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MOCK 4 Flashcards

88 Q

1
Q
  1. You and your project management staff are performing product analysis. What process are you performing?

●

A.Define Scope

B.Collect Requirements

C.Create WBS

D.Develop Project Charter

A

Answer: A The Project Scope Statement can be developed by reviewing the Project Charter (high-level product information).

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2
Q
  1. You and your project management staff are determining calendar dates for your project’s schedule. You are performing which of the following processes?

A.Estimate Activity Durations

B.Develop Schedule

C.Sequence Activities

D.Estimate Resources

A

Answer: B A determines work periods, not calendar dates. C merely sequences activities. D merely estimates what and how many resources will be required.

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3
Q
  1. You and your project management staff are determining how to sequence activities. Which of the following dependency relationships is most common and considered mandatory?

A.Start-to-finish

B.Start-to-start

C.Finish-to-finish

D.Finish-to-start

A

Answer: D All the other activity dependencies are performed concurrently.

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4
Q
  1. You and your project management staff are determining the budget required to complete the project. You have estimated the costs and aggregated the costs to perform the project activities. When you examine the Project Charter, you note the control account is less than what will be needed to complete the project. This relates to:

●

A.Procurement estimating

B.Cost Control

C.Delphi technique

D.Funding limit reconciliation

A

Answer: D A is a made up term but would only be a subset of overall project cost. B is not as good as D. C relates to anonymous information gathering.

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5
Q
  1. You are in the middle of a biomedical device project in Canada. A team member informs you the project currently has a CPI of 1.3. Which of the following should you do first?

●

A.Ask the team if they can work overtime for the foreseeable future.

B.Tell the Project Sponsor you will need to crash the project as soon as possible.

C.Verify that the EV and PV that were used to calculate are correct.

D.Verify that the EV and AC that were used to calculate are correct.

A

Answer: D (EV/AC = CPI) If these numbers are correct (verify first), the project is under budget. A Since you are likely under budget, this will probably not be necessary. B is not needed—see A. C PV is not used to calculate CPI.

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6
Q
  1. You are in the middle of a large building project in Brazil. A team member informs you that changes will need to be made soon. Which of the following should you do first?

●

A.Recommend alternatives to the Change Control Board (CCB).

B.Ask for a detailed description of the change.

C.Follow your change control process.

D.Ensure you have sufficient contingency reserves.

A

Answer: C Follow your change control process, is typically always the best course of action. The other options may all be part of this process.

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7
Q
  1. You have been assigned to set up a call center in Panama, that will service most of Central and South America. You and a Business Analyst are assisting with developing a business case as an input to the Project Charter. Which of the following does not relate to developing a Project Charter?

●

A.Ensure success can be measured (e.g. SMART Objectives, Key Performance Indicators (KPIs)).

B.Identify key stakeholders/groups, and record in the Stakeholder Register.

C.Developing a Stakeholder Management Plan.

D.Determine high-level goals/objectives.

A

Answer: C This process is performed in Planning, not Initiating.

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8
Q
  1. EV = 100, AC = 110, PV = 90. Based on this data, which of the following is true?

●

A.You are over budget, but ahead of schedule.

B.You are under budget, but behind schedule.

C.Vendors may need to be hired to get the project back of schedule.

D.The project should be crashed as soon as possible.

A

Answer: A (EV / AC = CPI) .90 means you are only getting .90 cents for every dollar invests (over budget). EV / PV = SPI 1.11 means you are 11% ahead of schedule. So, you are over budget, and ahead of schedule right now. Crashing the project would likely put it even more over budget.

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9
Q
  1. You have been asked by your Project Sponsor where you have documented the steps that will be taken during the course of the project to make continuous improvements. Where is this information documented?

●

A.Quality Improvement Plan.

B.Quality Management Plan.

C.Scope Improvement Plan.

D.Scope and Quality Benchmarking.

A

Answer: B. Along with quality metrics and quality checklists. A & C are made up terms. Benchmarking is a tool/technique for analysis of scope and quality.

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10
Q
  1. You have been asked by your Project Sponsor to develop an adaptive lifecycle for your project, that will only take about 2 weeks to complete. Which of the following does not relate to an adaptive lifecycle?

●

A.Plan Do Check Act (PDCA)

B.Agile

C.Iterative and incremental lifecycles

D.CMMI

A

Answer: D. A relates to Total Quality Management, quality improvement, Edwards Deming, iterative/incremental/adaptive lifecycles, Agile, and possibly rolling wave/progressive elaboration. B relates to C. D looks at maturity level of an organization. Note how A, B, C all relate to each other.

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11
Q
  1. Your Sponsor wants to understand why you want to include additional money in your project budget to address the cost of conformance. Which of the following relates to the cost of conformance?

●

A.Loss of business

B.Legal liabilities

C.Rework

D.Training

A

Answer: D. Upfront, preventative costs. A, B, & C all relate the cost of NON-conformance (failure costs).

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12
Q
  1. Which of the following relates to linking performance to rewards, that may change over time?

●

A.Situational Theory

B.Expectancy Theory

C.Hygiene Theory

D.Theory Z

A

Answer: B. This relates to Victor Vroom’s Expectancy Theory. A relates to Hersey/Blanchard (leaders, followers, situation). C relates to Herzberg (hygiene factors, motivating agents). D relates to Ouichi’s theory that people are more motivated/committed if they are promised lifelong employment.

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13
Q
  1. Which of the following relates to “motivating agents”:

●

A.Need to achieve, affiliate, or have power

B.Hierarchy of Needs Theory

C.Frederick Herzberg’s Three Needs Theory

D.Frederick Herzberg’s Hygiene Theory

A

Answer: D. Hygiene factors and motivating agents. A is three needs theory. B is Abraham Maslow’s theory. C is close, but not the name of the theory.

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14
Q
  1. All of the following tools can be used to brainstorm the source of defects, except:

●

A.Ishikawa diagrams

B.Causal influence diagrams

C.Quality metrics

D.Nominal group technique

A

Answer: C. Quality metrics are not a brainstorming tool to determine causes (sources) of defects, but are used to measure quality. A, B, & D are brainstorming tools that can be tools used to brainstorm causes.

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15
Q
  1. You have been assigned to a hazardous waste cleanup project that will take eight months. Your company’s personnel, and the vendors that will be needed have not received training on how to perform their duties safely. Which is the best course of action to recommend to your Project Sponsor?

●

A.Proceed without training, but tell all stakeholders to be careful while handling the hazardous waste.

B.Tell all stakeholders that need training to pay for their own training.

C.As a cost of conformance, train all stakeholders that will be “in harm’s way.”

D.Train the employees, but not the vendors.

A

Answer: C “Team training” is considered a cost of conformance. It is best to train both affected parties in this instance, rather than risk legal cases, etc.

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16
Q
  1. Which of the following best relates to observing/analyzing “feelings”?

●

A.Stakeholder engagement

B.Conflict resolution

C.Emotional intelligence (EI)

D.Communication model

A

Answer: C Emotional Intelligence (EI), sometimes called emotional quotient (EQ), is the ability to recognize our own as well as other people’s emotions, to discriminate between different feelings, and to use this information to guide thinking/behavior. Having a high EI is considered to be good for leadership, mental health, and better job performance.

.

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17
Q
  1. Conflicts have been surfacing frequently on your software development project lately. You have determined you should not overlook them. Which of the following relates to the best type of conflict management?

●

A.Compromising

B.Smoothing

C.Avoiding

D.Storming

A

Answer: A It’s the best answer, because joint problem solving is not listed. B & C do not address the problem. D may be the team development stage that includes conflict, but is not a technique for managing it.

.

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18
Q
  1. You have just been assigned to build a large state-of-the-art cleanroom for a large computer chip manufacturer. You need to ensure risk is carefully managed over this two-year project. Which of the following lifecycles would be most appropriate?

A.Agile

B.Predictive

C.Iterative

D.Rolling wave

A

Answer: B With predictive lifecycles, more time is spent upfront planning, including risk management. The other choices relate more to adaptive/change-driven lifecycles.

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19
Q
  1. All of the following take place during the Monitoring and Controlling, Process Group, except:

A.Formalized acceptance

B.Quality Assurance is performed

C.Changes are recommended to the Change Control Board

D.Risk audits/reassessment is performed

A

Answer: B Quality Assurance is performed during Executing. All the other choices are performed during Monitoring and Control.

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20
Q
  1. You will require two, key contractors (SMEs) to execute your landscaping project, and are negotiating now to determine their availability. This is an example of:

A.Fait accompli

B.External stakeholders

C.Pre-assignment

D.Virtual team members

A

Answer: C These stakeholders will be necessary to begin. A is a negotiating tactic a seller might use. B is wrong because they would actually be internal project stakeholders. D is wrong because it has nothing to do with the need to assign the team members.

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21
Q
  1. You have included several quality control tools on your toll road project including quality control charts. All of the following relate to a quality control chart, except:

A.Specification and upper/lower control limits

B.Rule of seven and assignable cause

C.Mean

D.Sensitivity analysis

A

Answer: D Sensitivity analysis relates more to quantitative risk analysis. All the other choices relate to a quality control chart.

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22
Q
  1. You will need to spend a significant amount of time estimating resources, duration, and cost on your project. Which of the following estimates is most likely the least accurate:

A.Parametric estimating

B.Three-point estimating

C.Bottom-up estimating

D.Analogous

A

Answer: D Analogous is typically performed during Initiating and high-level (Rough order of magnitude ROM). Note the Estimate Activity Resources, Estimate Activity Duration, and Estimate Costs are performed during the Planning Process Group. The level of accuracy for a ROM estimate (Initiating) is -25% to +75%. The definitive estimate accuracy level (Planning) is -5% to +10%.

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23
Q
  1. You will need to spend some time estimating resources, duration, and cost on your project. Which of the following estimates may encourage participation and reduce bias:

A.Parametric estimating

B.Three-point estimating

C.Bottom-up estimating

D.Delphi technique

A

Answer: D Anonymous (i.e. Delphi) estimating is typically performed to help encourage participation.

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24
Q
  1. You and your project management staff are developing the Human Resource Management Plan. You are currently discussing how to recognize and reward the project team. Which of the following is typically the best approach:

A.Reward the project team at the end of project.

B.Reward only high-performing individuals at the key milestones.

C.This should be done at the employees regular performance reviews with the Human Resources department.

D.Reward the team and high performing individuals regularly (e.g. key milestones) over the course of the project.

A

Answer: D It’s best to keep everyone as motivated as possible throughout the project lifecycle. A waits too long for recognition, and only focuses on the team—not individuals.

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25
Q
  1. Which of the following does not relate to Communications Management:

A.Virtual team considerations.

B.Non verbal communication and para-lingual ques.

C.Encoder, Medium, Communication Blockers, Decoder, Feedback.

D.Responsible, Accountable, Consult, Inform (RACI).

A

Answer: D This relates more to different levels of authority in the ( Responsibility Assignment Matrix (RAM). A may relate to technology, time zones, culture, language. B 55% of communication is body language, and Para-lingual queues relates to the pitch and tone of the voice. C relates to the components of the communications model.

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26
Q
  1. You are developing a predictive lifecycle on your construction project in Mexico to better manage risk. Process sequence is paramount. Which processes are not listed in the proper sequence?

A.Estimate Resources, Estimate Activity Duration, Sequence Activities

B.Collect Requirements, Define Scope, Create WBS

C.Plan Cost Management, Estimate Costs, Develop Budget

D.Plan Human Resource Management, Plan Communications Management

A

Answer: A Estimating comes after sequencing activities. All the rest are in the proper sequence.

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27
Q
  1. You are currently helping senior management determine which project to select. All of the following relate to project selection methods, except:

A.Affinity diagrams

B.Constrained optimization method

C.Benefit cost ratio

D.Monte Carlo Simulation/Modeling

A

Answer: A. It is more likely to see affinity diagrams mentioned as a quality assurance tool/technique during the Executing Process Group. B relates to using a computer for project selection, as does D. C is a benefit measurement method that often relates to determining value on the exam.

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28
Q
  1. You are currently closing down your project. Which is a helpful input for closing down the project, and closing procurements.

A.Organizational Process Asset updates

B.Communication logs

C.Project Management Plan

D.Final change requests

A

Answer: C. The Project Management Plan is an input for both process performed during Closing. A is always an output. B is a made up term. D should have already been completed.

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29
Q
  1. You are performing quantitative risk analysis during Planning. Expected monetary value analysis (EMV) (e.g. decision tree) provides the following information; Project A has an EMV of $100,000, Project B has an EMV of $75,000, Project C has an EMV of $100,500, and Project D has an EMV of $90,000. You would most likely choose which project based on this information.

A.Project B

B.Project A

C.Project D

D.Project C

A

Answer: D. With no other information available, just choose the highest EMV. Note that answer “D” is Project “C.” Be careful!

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30
Q
  1. You have to resolve a conflict that is beginning to plague you and one of the members on your project team. The person you need to resolve the conflict with is in the same city, but not in your building. The best way to resolve the conflict is:

A.Notify the person’s boss via email, to see if all three of you can come to a compromise.

B.Set up a phone conference with the person before the next meeting, to let them know why you are concerned.

C.Bring up the issue at the next project status meeting, and allow the team to help resolve the issue.

D.Set up a time to meet the person, and meet them in the cafeteria or break room to chat about the issue(s).

A

Answer: D. Face-to-face, one-on-one, informal conflict resolution is always best.

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31
Q
  1. You are working with your project management staff on your risk register. All of the following could relate to this process except:

A.Scales of probability and impact and the probability-impact matrix.

B.A list of qualified risks based on probability and impact.

C.Residual risks, and secondary risks.

D.Contingency strategies, and reserves.

A

Answer: A. This information would not likely appear in the risk register, but the other choices would.

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32
Q
  1. Which of the following processes has “change requests” as an input:

A.Perform Quality Assurance.

B.Perform Integrated Change Control.

C.Change Control Management Planning.

D.Direct Project Work.

A

Answer: B. This is the only process that has “change request” has an input. It would be an output for all the other choices. The change control board (CCB) would review the recommendation during this process and approve/reject/defer the recommendation.

33
Q
  1. You are determining how to address threats on your project. Which of the following would be least applicable as a risk response strategy for threats on your project?

A.Mitigate

B.Avoid

C.Transfer

D.Reveal(Tiết lộ)

A

Answer: D. This is an opportunity response strategy. (For threats, ATMA. Avoid, Transfer, Mitigate, Accept.)

34
Q
  1. All of the following relate to risk opportunities, except:

A.Share

B.Accept

C.Enhance

D.Secondary risk

A

Answer: D. These are risks that may need to be addressed after contingency strategies have been taken. All the rest are opportunity response strategies. (For opportunities, ESEA. Exploit, Share, Enhance, Accept.)

35
Q
  1. You are in the process of selecting a contractor for your building project. Which of the following is most important:

A.Ensuring the contract is in writing.

B.Ensuring the sellers can perform the work needed, and all possible sellers should have the same likelihood for being selected.

C.Watching for collusion between sellers.

D.Ensuring the seller will be available when you will need them.

A

Answer: B. Capability for the work, fairness and objectivity are paramount when selecting a seller. All the others choices are important too, but B is the best answer. Capability is more important than availability.

36
Q
  1. You are asking your contract administrator to archive procurement related information in the records management system. You are most likely performing:

A.Plan Procurements and/or Conduct Procurements

B.Plan Procurements and/or Close Procurements

C.Plan Bidder Conferences and/or Close Procurements

D.Control Procurements and/or Close Procurements.

A

Answer: D. Both of these Procurement processes have “Records Management System” listed as a tool/technique—and NO other processes do. C “Plan bidder conferences” is just a “made up term.”

37
Q
  1. You are working with your seller and your contract administrator to ensure both parties are meeting contractual obligations. You are most likely performing which process:

A.Conduct Procurements

B.Change Control

C.Close Procurements

D.Control Procurements

A

Answer: D. The Control Procurements process is when this activity is done.

38
Q
  1. During Planning, you decided to hire 10 contractors. Now, you are having regular unresolved issues with one of them. What is the best thing to do first?

A.Review the terms and conditions in their contract.

B.Let the contractor know they are in breach of contract by sending them a letter of default.

C.Ask the contractor if they know of another vendor that could do the work properly, because they appear to not be capable of completing the work on time.

D.Wait to see if the contractor will perform better during the next phase.

A

Answer: A. “Look before you leap.” Hopefully, you have a termination clause. The other options do not provide the information you will need to make an informed decision.

39
Q
  1. You have been asked to calculate the “To Complete Performance Index” (TCPI) based on the EAC. The BAC is 100,000, the EV is $120,00, the EAC is 110,000, and the AC is $105,000. What is the TCPI?

A.-4

B.4

C..83

D.5,000

A

Answer: A. The formula, when based on EAC, is (BAC – EV) / (EAC – AC)
-$20,000 / $5,000 = -4, which is good.

40
Q
  1. You have been asked to use weighted average estimates. Optimistic estimate is 100, most likely estimate is 125, and pessimistic is 200. Based on this information, which of the following is true for this situation?

A.You should use the triangular formula, 100 + 125 + 200 / 3 = 141.66 days

B.You should use Program Evaluation and Review Technique, by weighting the most likely by a factor of 4. The formula is O + 4M + P / 3. This means the calculation is 100 + 500 + 200 / 3 = 266.66 days.

C.You should use Program Evaluation and Review Technique, by weighting the most likely by a factor of 4. The formula is O + 4M + P / 6. This means the calculation is 100 + 500 + 200 / 6 = 133.33 days.

D.Pessimistic - Optimistic = 100 days.

A

Answer: C. This is the PERT formula for weighted average estimating. A is not a weighted average, and is using the triangular estimate formula. B is not the correct formula (divides by 3). D is not the correct formula.

41
Q
  1. Your Project Sponsor has asked you to overlook some quality issues on your “Bridge to Somewhere” project, and just move on to close out the project. You should tell them which of the following, first?

A.You will be turning in your letter of resignation as soon as possible.

B.You will be sending an email to the CEO stating what you have been asked to do.

C.You will adhere to their direction, as you don’t want to be insubordinate.

D.As a project management professional (PMP) you have agreed to adhere to code of ethics put forth by the PMI.

A

Answer: D. You will have to see how the Project Sponsor responds to this, and then take the proper actions. A may be a little too spontaneous. B is not advised, and could make a lot of things much worse for you. C is not adhering to the PMI code of ethics. This question relates to professional responsibility.

42
Q
  1. Which of the following is the most sought-after characteristics of a leader to have?

A.Integrity and intelligence.

B.Integrity and trustworthiness.

C.Experience and intelligence.

D.Facilitation and communication skills.

A

Answer: B. Best answer. Trust and integrity are considered more important than the other choices. This relates to professional responsibility.

43
Q
  1. You are reviewing some bids from sellers, when you notice that a close family member wants to be considered for work on your project. You should:

A.Keep this quiet until the contract has been signed.

B.Tell the family member you cannot accept their bid for the project.

C.Let management and/or other key stakeholders know, and ask them what they want you to do.

D.Ask to be removed for the project.

A

Answer: C. It’s best to reveal these types of situation to management. This relates to professional responsibility.

44
Q
  1. Which of the following best relates to a portfolio:

A.A collection of projects, programs, sub-portfolios, and operations

B.Weak matrix organization, and the Project Management Office (PMO)

C.Balanced matrix organization, and the Project Expeditor

D.OPM3

A

Answer: A. This is the best answer as it is the definition. B Weak and Balanced Matrix organizations likely don’t have portfolio management. C Project Expeditors are essentially administrative assistants to the Project Manager. D OPM3 (and CMMI) may also relate to the Project Management Office (PMO), but they are used to rank the process maturity level of an organization or department.

45
Q
  1. Your WBS has just been drafted for your 6 month, $200,000 commercial construction project. Some quality issues and weather-related risks will need further research, but your sponsor has asked for a responsibility assignment matrix. Which of the following processes should be performed next.

A.Gather Requirements

B.Estimate Activity Resources

C.Sequence Activities

D.Define Activities

A

Answer: D. Work should be further decomposed into an activity list, based on milestones, and key events listed in the Scope Statement, and the WBS.

NOTE: If you got this one wrong, you need to study the PMM Exam Reference Sheet more.

46
Q
  1. You are called into your sponsor’s office to explain your evaluation regarding a variance you documented in your weekly status report. Which process group does this reflect.

A.Earned Value Analysis

B.Monitoring and Controlling

C.Executing

D.Integrated Change Control

A

Answer: B. Only B and C represent “Process Groups.” The evaluation for variance is performed during Monitoring and Controlling.

47
Q
  1. Your boss has asked you to help them decide which project would most likely benefit the company, but all your projects must comply with six sigma quality requirements. This activity might encompass all of the following, except:

A.The Rule of Seven

B.Constrained Optimization (e.g. Monte Carlo Simulation)

C.Benefit Measurement using Net Present Value or Internal Rate of Return

D.Opportunity Cost or Sunk Cost

A

Answer: A. The rule of seven relates to a quality control chart. All the rest relate to “project selection methods,” which is what you are actually doing, as you are in the Initiating Process Group.

48
Q
  1. After two months of research, your business case is nearly complete. Which of the following process are you most likely ready to perform.

A.Initiating

B.Develop Project Management Plan

C.Develop Project Charter

D.Identify Stakeholders

A

Answer: C. The business case is an input to the Develop Project Charter Process, which is performed during Initiating. A is a Process Group. B is done during Planning. D is done a little later during Initiating.

49
Q
  1. In the middle of your project, you determine several changes have been made by a several stakeholders. You have asked each of these stakeholders for a detailed description of the changes they have implemented. This most likely relates to:

A.Lack of contingency and/or fallback plans

B.Lack of a Stakeholder Register and/or Risk Register

C.Lack of a WBS and/or Activity List

D.Lack of a formal change control system

A

Answer: D. Lack of a formal change control system. There is nothing in the situation to infer the other items do not exist.

50
Q
  1. Everything has been going very well on your project, when suddenly the customer requests a major change. What should you do first?

A.Create a formal change request

B.Inform your Sponsor

C.Update the Risk Register

D.Call an emergency meeting to inform all stakeholders of the impact of the change.

A

Answer: A. Creating a formal change request, should be the first step in the change control process. Until you have the change request, performing the others would be premature.

51
Q
  1. Although your customer can be “high-maintenance” at times, they have asked for very few changes over the past 8 months. You’ve been able to remain ahead of schedule and under budget to this point in the project. Since you have some extra time and money, the customer asks for one last “small change.” What should you do?

A.Get permission from the Sponsor and/or the Change Control Board

B.Perform assumptions analysis to determine the overall risk

C.Analyze the impact of the change on other project constraints

D.Since the change does not impact the budget and you have extra time, implement the change

A

Answer: C. This relates to best to balancing the tradeoffs of resources, scope, schedule, cost, quality, and risk.

52
Q
  1. You will be using multi-level programming to select your next project. Which of the following does this relate to?

A.Earned Value Analysis

B.Benefit Measurement Method

C.S-Curve Simulation

D.Constrained Optimization Method

A

Answer: D. Any project selection technique with the word “programming” (or simulation/modeling) in it, relates to the Constrained Optimization Method. A Earned Value Analysis is a technique for performance measurement, and is performed during Monitoring and Controlling.

53
Q
  1. You will using the benefit measurement method to select your next project. This relates to all of the following, except:

A.Present Value (PV), Net Present Value (NPV), Internal Rate of Return (IRR)

B.Payback period, opportunity cost, sunk cost

C.Law of diminishing returns, depreciation, Expected Monetary Value (EMV)

D.Monte Carlo Simulation (S-curve report)

A

Answer: D. Any project selection technique with the word “simulation” in it, relates to Constrained Optimization Method, and requires a computer. All other choices relate to Benefit Measurement Methods.

54
Q
  1. Things have gone well on your first software development project, and you think you are ready to begin closeout. What should be done before moving to the “Close Project or Phase” Process Group?

A.Storing final lessons learned information into a PMIS

B.Verifying and validating deliverables (i.e. Formalized acceptance)

C.Product acceptance from the customer, and procurement closure activities with the vendor

D.Project acceptance from the project sponsor, and releasing the resources

A

Answer: B. Verifying and validating deliverables is performed during Monitoring and Controlling (Quality Control and Validate Scope Processes). Note that “accepted deliverables” is an input to the Close Project or Phase process.

55
Q
  1. You are in the midst of collecting requirements. You might use all of the following, except:

A.Brainstorming and/or nominal group technique

B.Decompose the work into more manageable components

C.Mind mapping and/or focus groups

D.Affinity diagrams, benchmarking, and/or context diagrams

A

Answer: B. Decompose the work occurs later during the Create WBS process. A, C, and D relate to tools and techniques for the Collect Requirements process, but note how just knowing the sequence helps here.

56
Q
  1. Which of the following would best benefit from the “Create WBS process”?

A.Stakeholders

B.Project Team

C.Customer

D.Project Manager

A

Answer: A. Note how this is one of the those, “all of the above” type answers. It includes the others.

57
Q
  1. Your Sponsor wants you to “cut the red tape,” and get on with project execution. You are explaining the benefits of creating a WBS. A WBS would best relate to which of the following benefits?

A.Resource assignments and information related to functional managers

B.Calendar dates

C.Quality benchmarking, and risk responses

D.Team building and communicating with the customer, as well as other stakeholders

A

Answer: D. Communication and team building is the best answer. The WBS is a key team building AND communication tool. The WBS does not directly provide the information for A, B, or C.

58
Q
  1. When is the best time to Validate Scope?

A.Throughout the Planning Process Group

B.During Executing

C.At the end of a phase

D.At project closeout

A

Answer: C. At the end of a phase, often relates to a “check point.” This typically relates to Monitoring and Controlling.

59
Q
  1. You have just accepted all the deliverables and addressed all items in the issue log. But now, the customer is asking for one more change. Which of the following is most appropriate to do first at this late stage in the project life cycle?

A.Since you are now in closing, it is appropriate to recommend a follow-on project with the Project Sponsor

B.Ask for a description of the change from the customer

C.Meet with the project team to determine whether the change can still be made without affecting the schedule and/or the budget

D.Explain that after the deliverables have been accepted, changes cannot be made

A

Answer: B. Ask the customer for a description of the change is the best answer… Always “look before you leap.” Follow your change control process, even during Closing.

60
Q
  1. You are having difficulty decomposing the work. What is the most likely reason?

A.Improper prioritization (e.g. MoSCoW)

B.A vague Project Scope Statement

C.Too much detailed information to sort through

D.Work package sizing has increased risk of creating an accurate WBS

A

Answer: B. Ambiguous wording of the Project Scope Statement. Knowing the sequence is key here.

61
Q
  1. You have asked your business analyst to do the product analysis. You recommend getting this information prior to creating a WBS. Which of the following relates best to this?

A.Gaining a more complete description of the product with the customer

B.Using the Requirements Traceability Matrix

C.Developing the business requirements

D.This information would most likely be listed in the WBS Dictionary

A

Answer: A. This would be done to better draft the project scope statement , prior to the other options. Again, sequence matters!

62
Q
  1. You are using project management software to monitor your software development project. There is no lag time on the critical path. However, you have just realized that a key activity had a late finish day of 12, and an early finish day of 14. Based on this information, which of the following can be currently said of the activity.

A.It’s behind schedule by 2 days

B.It’s part of an incomplete 3-point estimate

C.It’s behind schedule by 2 days, and thus, over budget

D.The project will end two days late

A

Answer: A. Because the activity has negative float/slack, it must be behind schedule. (Late Finish – Early Finish = Float). We don’t know enough to tell whether the project will be late, or over budget, at this point. Also note, it does not say whether the “key activity” is on the critical path, or near critical path.

63
Q
  1. Quality Assurance relates most to which of the following:

A.Continual process improvement

B.Verified deliverables

C.Formalized acceptance

D.Earned Value Analysis

A

Answer: A. Continual process improvement relates more to Quality Assurance, which is performed during Executing.

64
Q
  1. You are determining the scope of your software project with the applicable stakeholders, who are more familiar with Scrum. They refer to the customer as the “Product Owner.” You are fine with this rename, as long as you get the correct requirements. In this context, documenting features and functions best relates to:

A.Creating a user story

B.Developing a requirements traceability matrix

C.Perform what-if-analysis

D.Communication tools for communicating progress to the developers

A

Answer: A. “User = Customer.” Creating a “user story” is essentially gathering customer-specific information for what the product is, and how the product will function. Think of it as a work package, that will be further decomposed.

65
Q
  1. You’ve been hired as a PMO consultant to audit some projects. You have thought favorably of one of their Project Managers in particular, but they often struggle with bringing their projects in on budget. When you begin the audit, you notice that she has hired a relative as a sub-contractor. Some expenses appear abnormally high. You should:

A. Inform the director of the PMO of your findings.

B.Tell the director of the PMO that you have a conflict of interest and resign from the project.

C.Confront the PM and see what he has to say for himself.

D.Report your findings to PMI.

A

Answer: A. This is the best answer AFTER you have done the proper investigation to report. Let the PMO take the appropriate action after you present your findings… And as always, DO THE RIGHT THING!

66
Q
  1. You have been assigned to manage a project for a “difficult customer” that you have worked with in the past. You thought their decisions were rash, and you didn’t feel respected professionally. Your manager still thinks you’re the best choice for this contract, even though there are other opportunities in the portfolio. What should you do?

A.Ask your manager to move you to another customer.

B.Manage the project.

C.Resign from the company.

D.Reveal the “dark side” of the customer to your Sponsor, as issues surface.

A

Answer: B. Projects may have “difficult” stakeholders that can cause conflict. You have to deal with conflicts—it goes with the job. If your manager wants you to do your job…DO YOUR JOB!

67
Q
  1. Your brother is preparing for the PMP exam, which you have just passed. He asks you to share some of the questions from the exam with him. What should you do?

A.Coach and mentor him with whatever questions you can remember form your exam.

B.Explain you cannot cooperate with unethical behavior.

C.Direct him to online resources (e.g. pmi.org) with sample questions and explain that exam questions vary per exam applicant, and are confidential.

D.Document and report him to PMI.

A

Answer: B. PMI wants everyone to “personally” earn their certifications. You don’t need to be accusatory or rude, but ensure that you do not give anyone an unfair advantage. NOTE: You could lose your certification status for providing such detailed information regarding PMI certification exams.

68
Q
  1. You are delivering equipment for road construction in Mexico. There have been some delays in transit, and the project is now behind schedule. The equipment is waiting in customs for clearance. A government official says he can speed up the process, saving several weeks in your schedule, by paying a $500 “rush fee.” What should you do?

A. It’s a bribe. Do not pay the fee.

B. Pay the fee, and document the payment in your cost management plan.

C. Have a meeting and document the discussion.

D. Ask an embassy official for guidance.

A

Answer: B. In many parts of the world, this is just how things work. (Even in the U.S. sometimes J.) It’s kind of like a “When in Rome” situation. Note that it says they are a “government official,” not some private, covert, “coyote-type” person. But, it’s also good to keep things visible, whenever possible. Note that having a meeting (and documenting), accomplishes almost nothing.

69
Q
  1. One of your team members has recently been coming late to project meetings. He’s an important contributor, and you consider him a friend. Last week, you smelled alcohol on his breath. He showed up late again today. After the meeting, you ask him to stay behind to discuss the situation. When it’s just the two of you in the room, you clearly can smell alcohol again. What should you do?

A. Terminate him.

B.Report him to HR.

C.Ask him why his behavior has changed.

D.Tell him to get into a recovery program or else.

●

A

Answer: C. In most cases, you do not have formal authority to terminate people. It’s usually best to start slow, by just letting them know that you have observed different behavior, and show “concern.” Give them a chance to explain. No need to “go postal.” Or for them to go postal :-0)

70
Q
  1. A PMP in your local PMI chapter has been convicted (buộc tội) of embezzling(tham ô) funds from their employer. Since the amount was less than $100,000, he was sentenced(Kết án) to restitution(bồi thường) and 5 years probation(quản chế). He has opted(đã chọn) to move to get a fresh start, at a new company. You should:

A. Tell him to give up his PMP certification voluntarily.

B.Wait to see which new company they go to, and then warn their local PMI chapter.

C.Nothing.

D.Report the conviction and situation to PMI.

A

Answer: D. Note this is a “legal issue.” In this case, PMI would investigate, and if true, revoke their PMP status. The PMI headquarters in Pennsylvania, not the PMI local chapter, would handle this situation

71
Q
  1. You are performing a project audit, when you notice there is an additional $3,500 charge. You were told it was essentially, a “finder’s fee,” that will go back to the sales department. Your organization’s VP has already signed off on the charge. You should:

A. Inform the customer of the added expense.

B.Take the issue to the company president for their final approval.

C.Nothing.

D.Ask the HR department if this is “ethical.”

A

Answer: C. The VP has already approved it. Document as applicable, and move on. For the exam, generally once someone that is in a senior management position approves something, you just need to follow orders… Unless, you deem it to be unlawful or unethical as far as breaching organizational policy, etc. In this case, you can assume that the VP is aware of the charge, as they have signed off on it. (Going over a VPs head, may not be good for your career L.)

72
Q
  1. You have just been contracted to manage a project for your new job. You have a friend at your previous employer who hopes to come and work for you again. He has just sent you an extensive customer file to your personal email. This data could provide very useful information to your new sales department, and could net a lot of business revenue. You should:

A. Delete the file and do nothing else.
B. Consult with your new company’s legal department.

C. Send his name to a recruiter at the new company since he is a good employee as long as he’s treated fairly.

D.Call the H.R. Department of the previous company and alert them to the situation.

A

Answer: B. This is something that may be serious, and you don’t want to cover up, deceive, or take anything into your own hands. In this case, it’s best to let someone in the legal department know ASAP, and let them advise you as to the appropriate action.

73
Q
  1. A former boss you liked working for, is looking for new opportunities for the new consulting agency he has just started. His skills are a great match for the project you have started to manage for the county. However, county guidelines dictate that all contracts must be awarded through a vetting process. This process is based on price, experience, and performance. However, since his consulting firm is new, it doesn’t meet the county’s preferred number of years of experience. What should you do?

A. Ask for a waiver, since you know he has great skills/experience.

B. Let him know that you can’t show him any favoritism, and not to bother submitting a proposal.

C.Follow the county’s guidelines and eliminate him as a prospective vendor.

D.Suggest that he go through the RFP process and complete the application.

A

Answer: D. This takes you off the hook, by merely stating that you all “have to follow the rules.” Who knows, if there are no other qualified applicants, management may have to make an exception—but that’s not your call.

74
Q
  1. You have miscalculated a final cost change amount for your project, undercharging the customer nearly $8,000. The project was worth more than $900,000, so this shortage could be easily absorbed by your company. The project was slightly late, but the customer (not happy) had signed a change order for the late delivery. Now, you believe this customer will no longer do business with your company in the future. You should:

A. Provide the customer a revised change invoice amount by registered mail, apologizing for the miscalculation.

B.Ignore the shortage and let the project absorb it.

C.Modify the charge to reflect the elimination of the $10,000.

D.Document the shortage, in the final lessons learned.

A

Answer: A. Honesty (even if it could hurt) is the best policy. Keep things “above the table,” as much as possible. Note that by sending it registered mail, they have to sign for it. Remember that analysis and communication are very important during times of change control.

75
Q
  1. Which of the following is not a formula for Estimate At Completion (EAC)?

A. BAC – EV / BAC -AC

B.BAC / CPI

C.AC + (BAC – EV)

D.AC + (BAC –EV)
SPI x CPI

A

Answer: A. This is a formula for TCPI.

76
Q
  1. Which of the following is not a formula for Earned Value Management?

A. N = n (n-1) / 2

B.CV = EV - AC

C.SV = EV - PV

D.SPI = EV / PV and CPI = EV / AC

A

Answer: A. This is a formula for determining the number of communication channels. The other choices relate to the “big four” EMV formulas.

77
Q
  1. Your project has an SPI of .85. What does this mean?

A. You are 85% done with the project

B.You are only getting 85 cents on the dollar

C.You are ahead of schedule

D.You are only progressing at 85% of the original planned rate

A

Answer: D. Note this is schedule performance index.

78
Q
  1. Which of the following relate to being ahead of schedule, but over budget?

A. SPI = 1 and CPI = .9

B.ETC = $500,000

C.CV = 0 and SV = -$1000

D.SPI = 1.2 & CPI = .9

A

Answer: D. SPI must be greater than 1, and the CPI must be less than one to be correct. Note A, means on schedule, but not ahead of schedule. B is a bogus answer. Variances that are negative are behind, so C is incorrect.

79
Q
  1. Which of the following is incorrect?

A. A CV or SV that is negative means that you are over budget, or behind schedule respectively

B.An SPI greater than one means you are ahead of schedule

C.A TCPI less than one is bad.

D.A CPI less than one means you are over budget

A

Answer: C. A TCPI that is less than 1 is good. All the rest are true statements regarding the results of the formulas.

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