Practice Questions Flashcards
02-01 Understanding the culture, policies, and procedures of the organization in which the project is being performed is MOST challenging in: A. Global organizations. B. Manufacturing organizations. C. Small organizations. D. Agile organizations.
Answer A
Explanation Understanding the culture, policies, and procedures of the organization in which
the project is being performed is especially challenging in global organizations. Culture, policies, and procedures in the performing office may be different from those of the office from which the project is managed, and may also vary between international offices of the same organization.
This will influence how the project is managed.
02-02 In a projectized organization, the project team: A. Reports to many bosses. B. Has no loyalty to the project. C. Reports to the functional manager. D. Will not always have a "home."
Answer D
Explanation 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.
02-03 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? A. Functional B. Matrix C. Expediter D. Coordinator
Answer A
Explanation 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.
02-04 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. Simple.
B. Open and accurate.
C. Complex.
D. Hard to automate.
Answer C
Explanation Because a project done in a matrix organization involves people from across the
organization, communications are more complex.
02-05 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? A. The project manager B. The functional manager C. The team D. The PMO
Answer B
Explanation In a functional organization, the functional manager is the team member’s boss and
probably also the project managers boss.
02-06 Two project managers have just realized that they are in a weak matrix organization and that 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?
A. The project expediter cannot make decisions.
B. The project expediter can make more decisions.
C. The project expediter reports to a higher-level manager.
D. The project expediter has some authority.
Answer A
Explanation 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.
02-07 Who has the MOST power in a projectized organization? A. The project manager B. The functional manager C. The team D. They all share power
Answer A
Explanation In a projectized organization, the entire company is organized by projects, giving the project manager the most power.
02-08 All of the following are characteristics of a project EXCEPT: A. It is temporary. B. It has a definite beginning and end. C. It has interrelated activities. D. It repeats itself every month.
Answer D
Explanation “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.
02-09 A framework for keeping an organization focused on its overall strategy is: A. Organizational project management. B. The PMBOK* Guide. C. Project governance. D. Portfolio management.
Answer A
Explanation Organizational project management (OPM) provides a framework and direction for how projects, programs, portfolios, and organizational work should be done to meet the organization’s strategic goals.
02-10 Which of the following BEST describes the major constraints on a project?
A. Scope, number of resources, and cost
B. Scope, cost, and time
C. Scope, time, cost, quality, risk, resources, and customer satisfaction
D. Time, cost, and number of changes
Answer C
Explanation “Scope, time, cost, quality, risk, resources, and customer satisfaction” is the most accurate list of constraints, or competing demands, that a project manager must deal with.
02-11 If a project manager is concerned with gathering, integrating, and disseminating the outputs of all
project management processes, she should concentrate on improving the:
A. Work breakdown structure (WBS).
B. Communications management plan.
C. Project management information system (PMIS).
D. Scope management plan.
Answer C
Explanation The scope 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.
02-12 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 that there was another project in the company last year that is
similar to his second project. What should he do?
A. Contact the other project manager and ask for assistance.
B. Obtain historical records 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 scope of the project is agreed to by all the stakeholders.
Answer B
Explanation 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. By contacting the PMO, the project manager can access the knowledge of many project managers, historical information from many projects, and the assistance of someone whose job it is to help.
02-13 The project life cycle differs from the project management process in that the project management process: A. Is the same for every project. B. Does not incorporate a methodology. C. Is different for each industry. D. Can spawn many projects.
Answer A
Explanation The project management process ALWAYS includes the work of initiating, planning, executing, monitoring and controlling, and closing a project. This methodology is the same for projects within any industry. The work of these process groups may be repeated (iterated).
02-14 To obtain support for the project throughout the performing organization, it’s BEST if the project
manager:
. A. Ensures there is a communications management plan.
B. Correlates the need for the project to the organizations strategic plan.
C. Connects the project to the personal objectives of the sponsor.
D. Ensures that the management plan includes the management of team members.
Answer B
Explanation Connecting the project to the 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 directly addresses 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.
02-15 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?
A. Because each individual order is a “temporary endeavor,” each order is a project.
B. This is program management since there are multiple projects involved.
C. This is a recurring process.
D. Orders incurring revenue over $100,000 would be considered projects and would involve
project management.
Answer C
Explanation Because orders are numerous and of short duration, this situation is a recurring process, not a project.
02-16 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?
A. Adopt a life cycle approach to the project.
B. Develop lessons learned for each phase.
C. Develop specific work plans for each work package.
D. Develop a description of the product of the project.
Answer A
Explanation 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 deliverables.
02-17 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?
A. They have not identified the project objectives.
B. They are working on a process and not a project.
C. The end date has not been set.
D. They have not identified the product of the project.
Answer B
Explanation 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. If the question referred to a team developing a new product, however, that would qualify as a project.
02-18 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?
A. The project manager
B. The project management team
C. The project management office (PMO)
D. The team
Answer C
Explanation 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.
02-19 The difference between a project, program, and portfolio is:
A. A project is a temporary endeavor with a beginning and an end, a program may include other
non-project work, and a portfolio is all the projects in a given department or division.
B. A project is a lengthy endeavor with a beginning and an end, a program combines two or more
unrelated projects, and a portfolio combines two or more programs.
C. A project is a temporary endeavor with a beginning and an end, a program is a group of
related projects, and a portfolio is a group of projects and programs related to a specific
strategic objective.
D. A project is a contracted endeavor with a beginning and end, a portfolio is a group of projects
with more open-ended completion dates, and a program combines two or more portfolios.
Answer C
Explanation A project is a temporary endeavor with a beginning and an end, a program is a group of related projects, and a portfolio is a group of projects and programs related to a specific strategic objective. Remember to use the process of elimination, ruling out any answer that is not completely correct.
02-20 Operational work is different from project work in that operational work is: A. Unique. B. Temporary. C. Ongoing and repetitive. D. A part of every project activity.
Answer C
Explanation Operational work is that which is ongoing to sustain an organization.
02-21 Company procedures require the creation of a lessons learned document. Which of the following
is the BEST use of lessons learned?
A. Historical records for future projects
B. Planning record for the current project
C. Informing the team about what the project manager has done
D. Informing the team about the project management plan
Answer A
Explanation 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.
02-22 Lessons learned are BEST completed by: A. The project manager. B. The team. C. The sponsor. D. The stakeholders.
Answer D
Explanation 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.
02-23 Consideration of ongoing operations and maintenance is crucially important to products of
projects. Ongoing operations and maintenance should:
A. Be included as activities to be performed during project closure.
B. Have a separate phase in the project life cycle, because a large portion of life cycle costs is
devoted to maintenance and operations.
C. Not be viewed as part of a project.
D. Be viewed as a separate project.
Answer C
Explanation 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.
02-24 What is a program?
A. An initiative set up by management
B. A means to gain benefits and control of related projects
C. A group of unrelated projects managed in a coordinated way
D. A government regulation
Answer B
Explanation 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.
02-25 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?
A. Create project management plans.
B. Create lessons learned.
C. Create network diagrams
D. Create status reports.
Answer B
Explanation Lessons learned help to avoid future pitfalls and use the good ideas of past projects. This leads to improvements in future projects.
03-01 In which project management process group is the detailed project budget created? A. Initiating B. Before the project management process C. Planning D. Executing
Answer C
Explanation Notice the use of the word “detailed.” Such a budget is created during project planning.
03-02 The project charter is created in which project management process group? A. Executing B. Planning C. Closing D. Initiating
Answer D
Explanation The project charter is needed before planning and execution of the work can begin. Therefore, it is created and approved in project initiating.
03-03 The project team has just completed the initial project schedule and budget. The NEXT thing to do is to:
A. Identify risks.
B. Begin iterations.
C. Determine communications requirements.
D. Create a bar (Gantt) chart.
Answer C
Explanation 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.
03-04 A detailed project schedule can be created only after creating the: A. Project budget. B. Work breakdown structure. C. Project management plan. D. Detailed risk assessment.
Answer B
Explanation In the project management process, the project budget, detailed risk assessment, and project management plan come after the schedule is created. The only answer that could be an input is the work breakdown structure.
03-05 The person who should be in control of the project during project planning is the: A. Project manager. B. Team member. C. Functional manager. D. Sponsor.
Answer A
Explanation 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.
03-06 Which of the following is NOT an input to the initiating process group? A. Company processes B. Company culture C. Historical WBSs D. Project scope statement
Answer D
Explanation 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.
03-07 The project sponsor has just signed the project charter. What is the NEXT thing to do? A. Begin to complete work packages. B. Validate scope. C. Start integrated change control. D. Start to create management plans.
Answer D
Explanation 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. Validating 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.
03-08 The high-level project schedule constraints have just been determined. What project management process group are you in? A. Initiating B. Planning C. Executing D. Monitoring and controlling
Answer A
Explanation High-level constraints are identified in the project charter, which is created during project initiating.
03-09 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?
A. Understand the experience of the sponsor on similar projects.
B. Create an activity list.
C. Make sure the project scope is defined.
D. Complete risk management and issue the responsibility assignment matrix.
Answer B
Explanation 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. Project scope must be defined before a WBS can be created. 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.
03-10 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. What advice would you offer?
A. Make sure you have a signed project charter and then start the WBS.
B. Create an activity list before creating a network diagram.
C. Document all the known risks before you document the high-level assumptions.
D. Finalize the quality management plan before you determine quality metrics.
Answer B
Explanation 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.
03-11 The BEST time to assign a project manager to a project is during: A. Integration. B. Project selection. C. Initiating. D. Planning.
Answer C
Explanation The project manager should be assigned during project initiating.
03-12 A project manager gets a call from 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 management process? A. Initiating B. Executing C. Monitoring and controlling D. Closing
Answer C
Explanation 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. The project manager is in project monitoring and controlling.
03-13 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? A. Corrective action B. Integrated change control C. Monitoring and controlling D. Project closing
Answer C
Explanation 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.
03-14 During a team meeting, a team member asks about the measurements that will be used on the project to assess 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? A. Closing B. Monitoring and controlling C. Executing D. Initiating
Answer C
Explanation This situation does not describe an actual measurement (a monitoring and controlling activity) but rather a meeting occurring during project executing.
03-15 Which of the following is the MOST appropriate thing to do during the initiating process group?
A. Create a detailed description of the project deliverables.
B. Get familiar with the company culture and structure as they relate to the project.
C. Identify the root cause of problems.
D. Ensure all project management processes are complete.
Answer B
Explanation 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 they relate to the project as early in the project as possible. This is the most appropriate choice to do in project initiating.
03-16 Which of the following is a characteristic of project management processes? A. Iterative B. Unique C. Unnecessary D. Standardized
Answer A
Explanation As the project life cycle progresses, more information becomes available, allowing the team to manage the project to a more detailed level.
03-17 Which project management process group generally takes the MOST project time and resources? A. Planning B. Design C. Integration D. Executing
Answer D
Explanation Did you notice that planning and executing are the only process groups offered as choices? Therefore, design and integration can be eliminated as options. Doing the actual work (in executing) will generally take the most project time and resources.
03-18 All of the following must be performed during project initiating EXCEPT:
A. Identify and document business needs.
B. Create a project scope statement.
C. Divide a large project into phases.
D. Accumulate and evaluate historical information.
Answer B
Explanation A project scope statement is created during project planning.
03-19 Closure includes all of the following EXCEPT:
A. Determining performance measures.
B. Turning over the product of the project.
C. Documenting the degree to which each project phase was properly closed after its completion.
D. Updating the company’s organizational process assets.
Answer A
Explanation 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.
03-20 The first phase of your project has come to an end. What is the MOST important thing to ensure is done BEFORE beginning the next phase?
A. Verify that the resources are available for the next phase.
B. Check the project’s progress compared to its baselines.
C. Confirm that the phase has reached its objectives, and have its deliverables formally accepted.
D. Recommend corrective action to bring the project results in line with project expectations.
Answer C
Explanation A phase or project must be formally closed and accepted
03-21 During which process group does the team measure and analyze the work being done on the project? A. Initiating B. Executing C. Monitoring and controlling D. Closing
Answer C
Explanation During monitoring and controlling, project performance is measured and needed changes are identified and approved.
03-22 Which process groups must be included in every project?
A. Planning, executing, and closing
B. Initiating, planning, and executing
C. Initiating, planning, executing, monitoring and controlling, and closing
D. Planning, executing, and monitoring and controlling
Answer C
Explanation All five process groups are addressed in each project. It is the responsibility of the project manager to determine the level of attention to give to each process group.
03-23 Which of the following is the MOST appropriate thing to do in project closing?
A. Work with the customer to determine acceptance criteria.
B. Collect historical information from previous projects.
C. Confirm all the requirements in the project have been met.
D. Gain formal approval of the management plans.
Answer C
Explanation Collecting historical information and determining high-level acceptance criteria are 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.
03-24 Which process group focuses on completing the requirements of the project? A. Initiating B. Planning C. Executing D. Closing
Answer C
Explanation Project executing is where work is done to produce the product of the project.
03-25 All of the following occur during the planning process group EXCEPT: A. Develop Project Charter. B. Create WBS. C. Estimate Costs. D. Sequence Activities.
Answer A
Explanation Develop Project Charter occurs during project initiating.
03-26 A market demand, a business need, and/or a legal requirement are examples of:
A. Reasons to hire a project manager.
B. Reasons projects are initiated.
C. Reasons people or businesses become stakeholders.
D. Reasons to sponsor a project.
Answer B
Explanation These are all reasons projects are initiated.
04-01 The need for \_\_\_ is one of the major driving forces for communication in a project. A. Optimization B. Integrity C. Integration D. Differentiation
Answer C
Explanation The project manager is an integrator. This is a question about your role as an integrator and communicator.
04-02 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?
A. The project is incomplete because it needs to be replanned.
B. The project is incomplete until all project and product deliverables are complete and accepted.
C. The project is complete because the customer has accepted the deliverables.
D. The project is complete because it has reached its due date.
Answer B
Explanation 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 and all project deliverables are accepted. The lessons learned are project management deliverables, and therefore must be completed for the project to be complete.
04-03 When it comes to changes, the project manager's attention is BEST focused on: A. Making changes. B. Tracking and recording changes. C. Informing the sponsor of changes. D. Preventing unnecessary changes.
Answer D
Explanation Project managers should be proactive. The only proactive answer here is preventing unnecessary changes.
04-04 The customer on a project tells the project manager they have run out of money to pay for the project. What should the project manager do FIRST?
A. Shift more of the work to later in the schedule to allow time for the customer to get the funds.
B. Close Project or Phase.
C. Stop work.
D. Release part of the project team.
Answer B
Explanation Every project must be closed, as closure provides benefit to the performing organization. This means simply stopping work is not the best choice. Shifting work and 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 the Close Project or Phase process.
04-05 All of the following are parts of an effective change management plan EXCEPT: A. Procedures. B. Standards for reports. C. Meetings. D. Lessons learned.
Answer D
Explanation 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.
04-06 A work authorization system can be used to:
A. Manage who does each activity.
B. Manage when and in what sequence work is done.
C. Manage when each activity is done.
D. Manage who does each activity and when it is done.
Answer B
Explanation 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.
04-07 A project is plagued by changes to the project charter. Who has the primary responsibility to decide if these changes are necessary? A. The project manager B. The project team C. The sponsor D. The stakeholders
Answer C
Explanation 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.
04-08 Effective project integration usually requires an emphasis on:
A. The personal careers of the team members.
B. Timely updates to the project management plan.
C. Effective communication at key interface points.
D. Product control.
Answer C
Explanation 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.
04-09 Integration is done by the: A. Project manager. B. Team. C. Sponsor. D. Stakeholders.
Answer A
Explanation Integration is a key responsibility of the project manager.
04-10 Which of the following BEST describes the project manager’s role as an integrator?
A. Help team members become familiar with the project.
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 members together into a cohesive whole.
Answer B
Explanation Integration refers to combining activities, not team members.
04-11 Approved corrective actions are an input to which of the following processes? A. Validate Scope B. Direct and Manage Project Work C. Develop Project Charter D. Develop Schedule
Answer B
Explanation Direct and Manage Project Work is the only correct response.
04-12 Double declining balance is a form of: A. Decelerated depreciation. B. Straight line depreciation. C. Accelerated depreciation. D. Life cycle costing.
Answer C .
Explanation 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.
04-13 Which of the following BEST describes what a project charter may be used for when the work is being completed?
A. To make sure all the team members are rewarded
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
Answer B
Explanation 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.
04-14 Which of the following BEST describes a project management plan?
A. A printout from project management software
B. A bar chart
C. Risk, human resource., process improvement, and other management plans
D. The project scope
Answer C
Explanation The project management plan includes 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.
04-15 Which of the following is TRUE about the development of a project charter?
A. The sponsor creates the project charter, and the project manager approves it.
B. The project team creates the project charter, and the PMO approves it.
C. The executive manager creates the project charter, and the functional manager approves it.
D. The project manager creates the project charter, and the sponsor approves it.
Answer D
Explanation The project manager may create the project charter, but it is approved and authorized by the project sponsor, giving the project manager authority to proceed with the project.
04-16 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?
A. The sponsor creates the project management plan based on input from the project manager.
B. The functional manager creates the project management plan based on input from the project
manager.
C. The project manager creates the project management plan based on input from senior
management.
D. The project manager creates the project management plan based on input from the team.
Answer D
Explanation If we were to rephrase the question, it would be 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.
04-17 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 reporting structure
Answer B
Explanation 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.
04-18 The project manager is working to clearly describe the level of involvement expected from everyone on the project in order to prevent rework, conflict, and coordination problems. Which of the following BEST describes the project managers efforts?
A. Develop Project Management Plan and Plan Quality Management
B. Manage Stakeholder Engagement and Direct and Manage Project Work
C. Validate Scope and Control Quality
D. Identify Risks and Develop Project Team
Answer A
Explanation 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 Management. Coordination and
conflict prevention relate to Develop Project Management Plan, and preventing rework is part of Plan Quality Management.
04-19 All of the following are parts of the Direct and Manage Project Work process EXCEPT: A. Identifying changes. B. Using a work breakdown structure. C. Implementing corrective actions. D. Setting up a project control system.
Answer D
Explanation 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 the exception.
04-20 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:
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 characterized by poor performance, low morale, high levels of conflict, and high
turnover.
Answer D
Explanation A project manager must manage and integrate all aspects of a project. If all activities are delegated, chaos ensues and team members will spend more time jockeying for position than completing activities.
04-21 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. Show how the resources were originally promised to your project.
B. Replan the project without the resources.
C. Explain the impact if the promised resources are not made available.
D. Crash the project.
Answer C
Explanation Crashing and replanning are essentially delaying the situation. 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.”
04-22 The primary customer of a project has requested an application change during user testing. As project manager, how should you BEST address this issue?
A. Develop a risk mitigation plan.
B. Create a formal change request.
C. Inform the project sponsor of changes to scope, cost, and schedule.
D. Ensure the scope change complies with all relevant contractual provisions.
Answer B
Explanation Your first action is to formally document the requested change to the requirements, and then follow the integrated change control process.
04-23 The project manager has just received a change from the customer that does not affect the project
schedule and is easy to complete. What should the project manager do FIRST?
A. Make the change happen as soon as possible.
B. Contact the project sponsor for permission.
C. Go to the change control board.
D. Evaluate the impacts on other project constraints.
Answer D
Explanation 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 change.
04-24 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?
A. Ask management how the new project will use resources.
B. Resource level your project.
C. Crash your project.
D. Ask management how the new project will affect your project.
Answer D
Explanation 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.
04-25 You were 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? A. Check risk status. B. Check cost performance. C. Determine a management strategy. D. Tell the team your objectives.
Answer C
Explanation 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.
04-26 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? A. Discuss it with the project team. B. Recalculate baselines. C. Renegotiate the contract. D. Meet with the customer.
Answer D
Explanation First, you need to find out why the customer is not happy. Then meet with the team and determine options.
04-27 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 into 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?
A. 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.
B. Clarify the reasoning behind documentation being a problem, get the accounting department
to assist the team member, and respond to the minor stakeholder.
C. Add the implemented corrective action to the change log, discuss the value of documentation
at the next team meeting, and smooth the team member’s issue with the accounting
department.
D. Find out who caused the problem with 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.
Answer C
Explanation 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 members note is about a noncritical 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 noncritical 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 the change log 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’s issue with the accounting department.
04-28 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?
A. Compress the schedule to recover the two weeks.
B. Cut scope to recover the two weeks.
C. Consult with the sponsor about options.
D. Advise the client of the impact of the change.
Answer C
Explanation Do you 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 sponsor.
04-29 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:
A. Management by objectives.
B. Lack of a change management plan.
C. Good team relations.
D. Lack of a clear work breakdown structure.
Answer B
Explanation 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.
04-30 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?
A. Ask the team member how the need for the functionality was determined.
B. Hold a meeting to review the team members completed work.
C. Look for other added functionality.
D. Ask the team member how he knows there is no time, cost, or quality impact.
Answer D
Explanation Notice that the first paragraph is extraneous. Also notice that the question states that the change has already been made. The project managers actions would be different if the change had not been made. The project manager, with the help of others, must determine 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 managers analysis of the impacts to the project as a whole by finding out what analysis has already been done. This change minimally involves a change to the scope baseline, and likely other baselines. A change request must ultimately be submitted to integrated change control, but that is not listed as an option.
04-31 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: A. Fixed costs. B. Sunk costs. C. Direct costs. D. Variable costs.
Answer B
Explanation Sunk costs are expended costs. The rule is that they should not be considered when deciding whether to continue with a troubled project.
04-32 Which of the following sequences represents straight line depreciation? A. $100, $100, $100 B. $100, $120, $140 C. $100, $120, $160 D. $160, $140, $120
Answer A
Explanation Straight line depreciation uses the same amount each time period.
04-33 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 comes 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 his 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 department and complain again about their missing the deadline for submission
of scope.
B. Look for how this change will impact the cost to complete the work package and the quality of
the product of the work package.
C. 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.
D. Ask the department if they have any other changes.
Answer B
Explanation 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, and therefore complaining is not best. 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, so changing the way the company is organized cannot be best. The departments 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.
04-34 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? A. Project A B. Project B C. Project C D. Project D
Answer C
Explanation 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.
04-35 An output of the Close Project or Phase process is the creation of: A. Project archives. B. A project charter. C. A project management plan. D. A risk management plan.
Answer A
Explanation The project charter is created in initiating. The project management plan and risk management plan are outputs of project planning. Project records are archived in the Close Project or Phase process.
04-36 All of the following occur during the Close Project or Phase process EXCEPT: A. Creating lessons learned. B. Formal acceptance. C. Performance reporting. D. Performing cost-benefit analysis.
Answer D
Explanation 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.
04-37 Which of the following is included in a project charter? A. A risk management strategy B. Work package estimates C. Detailed resource estimates D. The business case for the project
Answer D
Explanation 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.
04-38 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?
A. It describes the details of what needs to be done.
B. It lists the names of all team members.
C. It gives the project manager authority.
D. It describes the history of similar or related projects.
Answer C
Explanation 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.
04-39 Linear programming is an example of what type of project selection criteria? A. Constrained optimization B. Comparative approach C. Benefit measurement D. Impact analysis
Answer A
Explanation Constrained optimization uses mathematical models. Linear programming is a mathematical model.
04-40 You have been involved in creating 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?
A. Set up an integrated change control process.
B. Show your manager the impact of proceeding without approval.
C. Focus on completing projects that have signed project charters.
D. Start work on only the critical path activities.
Answer B
Explanation 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.
04-41 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?
A. Develop a project charter.
B. Reestimate the project schedule with input from the engineering department.
C. Validate the scope of the new work with the help of the stakeholders.
D. Identify specific changes to the existing work.
Answer A
Explanation 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. Validating 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.
04-42 All technical work is completed on the project. Which of the following remains to be done? A. Validate Scope B. Plan Risk Responses C. Create a staffing management plan D. Complete lessons learned
Answer D
Explanation Did you pick Validate Scope? Then you may have forgotten that the Validate 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.
04-43 Which of the following BEST reflects the phrase “influencing the factors that affect change
A. Telling people that changes are not allowed after planning is complete
B. Determining the sources of changes and fixing the root causes
C. Adding more activities to the work breakdown structure to accommodate risks
D. Calculating the impact of changes to date on the project
Answer B
Explanation 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.
05-01 A work breakdown structure numbering system allows the project team to:
A. Systematically estimate costs of work breakdown structure elements.
B. Provide project justification.
C. Identify the level at which individual elements are found.
D. Use it in project management software.
Answer C
Explanation 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 dictionary.
05-02 The work breakdown structure can BEST be thought of as an effective aid for communications. A. Team B. Project manager C. Customer D. Stakeholder
Answer D
Explanation 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.
05-03 Which of the following is a KEY output of the Validate Scope process?
A. A more complete scope management plan
B. Customer acceptance of project deliverables
C. Improved schedule estimates
D. An improved project management information system
Answer B
Explanation The output of the Validate Scope process is customer acceptance of project deliverables. The other choices all happen during project planning, well before the time the Validate Scope process takes place.
05-04 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 contains detailed descriptions of work packages? A. WBS dictionary B. Activity list C. Project scope statement D. Scope management plan
Answer A
Explanation 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.
05-05 During which part of the project management process is the project scope statement created? A. Initiating B. Planning C. Executing D. Monitoring and controlling
Answer B
Explanation The project scope statement is an output of the Define Scope process, which occurs during project planning.
05-06 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: A. Remains the same. B. Decreases. C. Decreases then increases. D. Increases.
Answer D
Explanation 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.
05-07 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:
A. Let the sponsor know of the stakeholders’ request.
B. Evaluate the impact of adding the scope.
C. Tell the stakeholders the scope cannot be added.
D. Add the work if there is time available in the project schedule.
Answer C
Explanation Although one could let the sponsor know about the stakeholders’ request, the best choice listed would be to say no, as this was already considered. An even better choice would be to find the root cause of the problem, but that choice is not listed here.
05-08 A new project manager is being mentored by a more experienced PMP-certified project manager. The new project manager is having difficulty finding enough time to manage the project because the project scope is 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?
A. Communicating with the customer
B. Showing calendar dates for each work package
C. Showing the functional managers for each team member
D. Showing the business need for the project
Answer A
Explanation A WBS does not show dates or responsibility assignments. The business need is described in the project charter. In this situation, the project scope is 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.
05-09 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: A. Change management process. B. Scope management. C. Quality analysis. D. Scope decomposition.
Answer B
Explanation 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.
05-10 When should the Validate Scope process be done?
A. At the end of the project
B. At the beginning of the project
C. At the end of each phase of the project
D. During the planning processes
Answer C
Explanation The Validate 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 interim deliverables.
05-11 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 validation when the customer notifies the project manager that they want to make a major change to the scope. The project manager should:
A. Meet with the project team to determine if this change can be made.
B. Ask the customer for a description of the change.
C. Explain that the change cannot be made at this point in the process.
D. Inform management.
Answer B
Explanation 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.
05-12 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. Work breakdown structures will prevent work from slipping through the cracks.
B. Work breakdown structures are only needed on large projects.
C. Work breakdown structures are required only if the project involves contracts.
D. Work breakdown structures are the only way to identify risks.
Answer A
Explanation 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.
05-13 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. The most valuable result of a WBS is:
A. A bar chart.
B. Team buy-in.
C. Activities.
D. A list of risks.
Answer B
Explanation 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.
05-14 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?
A. Until it has a meaningful conclusion
B. Until it cannot be logically subdivided further
C. Until it can be done by one person
D. Until it can be realistically estimated
Answer C
Explanation 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.
05-15 A project manager may use to make sure the team members clearly know what work is included in each of their work packages. A. The project scope statement B. The product scope C. The WBS dictionary D. The schedule
Answer C
Explanation 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.
05-16 The MAIN purpose of writing a user story is:
A. To document features or functions required by stakeholders.
B. To create a record of issues encountered on the project.
C. To perform what-if analysis.
D. To communicate progress.
Answer A
Explanation A user story is a way of stating a requirement, often using the following format: As a , I want , so that User stories may be developed in facilitated workshops or as part of other requirements-gathering methods.
05-17 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. Which of the following processes should the project manager be MOST concerned with before moving into the final phase? A. Validate Scope B. Control Quality C. Manage Communications D. Control Costs
Answer A
Explanation The Validate 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.
05-18 You are managing a six-month project and have held bi-weekly 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:
A. Monitor and Control Risks.
B. Control Schedule.
C. Define Scope.
D. Control Scope.
Answer C
Explanation 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.
05-19 All of the following are parts of the scope baseline EXCEPT the: A. Scope management plan. B. Project scope statement. C. Work breakdown structure. D. WBS dictionary.
Answer A
Explanation The scope baseline includes the WBS, WBS dictionary, and the project scope statement. The scope management plan is not part of the scope baseline.
05-20 One of the stakeholders on the project contacts the project manager to discuss some additional scope they 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?
A. Ask the stakeholder if there are any more changes expected.
B. Complete integrated change control.
C. Make sure the impact of the change is understood by the stakeholder.
D. Find out the root cause of why the scope was not discovered during project planning.
Answer B
Explanation 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.
05-21 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.
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.
Answer D
Explanation 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.
05-22 The development of the scope baseline can BEST be described as involving: A. The functional managers. B. The project team. C. All the stakeholders. D. The project expediter.
Answer B
Explanation 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.
05-23 Which of the following is an output of the Collect Requirements process? A. Requirements traceability matrix B. Project scope statement C. Work breakdown structure D. Change requests
Answer A
Explanation 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 Validate Scope and Control Scope processes. The requirements traceability matrix is an output of the Collect Requirements process, and is used to track the requirements throughout the life of the project.
05-24 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. Support the stakeholder by asking the board for the reason for the rejection.
B. Suggest to the stakeholder that the next change they request will be approved.
C. Document the outcome of the change request.
D. Advise the change control board to make sure they create approval processes before the next
change is proposed.
Answer C
Explanation There is no reason to think that the boards 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.
05-25 The cost performance index (CPI) on the project is 1.13, and the benefit cost ratio is 1.2. The project scope 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. Having to cut costs on the project and increase benefits
B. Making sure the customer has approved the project scope
C. Not being able to measure completion of the product of the project
D. Having to add resources to the project
Answer C
Explanation There are many pieces of data in this question that are abstracters 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.
05-26 Validate Scope is closely related to: A. Control Quality. B. Sequence Activities. C. Perform Quality Assurance. D. Time Management.
Answer A
Explanation Control Quality checks for correctness, and Validate Scope checks for acceptance.
05-27 Which of the following can create the MOST misinterpretation of the project scope statement?
A. Imprecise language
B. Poor pattern, structure, and chronological order
C. Small variations in size of work packages or detail of work
D. Too much detail
Answer A
Explanation 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.
05-28 Which of the following is CORRECT in regard to the Control Scope process?
A. Effective scope definition can lead to a more complete project scope statement.
B. The Control Scope process must be done before scope planning.
C. The Control Scope process must be integrated with other control processes.
D. Controlling the schedule is the most effective way of controlling scope.
Answer C
Explanation Though 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 control. 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 Control Scope process with other control processes is the best answer.
05-29 Which of the following BEST describes the Validate Scope process?
A. It provides assurances that the deliverable meets the specifications, is an input to the project
management plan, and is an output of Control Quality.
B. It ensures the deliverable is completed on time, ensures customer acceptance, and shows the
deliverable meets specifications.
C. It ensures customer acceptance, shows the deliverable meets specifications, and provides a
chance for differences of opinion to come to light.
D. It is an output of Control Quality, occurs before Define Scope, and ensures customer
acceptance.
Answer C
Explanation The project management plan is completed before the Validate Scope process. The Validate Scope process does not deal with time, but rather acceptance. The Validate Scope process does not occur before the Define Scope process. The choice stating that the Validate 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.
05-30 Which of the following BEST describes product analysis?
A. Working with the customer to determine the product description
B. Mathematically analyzing the quality desired for the project
C. Gaining a better understanding of the product of the project in order to create the project
scope statement
D. Determining whether the quality standards on the project can be met
Answer C
Explanation 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 Management 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.
06-01 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? A. Critical path method B. Flowchart C. Precedence diagramming D. Work breakdown structure
Answer A
Explanation 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.
06-02 A dependency requiring that design be completed before manufacturing can start is an example of a(n): A. Discretionary dependency. B. External dependency. C. Mandatory dependency. D. Scope dependency.
Answer C
Explanation 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 “requiring.” Since the dependency is required, it could not be discretionary and
therefore must be mandatory. The question defines a mandatory dependency.
06-03 Which of the following are GENERALLY illustrated BETTER by bar charts than network diagrams? A. Logical relationships B. Critical paths C. Resource trade-offs D. Progress or status
Answer D
Explanation 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.
06-04 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? A. 1 B. 1.3 C. 6 D. 3
Answer A
Explanation The beta standard deviation is computed by (P - 0)/6. Therefore, the answer is (18 - 12)/6 = 6/6 = 1.
06-05 A heuristic is BEST described as a: A. Control tool. B. Scheduling method. C. Planning tool. D. Generally accepted rule.
Answer D
Explanation A heuristic is a generally accepted rule. Examples are cost per line of code, cost per square foot of floor space, etc.
06-06 Lag means:
A. The amount of time an activity can be delayed without delaying the project finish date.
B. The amount of time an activity can be delayed without delaying the early start date of its successor.
C. Waiting time.
D. The product of a forward and backward pass.
Answer C
Explanation 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.
06-07 Which of the following is the BEST project management tool to use to determine the longest time the project will take? A. Work breakdown structure B. Network diagram C. Bar chart D. Project charter
Answer B
Explanation 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 activities from the activity list and a 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.
06-08 Which of the following is CORRECT?
A. The critical path helps prove how long the project will take.
B. There can be only one critical path.
C. The network diagram will change every time the end date changes.
D. A project can never have negative float.
Answer A
Explanation 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.
06-09 What is the duration of a milestone?
A. It is shorter than the duration of the longest activity.
B. It is shorter than the activity it represents.
C. It has no duration.
D. It is the same length as the activity it represents.
Answer C
Explanation A milestone represents the completion of a series of activities or work packages. Therefore, it takes no time of its own.
06-10 Which of the following BEST describes the relationship between standard deviation and risk?
A. There is no relationship.
B. Standard deviation tells you if the estimate is accurate.
C. Standard deviation tells you how uncertain the estimate is.
D. Standard deviation tells you if the estimate includes a pad.
Answer C
Explanation 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.
06-11 The float of an activity is determined by:
A. Performing a Monte Carlo analysis.
B. Determining the waiting time between activities.
C. Determining lag.
D. Determining the length of time the activity can be delayed without delaying the critical path.
Answer D
Explanation The total float of an activity is the length of time the activity can be delayed withoutdelaying the critical path.
06-12 A project has three critical paths. Which of the following BEST describes how this affects the project? A. It makes it easier to manage. B. It increases the project risk. C. It requires more people. D. It makes it more expensive.
Answer B
Explanation 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.
06-13 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? A. Perform a Monte Carlo analysis. B. Fast track the project. C. Perform resource optimization. D. Analyze the life cycle costs.
Answer C
Explanation 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. Resource optimization is the only choice that will definitely affect resources.
06-14 When is a milestone chart used instead of a bar chart? A. Project planning B. Reporting to team members C. Reporting to management D. Risk analysis
Answer C
Explanation 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.
06-15 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? A. Fast track the project. B. Level the resources. C. Crash the project. D. Perform Monte Carlo analysis.
Answer C
Explanation 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.
06-16 Which of the following is the BEST thing to do when asked to complete a project two days earlier than planned?
A. Tell senior management that the projects critical path does not allow the project to be finished
earlier.
B. Tell your boss.
C. Meet with the team to look at options for crashing or fast tracking the critical path.
D. Work hard and see what the project status is next month.
Answer C
Explanation This is another question that asks about problem solving. Neither telling the boss nor waiting to see the status next month tries 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 compressing the schedule (by crashing or fast tracking) relates to problem solving.
06-17 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 looking at the:
A. Risk impact of crashing each activity.
B. Customer’s opinion of which activities to crash.
C. Boss’s opinion of which activities to crash and in which order.
D. Project life cycle phase in which the activity is due to occur.
Answer A
Explanation 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.
06-18 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? A. Sequence Activities B. Develop Schedule C. Define Scope D. Develop Project Charter
Answer B
Explanation By the time this process is taking place, Develop Project Charter, Define Scope, and Sequence Activities would be completed. The process defined in the question is Develop Schedule.
06-19 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?
A. Cut product scope.
B. Meet with management and tell them the required date cannot be met.
C. Work overtime.
D. Determine options for schedule compression and present management with his recommended option.
Answer D
Explanation This question again tests whether you know how to solve problems. Cutting product scope negatively affects the customer, and is therefore not best. A project managers 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.
06-20 During project planning, you estimate the time needed for each activity and then add up the estimates to create the project estimate. You commit to completing the project by this date. What is wrong with this scenario?
A. The team did not create the estimate, and estimating takes too long using that method.
B. The team did not create the estimate, and a network diagram was not used.
C. The estimate is too long and should be created by management.
D. The project estimate should be the same as the customers required completion date.
Answer B
Explanation 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.
06-21 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? A. Precedence diagramming method B. Arrow diagramming method C. Critical path method D. Operational diagramming method
Answer A
Explanation 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.
06-22 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? A. Mandatory dependency B. Discretionary dependency C. External dependency D. Heuristic
Answer B
Explanation The situation is neither mandatory nor driven by an external source. A heuristic is a general rule 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.
06-23 Based on the following, if you needed to shorten the duration of the project, which activity would
you try to shorten?
Activity Preceding Activity Duration in Weeks
Start None 0
A Start 1
B Start 2
C Start 6
D A 10
E B,C 1
F C 2
G D 3
H E 9
I F 1
End G, H, I 0
A. Activity B
B. Activity D
C. Activity H
D. Activity C
Answer D
Explanation 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 would be:
Paths Duration in Weeks
Start A,D,G, End 14
Start B,E,H, End 12
Start C,E,H, End 16
Start C,F,I, End 9
The 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 projects 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.
06-24 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?
A. The critical path is 67 hours.
B. The critical path changes to Start, B, D, End.
C. The critical path is Start, A, C, E, F, End.
D. The critical path increases by 12 hours.
Answer C
Explanation 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 as shown in the following table. 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.
Paths Duration
Start A,C.E,E,End 107
Start A,C,D,End 105
Start B,D,End 55
06-25 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? A. Change requests B. Schedule change control system C. Recommended corrective actions D. Reserves
Answer D
Explanation The Develop Schedule process includes all work and uses all inputs needed to come up with a finalized, realistic schedule. As part of the Estimate Activity Durations process, 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.
06-26 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: A. Communications management plan. B. Update management plan. C. Staffing management plan D. Schedule management plan.
Answer D
Explanation The schedule management plan is the most correct answer. It includes plans for how schedule changes will be managed.
06-27 A project manager is using weighted average duration estimates to perform schedule network analysis. Which type of mathematical analysis is being used? A. Critical path method B. Beta distribution C. Monte Carlo D. Resource leveling
Answer B
Explanation Beta distribution uses weighted averages to compute activity durations.
06-28 The WBS, estimates for each work package, and the network diagram are completed. The NEXT thing for the project manager to do is:
A. Sequence the activities.
B. Validate that they have the correct scope.
C. Create a preliminary schedule and get the team’s approval.
D. Complete risk management.
Answer C
Explanation Sequencing the activities is the same thing as creating a network diagram, so that has already been done. The Validate 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.
06-29 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? A. Create an activity list. B. Begin the work breakdown structure. C. Finalize the schedule. D. Compress the schedule.
Answer D
Explanation 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.
06-30 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. Which time management activity should you do NEXT? A. Control Schedule. B. Estimate Activity Resources. C. Analogously estimate the schedule. D. Gain approval.
Answer D
Explanation Notice how this question and the previous one seem very similar. 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 Develop Schedule, 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.
06-31 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 to develop a prototype (from past projects). This is an example of which of the following? A. Parametric estimating B. Three-point estimating C. Analogous estimating D. Monte Carlo analysis
Answer A
Explanation Monte Carlo analysis is a modeling, or simulation, technique. 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.
06-32 An activity has an early start (ES) of day 3, a late start (LS) of day 1 3, an early finish (EF) of day 9, and a late finish (LF) of day 19. The activity: A. Is on the critical path. B. Has a lag. C. Is progressing well D. Is not on the critical path.
Answer D
Explanation 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.
06-33 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 is expected to be 1.6, and the dependencies are preferential. Under these circumstances, what is the BEST thing to do?
A. Cut resources from an activity.
B. Make more activities concurrent.
C. Move resources from the preferential dependencies to the external dependencies.
D. Remove an activity from the project.
Answer B
Explanation 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 is to make more activities concurrent, as this would have less impact on the project.
06-34 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?
A. Project manager
B. Senior management
C. Project sponsor
D. Manager of the project management office
Answer A
Explanation Did you get lost looking at all the 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.
06-35 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? A. Detailed cost estimates B. Project management plans C. Bar charts D. Milestone reports
Answer D
Explanation 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.
06-36 Rearranging resources so that a constant number of resources is used each month is called: A. Crashing. B. Floating. C. Leveling. D. Fast tracking.
Answer C
Explanation The key to this question is the phrase “constant number used each month.” Only leveling has such an effect on the schedule.
06-37 Which of the following is a benefit of an analogous project estimate?
A. It will be closer to 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 managements expectations.
D. It helps the project manager determine if the project will meet the schedule.
Answer C
Explanation Remember that analogous project 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 managements expectations of how long the project will take. Any differences between the analogous estimate and the detailed bottom-up estimate can be reconciled in the planning processes.
06-38 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.
B. Make approved changes as needed, but retain the schedule baseline.
C. Make only the changes approved by management.
D. Talk to management before any changes are made.
Answer B
Explanation Waiting until ail 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.
