PMP test 3

Question 1

What best describes a contents of the scope baseline?

Answer 1

Project scope statement and WBS

Question 2

Does a project manager have more power in a strong, matrix org, weak matrix org, functional org, or never has more power than a functional manager?

Answer 2

Strong matrix

Question 3

Which structured technique in the manage quality process involves finding a long lasting solution for a discovery issue? 1. Problem-solving. 2. Design for X 3. Performance reviews. 4. Route cause analysis.

Answer 3

Problem solving. Performance reviews as a tool and technique of the control quality. Design for X, root cause analysis and problem-solving are all managed quality techniques. However, designed for X involves optimizing around and identified variable and root causes. Analysis helps reveal the issue, but does not go so far as to work towards and find a solution. Problem-solving involves finding solution, analyzing it, and choosing the best solution of the alternatives and putting the solution into action.

Question 4

Your team is currently in the process of controlling and verifying the quality of the deliverables on your project. Which two tools would they not be utilizing to accomplish this? 1. Quality audits. 2. Statistical sampling. 3. Design for X. 4. Control chartS

Answer 4

Quality audits, and design for X would not be used during control quality. They would be utilized during the manage quality process.

Question 5

If there are a number of wrists that have been identified in your project, however, the team has elected, not to change the project plan to deal with the risk, but they have established a contingency reserve in the event that some of these risk or triggered. This is an example of what type of risk mitigation technique? 1. Avoidance. 2. Passive acceptance. 3. Active acceptance. 4. Contingent response strategy

Answer 5

Active acceptance. Recognizing the risk, not changing the plan, but making some contingencies in the event the risk is triggered, as an example of active acceptance. Passive acceptance would be if no contingencies were put in place and avoidance would be correct if the project plan or modified to accommodate the risks.

Question 6

On a control chart, a source of variation that is intermittent, not inherited the system, and is not predictable as known as: 1. Common or typical cause 2. Specific assignment. 3. Normal or common cause. 4. Special or assignable cause.

Answer 6

On a controlled chart, a source of variation that is intermittent, not inherit in the system, and not predictable, is called a special assignable cause which is an unusual event

Question 7

You were in the process of closing your project and you were looking at different documents which you have in your archive as project manager. There is an untitled document in which threw out various project meetings. You have documented differences in opinion, situations to be investigated, and emerging or an unanticipated responsibilities. If you want to pick a title for this document, which one of the following would it be? 1. Meeting minutes 2. Risk register. 3. Issue log. 4. Project performance report.

Answer 7

The issue log is a tool used in the managed team process. According to the PM Bach guide an issue, log is used to the document and monitor who is responsible for Rizzoli specific issues by a target date.

Question 8

Large fluctuations in the periodic expenditure of funds are undesirable for organizational operations. Therefore, the expenditure of funds is frequently reconciled with the dispersement of funds for the project. This is known as: 1. Dispersement reconciliation. 2. Expenditure reconciliation. 3. Funding limit reconciliation. 4. Budget reconciliation.

Answer 8

3. Funding limit reconciliation.

Question 9

What are the different types of leadership styles and their definitions?

Answer 9

1. Transformational. Empowers, encourages, and inspires.
2. Transactional: performance. Goal objective oriented.
3. Servant leader. Leads through empowerment and coaching. The focus is on relationships and collaboration.
4. Interactional. Combined transactional, transformational, and charismatic qualities to suit the group dynamics.
5. Laissez-Faire: allows a team to make their own decisions.
6. Charismatic. Energetic, inspiring, and passionate about convictions, but may be motivated by personal goals.

Question 10

The project sponsor gives you a project charter and ask you to start working on the project immediately and to provide him with a schedule. What should you do first?

Answer 10

Begin creating a project scope statement. There’s no mention in the question that the schedule is required on an urgent basis, so you need to follow the steps to get to the project schedule. The project scope statement and other planning activities must be completed before the schedule can be created.

Question 11

Your project is running slightly over budget. You mentioned this to another project manager, who suggest you shift some of your expenses to indirect costs that are not charged to your budget for the project. What do you do? 1. According to the other project manager, examine the project expenses to see if there are any indirect expenses that could be taken off your project. 2. Crash the project. 3. Re-estimate the project cost. 4. Use your contingency reserves.

Answer 11

Re-estimating of the project cost is probably required, but it is not a direct response to the budget overrun problem. Indirect expenses are cost associated with the project and it is not truthful to get them off the project reports. Crashing is not relevant in the situation because there’s no mention of schedule delays. Therefore, you should use your project reserves to cover the budget overruns.

Question 12

Is a project manager assigned before or after a charter is created?

Answer 12

A project manager is assigned during the project initiating so the project manager will NOT be assigned after the project charter.

Question 13

True or false… The project manager may initiate changes to the project scope.

Answer 13

True

Question 14

What are you doing if your manager presents your project is on time and within budget but it’s actually not?

Answer 14

Notify the appropriate management immediately

Question 15

You’re a manager of sports complex construction project. During the planning phase of the project one of the team members who was asked to prepare activity duration estimate send you an email, including duration estimate for two activities as follows:
A. 15 days plus a lag of four days
B. One month plus a lead of two weeks.
What would be your possible objection to these estimates?
1. The activity duration estimate should have also mentioned the predecessor or successor activity to which the lag or lead is attached.
2. The team member presented the standard deviation of the estimations.
3. Activity duration estimate should not include any lag lead information.
4. All the estates should have the same units to measure.

Answer 15

3. Activity duration estimate should not include any information.

Question 16

Assuming that all project resources have similar capabilities and resources only working on one activity at time which activity would be impacted the least if the resource were released? The one with the highest lowest or mid range float value?

Answer 16

In order to be on the safe side, the best option is to choose the resource who is working on the activity with the greatest float. >Float least impact

Question 17

You are software development project manager must your team member operate from remote locations without the benefit of a face-to-face contact. One of your major concerns is to build trust among team members. Which of the following will help you most and doing so? 1. Co Locations 2. Team building activities. 3. Training. 4. Establishing ground rules.

Answer 17

2. Teambuilding activities.

Question 18

I colleague of yours who is retiring is currently managing a project and you were going to be his substitute. During the handover meetings, he tells you that the project is on schedule and within budget, but only because he has pushed the project team so hard. What should your First course of action? 1. Meet with the team and review your expectations. 2. Development management strategy. 3. Check the CPI 4. Check the SPI.

Answer 18

2. I developing a management plan. It will take the rest of of your actions, such as meeting with your team. You will need a management plan before checking SPI and or CPI.

Question 19

You are the project manager of a production of a commercial complex construction project. You have completed the define scope process for your project. Which of the following may be generated through this process? 1. Project scope, statement, WBS 2. WBS, updates to requirements traceability Matrix. 3. Project scope statement, updates to the requirements traceability Matrix. 4. Project scope statement, project charter.

Answer 19

3. Project scope, statement, updates to the requirements traceability Matrix. The defined scope process will result in the development of the project, scope statement, and updates to project document such as the stakeholder register, requirements, documentation, and requirements traceability Matrix.

Question 20

Project budget = $350K
Earned Value = $120K
AC (actually spent)= $110K
PV (project schedule) = $150K
SPI = EV/PV = $120K/$150K =.8

Answer 20

If the SPI is less than one we can conclude the project is behind schedule

Question 21

Your project has completed, and the final deliverables have already been sent to the customer, but the customer refuses to give the project final acceptance. What would you do in the situation? 1. Document the situation. 2. Inform your management about the issue. 3. Asked the project team to recheck the deliverables 4. Talk to the lawyer to start the legal process.

Answer 21

1. The situation, the first thing to do is understand the situation. In order to do that you need the situation find out the reasons why the customer is not signing up. After doing so you should inform your management.

Question 22

Place the following actions in the correct sequence for what to do when it changes is requested by the customer. Drag and drop the actions to sort them first to last.

Answer 22

1. Document the change and analyze it for feasibility.
2. Determine the cost and benefits of the change.
3. Submit the change request.
4. Perform the integrated change control process.
5. Update the project management plan and project documents
6. Communicate the status of the change to relevant stakeholders.

Question 23

During the sequence activities process, your team has identified several dependencies to a few related projects that will provide major and critical deliverables to your project. Some of those projects are very similar to your project in terms of their scope and deliverables. And the situation, which of the following processes should you be most concerned about? 1. Sequence activities. 2. Validate scope. 3. Plan risk response. 4. Control scope.

Answer 23

Plan Risk response- since there dependencies to the external projects, and those projects should provide you with critical and major deliverables, the biggest concern must be the risk that other projects may cause yours. It would be better to prevent those problems in the plan risk response process then it just spend effort, controlling or validating scope.

Question 24

You were going to be hired in a company as a project manager, but you were told told in the first interview that according to your capabilities, you will be given a coordinator or expediter role. How is a project expedite a role different from a project coordinator role?

Answer 24

A project coordinator has some authority and can make some decisions. According to the PM Bach guide the project coordinator reports to a higher level manager and has authority to make some decisions. The project expediter has no authority to make decisions.

Question 25

You’re managing a software development project with a set of preplanned milestones. Your team has completed all milestones and are now verifying that the product meets specifications outlined in the project management plan. What process group are you currently in?

Answer 25

Monitoring and controlling

Question 26

Performance reviews is a tool and technique in what process group?

Answer 26

Control quality

Question 27

Performance reviews is a tool and technique in what process group?

Answer 27

Control quality

Question 28

What process group are designed for X, root cause analysis, and problem-solving in?

Answer 28

Manage quality - design involves optimizing around an identified variable. Root causes analysis helps reveal the issue, but does not go as far as work towards Aunt to find a solution. Problem-solving involves finding along lasting solution to a problem by identifying it, analyzing, and choosing the best solution of the alternatives and putting the solution into action.

Question 29

Your team is currently in the process of controlling and verifying the quality of a deliverables on your project. Which two tools would they not be utilizing to accomplish this? 1. Quality audit. 2. Statistical sampling. 3. Design for X. 4. Control charts.

Answer 29

Quality audits and design for ex would not be used during the control quality. Instead, they would be utilized during they manage quality process.

Question 30

What is funding limit reconciliation?

Answer 30

One of the tools and technique, shoes, and determine budget process. This will reconcile the availability funds with their expenditure, and it will necessitate the scheduling of work to be adjusted to smooth or regulate the expenditures.

Question 31

If you want the least amount of impact on a project where all resources are doing similar skilled activities and the same number of activities… Would you choose the resource with the greatest float or the least float to have the least impact?a

Answer 31

Greatest Float will have the least impact on the project

Question 32

What type of dependency involves a relationship between project and non-project activities?

Answer 32

External dependency

Question 33

You are the project manager for a production of commercial complex construction project. You have completed the define scope process for your project. Which of the following may be generated through this process? 1. Project scope statement, WBS. 2. WBS, updates to requirements traceability Matrix. 3. Project scope, updates to the requirements traceability Matrix. 4. Project scope, statement, project charter.

Answer 33

3 -The define scope process will result in the development of the project, scope statement, and updates to the project documents, such as a stakeholder register, requirements, documentation, and the requirements traceability Matrix

Question 34

What is the difference between a project coordinator and a project expediter role?

Answer 34

The project coordinator reports to a higher level of management and has authority to make some decisions. The expediter has no authority to make decisions.