PMP

Question 1

You’re managing a project for a military subcontractor to modify the software for a missile guidance system. You’re planning the project, and need to take into account information about the company’s operating environment. Which of the following is NOT an example of the factors you are looking at:

A. Marketing conditions
B. The forecast for project completion, including ETC and TCPI
C. Government standards you need to comply with
D. The political climate that can affect your project

Answer 1

B. The forecast for project completion, including ETC and TCPI

Question 2

The CFO of a company tells you that you need to include a new feature in software that’s being produced by a project that you are managing. The deadline for the project is tight, and if you take on the extra work then the project will come in late. What BEST describes the first thing that you should do?

A. Update the Project Management plan to make sure the new feature is included in the project.
B. Tell the CFO that he needs to wait until you’re working on the next version, and then submit a change request to the change control board.
C. Tell the CFO that the deadline it too tight, and the feature can’t be included.
D. Evaluate the impact that the change will have on the project

Answer 2

D. Evaluate the impact that the change will have on the project

Question 3

Which of the following BEST describes the role of the project sponsor?

A. Assigning work to the project team
B. Paying for the project
C. Politically supporting the project inside the organization
D. Define the type of organization (matrix, functional, etc.)

Answer 3

B. Paying for the project

Question 4

Which of the following is NOT a part of the Project Management plan?

A. The lifecycle selected for the project
B. The level of implementation for each of the processes
C. The organization’s staffing and retention guidelines
D. Techniques used to communicate with stakeholders

Answer 4

C. The organization’s staffing and retention guidelines

Question 5

You’re managing an architecture project to design an extension of an existing building. One of the stakeholders has been adamant that the plans do not include an interior supporting wall, because she wants to be able to reconfigure the floorplan. Where do you document this information?

A. Project scope statement
B. Scope Management plan
C. Work breakdown structure
D. WBS dictionary

Answer 5

A. Project scope statement

Question 6

You’re in the process of talking to the project stakeholders, figuring out what they need, and writing it down. Which of the following is a tool or technique that you would use?

A. Decomposition
B. Observations
C. Variance analysis
D. Inspection

Answer 6

B. Observations

Question 7

A project manager is analyzing deliverables and subdividing them into smaller, more manageable components. This project manager is performing WHICH process?

A. Control Scope
B. Define Scope
C. Collect Requirements
D. Create WBS

Answer 7

D. Create WBS

Question 8

A software project team lead is working with stakeholders to make sure that there’s formal, documented acceptance of every one of the project deliverables. Which of the following BEST describes the work that she’s doing?

A. Performing variance analysis on the cost baseline
B. Updating the traceability matrix
C. Structuring and organizing the WBS
D. Running the software and walking through it with the stakeholders

Answer 8

D. Running the software and walking through it with the stakeholders

Question 9

You’re working on an IT project to set up a development environment, including designing and building a computer room, installing the operating system and software, and performing a security evaluation. You need at least two weeks to order the hardware before you can configure it and install the operating systems. Which of the following BEST describes this relationship?

A. Lead
B. Lag
C. Finish-to-Start (FS)
D. Start-to-Start (SS)

Answer 9

A. Lead

Question 10

You’re planning an IT project to set up a development environment, including designing and building a computer room, installing the operating system and software, and performing a security evaluation. Your project includes three different activities that involve three different network technicians splicing ends onto wires in order to build their own Ethernet cables, because that’s less expensive than buying prepackaged ones. Every Ethernet cable must be tested with a qualification tester. That’s an expensive piece of equipment, and there are only a few of them that must be shared amongst all of the technicians in the company. You need to plan your schedule based on the availability of the testing equipment. What’s the BEST place to find that information?

A. Staffing requirements
B. Activity network diagram
C. Resource calendar
D. Activity resource requirements

Answer 10

C. Resource calendar

Question 11

You’re working on an IT project to set up a development environment, including designing and building a computer room, installing the operating system and software, and performing a security evaluation. Once the operating system on a machine is installed, it needs to be imaged and copied to three identical boxes. Which of the following BEST describes this relationship?

A. Lead
B. Lag
C. Finish-to-Start (FS)
D. Start-to-Start (SS)

Answer 11

C. Finish-to-Start (FS)

Question 12

You’re working on an IT project to set up a development environment, including designing and building a computer room, installing the operating system and software, and performing a security evaluation. Your team comes up with a best-case scenario for the activity that involves ordering and installing the equipment. If everything goes perfectly, they feel it will take five weeks. However, they think it’s much more likely to take nine. A team member points out that on his last project, there was a major equipment delivery delay that cost the project an extra four weeks, and the rest of the team agrees that this is a possibility in a worst-case scenario. Use PERT analysis to calculate how long you should expect this activity to take.

A. 5 weeks
B. 9 weeks
C. 12 weeks
D. 13 weeks

Answer 12

B. 9 weeks

Question 13

Which of the following BEST describes funding limit reconciliation?

A. Comparing your project’s budget against the project’s reserves
B. Comparing your project’s planned expenditures against the funding constraints
C. Comparing the project’s planned value against the actual costs
D. Comparing the project’s net present value against the internal rate of return

Answer 13

B. Comparing your project’s planned expenditures against the funding constraints

Question 14

Your project has a budget of completion (BAC) of $75,000, and you need to figure out if you’re on track to meet it. You know that you’ve already spent $56,000, and you’re 70% done with the project. If your project continues expenditures at the current rate, what’s the lowest that you can allow your CPI to go before you’ve exceeded your project’s budget?

A. .94
B. 1.18
C. 1.43
D. 1.08

Answer 14

B. 1.18

Question 15

You’re managing a construction project to install 7,500 light switches in a new high-rise building. You’ve installed 3,575 of them so far, and you’ve spent $153,500 of your total budget of $245,000. Which of the following is true?

A. The AC is $153,500, so I’m ahead of schedule
B. The ETC is $168,995, so I’m within my budget
C. The CV is $36,880, so I’ve exceeded my budget
D. The CPI is .7597, so I’ve exceeded my budget

Answer 15

D. The CPI is .7597, so I’ve exceeded my budget

Question 16

You’re managing a construction project, and you’re estimating your project’s activities using a spreadsheet that a consulting company created for you. You have the fill in the dry weight of the materials, the number of people required to do the work, the type of building you’re working on, and other information about the project. Which BEST describes what you are doing?

A. Parametric estimation
B. Analogous estimation
C. Bottom-up estimation
D. Top-down estimation

Answer 16

A. Parametric estimation

Question 17

Which of the following is NOT considered when calculating cost of quality?

A. How much it costs to repair deliverables when they don’t meet requirements
B. The cost of training the team to perform inspections
C. The cost of working with customers who find problems with the work delivered to them
D. The cost gaining formal acceptance of project deliverables

Answer 17

D. The cost gaining formal acceptance of project deliverables

Question 18

Which of the following is NOT an example of quality assurance?

A. Examining the way deliverables are produced to see if processes are being followed
B. Examining deliverables to see if they meet requirements
C. Examining a group of deliverables to figure out why they all had the same defect
D. Examining the company’s documentation on how processes are to be performed

Answer 18

B. Examining deliverables to see if they meet requirements

Question 19

Which of the following BEST describes a situation where statistical sampling is appropriate?

A. You just got a shipment of 50,000 parts, and you need to figure out if enough of them are within tolerance to be used on your project
B. You need to figure out which defects are critical, and which can be delivered to you customer and repaired later.
C. You need to use the rule of seven on a control chart
D. You need to determine if your project is ahead of schedule and within budget

Answer 19

A. You just got a shipment of 50,000 parts, and you need to figure out if enough of them are within tolerance to be used on your project

Question 20

You’re planning your project’s quality activities. You know that as you go through your project, your team will find lots of ways to improve how your company does work in the future. You need a way to handle that information in a systematic manner. What document is BEST used to plan for this?

A. Quality checklist
B. Process Improvement plan
C. Quality Management plan
D. Quality metrics

Answer 20

B. Process Improvement plan

Question 21

A project manager working in a projectized organization is putting a team together to perform a project. Which of the following is NOT a tool or technique that might be used to do this?

A. Colocation
B. Virtual teams
C. Preassignment
D. Negotiation

Answer 21

A. Colocation

Question 22

A project manager is building her team. She notices that team members are not collaborating efficiently, and she is concerned that this is leading to a destructive environment. Which of the following BEST describes the state that the team is in?

A. Norming
B. Forming
C. Storming
D. Performing

Answer 22

C. Storming

Question 23

A project manager is running into trouble with his team, because they always come to meetings late. Which of the following is MOST LIKELY to be the cause of this problem?

A. The team resents the work that they’re doing
B. The project manager needs to schedule meeting later in the day
C. The project manager was late to meetings himself, and this influenced the team
D. The team is in the storming phase of team development

Answer 23

C. The project manager was late to meetings himself, and this influenced the team

Question 24

A project manager for a software project is well regarded by people in her company as an expert programmer. She has an especially good reputation among the senior managers of the company. The CTO of the company tells her that anytime she runs into trouble, he’ll back up any decision that she makes-and everyone on the team admires the CTO, and they have a lot of loyalty to him. Which BEST describes the power the project manager is exerting?

A. Reward power
B. Expert power
C. Punishment power
D. Referent power

Answer 24

D. Referent power

Question 25

Bob and Sue are stakeholders in your project. Sue is in the high-power, low-interest quadrant of the power/interest grid. Bob is in the low-power, high-interest quadrant. Which of the following BEST describes the approach you should take?

A. Sue needs to participate in every important meeting, while Bob needs to have his opinion heard in those meetings
B. You need to make sure that Bob is on the change control board, but Sue requires only minimum effort
C. You need to go out of your way to satisfy all of Sue’s needs, while Bob has to be kept in the loop on important decisions
D. Sue needs to be managed closely, and you must satisfy Bob by making sure he feels his needs are being met

Answer 25

C. You need to go out of your way to satisfy all of Sue’s needs, while Bob has to be kept in the loop on important decisions

Question 26

A project manager is analyzing the communication requirements for a project. There are six team members, four stakeholders, and two subcontractors. He needs to find the number of potential communication channels. How many channels are there?

A. 13
B. 55
C. 66
D. 78

Answer 26

D. 78

Question 27

You’re about to close your project when you are surprised to get an email from someone you’ve never spoken to before. He is very angry, because he’s directly impacted by your project, and there are specific things he needs from it and you aren’t delivering those things. Which BEST describes the communications process you are in?

A. You did not manage communications effectively
B. You did not identify a project stakeholder
C. You did not encode your communications
D. You did not have a Stakeholder Management strategy

Answer 27

B. You did not identify a project stakeholder

Question 28

You are in the process of making relevant information available to your project’s stakeholders. Which of the following is NOT a tool or technique that you would use?

A. Hard copies of documents interoffice-mailed to stakeholders
B. Power/interest grid that includes all stakeholders
C. Conference calls with stakeholders
D. An online folder that contains project documents

Answer 28

B. Power/interest grid that includes all stakeholders

Question 29

A project manager is analyzing project risks by using quantitative techniques to assign a numeric value to each of those risks. Which of the following tools and techniques is NOT used for this?

A. EMV analysis that uses a decision tree
B. Sensitivity analysis to determine which risks pose the biggest threat
C. A Probability and Impact matrix that assigns numeric values to each risk priority
D. A simulation that runs through many different project scenarios

Answer 29

C. A Probability and Impact matrix that assigns numeric values to each risk priority

Question 30

One of your construction project team members warns you that your concrete supplier caused serious delays in his last project because he delivered the wrong kind of concrete. You discuss it with the team, and decide that you need to accept the possibility that this will happen. But you make back-up plans with an alternate provider by putting a down payment on an emergency shipment, just in case. This is an example of:

A. Avoidance
B. Transference
C. Mitigation
D. Acceptance

Answer 30

C. Mitigation

Question 31

A project manager is forced to dip into his management reserve. Which of the following is the MOST LIKELY cause of this?

A. One of the risks on the risk register caused a budget overrun
B. The project went over budget because the project manager miscalculated the forecast
C. A risk that was never planned for occurred
D. The team’s estimates were incorrect

Answer 31

C. A risk that was never planned for occurred

Question 32

Your software project team informs you that another team working at the company built a tool that will,save three weeks on the project. You ask the other team’s project manager to have his team members share the tool with your team members. Which BEST describes this strategy?

A. Exploiting
B. Sharing
C. Enhancing
D. Accepting

Answer 32

A. Exploiting

Question 33

A project manager is in trouble because he took on a contract that overran its budget, and now he has to eat the cost out of his own budget. Which of the following BEST describes his contract?

A. Time and materials
B. Fixed price
C. Cost plus incentive fee
D. Cost plus percentage of cost

Answer 33

B. Fixed price

Question 34

A project manager for a software project hires a subcontractor to build a module that will be used in the rest of the project. When it’s time to integrate that module into the rest of the code, there are serious quality problems. The subcontractor claims that the module meets its requirements, but the project manager’s lead developer says that the requirements have clearly been violated. The contract is unclear about how to handle the situation. It’s clear that the contract needs to be amended to indicate a solution, but there is no agreement on the exact wording of the change. What BEST describes the next step for the project:

A. The buyer and seller must proceed to claims administration
B. The buyer should file a lawsuit against the seller
C. The buyer should conduct an audit of the seller
D. The buyer and seller must adhere strictly to the wording of the contract

Answer 34

A. The buyer and seller must proceed to claims administration

Question 35

A buyer and seller have a teaming agreement. Which of the following BEST describes their relationship?

A. The seller and buyer both have team members on every project team
B. The buyer can dictate the structure of the seller’s project teams
C. The seller is free to dictate deliverables and contract terms
D. The seller has input into project decisions, and representation in the buyer’s management structure

Answer 35

D. The seller has input into project decisions, and representation in the buyer’s management structure

Question 36

You’re a project manager planning a project that requires that you hire a contractor. Before you can find sellers, you need to develop a document that defines the portion of the work that the contractor will do. Which of the following is NOT true about this document?

A. It’s based on the project scope baseline
B. It includes exact specifications for the deliverables the contract will produce
C. Its terms are either fixed price or cost reimbursable
D. It must completely define the work that the contractor must do

Answer 36

C. Its terms are either fixed price or cost reimbursable

Question 37

Tom, a stakeholder in an IT project, has asked to be included in all of the status meetings and team communications. While he is not actually on the team or accountability for any deliverables, he cares about the outcome of the project and wants to be kept in the loop. Where would you plot him on a power/interest grid?

A. High power, high interest
B. High power, low interest
C. Low power, high interest
D. Low power, low interest

Answer 37

C. Low power, high interest

Question 38

A project manager for an industrial design project is reviewing the work performance data that’s being produced by his project team to determine whether or not changes need to be made in Stakeholder Management. When he finds a change, he writes up a request and incorporates all approved requests into the Project Management plan, project documents, and lessons learned. What process is he performing?

A. Palm Stakeholder Management
B. Identity Stakeholders
C. Manage Stakeholder Engagement
D. Control Stakeholder Engagement

Answer 38

D. Control Stakeholder Engagement

Question 39

Joanne, the sponsor for a software project, has been working with the senior management team in her company to cancel the project even though it’s only just begun its planning processes. Which is the BEST classification for Joanne’s engagement with the project?

A. Unaware
B. Resistant
C. Supportive
D. Leading

Answer 39

B. Resistant