice. In this situation, the project manager is making great working conditions better. According to Herzberg's theory, fixing bad working conditions will help you motivate the team, but making good conditions better will not improve motivation. The project manager needs to focus on the motivating agents and not the hygiene factors.

### A project manager overhears a conversation between two stakeholders who are discussing how unhappy they are with the impacts of the project on their own departments. Stakeholder A asks if the project is on time, and Stakeholder B replies that the SPI is 1.05. Stakeholder A asks if the project manager for the project knows of Stakeholder B's concern. Stakeholder B responds that he is not sure. What is the BEST thing for the project manager to do?

A Make sure the stakeholders see that the project manager overheard. Then ask them to direct any questions to the project manager in writing.

B Make a presentation to all the stakeholders regarding the status of the project.

C Send both stakeholders a copy of the issue log and ask for additional comments.

D Arrange a meeting D with both stakeholders to allow them to voice any concerns they may have.

This is another question with more than one right answer. Would asking for something in writing be the best way to communicate? In this particular situation, asking for the concern to be in writing might alienate the stakeholders. The issue log is where the issue should be listed, but the situation does not say if the project manager knows what the stakeholders' concern is. Therefore, using the issue log cannot be the best choice. Why not make a presentation to all the stakeholders regarding the status of the project? The project manager already knows stakeholders A and B have the concern, not all the stakeholders. This problem would likely require informal verbal communication to discover the real problem. Arranging a meeting with the concerned stakeholders is therefore the best choice.

### A project manager has managed four projects for the company and is being considered to join the project management office team. The following is discovered during the evaluation of his performance. The project manager's first project had an ending cost variance of -500, used two critical resources, needed to rework the project charter during project executing, and was ranked 14th in priority within the company. The second project finished with a schedule variance of +100, was completed with a vastly compressed schedule, and received a letter of recommendation from the sponsor, but the product of the project was not used. The third project had 23 percent more changes than expected, had an SPI of 0.90, and 25 open items in the issue log when the project was completed. Each of these projects had a cost budget of US $10,000 and 20 to 28 percent more changes than others of its size. The project management office decided not to add this project manager to the team. Which of the following BEST describes why this decision was made?

A The project manager has only managed lowpriority projects and he had to compress the schedule, showing that he does not have the skill to work in the project management office.

B Issue logs should not be used on projects of this size, showing that the project manager does not have the knowledge to work in the project management office.

C The project manager did not effectively involve the stakeholders, showing that he does not have the knowledge to work in the project management office.

D The project C manager had two critical resources on his team and still needed to rework the project charter, showing that he does not have the discipline to work in the project management office.

This is a very confusing question. Did you notice all the distracters that may or may not be relevant? Most project schedules are compressed by the project manager during project planning, so that cannot be the best choice. Issue logs can be used on smaller projects. The number of critical (or hard-to-get) resources has no bearing on the need to rework the project charter. Therefore, that cannot be the best choice. Take another look at the second and third projects. In the second project, the product of the project was not used. This implies many things, including the possibilities that either the project manager did not identify the requirements of all the stakeholders or that the business need for the project changed dramatically and the project manager did not notice. This indicates a major flaw in the project manager's abilities. In the third project, there were 25 concerns of the stakeholders that were not addressed before the project was completed. Again, this shows a major lack of project management knowledge. The needs of the stakeholders, and not just the sponsor, must be taken into account on all projects. This makes the project manager's failure to involve the stakeholders the best choice.

### During the middle of the project, things have been going well. The work authorization system has allowed people to know when to start work and the issue log has helped keep track of stakeholders' needs. The sponsor has expressed his appreciation for the team members' efforts by hosting a milestone party. The project manager gets a call from a team member saying the results from the completion of her activity's predecessor are two days late. Which of the following reasons would BEST describe why this occurred?

A The project manager was focusing on the sponsor's needs.

B Functional management was not included in the communications management plan.

C The successor activities should have been watched, not the predecessors.

D The right people B were not invited to the milestone party.

Since there is no information about the sponsor or his needs in this situation, focusing on his needs cannot be best. The statement that successor activities should have been watched, rather than the predecessors, is not a correct statement. A project manager should watch both predecessor and successor activities. Attendance at the party and the issue at hand are not related. Often forgotten in communications management plans are the bosses of team members (functional management, in a matrix organization). Including the bosses of team members in communications planning, requirements gathering, risk management, and other areas of project management helps make the project better. In addition, it helps the functional managers manage their resources effectively. If the functional manager of the team member assigned to the predecessor activity had been included in the project planning processes, he would have known when the team member was needed to do work for the project and the impact, if any, of delay. The communications management plan should also have included a method to communicate potential delays.

### There have been many work packages completed successfully on the project, and the sponsor has made some recommendations for improvements. The project is on schedule to meet an aggressive deadline when the successor activity to a critical path activity suffers a major setback. The activity has 14 days of float and is being completed by four people. There are two other team members with the skill set to assist the troubled activity, if needed.

A B C Have the team Investigate why the See who can members project schedule is replace the three immediately assist aggressive. team members. the troubled activity.

D Create an issue log

D

Sometimes complex problems are caused by not doing simple things. The data in the first paragraph, once you read the choices, is completely extraneous. The troubled activity has float and so does not need immediate attention. It may not be necessary for additional team members to assist the troubled activity, but none of the choices suggest investigating whether the amount of float is enough to cover any delay caused by the trouble. Rather, the choices take you in different directions.Investigating why the schedule is so aggressive should have been done before the project began. Replacing team members does not solve the root cause of the problem. Could there be something the project manager is doing wrong, or could be doing that he is not, that would solve the problem without losing resources? Wouldn't it be more effective to discover the root cause of those team members' concerns so the problem does not surface again later? The creation of an issue log will let the troubled team members know their concerns have been heard, are noted, and will be resolved. This might be enough to stop them from leaving and avoid the resultant project delays and confusion if new team members must be added.

### The project has 13 team members and affects more than 15 departments in the organization. Because the project is 20 percent complete to date and the team has had successful performance reports from five of the affected departments, the project manager holds a party to celebrate. The project manager invites key stakeholders from all of the departments to the party, in order to give those providing good reviews an informal opportunity to communicate good things to those departments that have not yet been affected by the project.At the party, the project manager walks around to try to discover any relevant information that would help him make the project even more successful. He happens to hear a manager of one of the departments talking about setting up more regular meetings on the project.The BEST thing for the project manager to do would be to FIRST:

A Record the effectiveness of the party in the project lessons learned.

B Review the information distribution methods on the project.

C Hold a meeting of all the stakeholders to discuss their concerns.

D Make sure the B manager has a copy of the communications management plan so he is reminded that such concerns should be sent to the project manager.

Many of these choices could be done, but ask yourself, "What is the most effective thing to do?" The party may well generate lessons learned, and recording them would certainly be a good idea, but the question asked what to do first. There is a more immediate issue--the manager. Meeting with all the stakeholders could be useful, but there is only one stakeholder, the manager, who definitely has an issue. Besides, a good project manager would be holding regular meetings with the stakeholders already. Making sure the manager has a copy of the communications management plan might be a good idea, as the manager apparently is not communicating with the project manager. However, this would not be enough to ensure the manager does communicate. The manager is, in effect, saying he is not getting the information he needs. His lack of needed information is causing him to suggest more meetings. However, too many meetings are a problem on projects. A great project manager does not just add meetings, but solves the real problem in the best way.A goal of information distribution is to get information to those who need it. The project manager may decide to adjust his information distribution process by changing the format of a report, or sending existing reports to the manager with the issue, rather than adding meetings. Therefore, the correct choice is to review the information distribution methods on the project.

### A large project is underway when one of the team members reviews the project status report. He sees the project is currently running late. As he looks at the report further, he notices the delay will cause one of his activities to be scheduled during a time he will be out of the country and cannot work on the activity. This is of great concern because he is very committed to the success of the project and he does not want to be the cause of the project being further delayed. What is the BEST thing for him to do?

requirements of many ### The stakeholders were not approved for inclusion in your project. Therefore, you had a difficult time receiving formal approval of the project management plan. The stakeholders argued and held up the project while they held meeting after meeting about their requirements. The project was finally approved and work began six months ago. All of the following would be good preventive actions to implement EXCEPT:

A B Contact the project Include the manager information on his immediately to next report. provide the project manager with his schedule.

Keep a file of what requirements were not included in the project.

C Request that the issue be added to the project issue log.

Make sure the Maintain an issue change control log. process is not used as a vehicle to add the requirements back into the project.

D Recommend preventive action.

D

Hold meetings with D the stakeholders to go over the work that will not be added to the project.

Notice that this question asks what the team member should do. It is important for the project manager to understand the team member's role and possibly even instruct team members on how to work on projects and what is expected of them. Providing the project manager with his schedule, including the information in a report, and requesting that the issue be added to the issue log have one thing in common. They involve the team member asking the project manager to do something. In reality, it may very well be the team member who will come up with a solution (such as decreasing the scope of the activity, fast tracking, or specific suggestions about changes to predecessor activities). Therefore, recommending preventive action is the best choice for the team member. Note that recommended corrective or preventive actions can come from the team or stakeholders in addition to the project manager. This issue should be over, but since there were so many meetings and arguments about the requirements being removed, it is unlikely the issue will be dropped by the stakeholders. However, as it has not come up again and the project was started six months ago, spending time in a meeting is excessive. The other choices are easier, have less impact on the project, and are therefore things that could be done.

A ### The project manager is expecting Paralingual a deliverable to be submitted by e- communication mail from a team member today. At the end of the day, the project manager contacts the team member to notify him that it has not been received. The team member apologizes and explains that he was not able to e-mail the deliverable, and it was sent through the mail instead. The team member goes on to remind the project manager that he had informed the project manager, during a phone conversation, that this would occur. "Was that the conversation we had when I told you I could not hear you well due to poor cell phone coverage?" asks the project manager. "Yes," replies the team member. What could have been done to avoid this problem? ### Duplicate Question **** The reserve. project has had some problems, but now seems under control. In the last few months almost all the reserve has been used up and most of the negative impacts of events that had been predicted have occurred. There are only four activities left and two of them are on the critical path. Management now informs the project manager that it would be in the performing organization's best interest to finish the project two weeks earlier than scheduled in order to receive an additional profit. In response, the project manager sends out a request for proposal for some work that the team was going to do, in the hopes that another company might be able to do the work faster. The project manager can BEST be said to be attempting to work with:

B C Adding to the issue Better attention to log after the phone determining call communications requirements

opportunities.

D Feedback during D the communication

scope verification. threats.

B

The pitch and tone of voice (paralingual communication) is not relevant here, as the project manager could not even hear all that was being said. There were no issues recognized after the conversation, so none could be added to the issue log. This issue is not related to communications requirements, so that choice cannot be best. Saying, "I am not sure I properly heard what you said," during the conversation or repeating the message back to the team member would have prevented this problem. Giving and repeating feedback during the communication is the best option.

The wording of this question can be confusing. Reserve (choice A) is mentioned in the situation, but the project manager is not dealing with reserves in the actions he is taking. Choice C involves meeting with the customer to gain formal acceptance, so it cannot be the best choice. Choice D cannot be the best choice since the project manager is trying to make something good happen, not dealing with a negative impact, or threat, that may or may not occur. The project manager is working to make a positive impact on the project more likely to occur, therefore choice B is best.

C There can only be a maximum 10 percent increase if there is an unexpected cost overrun.

D The fee is only received by the seller when the project is completed.

### What type of contract do you NOT Cost plus fixed fee Time & material want to use if you do not have (CPFF) (T&M) enough labor to audit invoices?

Fixed price (FP)

Fixed price incentive fee (FPIF)

### The scope baseline can BEST be WBS and project said to include the: scope statement.

Scope WBS and project management plan charter. and WBS.

A

### Which of the following is the LEAST effective way to influence the factors that create changes to the cost baseline?

Eliminate the Notify all scope causing the stakeholders that most changes. no more changes will be allowed.

D

Saying "No more changes" is not likely to be effective. All the other choices could be done.

Equipment was received earlier than planned.

B

Final funding limit reconciliation would have been done after fast tracking. The other choices are all possible explanations for an invoice to be outside the funding limit reconciliation.

### The sponsor is worried about the seller deriving extra profit on the cost plus fixed fee (CPFF) contract. Each month the sponsor requires the project manager to submit CPI calculations and an analysis of the cost to complete. The project manager explains to the sponsor that extra profits should NOT be a worry on this project because:

### A seller submits an invoice that is outside the funding limit reconciliation completed during project planning. What is the LEAST likely cause?

A B The team is All costs invoiced making sure the are being audited. seller does not cut scope.

Scope management plan and project scope Review the project statement. Explain to those scope with the requesting functional manager changes the responsible for the impact of changes greatest number of to the project. requested changes. An activity has The critical path taken longer to was fast tracked complete than during project planned. planning.

There was a cost increase to the successor activity of a critical path activity.

B

Cutting scope decreases profits on a cost plus fixed fee contract, so that would not be a way for the seller to generate extra profits. CPFF contracts generally do not limit fee increases, and the fee in a CPFF contract is usually paid out on a continuous basis during the life of the project. One of the ways to change the profit in a cost plus fixed fee contract is to invoice for items not chargeable to the project. Therefore, all invoiced costs should be audited.

A

If you got this question wrong, reread it. You need to audit invoices in all contract types, so how do you choose? Look for the answer that is BEST. In this case, it would be the choice that requires the greatest effort.A T&M contract should be used for low dollar and short duration contracts (remember that a T&M contract has no incentive to finish), so it does not have a high level of risk. FP and FPIF contracts cannot be best, because the risk to the buyer is limited. The buyer is still only going to pay the contracted price. In a CPFF contract, the buyer pays all costs. The seller could be charging the buyer for costs that should not be allocated to the buyer. Because of the size and dollar amount of this type of contract, and because the risk to the buyer is great, a CPFF contract requires the most auditing. In this case, you would not want to use a CPFF contract. The scope baseline includes the WBS, WBS dictionary, and the project scope statement.

A B Project scope ### All of the following are parts of the Scope scope baseline EXCEPT the: management plan. statement.

### One of the stakeholders on the project contacts the project manager to discuss some additional scope he would like to add to the project. The project manager asks for details in writing and then works through the Control Scope process. What should the project manager do NEXT when the evaluation of the requested scope is complete?

C Work breakdown structure.

Ask the Complete Make sure the stakeholder if there integrated change impact of the are any more control. change is changes expected. understood by the stakeholder.

D WBS dictionary.

Find out the root cause of why the scope was not discovered during project planning.

A

B

### Outputs of the Develop Human Roles and Resource Plan process are: responsibilities, project organization charts, and staffing management plan.

Project organization charts, project staff assignments, and roles and responsibilities.

Project management plan updates, staffing management plan, and project organization charts.

Roles and A responsibilities, staffing management plan, and resource availability.

### If a project manager is using Develop Project observation and conversation to Team help control the project, she must be involved in which process?

Distribute Information

Manage Stakeholder Expectations

Manage Project Team

### Change requests are an output of Manage Project which processes? Team and Report Performance

Manage Define Scope and Stakeholder Plan Expectations and Communications Determine Budget

D

Plan Procurements A and Perform Qualitative Risk Analysis

The scope baseline includes the WBS, WBS dictionary, and the project scope statement. The scope management plan is not part of the scope baseline. Notice that there are many things the project manager could do listed in the choices. The question asks what is the BEST thing to do NEXT. Management of the change is not complete when the Control Scope process is completed. It is important to look at the impact of the change on other parts of the project, such as time and cost. Therefore, performing integrated change control is the best thing to do next. This would probably be followed by making sure the impact of the change is understood by the stakeholder, then determining why this scope was not identified in planning, and asking the stakeholder if there are more changes expected. Project staff assignments and resource availability are outputs of Acquire Project Team, and project management plan updates are an output of Manage Project Team. Roles and responsibilities, project organization charts, and staffing management plan are outputs of the Develop Human Resource Plan process. Based on the activities described, the harder choice is between Manage Stakeholder Expectations and Manage Project Team. Manage Stakeholder Expectations is a communications process, whereas the question is talking about managing people. Therefore, Manage Project Team best fits the description. Many processes have an output of change requests. However, they are not outputs of planning processes such as Determine Budget, Define Scope, Plan Communications, Plan Procurements and Perform Qualitative Risk Analysis. Remember that the entire choice must be correct. Change requests are outputs of Manage Project Team and Report Performance.

A B C Acquire the best ### The main purpose of the Manage Assess the viability Complete the Project Team process is to: of the project's project according resources ground rules. to the project available. management plan.

D Make sure each B team member has a clearly assigned role.

### The project manager has a team Plan scattered across four countries. Communications The team members are experts in their fields and a few are certified project managers. To deal with the distance, the project manager creates ground rules with the team, and has virtual meetings to deal with cultural differences. Which of the following additional activities would have the GREATEST impact on the project?

Acquire Project Team

Define Scope

Sequence Activities

### The project manager is looking at the project's resource needs and lessons learned from past projects. This information causes the project manager to be concerned about the ability to acquire enough resources for the project in six months. Which of the following would be the LEAST effective preventive action? ### Three items from the issue log have been assigned to a team member. However, no action has been taken by the agreed-upon due date. After three calls to the team member, the work is finally completed. Which of the following is the BEST preventive action to take NOW?

Make sure functional managers have a copy of the resource histogram.

Show the sponsor the data, and explain the project manager's concern.

Determine metrics Ask functional A to use as an early managers for their warning sign that opinions. resources will not be available.

Sending data without pointing out the issue does not mean the communication will be adequately decoded by the recipient. The other choices describe more effective communication in this instance.

Remove the team member from the team if possible.

Meet with the team member to uncover the reasons why there were problems.

Make sure the action item list is distributed to all the right parties.

There are multiple "right answers" to this question. However, removing the team member is too drastic. By this time, you would have built a team through team building. Removing one person might drastically change team dynamics. Although making sure the action item list is distributed to the right parties, and that action item assignments are accepted by team members could be done, they involve taking action without knowing the reason there was a problem. These actions may not solve the problem, and the same problem could resurface. Only meeting with the team member gets to the root cause of the problem.

A

Make sure items B assigned in the action item list are accepted by the team members they are assigned to.

Notice this question asks for the "main purpose." Ground rules are part of the Develop Project Team process. Acquiring outside resources is a function of Acquire Project Team. Roles and responsibilities are outputs of Develop Human Resource Plan. Ensuring the team completes the project according to the project management plan is the main purpose of the Manage Project Team process. The question is asking about additional activity. In other words, "Where should the project manager spend extra time?" Although all could help, the most pressing need is in the area of communications.

A ### The process that links people and Scope information is called: management.

### Duplicate Question ******Which parts of the risk management process use the project scope statement as an input?

B Human resource management.

Risk management Qualitative and planning, and risk quantitative risk monitoring and analysis control

C Communications management.

D Time management. C

Qualitative risk Risk response analysis and risk planning and risk response planning monitoring and control

B

Perform Qualitative Plan Risk Risk Analysis Responses

C

### A watchlist is an output of which Plan Risk risk management process? Management

Perform Quantitative Risk Analysis

### The project team has been working through some difficult technical issues relating to how the work should be done. The most recent problem related to the way each test was to be completed. There have also been disagreements between two of the eight managers. The sponsor has had to intervene once. After the testing work was completed, the project manager discovered one of the changes agreed to was not adequately completed. What did the project manager NOT do?

Get the sponsor to Make sure the Provide more sign off on the functional manager training for those change. closely supervised doing the testing. the testing.

Ask those doing the work to describe the change, to make sure they understood it.

A

The process that links people and information is communications management. "Information" is a key word in the question. Risk monitoring and control (included in choices A and D) measures against the project management plan, not the project scope statement. Risk response planning (included in choice C) works with identified risks, and so does not utilize the project scope statement. A watchlist is made up of low-priority risks that, in the Perform Qualitative Risk Analysis process, were determined to be of too low priority or low impact to move further in the risk management process. The company change management process or change control board would determine whether or not the sponsor needed to sign the change in this situation. Nothing in the question could lead you to believe that having the functional manager supervise the testing, or providing additional training for those doing the testing are necessary. Only making sure those doing the work understand the agreed upon changes gets to the root of the problem.

A B ### A project has faced major Fix the problem as Allow the schedule difficulties in the quality of its soon as possible. to slip by cutting deliverables. Management now cost. states that quality is the most important project constraint. If another problem with quality were to occur, what would be the BEST thing for the project manager to do?

working with the The procurement ### While procurement department to create statement of work the procurement documents for a was unclear. project, the project manager is told this is the ninth time similar items have been purchased by the company and each procurement was administered easily. After asking a few questions and having a few discussions about the project manager's needs, the procurement administrator produces the procurement documents quickly and calls this a commodity purchase.Instead of receiving bids from 4 companies as expected, the buyer receives 11 bids. A few of the bidders express interest in giving the buyer a chance to tour their facilities. Other bidders offer substantially more valuable services than were requested.The buyer's company has a policy of selecting the lowest bidder for the type of work. The bids come in, and one seller's bid is 35 percent lower than the project manager's own independent estimate. Which of the following is the MOST likely reason for this?

C Allow cost to increase by fixing the root cause of the problem.

The seller The seller made misunderstood the an error in procurement calculation. statement of work.

D Allow risk to C increase by cutting cost.

The marketplace has changed, making the prices lower than previously estimated.

D

If a problem with quality were to occur again, many people would opt to fix the problem as soon as possible. It is proactive, but some other project constraint(s) must change to accommodate fixing the root cause of the problem. It may not be necessary to allow the schedule to slip, because the project manager might be able to compress the schedule in other areas. Cutting cost does not necessarily cause the schedule to slip, nor would that necessarily fix the problem at hand. Allowing risk to increase by cutting cost is not the best choice, because a quality problem is most likely to create additional cost, rather than cut cost. Allowing the cost to increase by fixing the root cause of the problem addresses both finding the cause and the probable impact of dealing with the problem. The key to answering this question is to understand the situation. This is a common purchase with which your company has a good amount of experience. Therefore, it is unlikely the procurement statement of work was unclear. If the item is called a commodity purchase, it means that it is readily available (like purchasing paper for a copy machine). Therefore, it is unlikely a misunderstanding of the statement of work could have occurred. Errors in calculations could always occur, but sellers are particularly careful about errors, since errors can severely impact them. This situation describes more sellers trying to win the work than ever before. It describes sellers offering extras and trying to win favor for a commodity purchase. The project manager should investigate an error in calculation, but the most likely reason is a change in the marketplace, because of the number of bids received and the more valuable services offered at a lower cost.

### In the procurement, the buyer has required the seller to provide at least two PMP-certified project managers on the team, in addition to meeting additional selection criteria. The buyer creates an evaluation team that will evaluate the sellers' proposals using a system to minimize personal prejudice. Any major differences in the evaluations will be negotiated. The project is using which of the following proposal evaluation techniques? ### Which of the following BEST describes an opportunity on a project?

A Independent estimates and contract negotiation

B A seller rating system and a screening system

C A screening system and a weighting system

D A weighting system C and contract negotiation

Team members will The requirements learn more about might need spy satellites and updating later. will be able to use that information on future projects.

The quality requirements are hard to achieve.

Additional A engineering may be needed in order to get the satellite to meet the customer's requirements. Risk urgency. A

Though many project managers might try to turn threats into opportunities, only the ability to use newly acquired information on future projects is clearly an opportunity.

Use a Pareto chart.

Many people choose to perform a quality audit. However, performing a quality audit relates to determining whether you are using the right processes and whether those processes are effective, rather than improving processes. Discovering non-value activities is part of process analysis; implementing the process improvement plan.

### All the following are outputs of the Root causes of Perform Qualitative Risk Analysis risk. process EXCEPT:

Probabilities and impacts.

### The financial systems project has Measure using a relatively high profile in the quality metrics. organization and has received great support from the sponsor. There are over 230 activities on the project, and a few have remained relatively large due to the nature of the work to be accomplished. One of these larger activities has an estimate to complete (ETC) that is longer than planned. If the project manager wants to look at non-value-added activities that might be causing the delay, the manager should:

Complete process Perform a quality analysis. audit.

Risk categorization.

B

The requirement to provide PMPcertified project managers is a screening system. A system to minimize personal prejudice is a weighting system.

Identifying root causes is part of the Identify Risks process. Probabilities and impacts of identified risks, risk categorization, and assessment of risk urgency are outputs our the Perform Qualitative Risk Analysis process. These are documented as updates to the risk register.

### Five of the seven phases on the project contain work that is substantially similar. What MUST the project manager do?

A See what can be done to make sure the work is carefully reworded to remove the similarity.

B Make sure the same resource completes all the similar work packages.

C D Plan in continuous Make sure the first C improvement and last of these activities. work packages is scheduled close in time to each other.

### Which of the following would be Ensure the product Ensure continued the MOST appropriate thing to do scope is as final as understanding of in the initiating process group? practical. the work.

Remove roadblocks.

### Which of the following would be the MOST appropriate thing to do during the initiating process group?

Identify the root Ensure all project cause of problems. management processes are complete.

B

Recommend changes and defect repair.

D

Create a detailed description of the project deliverables.

Get familiar with the company culture and structure as it relates to the project.

### Which of the following is the Update corporate Evaluate the MOST appropriate thing to do in processes and effectiveness of the initiating process group? procedures based risk responses. on lessons learned.

Review bids and select sellers.

Work with the customer to determine acceptance criteria.

A

To answer this question, you must first realize this is not necessarily a bad situation. Many projects have repeated work. Therefore, removing similarities in work can be eliminated as an option. There could be some benefit to having the same resource do all the work packages, however, this may not be practical. The question asks for what MUST the project manager do, and having the same resource complete all similar work packages is not mandatory. There is no benefit to scheduling the work packages close to each other. Continuous improvement activities use the knowledge gained from the earlier work packages in the completion of later work packages, making the later ones faster and easier. Therefore planning in such activities is the best answer. Ensuring continuing understanding of the work, removing roadblocks, and reviewing bids in order to select sellers all occur in project executing. Ensuring the product scope is as final as possible is done in project initiating. A detailed description of the project deliverables is created during project planning, as part of creating the project scope statement. Root cause analysis occurs during project monitoring and controlling, not initiating. Ensuring all project management processes are complete occurs during project closing. It is important for a project manager to become familiar with the company culture and structure as it relates to the project as early in the project as possible. This is the most appropriate choice to do in project initiating. Evaluating the effectiveness of risk responses and recommending changes and defect repair occur in project monitoring and controlling. Updates based on lessons learned are done in project closing. Acceptance criteria is determined in project initiating.

A ### Which of the following is the Work with MOST appropriate thing to do in stakeholders to the planning process group? determine their communication preferences.

B Determine the initial project organization.

C Refine control limits.

Develop closing ### Which of the following would be Review industry the MOST appropriate thing to do standards relevant procedure. during the planning process to your project. group?

D Verify Scope.

A

Look for positive and negative interactions from and to other projects that could affect your project. Hold a meeting of Implement ### Which of the following is the Determine highMOST appropriate thing to do in level stakeholders. all parties to make approved process the planning process group? certain everyone is improvements. familiar with the details of the project

Update the C communications management plan based on late deliverables.

### Which of the following is the Focus on checking Manage MOST appropriate thing to do in team member communication the executing process group? productivity. channels.

Evaluate the B effectiveness of implemented corrective actions.

### All of the following are actions a project manager should do. However, which of the following could have the biggest impact on a project?

Reevaluate the project's business case when a severe problem occurs.

### Which of the following would be Look for newly the MOST appropriate thing to do arising risks while in the executing process group? the work is being done.

Manage configuration.

Perform Quality Assurance

B

Recommend Recalculate how updates to the long the project will project take. management plan.

Determine if project controls need to be updated.

Obtain additional funding when needed.

Implement process D improvements.

Identify and analyze trends.

A

Determining the initial project organization is a project initiating function. Note that the choice does not say "determine the team" or "determine the skill sets needed." Those are, in fact, planning functions. Refining control limits and verifying scope take place in project monitoring and controlling. The project manager documents stakeholder communication preferences in project planning, while developing the communications management plan. Industry standards (choiceA) are an input to the Develop Project Charter process, which occurs in initiating. Choice D would occur during the monitoring and controlling process group. High-level stakeholders are determined as part of project initiating. Implementing approved process improvements and performing quality assurance take place in project executing. Confirming understanding of project details is done during a kickoff meeting, which occurs at the end of project planning. Since a project manager should not spend much time babysitting or checking up on team members, focusing on checking team member productivity is incorrect. Configuration management and evaluating the effectiveness of implemented corrective actions are parts of project monitoring and controlling. Managing communication channels is a key responsibility of the project manager during project executing. Cancelling a project is a significant change. Many project managers have never had to evaluate whether they should cancel their project, but this can show up on the exam. The other choices have only small or short term effects on the project. Choices A, B, and C take place as part of the monitoring and controlling process group.

A ### Which of the following is the Implement MOST appropriate thing to do in recognition and the monitoring and controlling reward systems. process group?

B Obtain sign-off of the product of the project.

C D Issue performance Keep everyone reports. focused on completing the project to the charter.

C

### Which of the following is the Evaluate individual Add new skills to MOST appropriate thing to do in team member team members' the executing process group? performance. human resources records.

Determine acceptance criteria.

Determine how you will complete process improvement.

A

### Which of the following is the Create a budget MOST appropriate thing to do in forecast. the monitoring and controlling process group?

Record project issues in an issue log.

Determine if project activities comply with processes.

A

Implement approved process improvements.

### Which of the following is the Hold inspections of Perform MOST appropriate thing to do in work packages. procurement the closing process group? audits.

### The widget production project is Control limits. well underway. The requirements are clear that each widget must weigh between 0.320 and 0.325 ounces. The first day of test production resulted in 1247 widgets. Of the widgets inspected, 47 percent fell within the acceptable weight range. This is an example of:

Obtain formal Do project acceptance of the performance project scope from appraisals. the customer.

Quality assurance. Control charting.

Corrective action.

B

A

Implementing recognition and reward systems, and keeping focus on completing the project to the project charter take place in project executing. Since the product of the project is only completed when the project is completed, obtaining signoff on the product must take place in project closing. Performance reports are issued in project monitoring and controlling. Adding team member's new skills to their human resource records is part of project closing. Determining acceptance criteria occurs in project initiating. Since determining how process improvement will be managed is a planning function, it must take place in project planning. Evaluating team member performance is done in the executing process group, as part of the Manage Project Team process. Implementing approved process improvements, recording project issues in and issue log, and determining if project activities comply with processes all take place in project executing. Creating a budget forecast is the only one of the choices given that occurs in project monitoring and controlling. Inspecting work packages is a monitoring and controlling function. Many people get tricked by the choice of "obtaining formal acceptance of the project scope from the customer." This can occur throughout the project. Closing involves formal acceptance of the product of the project. Project performance appraisals are done in project executing. Only procurement auditssituation are done in projectwould closing. The described occur as part of Perform Quality Control, not Perform Quality Assurance. The question specifically describes control limits, which are only a part of control charting. Corrective action is needed, but it is not described here. The question is referring to control limits.

### In order to handle some resource changes on your project, activity H is going to be done concurrently with activity G instead of after it. Based on the data in the chart, what impact will this have on the project? ### Identifying alternative approaches is part of what part of the scope management process?

A It will cause the project to be completed four time periods sooner.

B C It will cause a It will have no decrease in project effect on the risk. critical path.

D It will affect activity C F.

Initiating

Scope planning

Scope verification

Scope definition

C

Performing activities concurrently relates to fast tracking. Since activity G is the only one of these two activities on the critical path, completing the two in parallel will have no effect on the critical path. When you look at this question, you might see three "right" answers (choices A, B, and C). Scope verification (choice D) involves obtaining acceptance of the completed project scope. One could be looking at alternative choices when creating a project charter in the initiating process group (choice A); however, this is not part of the scope management process. You would not be looking at alternatives in scope planning (choice B) since you are defining the processes, procedures, and controls you will be using in the scope management process. Identifying scope alternatives would happen in the scope definition process (choice C), in which you are deciding the best way to deliver the features and functions required in the product scope by defining the project scope. If it was possible and effective to hire two sellers to do the work, it would already have been part of the plan.The other choices, given the specifics of the situation, could help.

### A seller has failed to make delivery Terminate the on a major item for your project. contract for What is likely to be the LEAST default. effective thing to do?

Work with the Negotiate an seller to correct the extension of time. problem.

### Who is responsible for determining Sponsor appropriate project management processes to use for a specific Which of the following is a Iterative ### project? characteristic of project management processes?

Project Project Customer management office manager/project management team

C

The project manager or the project management team determines how best to accomplish the project.

Unique

Unnecessary

A

As the project life cycle progresses, more information becomes available, allowing the team to manage the project to a more detailed level.

### Progressive elaboration means:

Project processes are iterated as more information is uncovered throughout the project life cycle. Temporary.

Project Distinct processes B management plans are developed for must be elaborate each project. in order to be effective.

As more information about the project becomes known, further iterations of the planning process result in more detailed and specific management plans.

Ongoing and repetitive. Design of a new department store

Operational work is that which is ongoing to sustain an organization. Issuing monthly invoices is an example of a business process that is ongoing and repetitive.

Implementation of the project must progress strictly according to the initial project management plan. ### Operational work is different from Unique. project work in that it is: ### Which of the following is NOT an Issuing monthly example of a project? invoices

Implementation of a new software program

Hire another seller D to work side by side with the original seller.

Standardized

A part of every project activity. Construction of a bridge

C A

A

B

C

D Appearance

### Which of the following factors is Scope NOT considered to be a project constraint?

Time

Cost

### How does risk affect a project?

It is an uncertain event that if it occurs has a positive or negative effect on at least one project objective. ### The main focuses of managing a Making sure all the project include identifying scope is identified requirements, establishing clear in initiating. and achievable objectives, and:

It is a certain event that will have a negative effect on the project.

It can cause a change in the number of resources for the project, but not the cost.

It can cause a A change in the project schedule, but not the project scope.

Eliminating the need for any changes.

Balancing competing demands for scope, time, cost, etc.

Holding status meetings with the team.

C

### The skills required for effective Application area project management include knowledge. knowledge of standards and regulations, understanding the project environment, and:

Engineering knowledge.

Software knowledge.

Financial knowledge.

A

A group of unrelated projects managed in a coordinated way

A government regulation

B

### What is a program?

An initiative set up A means to gain by management benefits and control of related projects

### Which of the following BEST When the work is describes when a project phase is done generally concluded?

When the deliverables are accepted

When the work for When it is the next phase is scheduled in the ready to start milestone schedule Throughout the ### When do stakeholders have the At the beginning of In the middle of the At the end of the MOST influence on a project? the project project project project

D

B

A

Constraints on a project include scope, time, cost, quality, risk, resources, and customer satisfaction. These constraints must be balanced by the project team throughout the project. By definition, risk is the uncertainty of some aspect of the project.

Scope can be identified throughout the project, not just in project initiating. Since all changes cannot be eliminated in their entirety, eliminating the need for any changes cannot be the correct choice. Status meetings are not a main focus of managing a project. The reason for such meetings, controlling the project, could be considered a focus of project management, but that choice is not given. Balancing competing demands is a main focus of a project manager. Application area knowledge is the best answer. The other choices are all examples of application area knowledge. Did you select "a group of unrelated projects managed in a coordinated way"? If so, you missed the word "unrelated." Programs are groups of related projects. Work for each phase must be inspected and accepted before the phase can be closed out. Stakeholders have an impact throughout the project, but they must be identified and involved at the beginning of the project, in order to determine their requirements and expectations. If this effort is not done early, the results may be expensive changes and/or dissatisfaction later in the project.

A B End users ### Which of the following BEST People who may describes stakeholders? have a positive or negative influence on a project

C Sponsor and the team

D The public

A

### In what type of organization are Prioritized employees grouped by specialty?

Weak matrix

Strong matrix

Functional

D

### A form of project organization A tight matrix. where power is shared between the functional manager and the project manager is called:

A weak matrix.

A balanced matrix. A strong matrix.

### Which of the following BEST They supply describes the role of the project project managers management office (PMO)? for projects.

They are part of They provide the the change control project board. management procedures.

Their role can vary D from an advisory capacity to full authority over projects.

### Which process groups must be Planning, included in every project? executing, and closing

Initiating, planning, Initiating, planning, and executing executing, monitoring and controlling, and closing Planning Executing

Planning, executing, and monitoring and controlling

C

Monitoring and controlling Closing

A

### Which process group authorizes Initiating the project? ### The project management plan is Initiating developed in which process group?

C

Planning

Executing

B

### Which of the following processes Define Activities occurs in the initiating process group?

Develop Project Charter

Perform Quality Control

Verify Scope

B

### Your team is involved in the Verify Planning Scope process. What process group is the project in?

Closing

Executing

Monitoring and controlling

D

### In which process group does Initiating Close Procurements occur?

Closing

Monitoring and controlling

Planning

B

The best description of a stakeholder is one that includes end users, the sponsor and the team, and the public. Since each stakeholder can positively affect the project (getting work done sooner, identifying risks, etc.) or negatively affect the project (though delay, scope added later in the project, etc.), the correct choice is anyone who may have a positive or negative influence on the project. In a functional organization, employees are divided into departments such as marketing and engineering. Projects in a functional organization generally involve only one department. Did you know that there will be misused terms that seem to fit, such as "tight matrix," on the exam? Do not get confused when you see a term you have not been exposed to before. It is likely a distrator. The question defines a balanced matrix organization. The role of the project management office is defined by its parent organization.

All five process groups are addressed in each project. It is the responsibility of the project manager to determine the level of attention to spend on each process group. "Authorizes" means officially starts a project. That occurs in project initiating. Although it is iterated and updated throughout the project, the project management plan is developed in project planning. The Define Activities process occurs in project planning. Perform Quality Control and Verify Scope occur in project monitoring and controlling. The project charter is developed in project initiating. Verify Scope is a process of project monitoring and controlling. Close Procurements occurs in project closing.

A ### Your team is involved in the Monitoring and Perform Quantitative Risk Analysis controlling process. In which process group is project? Which process group focuses on Initiating ### the completing the requirements of the project?

Closing

B Planning

C

D Executing

C

Perform Quantitative Risk Analysis occurs in project planning.

Planning

Executing

Closing

C

Project executing is where work is done to produce the product of the project.

### Which process group includes the Initiating creation of a project charter?

Planning

Executing

Monitoring and controlling

A

The project charter is the basis for the entire project. Therefore, it must be created and approved first, in project initiating.

### During which process group does Initiating the team measure and analyze the work being done on the project?

Executing

Monitoring and controlling

Closing

C

During project monitoring and controlling, project performance is measured and needed changes are identified and approved.

### You and your team are working Planning with activity cost estimates, resource calendars, and the project schedule to determine a cost baseline for your project. Which process group are you in?

Initiating

Closing

Executing

A

Activity cost estimates, resource calendars, and the project schedule are inputs to the Determine Budget process, which takes place in project planning.

### In which process group does Monitoring and authorization to start a new phase controlling of the project occur?

Closing

Planning

Initiating

D

The project charter gives authorization to begin a project or project phase. The project charter is approved in project initiating.

### Project management can be Initiate thought of as a start-_______-docycle. process group Plan The executing ### check-act corresponds to what part of the start-plan-do-check-act cycle?

Execute

Plan

Control

C

Do

Check

Act

B

Work must be planned before it is done or checked. Executing focuses on getting the work done.

### All of the following occur during the Develop Project planning process group EXCEPT: Charter. Quality Assurance, Initiating ### Perform Acquire Project Team, and Distribute Information are all parts of which process group?

Create WBS.

Estimate Costs.

A

Planning

Executing

Sequence Activities. Monitoring and controlling

Schedule, Report Initiating ### Control Performance, and Administer Procurements are in which process group?

Planning

Executing

Monitoring and controlling

D

C

Develop Project Charter occurs in project initiating. Perform Quality Assurance, Acquire Project Team, and Distribute Information all occur in project executing. All of these processes are parts of project monitoring and controlling.

A B Deliverables, ### Which of the following are ALL Approved outputs of the Perform Integrated corrective actions, implemented Change Control process? validated defect corrective actions, repair, forecasts, rejected change deliverables requests, validated defect repair

C Approved defect repair, validated defect repair, rejected change requests, approved corrective actions

D Recommended C corrective actions, validated defect repair, approved defect repair, rejected change requests

### Which of the following is part of Monitor and the integration management Control Project process? Work

Develop Human Resource Plan

Perform Quality Assurance

Report Performance

A

addition to a project Sub-plans. ### In management plan, the project team must create plans for each component of the project. These plans are called:

Process plans.

Component plans. Management plans.

D

The need for the project no longer exists.

The project manager has left the company.

D

### The ongoing definition of a project Scope verification. Strategic planning. Progressive as more information becomes elaboration. available to the team is called:

Quantitative elaboration.

C

### A project is:

The project ### A project may end for all of the It is determined following reasons EXCEPT: that the objectives objectives have cannot be met. been met.

Temporary and unique.

### In which process group is the Initiating product scope completed? ### Adminster Procurements is a part Monitoring and of which process group? controlling

Repetitive work.

Work that can be accomplished in 40 hours or less.

Work required to A sustain a business.

Executing

Monitoring and controlling Initiating

Closing

B

Planning

A

Closing

Forecasts are an output of Monitor and Control Project Work. Implemented corrective actions are an output of Direct and Manage Project Execution. Recommended corrective actions are an output of many processes, but not Perform Integrated Change Control. Approved defect repair, validated defect repair, rejected change requests, and approved corrective actions are outputs of the Perform Integrated Change Control process. Develop Human Resource Plan is part of human resource management, Perform Quality Assurance is part of quality management, and Report Performance is part of communications management. Monitor and Control Project Work Management plans document how occurs during integration the team will manage on a more management. detailed level. Examples of management plans include scope, schedule, cost, quality, and risk management plans. The project manager's leaving or reassignment is not a valid reason for terminating a project. The Verify Scope process involves customer acceptance of project deliverables. Strategic planning addresses the overall mission and goals of the organization. Quantitative elaboration is a made-up term. The ongoing definition of a project as more information becomes available is the definition of progressive elaboration. A project is temporary and unique. The project is complete when the defined project objectives have been met. The work of completing the product scope is accomplished in project executing. Administer Procurements, which includes making sure both parties to the contract meet their contractual obligations, is a part of project monitoring and controlling.

A ### Which of the following would be Forecast when the the MOST appropriate thing to do next milestone will during the executing process be completed. group?

B C Recommend Recalculate how updates to the long the project will project take. management plan.

D Determine if project controls need to be updated.

### The project manager is asked to Initiating assist the procurement manager in giving some sellers a tour of the facilities where the project work will be done. What part of the project management process are they in?

Planning

Executing

Monitoring and controlling

C

Executing

Monitoring and controlling

C

Did you notice the term prospective seller? This indicates that the contract is not yet signed. Negotiations regarding contract terms take place during the Conduct Procurements part of the procurement process. Conduct Procurements occurs during project executing.

Close Project or Phase

Administer Procurements

D

Did you notice how much time you spent trying to understand the wording of this question? How much of that wording made sense? How much was relevant to answering the question? Be prepared for questions on the exam that you cannot make sense of. Just mark them and come back to them after answering the easier questions. In this case, the question is really asking about the connection between the project management process and the procurement process; what should you do when. If you worked through the Rita's Process Chart exercise in the PMP(Author:Bobby)174(Author:Bobb y) Exam Prep book, you should be prepared for the 30 or more questions about the project management process that are on the exam. In this case, the project manager is measuring, therefore he must be in project monitoring and controlling. The only procurementrelated process that happens at the same time is Administer Procurements.

project manager and Initiating Planning ### The procurement manager are meeting with a prospective seller to discuss the amount of reporting that will be needed on the project. The seller wants the contract to allow electronic submission of reports and to designate what specific email addresses should be used for the submission. These contract negotiations occur during what part of the project management The project manager is measuring Plan Procurements Conduct ### process? the performance of the project. Procurements The cost performance index (CPI) is 1.1 and there have been three changes on the project; just about what was expected. Management is calling for replanning parts of future scope, and there are three stakeholders complaining about potential impacts of the project on their department. While all this is going on, what part of the procurement process is the project manager involved in?

B

Creating forecasts, recalculating estimates to complete, and evaluating the effectiveness of project controls all occur in project monitoring and controlling. Updates to the project management plan are recommended in the Direct and Manage Project Execution process, which occurs in project executing. Such a tour is part of the Conduct Procurements process. Conduct Procurements occurs during project executing.

A B ### Which of the following takes place Plan Procurements Close during monitoring and controlling Procurements in the project management process?

C Conduct Procurements

D Administer Procurements

D

Plan Procurements takes place in project planning, Close Procurements takes place in project closing, and Conduct Procurements takes place in project executing. Only Administer Procurements takes place in project monitoring and controlling.

### A retail chain has a long history of hiring contractors to design and build new stores for them as they expand around the world. An engineer within that organization has just been promoted to project manager. He is studying the science of project management and is getting confused with terms. You are asked to mentor him. He asks you, "Which should I expect to occur more frequently on an average project, project closure or procurement closure?" Which of the following is the BEST answer?

Since all the work is always done under contract, project closure occurs more often.

Since there are typically many contracts in one design/build project,project closure occurs once and procurement closure occurs more frequently.

Every time we close out a contract, we close out a project.

All projects are B different and there is no real answer to this question

### You are part of a team that has been told by your management that they require you to take and pass the PMP exam by the end of the year. After studying, you are the first of the group to take the actual exam. When you return to work to tell everyone you passed, you are bombarded with questions. Management tells you that since everyone else is so worried about the exam, they want you to write out all the questions you can remember from the exam and provide copies to the rest of the team. In this situation, you could do all of the following which of the following contract ### In EXCEPT: types does the seller have the most cost risk?

Do your best to provide only what you remember exactly.

Offer to assist the others by motivating them.

Explain that providing questions from the actual exam is specifically prohibited.

Explain that you A may have passed the exam, but you are not an expert. The team should follow the expert advice that they were given on how to study and pass the exam.

To answer this question, forget all the extra words and focus just on the question; which occurs more frequently, project closure or procurement closure? If you have never worked with a contract, you are unlikely to guess the correct answer. For large projects, you must assume there are procurements, and typically more than one procurement on each project. That being said, what is your answer now? Can you see that the only correct choice is that project closure occurs only once and procurement closure may occur more frequently? Did you see the word EXCEPT in the question? The one thing that you cannot do is to provide the questions. All the other choices are things that you can do, and ethically you should do them.

Fixed price incentive fee (FPIF)

Time and material Cost plus award (T&M) fee (CPAF)

Cost plus percentage of costs (CPPC)

A

In a fixed price contract, any cost overages are borne by the seller. In other contract types, some or all of the costs over planned are shared or borne by the buyer. This makes the best answer a fixed price incentive fee (FPIF) contract. The risk chart in the Procurement Management chapter of the book PMP(Author:Bobby)174(Author:Bobb y) Exam Prep should help you understand the answer to this question.

A ### In which of the following contract Fixed price types does the buyer have the incentive fee most cost risk? (FPIF)

B C Time and material Cost plus award (T&M) fee (CPAF)

D Cost plus percentage of costs (CPPC)

### In which of the following contract Cost plus types does the buyer have the percentage of most cost risk? costs (CPPC)

Cost plus fixed fee Cost plus award (CPFF) fee (CPAF)

Cost plus incentive A fee (CPIF)

D

### Which of the following is the BEST Performance, time, Cost, time, order of topics for the seller to cost performance negotiate?

Time, Cost, performance, A performance, cost time

### Who should be responsible for The project defining project objectives? manager

The project The stakeholders management team

The sponsor

B

In a fixed price type of contract (FPIF), the buyer has the least cost risk, as any cost overages are borne by the seller. In a cost plus percentage of costs contract, the buyer pays all costs, and costs are not limited. Therefore, of the choices listed here, the correct answer is CPPC. The risk chart in the Procurement Management chapter of the book PMP(Author:Bobby)174(Author:Bobb y) Exam Prep should help you understand the answer to this Did you get confused by this question question. because you thought you already answered it? This is a different question than any in PM FASTrack(Author:Bobby)174(Author: Bobby). The choices are different. Make sure you carefully read any answers on this practice exam and on the real exam. In a CPPC contract, the buyer pays all costs. If the seller does not control costs, the buyer's revenue decreases. All the choices except CPPC offer some cost control and therefore less risk for the buyer. The risk chart in the Procurement Management chapter of the book PMP(Author:Bobby)174(Author:Bobb y) Exam Prep should help you to understand the answer to this question. This is not really as hard as it seems. Think about it from the seller's point of view. They do not want to deal with costs; they want the buyer to accept what they submitted. If they have to go with a lower cost to the buyer, then something has to give. Wouldn't performance give way to time, which gives way to cost? In other words, how would a cost estimate be generated? First look at what is being asked to be done (performance) and when it is needed (time) and then calculate the cost of achieving those targets. Since this is basic estimating practice, performance, time, cost is the best It is the sponsor's role to determine answer. objectives. These objectives are described in the project charter.

A ### Which of the following is a term Culture-centric describing people who think their culture is the best?

B Egotistical

C Ethnocentric

### What is the difference between Expected expected monetary value and net monetary value is present value? the estimated value of the work actually accomplished and net present value is the value of the work to be done.

Expected monetary value is the value it takes to recover your investment and net present value is the value of money.

Expected monetary value is the probability times impact of an opportunity, and net present value is the benefits less costs over many time periods.

### What is the definition of chart of A list of all the accounts? buyers a seller works for

Another name for a chartered accountant

### Which of the following is NOT an Work performance Approved change input to the Administer information requests Procurements process? ### What is a GERT chart?

### Which of the following describes a control chart?

D Enlightened self interest

C

Expected C monetary value is the estimated value of risk response plans and net present value helps determine the value of investments. A document where Allowable places to D risks are described charge expenses

Procurement Requested management plan changes

Culture-centric is not really a defined term. Egotistical refers to being selfcentered. Enlightened self interest refers to persons who act to further the interests of others (or the interests of the group or groups to which they belong), ultimately serving their own self-interest. Since neither egotistical nor enlightened self interest relate to culture, neither can be the best choice. Ethnocentric means tending to look at the world primarily from the perspective of one's own culture, and is therefore the best choice. This is one of those questions where you either know it or you get lost in the question. Expected monetary value is used in risk management, but it is not the estimated value of risk response plans. Expected monetary value is the probability times impact of an opportunity, and net present value is the benefits less costs over many time periods. A chart of accounts is used to determine where each project cost should be recorded to better enable cost analysis on a project.

D

Requested changes are an output of the Administer Procurements process.

A chart showing loops between activities

D

Note the use of the term "chart" here. Normally people think of GERT as a diagram. The exam sometimes uses strange words almost as if it were intending to throw you off. A bar chart is also called a Gantt chart. A chart showing upper and lower control limits is a control chart. A chart showing causes of issues is a cause and effect diagram. A GERT chart (or GERT diagram) shows loops between activities.

best A bar chart A chart showing A chart showing A chart showing showing project the upper and potential causes of loops between activities and their lower control limits issues activities schedule

B

A bar chart is also referred to as a Gantt chart. A chart showing potential cases of issues is a cause and effect diagram. A chart showing loops between activities is a GERT diagram. A control chart is a chart showing the upper and lower control limits.

A bar chart A chart showing A chart showing showing project the upper and causes of issues activities and their lower control limits schedule

A ### Which of the following BEST Saves cost describes what co-location does for the project?

B Reduces communication problems

C Accelerates schedule

D Improves opportunities

B

### An e-mail is forwarded to you that Forcing involves conflict between two team members. Which conflict resolution technique would you use? ### As you walk into your office, you Forcing receive an e-mail from the sponsor notifying you that the auditing team will soon be in your office to start a risk audit of your project. The next e-mail you receive has been forwarded to you, and involves conflict between two team members. You are immediately bombarded with phone calls from both parties to the e-mail complaining about the other. Which conflict resolution technique would you immediately use with the team members?

Compromising

Avoiding

Confronting

D

Compromising

Avoiding

Confronting

C

The focus of co-locating is to help communication. Did you pick cost saving because you thought having everyone in one office might save money? Not necessarily. There are many reasons this is not always true. The same can be said for accelerating the schedule and improving opportunities. The schedule could be accelerated by colocation and there could be more opportunities could be gained by having everyone in one office. However, these would not always be true and thus they are not BEST. Only reduced communication problems is always a benefit of coRemember that confronting means location. problem solving and problem solving is the best way to resolve conflict. Remember that confronting means problem solving and problem solving is the best way to resolve conflict 聳 but not here. The question asks "what conflict resolution technique would you IMMEDIATELY use with the team members." Tempers are too hot and you have the sponsor to deal with. The best immediate choice here is avoiding.

A ### Your boss is worried about the Yes, your SV is project schedule. There is a critical $10 million. deliverable due to the federal government in two weeks. If you miss the deliverable, you could lose the entire contract. To help reduce the boss's stress, you show him the earned value calculations you just completed. They show your cost performance index (CPI) is 1.25, your actual cost (AC) is US $400 million, and your planned value (PV) is US $490 million. Should your boss be comfortable?

B C No, your CPI is too He needs more high. data.

D Yes, your SPI is 1.05.

are working for an 1.19, $130,000, ### You international construction and $230,000 company. Your project involves pulling together over 13 different subprojects. You are having difficulty in ensuring three subcontractors are doing their work correctly. As you review the project results, you notice you have spent US $1,200,000 at the last reporting point. You know the schedule is not too bad, since your schedule performance index (SPI) is 1.1. Considering you feel you should have spent US $1,300,000 to this point, what are the cost performance index (CPI), and the schedule and cost variances? ### The network expansion project you 0.90, 1.02 just took over is said to be doing pretty well. The previous project manager only used variances to report the current project status. In the last report, you find SV = US $50,000, CV = US $10,000, PV = US $500,000. You know the rate of spending and schedule progress are important as well. Based on the details you have been given, what are the SPI and CPI?

1.1, ($230,000), and $130,000

1.19, $230,000, and ($230,000)

1.43, $130,000, and ($130,000)

A

1.10, 1.02

0.91, 0.98

1.11, 0.98

B

C

Although the SV is $10 million, this does not indicate all the activities are proceeding on schedule. You need to find out if the activities leading up to the critical deliverable are on schedule, in order to comfort your boss. Remember that earned value management (EVM) is a way to discover trends or indications of the way the project is going. You need to examine the details to be sure. You cannot determine schedule problems based on the CPI. The SPI is 1.02, not 1.05, but this does not tell you all the activities are proceeding on schedule. To find SV and SPI you must first find EV. EV = CPI x AC = 1.25 x $400M = $500M. So SV = EV - PV = $500M - $490M = $10M and SPI = EV / PV = $500M / $490M = 1.020 (use 3-decimal place accuracy). Be careful with these types of questions. If one item in the list is wrong, the entire answer is wrong. This is actually helpful in more quickly eliminating the wrong answers. You first need to compute EV to do the other calculations. Since your SPI is 1.1 and your PV is $1,300,000, EV = SPI x PV or 1.1 x US $1,300,000 or US $1,430,000. Since you have EV, PV, and AC, US $1,200,000, now you can compute the CPI and variances. CPI = EV/AC = $1,430,000/$1,200,000 or 1.19; SV = EV - PV = $1,430,000 - $1,300,000 or $130,000; and CV = EV - AC = $1,430,000 $1,200,000 or $230,000. First find EV = SV + PV = $550. Calculate SPI = EV / PV = 550 / 500 = 1.10. To find the CPI, you need to first calculate AC. You use AC = EV CV = $540. Now you can compute CPI = EV / AC = 550 / 540 = 1.02. In the other choices, the calculations are wrong, but fit if you make a computational mistake.

### You take over a project that is US $100,000 over budget. You know the team has completed US $500,000 worth of work. Your sponsor has been calling all day leaving messages while you were in meetings asking for a quick update on the project status. What will you tell him when you return his call? are tracking your project using ### You earned value management (EVM) and find you are behind schedule but under budget. Your variances show schedule variance (SV ) = -US $50 million, cost variance (CV) = $100 million, and your actual costs are US $500 million. What are the CPI, PV, and SPI? ### Your assistant project manager does the monthly earned value management (EVM) analysis, but falls ill before completing it. She has provided you with the following information: cost performance index (CPI) = 1.10, actual cost (AC) = US $800 million, planned value (PV) = US $890 million. How is the project going?

A The CPI is 0.90.

B The SPI is 1.10.

C The CPI is 0.83.

D The SPI is 0.83.

C

With the information given, you cannot calculate the SPI. Pulling the EV and CV out of the situation, you determine EV = $500,000 and CV is $100,000. AC = EV - CV or $600,000.

1.20, -$100 million, 0.92, $550 million, 0.92, $650 million, 1.20, $650 million, D 0.92 1.20 1.08 0.92

First find EV = CV + AC = $600. Calculate CPI = EV/AC = $600/$500 = 1.20. Next, to find PV, you would use the formula PV = EV - SV = $650. Now you can compute SPI = EV/PV = 600/650 = 0.923.

The schedule is Both the schedule behind by 10 days. and the budget are better than planned.

You know you are under budget since the CPI is greater than one, but you don't know by how much. You also do not know how you are doing on schedule. To find out, first calculate the EV from the data presented; EV = CPI x AC = 1.1 x $800M = $880M. Now you can determine the CV, SV, and the SPI. CV = $880M - $800M = $80M; SV = $880M - $890M = $10M; SPI = $880M / $890M = 0.99. Based on this information you are about on schedule and $80M under budget. This is an example of a question with multiple items in each choice. Remember to use the process of elimination on such questions. The process described is Create WBS, with the work breakdown structure as the output. The WBS is an input to many project planning and controlling processes. However, the Collect Requirements process occurs before the WBS is created. Therefore, the choice including that item is the exception.

Determine Budget, ### You and your team are busy Control Scope, planning the project, trying to Define Activities, Estimate Cost, and make it fit within the sponsor's time and Estimate Cost. Define Activities. constraint. You are happy with the team's efforts in breaking the project deliverable down into smaller pieces. This project management process output is an input to all of the following EXCEPT:

There is enough money to support an offsite team outing.

You have no real concerns about either schedule or budget.

D

Verify Scope, Define Activities, and Collect Requirements.

Define Activities, C Determine Budget, and Control Scope.

A Discuss lessons learned in the project team meetings, make sure the right people get reports, and hold team members accountable for doing what they committed to doing.

B Send messages in the mode best for the situation, remember to communicate both up and down the organization, and ensure team members capture lessons learned as they happen.

C Use project organization charts, ensure people understand the message as you meant it, and make sure everyone gets the same information.

D Use your soft skills D to have empathy and to influence the team, co-locate the team, and develop and enforce good ground rules.

Update the organizational process assets and reassess the risks of this type of situation occurring again.

Use face-to-face meetings to gather further information about the issues and use the issue log to track the issues to completion.

Use smoothing to let the people know they are not in fact going to lose their jobs, and fight for better feedback in the future.

Have the people B submit a change request so their concerns may be addressed, and have the change control board review the change for merit.

This question deals with managing stakeholder expectations. Currently they are expecting things that are not going to happen. You need to modify their expectations, most effectively face-to-face, and then ensure the issue is resolved by tracking it with the issue log to a successful conclusion. Face-to-face meetings and issue logs are both tools and techniques of manage stakeholders. The best response is choice B. Reassessing risk (choice A) will not help to manage expectations. Smoothing (choice C) is a poor resolution technique. This is not a change, just managing expectations, so choice D is an incorrect option.

### Which of the following are ALL Watch the team, tools and techniques of the report on team Manage Project Team process? members' performance, and issue conflict resolutions

Use appropriate conflict resolution techniques, do a 360-degree feedback assessment, and update the project management plan

Do a 360-degree feedback assessment, verify critical resource availability, and watch the team

Report on team D members' performance, use appropriate conflict resolution techniques, and do a 360-degree feedback assessment

You would not update the project management plan as part of the Manage Project Team process, nor would you verify critical resource availability as part of this process. You wouldn't "issue" conflict resolution, but would work to resolve the conflict. Tools and techniques of the Manage Project Team process include reporting on team members' performance, using appropriate conflict resolution techniques, and 360-degree feedback assessments.

### Inputs to the Report Performance Completion process include all of the following forecasts. EXCEPT:

Change requests.

Details of work performance.

Deliverables status.

Completion forecasts, change requests, and deliverables status are all inputs to Report Performance. Change requests are an output of the Report Performance process.

### You are working on implementing your communication plan during project executing. Some of the things you can do to enhance team buy-in and cohesion include:

associated with the ### People organization in which you are working with have been complaining about the lack of information regarding upcoming changes and want to get information now. Some of them feel what they have heard about your project means they will lose their job or be forced to find a difference position within the company. Luckily for you, the SPI is at 1.08 and the CPI is at .99, so you feel confident of success. What is the BEST way to deal with this situation?

B

The first sentence is a distracter to drive you to the wrong answer. You may see this on the actual exam as well. The real question does not deal with communication, instead it is looking at the tools and techniques of developing the project team. The choice that exclusively addresses team development is to use your soft skills to have empathy and to influence the team, co-locate the team, and develop and enforce good ground rules.

### A project is in progress, and the project manager is working with the quality department to improve stakeholders' confidence that the project will satisfy the quality standards. Which of the following are ALL outputs of this process?

A B Change requests, Quality metrics, project process updates, management plan change requests updates, completed checklists

C Recommended preventive actions, benchmarking, process updates

D Change requests, D recommended corrective actions, process updates

### Which list includes a process Perform Quality where recommended corrective Control, Control actions are NOT an output? Costs, Report Performance

Control Costs, Perform Quality Assurance, Direct and Manage Project Execution

Control Scope, Distribute Information, Monitor and Control Risks

Monitor and Control Project Work, Manage Stakeholder Expectations, Perform Quality Assurance

C

### A new project manager is getting his first team together to manage a new project. Though nervous, he realizes he has the Project Management Institute's standard for project management available to help make sure he is following acceptable project management standards. Though no one on the team has experience with the procurement process, he knows that some of the work on the project will be outsourced. Which of the following BEST represents what the project manager should do FIRST?

Make sure he has a complete WBS, do a make-or-buy analysis, create a procurement management plan

Look for organizational process assets, look for expert judgment, review contract types

Make sure the project scope statement is completed, create source selection criteria, create procurement documents

Determine the enterprise environmental factors that might affect the project, analyze the risk register, review contract types

B

### Which of the following are ALL Expert judgment, tools and techniques of the Plan contract types, Procurements process? procurement management plan

Standard contracts, nondisclosure agreement templates, expert judgment

Make-or-buy Bidder conference, B analysis, advertising, online independent research estimates, contract change control system

This question is similar to others in this program, but not exactly the same. You may also see this occur on your exam. Carefully read the questions! In this case, we are in the Perform Quality Assurance process. Completed checklists (choice A) are an output of Perform Quality Control. Quality metrics (choice B) are an output of Plan Quality. Benchmarking (choice C) is a tool of the Plan Quality process. Only the items in choice D are all outputs of the Perform Quality Assurance process. Distribute Information is the only process shown of which recommended corrective actions are not an output. Think about what happens in the remaining processes listed in the choices, and make sure you understand why recommended corrective actions are a logical output of those processes. The team's inexperience has been evaluated and it has already been determined that work will be outsourced. Let's look at choice B. Because the team is inexperienced, the part of procurement that they should attend to is looking for any existing procedures related to the procurement process (organizational process assets). Based on the situation in the question, another good option for this team is to look for anyone who might be able to advise them with expert judgment. This could be a lawyer or procurement expert. Lastly, since project managers are supposed to be involved in the procurement process, even if it is managed by anther department, the project manager should be involved in the selection of a contract type. Therefore, choice B is the best response. Standard contracts, non-disclosure agreement templates, and expert judgment are all tools and techniques used in the Plan Procurements process.

A ### Which of the following are tools Weighting system, and techniques of the Conduct method to rate and Procurements process? score proposals, expert judgment

B Selected sellers, contract, project management plan updates

C Procurement documents, selection criteria, make-or-buy decisions

D Contract change control system, inspections, records management system

### Which of the following lists are all Bidder related? conferences, selected sellers, and project executing

Advertising, procurement award, and project monitoring and controlling

Procurement A audits, procurement administration, and project closing

### The project manager is completing the procurement management plan and will then move on to the next procurement management process. Which of the following are the outputs of the NEXT process?

Selected sellers, change requests.

Proposal evaluation techniques, contract administration, and project monitoring Qualified sellers and controlling list, procurement documents, and proposals.

Source selection criteria, selected sellers, and contract documentation.

### Which of the following occur Discuss what during the SAME procurement contract terms process? should be in the contract with your lawyer, perform a procurement audit, and perform a procurement performance review. ### A company attorney, newly hired Claims by the company, walks into the administration, project manager's office and tells audit results, and her that he is ready to work with updating her on the procurement process. organizational The project manager has little process assets experience with procurement, so she is excited to have the assistance. With which of the following would it be BEST for the project manager to ask the attorney for help?

Walk the sellers around your facility, ask to review the sellers' references, and document lessons learned.

Contract change control system, payments, and change requests

Document the agreed-upon selection criteria, report on performance, and review the availability of resources.

A

Resource B availability, procurement documentation, and contract closure procedure.

Identify variances D between planned and actual performance, write a note to document a phone conversation with the seller, and make a payment to the seller. Recommended Procurement A corrective actions, documentation, performance project reporting, and management plan records updates, and management procurement system management plan updates

Selected sellers, a contract, and project management plan updates are outputs, not tools and techniques of the Conduct Procurements process. Procurement documents, selection criteria, and make-or-buy decisions are outputs of the Plan Procurements process. A contract change control system, inspections, and a records management system are tools of the Administer Procurements process. A weighting system, a method to rate and score proposals, and expert judgment are all tools of the Conduct Procurements process. The only choice that consistently matches activities to the correct process group is bidder conferences, selected sellers, and project executing. Can you identify the errors in the other choices? To answer this question, you need to know the procurement processes. The question is taking place in Plan Procurements. The next procurement process is Conduct Procurements. Selected sellers and change requests are outputs of that process. Note that all of the other choices include work that occurs in various parts of the procurement process. Identifying variances, documenting phone conversations with sellers, and making payments are all done in the Administer Procurements process.

The project manager is most likely to seek assistance from the company attorney on claims administration, audit results, and updating organizational process assets such as standard contracts, templates, and standard contract terms and conditions.

B Review the contract for specific agreedupon terms that relate to the issue, see if there is a clear response, and consult an attorney if needed.

C Review the procurement statement of work for requirements, send a receipt of claim response, and meet to resolve the issue without resorting to legal action if possible.

D Hold a meeting B with the team to review why the acceptances have been late, make a list of the specific reasons, and resolve those reasons.

### During which project management Monitoring and process group are budget controlling forecasts created?

Planning

Initiating

Executing

### Which of the following are ALL The level of items included in the cost accuracy needed management plan? for estimates, rules for measuring cost performance, specifications for how duration estimates should be stated

Specifications for how estimates should be stated, rules for measuring cost performance, the level of accuracy needed for estimates

Rules for measuring team performance, the level of accuracy needed for estimates, specifications for how estimates should be stated

Specifications for B how estimates should be stated, the level of risk needed for estimates, rules for measuring cost performance

### Which of the following defines Never just accept things the project manager needs constraints from to do regarding cost? management, periodically recalculate the estimate to complete, meet any agreed-upon estimates

Meet any agreedupon estimates, estimate largersized work components, accept constraints from management

Periodically recalculate the estimate to complete, increase estimates by eliminating risks, reestimate when changes are requested

Never recalculate A the estimate to complete, never just accept constraints from management, only use historical records for accurate estimates

### The seller on the project has presented the project manager with a formal notification that the seller has been damaged by the buyer's activities. The seller claims that the buyer's slow response to sending the seller approvals has delayed the project, and has caused the seller unexpected expense. The FIRST things the project manager should do are:

A Collect all relevant data, send the data to the company attorney, and consult with the attorney about legal actions.

A

Collecting and sending relevant data to the company attorney does not reflect the "take-charge" role of a professional project manager. The contract may have other terms equally as relevant as the requirements, so reviewing only the requirements is not enough. Meeting to resolve the reason for late acceptances might be logical, but it does not solve the real problem in the question. The real and immediate problem, is the claim, not what caused it. Certainly a great project manager would eventually need to evaluate why the problem occurred, but this question is asking what to do FIRST. The best course of action would be to review the contract for terms related to this issue, look for a response, and consult an attorney if necessary. Budget forecasts are an output of Control Costs, which is part of monitoring and controlling. Notice how one item in each of the incorrect options makes the entire choice incorrect. Duration estimates are created during time management, and measuring team performance is a part of human resource management. There is no level of risk required for estimates. Specifications for how estimates should be stated, rules for measuring cost performance, and the level of accuracy needed for estimates are all parts of the cost management plan. The project manager should not just accept management constraints, and estimating smaller components leads to more accurate estimates. Eliminating risks, decreasing costs, and reestimating do not occur until a change is approved. The estimate to complete should be updated as the project progresses, and while using historical records is a good practice, it should not be the only source of estimates. The only choice that is completely accurate is: never just accept constraints from management, periodically recalculate the estimate to complete, meet any agreed-upon estimates.

### A decision has to be made regarding project selection. Several project managers have been asked to give their opinions to the executive committee. Each project manager has a personal interest because the project chosen will drive which project manager will be assigned. The project chosen will be high priority and high visibility, with substantial reward for success. How should the project managers make their recommendations? ### A project manager discovers an urgent need for outsourced resources on the project. He knows he has the money to cover the cost of these resources. He goes to the procurement manager and explains the situation, insisting a contract be drawn up today so he can obtain resources and circumvent the standard procedure. Is this the correct process to follow?

### A project manager gathered data to perform earned value calculations on his project. He used the results to report to management that the project is under budget and on schedule. After reporting this information, he discovered the base figures he used in the calculations were incorrect, as they came from an old copy of the project file that had not been updated. What should he do now?

A They should each explain why the project they would be in charge of would be the best to choose and provide documentation to substantiate it.

B They should recommend the project that would be best for the company in the long run, regardless of who is going to run it.

C They should make a chart that shows the pros and cons of each project making sure to list more pros for the one they would run and less cons to prove its value.

D They should not give an opinion since it would not be objective.

B

Although choice D sounds like a good option, it is not the best, since the project managers have been asked for their input. Choices A and C are incorrect because the project managers would be promoting their own interests, rather than that of the organization. Choice B is best since it suggests being objective and making impartial recommendations in the best interest of the organization.

Yes. For urgent needs, it is not necessary to follow the organization's procedure regarding procurement.

Yes. Urgent needs from projects should always be dealt with immediately, as directed by the project manager.

No. The procurement manager has a process to follow when creating contracts that helps protect the company and its projects.

No. The C procurement manager should be checking in with the project manager to see if he is in need of a contract, rather than making the project manager come and ask for one.

He should contact management to make them aware of the error, give the correct information, and explain how he made the mistake.

He should contact management and tell them to expect some changes in the next reporting period, and that things are starting to look gloomy.

He should use the correct figures to calculate the information when it is time for the next report and ignore the fact the he reported incorrect information.

He should tell A management that the data he received from team members was incorrect and thus the report was not accurate.

Procrastination or a lack of planning on the part of the project manager does not create an emergency situation for the procurement manager. Circumventing the process is not ethical. Projects may not always come first, and the project manager does not have authority over the procurement manager. It is not a common practice, nor is it logical, for a procurement manager to regularly check with a project manager to inquire if he or she is in need of a contract. The project manager should show respect for the procurement manager and the processes in place to protect the organization, and allow sufficient time for the contract to be completed. Although things may be gloomy, this is not a new development, since the report was based on old data. It is unethical for the project manager not to admit his mistake, or to blame someone else for his error. The ethical thing to do is to acknowledge and take responsibility for the error.

B He should excuse the students from playing and arrange to discuss with them alternative teambuilding activities they would be more comfortable with.

C He should report the students to their functional manager and request they be removed from the project since their attitude will have a negative impact on the project.

D He should tell the B students they are excused from the activities and to not attend any teambuilding activities in the future.

### Which of the following is the BEST Answer sellers' thing to do at a bidder conference? questions

Planning

Initiating

Executing

A

### What is the Delphi technique Identifying risks commonly used for?

Decomposition of requirements into work packages

Verifying scope

Calculating the critical path

A

The Delphi technique can be used to get consensus of experts when identifying project risks.

### Which of the following is the BEST Answer sellers' thing to do at a bidder conference? questions.

Meet the sellers' teams.

Make sure the Make sure the D sellers have all the sellers ask all their procurement questions. documents.

Many people will select the choice of answering sellers' questions, because, although they have learned from a textbook what a bidder conference is, they have never been there, and do not realize the BEST thing is to make sure the sellers ask all their questions. Project managers should know that a seller's competition (other sellers) will be in attendance, and sellers may not want to ask a question that gives away their edge to their competitors. If sellers' questions are not asked, it creates a risk of receiving less complete proposals from those sellers. That would make the procurement riskier. Without receiving and responding to all the sellers' questions, the buyer may make incorrect assumptions, and will be making decisions without all the facts.

### Three students from another country are working as interns on a project. The project manager has arranged for some games to play as team-building activities to help create a close-knit sense of team with the group members. At the event where the activities are taking place, the three students refuse to participate, claiming the behavior involved is unacceptable in their country and they would be very uncomfortable participating. What should the project manager do?

A He should tell the students they need to become familiar with the how things are done in this country and they must play along.

Insisting that the team members participate is forcing them to do something that is unacceptable in their culture. Requesting their removal from the project penalizes the team members for expressing their cultural preferences, which is not a valid reason to remove them. Excluding them from all future team building does not show respect for their culture, and would have a negative impact on the project. Excusing them from playing, and discussing alternative activities for the whole team with which they would be more comfortable is best because it demonstrates respect for cultural differences. Budget forecasts are an output of Control Costs, a project monitoring and controlling process.

B Calculating multiple project durations with different sets of assumptions

C Managing remaining buffer durations against the remaining durations of activity chains

### To-complete performance index BAC - EV/BAC (TCPI) is represented by which of AC the following?

A measure of the value of work completed compared to the actual cost or progress

A measure of AC + (BAC - EV) progress achieved compared to progress planned

ergter ### klj.bhvktudy dhtsfg ### hjhfujfruy ### Which of the following is TRUE The sponsor about the development of a project creates the project charter? charter, and the project manager approves it.

rehser adgfah The project team creates the project charter, and the PMO approves it.

bseryhe D sdfhdhg A The project D manager creates the project charter, and the sponsor approves it.

### Cost risk means:

There are risks that will cost the project money.

The project is too risky from a cost perspective.

tesruht dfhsdfbb The executive manager creates the project charter, and the functional manager approves it. There is a risk that project costs could go higher than planned.

### Your company is expanding and needs to move its call center to a different facility on the other side of town. This move is a potential risk because not all call center operators will want to make the commute. Your company has assigned you to manage the move when you are called to an executive meeting in the CEO's office. They ask your opinion on upgrading the call center's computer hardware and software along with the moving project. You know that success in this project could significantly enhance your career. You tell them:

You can do these three projects if given sufficient initiating and planning time.

You'll do the move first then upgrade the hardware and software as one project.

You want to understand how these projects map to corporate strategic objectives

These are three D separate projects. Combining projects with unrelated objectives could bring unnecessary risk.

### What does the method focus on?

critical

A chain Determining early and late start and finish dates

D Scheduling C resources that are overallocated or are only available at certain times

A

There is a risk that C the cost of the project will be lower than planned.

Determining early and late start and finish dates refers to the critical path method. Calculating multiple project durations with different sets of assumptions describes what-if analysis. Resource leveling deals with scheduling resources. The critical chain method focuses on managing remaining buffer durations against the remaining durations of task chains. The value of work completed relates to the cost performance index. A measure of progress achieved relates to the schedule performance index. AC + (BAC - EV) is a formula for EAC. BAC - EV/BAC - AC is the formula for TCPI and is therefore the correct response. This formula divides the work remaining to be done by the money remaining to do it. rfmykudtyij drm6tn dshgdf The project manager creates the project charter, but it is approved by the project sponsor, giving the project manager authority to proceed with the project. While it is true that risk will cost the project money, that is not the definition of cost risk. Stating that the project is too risky from a cost perspective assumes that the risk is too great to do the project. Cost risk is the risk that project costs could go higher than planned. This situation describes three different projects. Trying to do them simultaneously shows lack of prioritization and lack of attention to risk when resources are pulled in different directions. Even doing the move first, and then upgrading the hardware and software together is a venture full of risks. Gaining an understanding of how these projects map to corporate objectives will not solve the issue of whether or not to do them simultaneously.

A ### The difference between a project, A project is an program and portfolio is: ongoing endeavor, a program is all the projects in a given department or division.

B A project is a temporary endeavor with a beginning and an end, a program combines two or more unrelated projects; a portfolio combines two or more programs.

### All of the following occur BEFORE Project proposal. the creation of a project charter EXCEPT:

Business case development.

### A senior manager has been on a personal campaign, lobbying the company to lease an office space in your building and turn it into an employee cafeteria. He has taken an informal poll and found that staff would greatly appreciate having more lunch options than the local fast food franchises. He wants you to create a charter for the project. The FIRST question you should ask him is:

What are the business objectives of this project?

### The new CEO of your company calls you into her office to informally discuss a potential project for your organization. The project involves moving your largest call center to a new building twenty-eight miles away, installing new hardware and call monitoring software, and giving the staff three days of intensive, product-specific training. She asks your opinion of this work. How respond?include: Project you assumptions ### should

C A project is a temporary endeavor with a beginning and an end, a program is a group of related projects; a portfolio is a group of projects and programs related to a specific strategic objective. Team development.

D A project is a C contracted endeavor with a beginning and end; a portfolio is a group of projects with more open ended completion dates.

A project is a temporary endeavor with a beginning and an end, a program is a group of related projects; a portfolio is a group of projects, and programs related to a specific strategic objective.

Project selection.

C

A project is proposed and a business case is developed before it can be selected by the organization. The project charter is developed in project initiating. The charter may identify preassigned resources, but the project team is acquired in project planning and developed in project executing. Cost benefit analysis and gaining support from stakeholders must have already occurred, as you are being requested to create a project charter. Management plans are not created until project planning. In order to create the project charter, you need to know the business objectives of the project.

Will a cost benefit Does he have analysis justify the support from all expense? the other stakeholders, including HR and Finance?

What are the schedule, scope, and cost requirements?

A

You need to meet with the IT and call center managers to get more detail on the plan.

You should ask whether she has determined the impact to the staff of moving the call center so far away.

You should suggest that the project needs a formal charter.

You should inform the CEO that this initiative may involve more than one project.

D

Combining four initiatives into one project sounds like a recipe for failure. Suggest that management prioritize the work. Then, a charter for the project with the most compelling business case can be created.

Events which we assume will happen, as opposed to risks which may happen.

Things we think are true, but may not be true.

Things we consider as the foundation of why this project is needed.

Aspects of project constraints not validated in the project scope statement.

B

Assumptions are factors that are considered to be true, real, or certain without proof or demonstration. Assumptions are analyzed as part of risk management.

A Identified in project planning, used to make planning decisions, and managed throughout project monitoring and controlling. ### Which of the following is NOT Project statement considered in project initiating? of work

B Identified in project planning, validated in project planning, and used in project monitoring and controlling to create control limits. Complete requirements

C Identified in project initiating, analyzed in project planning, and managed throughout the project.

D Identified in project C initiating, including in project planning, and managed throughout project executing.

Lessons learned from previous projects

Business case

B

Complete requirements represent too much detail for the high level of understanding that initiating requires. More detailed requirements are an output of project planning.

### You are in the tenth month of a highly stressful eleven-month project. One morning as you pass the car of one of your technical team the parking lot, you see a suit jacket and tie hanging in the back seat. You walk by his desk and he quickly stops a phone conversation. What kind of organization are you probably in? ### As part of your effort to develop a project charter, you meet with an engineering manager. He informs you that it is impossible to provide a cost estimate without knowing the specific resources who will be assigned to the project. You explain that: ### You have been assigned to create a project charter for a project to implement an internal website in your company. This project is expected to use a software platform new to your IT department. Stakeholders identified to date have expressed conflicting opinions about the website's basic functions. While confirming its high priority, management is hesitant to commit sufficient funds. You are meeting tomorrow with a seller who seems most qualified to design and implement the website. What should you do FIRST?

Strong matrix

Weak matrix

Projectized

Functional

C

One of the challenges of managing projects in a projectized organization is that resources have "no home" after their project is completed, and thus may leave or begin looking for their next project opportunity before the current project is completed.

It is not a problem because stakeholder identification during project initiating will uncover key resources. Create a high level work breakdown structure to help you estimate costs.

Resource cost is not an issue at this point. You will have a realistic budget at the end of project planning.

You were counting on his support to help you select the most cost-effective resources.

For now you only D need a ROM estimate to be validated later, when you know what resources will be available.

Put out a fixed price invitation for bid to best control costs.

Perform a high Create a C level risk preliminary project assessment of the schedule. project.

In initiating you don't need a precise estimate to get the charter approved. A rough order of magnitude (ROM) estimate, with a range of +/- 50 percent suffices. It is unlikely the cost of the final resources would be outside the parameters of a ROM estimate. A fixed price contract is not wise for a project with unclear scope. Neither a schedule nor WBS are necessary to create a project charter. Performing a high-level risk analysis is part of project initiating and the analysis is included in the project charter. You need an approved project charter before proceeding with work on this project.

### Assumptions are:

Assumptions are identified in initiating. They are analyzed in project planning, and they are reviewed for validity throughout the project.

A A planning process, because you need to involve stakeholders in planning.

B An initiating process, because you need to know stakeholders' requirements before you plan.

C Part of organizational process assets, and an input to project initiating.

D An initiating process, because before you start, you must make a clear delineation between the customer and the performing organization.

### You are meeting with a group of managers at a client company to understand the requirements of the call center project. These functional managers are adamant that they know what is required and question your desire to meet with the call center staff. You are asked "Why would you want to speak with such an unmotivated group of workers who have a high turnover rate?" You respond that:

You'd like to invite the call center supervisors into the current meeting and ask their opinions to confirm what the managers said.

You'd like to invite both supervisors and line staff into the current meeting to hear their opinions.

After writing up a report about what you've learned at this meeting, you should copy all call center staff for their anonymous input.

You'd like to meet with each call center staff member, separately or as a group, as the call center staff may have valuable insights.

D

### What is a stakeholder register?

Assessment and classification information regarding identified stakeholders

A process of systematically gathering and analyzing quantitative and qualitative information to determine whose interests must be taken into account throughout the project

An approach to increase the support and minimize negative impacts of stakeholders

A table that links requirements to project objectives

A

Cost benefit ratio

Design of experiments

Statistical sampling B

### Identify Stakeholders is:

### It is determined that the benefit of Cost of quality the internal ticket tracking system project will be in the range of US $150,000 to US $230,000. The overall cost of the project is approximately US $250,000. Team members could learn new skills and the staff would benefit from its use. Which of the following tools could be used by management to determine whether this project should be done?

B

Identify Stakeholders is not a planning process and is not an input to the initiating processes. If you don't know the difference between the performing organization (you) and your customer before the project begins you are really in trouble! Identify Stakeholders is an initiating process, because you need to involve stakeholders in planning. Management must understand that the call center staff are stakeholders on this project. Front line staff members often know best what is really going on with any system, and are frequently overlooked when changes to those systems are being considered. Meeting with them separately from management will allow them to speak more freely. None of the other choices are likely to foster a productive dialog that is necessary gain understanding. Gathering to and analyzing information to determine whose interests must be considered is part of stakeholder identification and analysis. Increasing support and minimizing negative impacts of stakeholders is a part of stakeholder management. Linking requirements to project objectives is included in a requirement traceability matrix. A stakeholder register is a document which includes assessment and classification information related to identified stakeholders. Cost of quality is the cost of work added to the project to accommodate quality efforts. Design of experiments is used to determine which variables will improve quality on a project. Statistical sampling is used in quality control, when it would take too long or cost too much to evaluate an entire group. A cost benefit ratio is used in project selection to compare the expected project costs to the potential benefits. It is the only tool that would be useful in the situation presented.

### In project initiating, the project manager is collecting everything required to initiate the new project. He obtains historical information, high-level stakeholder needs, how it fits with the strategic goals, what is in the project, and what constitutes success. Which of the following is NOT something he has forgotten? ### Which of the following is the BEST way to determine high-level project objectives of schedule, cost, and scope, etc. during project initiating?

### Objectives documented project charter should:

in

A Constraints and assumptions

B Rough order of magnitude estimates

C What to purchase

D Initial project organization

C

Constraints and assumptions, highlevel estimates, and initial project organization are all determined in project initiating. Make-or-buy decisions (what to purchase) are made in project planning.

Involve the project manager early, so he or she can be involved in determining highlevel objectives.

Encourage the sponsor to make decisions about the high-level objectives without wasting too much time.

Have the stakeholders make all these decisions before identifying and assigning the project manager.

It is best to involve the project manager as early in the project as possible. All the other choices represent poor project initiating practices that often occur in the real world.

Relate to the project scope.

Be measurable.

Involve the project A manager as soon as possible so he or she can start executing the project from a generic project charter. Be free from risk. C

Resources may A become overloaded since the project is not official, yet uses resources working on the chartered projects. Since the project The project The project The project C manager has manager should manager should manager should managed many avoid any point out to the point out to the projects and conversation sponsor that he sponsor that he teams, it does not regarding the types has not had has not had make any of teams involved experience with experience with difference that the so the sponsor global virtual global virtual new project does not know he teams, but discuss teams and involves global lacks experience in why he thinks he is therefore must virtual teams. He this area. a good fit for the decline the should tell the project anyway. assignment. sponsor he has the relevant experience.

Not having a project charter wastes company time, human resources, and money.

the Be broad enough to ensure all the stakeholders are satisfied.

### Why is it unethical to do a project It wastes company It is not an issue of without a charter? time, money, and ethics, it is part of resources. the process of project management.

### A project manager is being considered for a particular project that will deal exclusively with global virtual teams. He only has experience with local teams. What should he do when discussing the opportunity with the sponsor?

No one would be aware that the project is occurring.

It is unlikely that all stakeholders will be completely satisfied with the outcome of the project, as all of their requirements may not be supported by the project objectives. Project objectives deal with both project and product scope. There are risks involved in achieving project objectives, which will be analyzed in project planning. Project objectives included in the project charter must be measurable.

There are many issues that will be different in this project than those the project manager has experience with. It is unethical to overtly or indirectly mislead the sponsor about his qualifications. On the other hand, the project manager may have so many skills that would benefit the project that his lack of experience with global teams might not be a major problem. The project manager must make sure the sponsor is aware of his skills, as well as the gaps in his qualifications, so the sponsor has the correct information on which to base a decision.

### You are about to call together 300 stakeholders from around the country to participate in a weeklong planning session for your four-year bio-remediation device research project. The project sponsor stops you and suggests this is a waste of resources since there are many aspects of the later phases you know little about. You reply that: scope management ### Product involves the requirements that relate to the product of the project. Project scope management involves:

A He is right. You should do as much of the planning yourself as possible, to avoid the time and expense of gathering stakeholders for a meeting. The work the project manager will do to manage the project.

B It is important to get all the stakeholders together when initiating an effort like this to understand their needs and expectations and do team building activities. The entire work of the project, including the product scope.

Part of product ### Project management activities are: Part of project scope and not part scope and project of product scope. scope.

C You must plan the entire project as best you can before you begin executing.

D He is right. You will D use rolling wave planning on the later phases, inviting only stakeholders for the first two phases.

The work the All work included in C project will do to the scope deliver the product management plan. scope.

Are distinct from both project and product scope.

Included in project A scope at the project manager's discretion.

### Which of the following are all Majority, plurality, group decision-making and consensus techniques?

Unanimity, Majority, plurality, majority, smoothing, multiplicity, referent facilitating

Dictatorship, A majority, Delphi technique, nominal group technique

### Your project to measure the factors The process of that influence algae's ability to elimination. create a bio-fuel with the richest hydrocarbons includes 1000 separate ponds. You want to determine which factors yield the highest percentage of burnable hydrocarbon. The ponds are kept at different temperatures, some are fed a different nutrient combination, others receive different amounts of shade, and others get a daily four hour session of baroque music. Some of the ponds get a variety of these treatments. These activities are a example of:

Refined control limits.

Design of experiments.

Non-linear control analysis.

D

Rolling wave planning is a form of progressive elaboration where far term work is only planned at a high level and then planned in more detail as it approaches.

The scope management plan covers both product and project scope. If you are building a house, the house itself is the product scope. The planning, coordination and management of the work to be done to ensure the product scope is achieved are aspects of project scope management. Project scope includes the work that needs to be accomplished to deliver a product, service, or result with the specified features and functions. Project management activities are an important part of that project scope. Multiplicity is not a decision making technique, and referent is a type of power. Smoothing is a method of conflict management, and facilitating is leadership style. The Delphi technique and the nominal group technique are used in requirements gathering. Majority, plurality, and consensus are all group decisionmaking techniques. Design of experiments attempts to combine variables to determine which combination of variables produces the best quality. The quality measure here is the amount of burnable hydrocarbons.

A ### What is the difference between the The 8/80 rule 8/80 hour rule and the 80/20 rule? relates to how small you break down work packages in a work breakdown structure. The 80/20 rule states that, for many events, 80 percent of the problems are due to 20 percent of the causes.

B The 8/80 rules relates to how you estimate activity durations. The 80/20 rule states that, for many events, 80 percent of the effects come from 20 percent of the causes.

C The 8/80 rule relates to quality control. The 80/20 rule relates to quality assurance.

D The 8/80 hour rule A relates to the risk/reward ratio of fixed price contracts. The 80/20 rule states that, for most contracts, 20 percent of the profits come from 80 percent of the work.

have undertaken an ### You exhaustive requirements gathering process as part of project planning. You are nearly finished when one senior subject matter expert brings to your attention the need to have 99.999% pure water for the biochemical process your project is undertaking. He has filled out a change request and has already lobbied with the sponsor to make sure this change remind him What included. schedule You network analysis ### gets that: technique uses buffers?

He must provide the cost, schedule, and quality consequences of his idea.

The change control board will consider his change using the tools of integrated change control.

He must bring his data to a discussion with the quality manager.

He need not submit a change request during project planning.

D

Critical path

Critical chain

Schedule compression

Resource leveling

B

Buffers are comparable to risk reserves, and provide cushions for delays in schedule activities.

### Identified risks are:

An input to the Estimate Costs process.

An output of the Estimate Costs process.

Not related to the Estimate Costs process.

Both an input to D and an output of the Estimate Costs process.

Identified risks are both an input to and an output of the Estimate Costs Process.

Keep everything on schedule exactly as it was agreed to before the kickoff meeting.

Work to the project Work to the management plan. satisfaction of the stakeholders.

### Which of the following BEST Control all aspects describes the role of the project of project work to manager during project executing? be sure it is done correctly and within the performance measurement baseline.

C

The 8/80 hour rule of thumb suggests that, when creating a WBS, you break down the work to work packages of a minimum of 8 hours and a maximum of 80 hours. Applying this rule contributes to more accurate estimates later in project planning. The 80/20 rule is used in understanding quality issues. It states that, for many events, 80 percent of the problems are due to 20 percent of the root causes. If we could identify and deal with those root causes, we would eliminate most of our problems. Although backup may help the SME to gain acceptance of his suggestion, the project is still in the planning process. Project planning is not complete until iterations have produced a realistic and formal project management plan. Therefore, change control is not required at this point in the project.

The project manager cannot control everything or everyone involved with the project. It is inevitable that changes to the project baselines will be required during the life of the project. Rather than working to satisfy every stakeholder, it is the role of the project manager to work to the project management plan during project executing.

### You have just passed a major milestone in your genetic engineering research effort and invite stakeholders to a fancy catered lunch. You want to impress upon this group of scientists and sophisticated technical marketers that your project is on the right track and you are still the most competent person to lead it. What is the BEST thing to do?

A Prepare large wall charts showing progress and expected plans; ask team leads to give minute-long presentations on the next steps; announce a contest with a prize to your team member who uncovers the best previously unidentified risk.

B Send e-mails with status reports to all stakeholders; prepare to hand out hard copy spreadsheets of cost reports; choose an award to give to the most communicative stakeholder.

C Prepare t-shirts to celebrate the milestone; make a gingerbread model of the molecule you think will be your most successful final product; invite stakeholders to wager a dollar to go to charity on the project's final completion date.

D Prepare a packet A of charts and graphs to hand to the participants as they arrive; have a looping powerpoint presentation that describes the deliverable; feature a microscope showing a slide of the human tissue that graphically shows the success of your research.

### What is a likely result of not A new standard following the approved processes to do the work?

A reduction in time Rework and cost

Fulfilled requirements

C

### The project manager and one of Quality control the team leads are preparing some questions to ask the team who implemented the statistical sampling test. Since the results were different than expected, they want to be sure all those involved in the implementation followed the instructions properly. Which of the following are they involved in?

Leadership

Quality assurance

Negotiation

C

### Effective communication means:

Information is provided, at the right time, to the right recipients.

Information is in the right format, sent as early as possible, without causing an impact.

Information is provided in the right format, at the right time, with the right impact.

Information is distributed in project executing, in the requested format.

C

### Letters, memos, faxes, and press They ensure releases accomplish what aspect common of communication? understanding of the information that was distributed.

They ensure the information was distributed, but not necessarily reviewed or understood.

They ensure the recipients can access the information, and that they understand it.

They ensure the B information is shared with others at each recipient's discretion.

Relying on e-mailed status reports and spreadsheets of cost reports assumes everyone will read and understand the data. The remaining choices use visual and tactile communication methods, but lack the substance this audience would require.Wall charts and team presentations show past performance and also look forward at the remainder of the project. Utilizing different forms of communication (written, visual, and verbal) is good way to ensure common understanding among this group of stakeholders. Not following processes does not result in the creation of new ones. Not following processes is likely to cost the project additional time and money, and will not fulfill the requirements. The likely result of not following approved processes on a project is rework, which leads to wasted time and money. Quality assurance is the correct choice, as it is concerned with the use of proper processes.

Communication occurs throughout the project, not only in project executing. All communication should be provided in the right format, sent at the appropriate time, and should have the intended impact on the receiver. Letters, memos, faxes, and press releases are examples of push communication. Push communication is a one-way stream of information. The sender does not receive feedback, so cannot be sure the information was read, understood, or shared with others.

A B ### The requirements documentation Parts of the project Historical records. and contracts are: management plan.

### While discussing the project with some stakeholders, the project manager realizes she needs to add to the requirements traceability matrix and the stakeholder register. Does she need formal approval from the sponsor or others to change these? ### A project manager at a company is asks a lot of questions of everyone in and around the project. Some of his team members feel he is just looking for trouble. The sponsor is also concerned about this approach. Is this an appropriate way for the project manager to behave?

C D Project documents. Quality and procurement documents.

C

No. These are part D of project documents, not the project management plan.

These documents are not part of the project management plan. They will eventually become part of the historical records, and are associated with scope and procurement. This question is testing whether you know what is a project document and what is included in the project management plan. Requirements documentation and contracts are project documents. The requirements traceability matrix and stakeholder register are project documents, not parts of the project management plan. Most project documents are created by the project manager for his or her use during the project, and do not require outside approval for changes.

Yes. All documents require formal approval of changes by management.

Yes. The change It depends on what needs to go changes are being through the made. change control board for approval.

No. His actions are causing trouble. He is probably looking for things to blame on others, so if the project fails it won't be his fault.

No. If there are issues he needs to deal with, the team will inform him. In the meantime, he should let people do their work, and focus on creating reports and other communications. ### Which of the following quality Ishikawa & Pareto Juran & TQM theorists is properly matched with their theory or tool?

Yes. If he continues to look for problems, then he prove that he is working hard to earn his fee on the project.

Yes. By looking for D problems, the project manager is being proactive.

By looking for problems, the project manager is being proactive.

Deming & PlanDo-Check-Act

Crosby & fishbone C diagram

Deming advocated the Plan-DoCheck-Act cycle as the basis for quality improvement.

### Who performs quality assurance, The quality control and what are they looking at? department performs QA, analyzing the effectiveness of project processes.

The project team members perform QA, comparing the project metrics against the project management plan.

The project manager performs QA, looking for process improvement opportunities.

The quality D assurance department performs QA, analyzing the effectiveness of project processes.

The quality assurance department generally handles this work. They use measurements from Perform Quality Control to determine whether the project is following processes as planned, and to uncover any need to improve those processes.

### Your company is considering Theory Y. telecommuting as a way to downsize the main office. One senior manager complains that if you let people work at home, they will not be as efficient, will be distracted by kids, the dog, and television, and will not put in the required hours to get the job done. He sums it up by saying, "You just can't trust them to work on their own." The manager could be described as adhering to:

Theory X.

The theory of constraints.

The theory of intended consequences.

McGregor's Theory X and Theory Y have to do with how much you can trust subordinates. Theory Y states that people are willing and capable of working without supervision. Theory X suggests you can't trust subordinates at all, and have to keep a careful watch on them or they will not be productive.

B

A ### Why is McClelland's theory of This is a quality needs important to use when management supervising a project team? theory, and thus is not applicable to supervising team members.

B This theory categorizes needs and behavioral styles.

C This theory states that hygiene factors do not motivate people.

D This theory states B that recognition is highly valued by all people, and is thus the most effective way to motivate team members.

which stage of team Storming ### In development are team members more likely to be independent?

Forming

Adjourning

Influencing

### You are managing a construction project for a new library in town. You know the low-bidding contractor is not paying his staff competitive wages, and his team is falling behind schedule. You find some funds in your budget and recommend the project offer coffee and pastries for the workers every Tuesday morning as motivation. You plan to deliver the snacks yourself. A city councilwoman questions your decision. You explain to her that: ### You have started the planning process for your US $32 million biomass power generator project when you are informed that your company has been taken over by a Japanese firm. You have struggled to satisfy the requirements of legal, technical, and business stakeholders though the balancing act has left some stakeholders upset. You are warned that the new management style is more consensus-based. Which of the following must you now watch out for?

While the contractor is responsible for motivating his staff, you know that, as a project manager, free food always increases good will.

The construction workers are stakeholders and, since they are not being well rewarded financially, this small investment may bring some performance benefits.

The financial impact of this gesture is minimal and, at least one day a week, will save the workers time from going out and getting snacks during their breaks.

The councilwoman B is correct. It is not your responsibility to motivate the contractor's staff.

Autocratic leadership

Schedule delays

Tighter cost control Kaizen quality measures

B

B

The theory that hygiene factors do not motivate people is Herzberg's theory. The belief that recognition is highly valued by all people is inaccurate according to McClelland's theory. McClelland identified three behavior styles, and the primary need, or motivator, for individuals corresponding to each behavior style. In the storming stage of team development, team members are learning to work together. Influencing is not a stage of team development, it is a leadership style. In the adjourning stage, the team is disbanded, but they still have a relationship. Forming is the first stage of development, when people are brought together as a team. Team members are more likely to be independent in this stage. Motivating stakeholders who do not work for you directly can be tricky. Strictly speaking, motivating the contractor's team is not your responsibility, but as a professional project manager, you understand the importance of motivation and reward systems. Providing the snacks sends a nonverbal message signaling cooperation and sharing. A seemingly small investment may buy more value than it costs. Consensus management takes time because everyone must be in agreement before a decision can be made.

### Misunderstandings can occur in a large project and need to be avoided. What can a project manager use to reduce the number of such misunderstandings?

A B Common Influence and understanding and delegating communications management

C Collaboration and forcing

D Rewards and threats

A

### Which type of communication Push includes meetings, phone calls, and video conferencing?

Pull

Stakeholder

Interactive

D

### Reciprocal is another word for Formal which communication method?

Verbal

Interactive

External

C

Have a purpose for Distribute a ### Which of the following is NOT a Have an rule regarding meeting energizing opener each meeting. meeting agenda management? to get people beforehand. involved in the meeting.

Document and publish meeting minutes.

A

### Effective listening involves:

Attending to the speaker without distractions, confirming what the speaker says, and taking note of body language.

Taking notes, providing feedback, and expressing empathy.

Asking opening and closing questions, restating the speaker's statements, and mirroring nonverbal cues.

Listening without A judgment, summarizing every few sentences, and pointing out body language cues.

### You have completed project planning and are well into project executing when you discover a manager in one of the internal clients' departments is visiting your team members every afternoon for lengthy chats about the project. What is the BEST thing to do?

Tell your team members not to waste their time talking to the manager.

Ask the manager to formally address his questions to you.

Meet with the manager to understand why he feels the need to communicate with your team members.

Ask the manager D to formally address project issues as per the communications management plan.

Influence and delegating are leadership styles. Collaboration and forcing are conflict resolution techniques. Rewards and threats are forms of power. Ensuring common understanding and managing project communication are ways for a project manager to reduce misunderstandings on the project. Push communication refers to sending information. Pull communication refers to the receiver retrieving information from a central location. Stakeholders send and receive project information in accordance with the communications management plan. Interactive communication involves two or more people; one provides information, the other(s) receive and respond to that information. Reciprocal communication may be formal or informal, verbal, or written, external or internal to the organization. By definition, reciprocal conversation is interactive. Having a purpose for the meeting, distributing a meeting agenda (and sticking to it!), and distributing minutes after the meeting are all important aspects of an effective meeting. Some people may not like an energizer before the meeting, and that is not a "rule" of good meetings. You do not necessarily take notes or express empathy, although the latter might be useful. You do not mirror the speaker's non-verbal cues, nor do you point them out. The best description of effective listening is attending to the speaker without distractions, confirming what the speaker says, and taking note of body language. Informally addressing project issues with you or the team is not a good option. Since this manager is also a client, he may attempt to request clarifications or changes from the team members directly rather than following the process. Such undocumented discussions and/or changes could have major repercussions on the rest of the project. You have made a formal communications management plan. Now stick with it.

### Your boss has made statements such as "Your team always delivers late!", "Offshore resources never understand what we need", and "Get to the bottom of this quality problem by the end of the week, or else." What BEST describes this behavior? ### The process in which the program manager integrates the effort to produce product deliverables is called:

A B Your boss jumps to Threats may or conclusions that may not be carried are often incorrect. out, and stereotypes are rarely true.

C Too much emotion gets in the way of clear communication.

D Communication D blockers often obstruct a shared, equitable understanding

Direct and Manage Manage Project Project Execution. Team.

Control Scope.

Develop Project A Management Plan.

Direct and Manage Conduct ### The project management process Develop Project in which the majority of project Management Plan. Project Execution. Procurements. work is produced is:

Define Scope.

B

### When executing a project, the Each individual project manager should pay knowledge area. special attention to:

Quality.

A

Schedule.

Cost.

Cost benefit ### Outputs of the Direct and Manage Project Project Execution process include management plan analysis. all of the following EXCEPT: updates.

Work performance Change requests. information.

### The difference between push and Push pull communication can be communication is described as: sent to those who need to know the information. Pull communication requires that the recipients access the information at their own E-mail. ### Paralingual cues cannot be discretion. transmitted by:

Push communication requires feedback from the recipients. Pull communication requires more effort on the part of the receiver.

Push communication requires confirmation of a message's receipt. Pull communication requires the recipient to send a request to the sender Face tofor face information. meetings.

Casual conversations.

B

Push A communication is best suited for telephone or inperson messages. Pull communication is best suited for email and voice mail. Telephone A conversations.

Communication blockers often obstruct a shared, equitable understanding. All the other choices reflect behaviors that can act as communication blockers.

This is the definition of the Direct and Manage Project Execution process. Develop Project Management Plan is a planning process, Manage Project Team is a human resource management process, and Control Scope is a scope management process. Direct and Manage Project Execution and Monitor and Control Work make up the majority of the project work efforts. The project manager's role in project executing is not only to manage the overall project effort. Individual attention must be paid to each knowledge area, and the impacts of each knowledge area on the others. Integration management requires project managers to keep all the knowledge areas in mind at all times. Project management plan updates, work performance information, and change requests are all outputs of the Direct and Manage Project Execution process. Cost benefit analysis compares the expected costs of the project to the potential benefits. Therefore, it is not a part of the Direct and Manage Project Execution process. Push communication is sent to those who need to know the information. Pull communication requires that the recipients access the information at their own discretion.You must analyze carefully which information you must push so stakeholders don't get overloaded with information. Paralingual cues are signs, pauses, tone of voice or simply silence. Email does not provide these nonverbal cues.

### A PMP-certified project manager is contacted by PMI and asked to provide information regarding a team member who has been reported to be involved in unethical activities. The PMP-certified project manager knows his information would support the accusations, and the team member in question is a friend. He decides the best thing to do would be to not respond, and therefore neither confirm nor deny the accusations. Would this be the ### How can a project manager track right thing to do? requirements through the project life cycle?

### You have a project to create 450 tons of road rock for a highway resurfacing materials depot. It is your first job for this company and you want to show off your skills. The average piece of road rock should weigh less than 11 kg (1/4 lb.) and be no longer than 50 mm (2 inches). You demand from your foreman and team a two sigma standard for the size and weight of road rock. This means that the device they use to sift the rock must get at least ___________ correct. ### A project manager is working with a vendor on a project when she learns one of the sellers has bribed a subcontractor to work on this project instead of fulfilling previous commitments to other projects. What should she do?

A Yes. It would be a safe thing to do to just ignore the request and stay out of it.

B No. If he knows something, he is required by PMI's Code of Ethics and Professional Conduct to cooperate.

C No. It would be better to deny the charges against his friend to maintain the relationship.

D Yes. It is expected B that project managers will support each other in the field.

Project scope statement

Stakeholder requirements

Requirements traceability matrix

Quality checklists

Nine thousand five hundred and forty five rocks out of ten thousand

Six thousand eight hundred, and twenty seven out of ten thousand

Nine thousand, Nine million, three A four hundred and hundred forty five fifty six rocks out of out of ten million ten thousand

She should report the offense to management and the project managers of the affected projects.

She should not do She should report anything because this to other this is the vendor's subcontractors. problem. The project manager herself didn't do anything wrong.

### What is the benefit of the closing There is no benefit process if the project has been to closing a project terminated? if the project has been terminated.

The benefit of the closing process is to gather lessons learned for the benefit of future projects.

The benefit of the closing process is to document how much work the project manager did.

C

She should resign A from the project so as to remove herself from this type of activity, but keep her discovery to herself rather than cause problems. The benefit of the B closing process is to get everyone together and acknowledge that the team did a good job, even though the project was terminated.

Ignoring the request from PMI or lying for the project manager do not support PMI's request for information and are unethical actions. PMI's Code of Ethics and Professional Conduct requires PMP-certified project managers to report unethical behavior and violations of the code. The PMP-certified project manager is obligated to cooperate with PMI in collecting information.

The project scope statement, stakeholder requirements documentation, and quality checklists would all include some information about this requirement. However the requirements traceability matrix is the best answer, as its purpose is to track the requirement through the project life cycle. Two sigma is equal to 95.45% correct.

It is the responsibility of the project manager to report unethical behavior to management and those affected. Not reporting this knowledge to the appropriate people is unethical.

Projects must be closed out, no matter the circumstances under which they end. Even if the project is not completed, there is benefit to this process. The best reason of the choices here is that the closing process gathers lessons learned for the benefit of future projects.

B Formal sign-off and formal acceptance was received.

C The customer made the final payment.

D No more project work is requested or scheduled.

### The project is over and team members have moved on to other work. Sometime later, the customer requests additional scope to be added. Which of the following is the best explanation of why this happened? ### At the end of a project, a project Improved quality. management output for the organization should be:

Scope was removed from the original project.

Resources were needed on other projects sooner than expected.

Improved requirements.

### You have finished the design phase of a mid-size jet airliner project. Before beginning the next phase, you hold a lessons learned meeting. A professional colleague suggests to you that this is a closing process and you should wait until the end of the project. You explain:

He is right, and you'll wait until project closing to conduct another lessons learned session.

### Which of the following BEST shows that the customer considers the project completed and accepts the whole project?

A The customer expressed satisfaction with the project deliverables. Formal acceptance from the customer was never received.

It is a best practice to conduct lessons learned sessions on a monthly basis during a project.

B

Formal sign-off and formal acceptance must be received from the customer in order for the project to be considered complete.

The customer thought of something new at a later time.

A

Without gaining formal acceptance, you cannot say the project is successfully closed.

Improved processes.

Work package composition standards.

C

This company's project life cycle mandates a lessons learned session at the completion of every project management process.

Lessons learned can be documented throughout the project.

D

Because of efforts reflected in the lessons learned at the end of a project, the entire organization has the opportunity to benefit from improved processes uncovered during the project. Even though archiving lessons learned is part of project closing, you can document lessons learned at the end of each phase, or at any time in the project. These lessons learned can then be shared with other current projects, as well as archived with other project documents in project closing.