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Practise Exam Extra Questions Flashcards

1
Q

Which of the following are the basis for performing the validation and for final acceptance of the deliverables by the customer or sponsor?

a. Accepted deliverables as well as the requirements management plan
b. Acceptance criteria that has been formally signed off and approved by the customer or sponsor
c. Inspection of accepted deliverables against requirements documentation
d. Requirements documentation or the scope baseline as well as work performance data from other processes

A

d. Requirements documentation or the scope baseline as well as work performance data from other processes.

In the Validate scope process, the outputs obtained as a result of the Planning processes in the Project Scope Management Knowledge Area, such as the requirements documentation or the scope baseline, as well as the work performance data obtained from the Execution processes in other Knowledge Areas are the basis for performing the validation and for final acceptance.

See Section 5.5 Validate Scope

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2
Q

What process prioritizes individual project risks for future analysis or action by assessing their probability of occurrence and impact?

a. Monitor Risks
b. Perform Quantitative Risk Analysis
c. Perform Qualitative Risk Analysis
d. Plan Risk Responses

A

c. Perform Qualitative Risk Analysis

11.3 Perform Qualitative Risk Analysis: The process of prioritizing individual project risks for further analysis
or action by assessing their probability of occurrence and impact as well as other characteristics.

See Section 11.3 Perform Qualitative Risk Analysis

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3
Q

Which of the following are examples of source selection criteria?

a. Transportation organization and delivery resource
b. Delivery dates and financial stability
c. Vendor recommendations and scheduled milestones
d. Relevant experience and vendor costs

A

b. Delivery dates and financial stability

In choosing evaluation criteria, the buyer seeks to ensure that the proposal selected will offer the best quality for the services required. The source selection criteria may include but are not limited to:

  • capability and capacity,
  • product cost and life cycle cost,
  • delivery dates,
  • technical expertise and approach,
  • specific relevant experience,
  • Adequacy of the proposed approach and work plan in responding to the SOW,
  • Key staff’s qualifications, availability, and competence,
  • Financial Stability of the firm;
  • Management experience.
  • And suitability of the knowledge transfer program, including training.

See Section 12.1.3.5 Source Selection Criteria

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4
Q

The responsibility assignment matrix (RAM) is:

a. Used to identify accountabilities and responsibilities in individual performance appraisals of project team members.
b. Illustrates the connections between work packages or activities and project team members It ensures that there is only one person accountable for each.
c. Used for development of the project budget and network diagrams.
d. Developed at the activity level and used to closely link project roles and responsibilities to project network activities.

A

b.Illustrates the connections between work packages or activities and project team members It ensures that there is only one person accountable for each.

Responsibility assignment matrix (RAM). An example of a matrix-based chart is a responsibility assignment matrix (RAM) that shows the project resources assigned to each work package. It is used to illustrate the connections between work packages or activities and project team members.

See Section 9.1 2.2 Data Representation

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5
Q

Which of the following can be used as an input in the Direct and Manage Project Work process?

a. Work breakdown structure (WBS)
b. Agreements
c. Team charter
d. Project documents

A

d. Project documents

The Direct and Manage Project Work process involves the following inputs:

  • Project management plan,
  • project documents,
  • approved change requests,
  • enterprise environmental factors (EEFs),
  • and organizational process
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6
Q

Which of the following can be used as a tool and technique in the Monitor and Control Project Work process?

a. Critical path method (CPM)
b. Data gathering
c. Decision-making
d. Project management information system (PMIS)

A

c. Decision-making

The tools and techniques of the Monitor and Control Project Work process include:

  • Expert judgment,
  • data analysis,
  • decision making,
  • and meetings.

For more information,see Figure 4-10 Monitor and Control Project Work: Inputs, Tools Techniques, and Outputs

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7
Q

The main purpose of control charts is to :

a. Illustrate control limits that fit with sponsor requirements
b. Determine whether or not a process is stable or has predictable performance
c. Determine root cause analysis
d. illustrate how various factors might be linked to potential problems

A

b. Determine whether or not a process is stable or has predictable performance

Control charts are used to determine whether or not a process is stable or has predictable performance.

See Section 8.3.2.5 Data Representation

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8
Q

Which is the following definition of a RAC chart?

a. A calendar that identifies the working days and shifts upon which each specific resource is available.
b. An organizational chart that shows functional relationships between resources
c. A bar chart showing the amount of time that a resource is scheduled to work over a series of time periods.
d. A common type of responsibility assignment matrix to define the involvement of stakeholders in project activities.

A

d. A common type of responsibility assignment matrix to define the involvement of stakeholders in project activities.

RACI Chart. A common type of responsibility assignment matrix that uses responsible, accountable
consult, and inform statuses to define the involvement of stakeholders in project activities.

See RACI chart in the Glossary of the PMBOK Guide - Sixth Edition for full citation

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9
Q

The Perform Qualitative Risk Analysis process assesses the priority of identified risks using all of the following
EXCEPT:

a. Risk perceptions and biases
b. Relative probability or likelihood of occurrence of identified risks
c. Impact on project objectives if the identified risks occur
d. A mathematical technique, such as the expected monetary value (EMV), to create the impression of precision and accuracy

A

d. A mathematical technique, such as the expected monetary value (EMV), to create the impression of precision and accuracy

Perform Qualitative Risk Analysis is the process of prioritizing individual project risks for further analysis or action by assessing their probability of occurrence and impact as well as other characteristics. Risk perception introduces bias into the assessment of identified risks, so attention should be paid to identifying bias and correcting for it.

Section 11.3 Perform Qualitative Risk Analysis in PMBOK Guide-Sixth Edition for full citation .

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10
Q

Which of the following are tailoring considerations for Project Integration Management?

a. Project life cycle
b. Validation and control
c. On-demand scheduling
d. Project dimensions

A

a. Project life cycle

Considerations for tailoring project integration management include but are not limited to:

(1) Project life cycle
(2) Development life cycle,
(3) Management approaches,
(4) Knowledge management,
(5) Change,
(6) Governance,
(7) Lessons learned,
(8) Benefits.

See Section 4 Project Integration Management

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11
Q

Which of the following are tools and techniques of the Control Scope process?

a. Schedule network analysis
b. Duration-based analysis
c. Data analysis
d. Reserve analysis

A

c. Data analysis

Control Scope Tools Techniques:
- data analysis (variance analysis, trend analysis).
ee Figure 5 -17 on Control Scope Inputs, Tools Techniques, and Outputs

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12
Q

Project Cost Management includes all of the following processes EXCEPT:

a. Determine budget
b. Level resources
c. Plan cost management
d. Control costs

A

b. Level resources

Project Cost Management includes the processes involved in
- planning,
- estimating,
- budgeting,
- financing,
- funding,
- managing,
- and controlling costs
so that the project can be completed within the approved budget.
The Project Cost Management processes are:
- Plan Cost Management,
- Estimate Costs,
- Determine Budget,
- and Control Costs.

See Section 7 Project Cost Management in

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13
Q

Which two project management processes belong to the Initiating Process Group?

a. Develop Project Charter and Define Scope
b. Identify Stakeholders and Define Scope
c. Define Scope and Estimate Costs
d. Develop Project Charter and Identify Stakeholders

A

d. Develop Project Charter and Identify Stakeholders

Develop Project Charter and Identify Stakeholders are the two project management processes below to the Initiating Process Group.

See Section 2.1 and 2.2

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14
Q

Which of the following is a tool and technique to the Plan Schedule Management process?

a. Alternative analysis
b. Trend analysis
c. Reserve analysis
d. Variance analysis

A

a. Alternative analysis

Plan Schedule Management-Tools and Techniques:

  • Expert judgment;
  • data analysis (alternative analysis),
  • meetings.

See Figure 6-1 on Plan Schedule Management: Inputs , Tools Techniques, and
Outputs

Alternatives analysis: Alternatives analysis is used to select the corrective actions or a combination of corrective
and preventive actions to implement when a deviation occurs.

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15
Q

A documented economic feasibility study used to establish the validity of the benefits of a selected component lacking sufficient definition and that is used as a basis for the authorization of further project management activities is
which of the following?

a. Portfolio management plan
b. Business case
c. Project life cycle
d. Benefits management plan

A

b. Business case

The project business case is a documented economic feasibility study used to establish the validity
of the benefits of a selected component lacking sufficient definition and that is used as a basis for the
authorization of further project management activities.

See Section 1.2.6.1 Project Business Case

Business case: The business case documents the business need and the cost-benefit analysis that justifies the project.
Benefits management plan: The benefits management plan outlines the target benefits of the project.

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16
Q

Al of the following are data analysis techniques used in project closeout
EXCEPT:

a. Document analysis used to identify lessons learned and knowledge sharing for future projects and organizational assets improvements.
b. Variance analysis is used to improve the metrics of the organization by comparing what was initially planned and the end result.
c. Trend analysis used to validate the modules used in the organization and to implement adjustments for future projects
d. Regression analysis used to determine which individual project risks or other sources of uncertainty have the most potential impact on project outcomes

A

d. Regression analysis used to determine which individual project risks or other sources of uncertainty have the most potential impact on project outcomes

Tools and techniques include but are not limited to:

(1) Document analysis,
(2) Regression analysis,
(3) Trend analysis,
(4) Variance analysis.

See section 4.7.2 Close Project or Phase: Tools and
Techniques in the PMBOKR Guide-Sixth Edition for full citation

Document analysis: Assessing available documentation will allow identifying lessons learned and knowledge sharing for future projects and organizational assets improvement.
Regression analysis: This technique analyzes the interrelationships between different project variables that contributed to the project outcomes to improve performance on future projects.
Trend analysis: Trend analysis can be used to validate the models used in the organization and to implement adjustments for future projects.
Variance Analysis: Variance analysis can be used to improve the metrics of the organization by comparing what was initially planned and the end result.

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17
Q

Which of the following are considerations for tailoring for project schedule management?

a. Project durations, life cycle approach, and cost constraints
b. Life cycle approach, resource availability, and project dimensions
c. Governance, resource constraints, and project dimensions
d. Knowledge management, resource requirements and project deliverables

A

b. Life cycle approach, resource availability, and project dimensions

Because each project is unique, the project manager may need to tailor the way the Project Schedule
Management processes are a Considerations for tailoring include but are not limited to:
- life cycle approach,
- resource availability,
- project dimensions,
- and technology support.

See Section 6
Tailoring Considerations in the PMBOK Guide-Sixth Edition for full citation

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18
Q

Which of the following are the primary benefits of meeting quality requirements?

a. Sponsor acceptance and on-time schedule
b. Higher productivity and fewer change orders
c. Less rework and lower costs
d. Lower costs and fewer change orders

A

c. Less rework and lower costs

The primary benefits of meeting quality requirements include

  • less rework,
  • higher productivity,
  • lower costs,
  • increased stakeholder satisfaction,
  • and increased profitability.

See Section 8.1.2.3 Data Analysis in Project Quality Management

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19
Q

Agreements are an input to which project Integration Management process?

a. Direct and Manage Project Work
b. Perform Integrated Change Control
c. Develop Project Charter
d. Develop Project Management Plan

A

c. Develop Project Charter

Develop Project Charter Inputs:

  • Business documents (Business case);
  • Agreements; Enterprise environmental factors;
  • Organizational process assets.

See Figure 4-2. Develop Project Charter: Inputs, Tools Techniques, and Outputs

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20
Q

All of the following are inputs to the implement Risk Responses process
EXCEPT:

a. Project documents
b. Issue log
c. Proiect management plan
d. Organizational project assets

A

b. Issue log

Implement Risk Responses-inputs:
- project management plan (risk management plan),
- project documents lessons learned register,
- risk register (risk report)
- and organizational process assets.
See Figure 11-18. Implement Risk Responses : Inputs , Tools Techniques,

21
Q

Project cost control includes all of the following EXCEPT:

a. Influencing the factors that create changes to the authorized cost baseline.
b. Allocating the overall estimates to individual work packages to establish a cost baseline
c. Monitoring cost performance to isolate and understand variances from the approved cost baseline
d. Informing appropriate stakeholders of all approved changes and associated cost

A

b. Allocating the overall estimates to individual work packages to establish a cost baseline

Project cost control includes:

  • Influencing the factors that create changes to the authorized cost baseline,
  • monitoring cost performance to isolate and understand variances from the approved cost baseline,
  • monitoring work performance against funds expended,
  • preventing unapproved changes from being included in the reported cost or resource usage,
  • informing appropriate stakeholders of all approved changes and associated costs,
  • and bringing expected cost overruns within acceptable limits.

See Section 74 Control Costs in PMBOK Guide Sth Edition for full citation

22
Q

All of the following are inputs to the Identify Risks process EXCEPT:

a. Risk mitigation plan
b. Scope baseline
c. Quality management plan
d. Risk management plan

A

a. Risk mitigation plan

Identify Risks: Inputs:

  • project management plan (requirements management plan, schedule management plan, cost management plan, quality management plan, resource management plan, risk management plan, scope baseline, schedule baseline, cost baseline),
  • Project documents (Assumption log, cost estimates, duration estimates, issue log, lessons leamed register, requirements documentation, resource require requirements, stakeholder register),
  • Agreements,
  • procurement documentation,
  • enterprise environmental factors,
  • organizational process assets.

See Figure 11-6 identify Risks: Inputs Tools & Techniques and Outputs n PMBOKGue-Sth Eton for full citation

23
Q

All of the following are inputs to Manage Project Knowledge EXCEPT:

a. Lessons learned register
b. Deliverables
c. Knowledge management
d. Project management plan

A

c. Knowledge management

The following are considered appropriate inputs for the Manage Project Knowledge process:

(1) Project management plan;
(2) Project documents (Lessons learned register, project team assignments, Resource breakdown structure, stakeholder register);
(3) Deliverables;
(4) Enterprise environmental factors,
(5) Organizational process assets.

See Section 4.4.1 Manage Project Knowledge: Inputs in the PMBOK Guide-Sixth

24
Q

What type of chart is well-suited for displaying detailed descriptions of team member responsibilities?

a. Organizational chart
b. Hierarchical-type
c. Graphic-display
d. Text-oriented

A

d. Text-oriented

Text-oriented formats Team member responsibilities that require detailed descriptions can be specified in text-orented formats. Usually in outline form. these documents provide information such as responsibilities, authority, competencies, and qualifications. The documents are known by various names including position descriptions and role-responsibility-authority forms.

See Section 9.1.2.2. Data representation

25
Q

Project Quality Management includes all of the following EXCEPT:

a. The project manager and team are responsible for managing trade-offs associated with delivering the required levels of both quality and grade.
b. Project life cycles range along a continuum from predictive to adaptive or agile.
c. Project managers may need to be familiar with sampling
d. Prevention is preferred over inspection

A

b. Project life cycles range along a continuum from predictive to adaptive or agile.

Key concepts for Project Quality Management include but are not limited to:

  • Addresses the management of the project and the deliverables of the project Quality and grade are different concepts,
  • Prevention is preferred over inspection,
  • Project managers may need to be familiar with sampling;
  • Many projects establish tolerances and control limits for project and product measurements.

See Section X4 . 5 in PMBOK Guide-Sixth Edition for full citation.

26
Q

Statement of work, payment information and contractor work performance information are examples of which of the following documents?

a. Requirements documentation
b. Technical documentation
c. Procurement documents
d. Scope statement documents

A

c. Procurement documents

Procurement documentation contains complete supporting records for administration of the procurement processes. Procurement documentation includes the statement of work, payment information, contractor work performance information plans, drawings, and other correspondence.

See Section 12.3.1.4 Procurement Documentation in the
PMBOK GUide - Sixth Edition for full citation

27
Q

The major processes of Project Communications Management are:

a. Plan Communications, Distribute information and Schedule Reporting
b. Plan Communications Management, Develop Responses, Report Progress and Distribute Information
c. Distribute Information, Report Changes, Update Project Documents, and Accept Project
d. Plan Communications Management, Manage Communications and Monitor Communications

A

d. Plan Communications Management, Manage Communications and Monitor Communications

The Project Communications Management processes are:
- Plan Communications Management-the process of developing an appropriate approach and plan for project communication activities;
- Manage Communications-the process of ensuring timely and appropriate collection, creation, distribution, storage, retrieval, management, monitoring, and the ultimate disposition of project information;
- Monitor communications the process of ensuing e information needs of the project and
its stakeholders are met.

See Section 10 Project Communications Management

28
Q

What input to the Manage Quality process may influence quality assurance work and should be monitored within the context of a configuration management system?

a. Quality metrics
b. Project documents
c. Process improvement plan
d. Quality management plan

A

b. Project documents?

The process of translating the quality management plan into executable quality activities that
incorporate the organization’s quality policies into the project. Inputs include:
- Project management plan (quality management plan);
- Project documents (lessons learned register, quality control, measurements, quality metrics, risk report);
- Organizational process assets;

See Section 8.2 Manage Quality

29
Q

All of the following are inputs to the Estimate Activity Resources process EXCEPT:

a. Resource management plan
b. Activity list
c. Resource breakdown structure (RBS)
d. Enterprise environmental factors

A

c. Resource breakdown structure (RBS)

Estimate Activity Resources: Inputs:

  • Project management plan (resource management plan scope baseline);
  • Project documents (activity attributes, activity list assumption log, cost estimates, resource calendars, risk register);
  • Enterprise environmental factors;
  • Organizational process assets.

See Figure 9-5 Estimate Activity Resources Inputs, Tools Techniques, and Outputs

30
Q

Which of the following is the LARGEST part among the four of the project managers’ role?

a. Developing skills and abilities
b. Dealing with people
c. Adhering to the schedule
d. Operating within budget

A

b. Dealing with people

A large part of the project manager’s role involves dealing with people. The project manager should
study people’s behaviors and motivations. The project manager should strive to be a good leader because leadership is crucial to the success of projects in organizations.

See Section 3.4.4.1 Dealing with People

31
Q

Lessons learned documentation generally includes all of the following EXCEPT:

a. Causes of issues
b. Updates of the statement of work to reflect training and learning requirements
c. Other types of lessons leamed about communications management
d. Reasoning behind the corrective action chosen

A

c. Other types of lessons leamed about communications management

The lessons leamed register includes the impact, recommendations, and proposed actions associated with the situation. Thereafter it is used as an input and updated as an output in many processes throughout the project The persons or teams involved in the work are also involved in capturing the lessons learned.

See Section 4.4.3.1 Lessons Learned Register

32
Q

What is the definition of Plan Resource Management?

a. The process of defining how to estimate, acquire, manage, and use physical and team resources
b. The process of identifying resources and associated costs
c. The process of mapping project resources to deliverables and project budget
d. The process of creating a formal document defining resource budgets

A

a. The process of defining how to estimate, acquire, manage, and use physical and team resources

Plan Resource Management is the process of defining how to estimate, acquire, manage, and use
team and physical resources.

See Section 9.1 Plan Resource Management

33
Q

Which of the following represents processes concerned with establishing and controlling the cost baseline?

a. Determine Budget and Control Costs
b. Plan Resource Management, Cost Estimating, and Cost Control
c. Plan Resource Management and Control Costs
d. Estimate Costs, Develop Budget and Adhere to Baseline

A

a. Determine Budget and Control Costs

The cost baseline is the approved version of the time-phased project budget, excluding any management
reserves, which can only be changed through formal change control procedures. It is used as a basis for comparison to actual results. The cost baseline is developed as a summation of the approved budgets for the different schedule activities

See Section 7.3.3.1 Cost Baseline

34
Q

Which type of float is described as the amount of time that a scheduled activity can be delayed or extended from its early start date without delaying the project finish date or violating a schedule constraint?

a. Free float
b. Total float
c. Positive float
d. Negative float

A

b. Total float

On any network path, the total float or schedule flexibility is measured by the amount of time that a
schedule activity can be delayed or extended from its early start date without delaying the project
finish date or violating a schedule constraint.

See Section 6.5.2.2 Critical Path Method

35
Q

Leadership and management are ultimately about being able to get things done, and power plays an important part. Which of the following best describes the various forms of power?

a. Positional, referent, personal, cultural, and relational
b. Referent, personal, expertise, and cultural
c. Positional and pressure-based
d. Positional, personal, relational, guilt-based informational, and expertise

A

c. Positional and pressure-based

Various forms of power include but are not limited to:

  • Positional,
  • informational,
  • referent,
  • situational,
  • personal or charismatic,
  • relational,
  • expert,
  • reward-oriented,
  • punitive or coercive,
  • ingratiating
  • pressure-based,
  • guilt-based,
  • persuasive,
  • and avoiding.

See Section 3.4.4.3 Politics, Power, and Getting Things Done

36
Q

Which of the following can be used as a tool and technique in the Monitor and Control Project Work process?

a. Decision-making
b. Data gathering
c. Project management information system ( PMIS )
d. Critical path method ( CPM )

A

a. Decision-making

The tools and techniques of the Monitor and Control Project Work process include:

  • Expert judgment,
  • data analysis,
  • decision making,
  • and meetings.

For more information, see Figure 4-10
Monitor and Control Project Work: Inputs, Tools Techniques, and Outputs

37
Q

The following are all key competencies of a project manager EXCEPT:

a. Strategic management
b. Technical proiect management
c. Leadership
d. Operational management

A

d. Operational management

Project management competencies include:

  • Technical project management,
  • leadership,
  • and strategic and business management.

See Section 3.4.1 Project Management Competencies

38
Q

Which of the following are considerations for tailoring in Project Quality Management?

a. Stakeholder management and continuous Improvement
b. Regulatory compliance and stakeholder management
c. Auditing and management responsibility
d. Stakeholder engagement and policy compliance and auditing

A

d. Stakeholder engagement and policy compliance and auditing

Each project is unique; therefore, the project manager will need to tailor the way Project Quality Management processes are applied. Considerations for tailoring include: but are not limited to:

  • Policy compliance and auditing standards,
  • regulatory compliance,
  • continuous improvement,
  • stakeholder engagement

See Section 8 Tailoring Considerations

39
Q

What is an input to the Estimate Costs process?

a. Data analysis
b. Project charter
c. Risk register
d. Assumption log

A

c. Risk register

Inputs of Estimate Costs:

  • Project management plan (cost management plan, quality management plan, scope baseline);
  • project documents (lessons learned register, project schedule, resources requirements, risk register);
  • Enterprise environmental factors;
  • Organizational process assets.

See Figure 7-4

40
Q

When tailoring processes for Project Stakeholder Management, you should consider all of these EXCEPT:

a. Communication technology
b. Stakeholder diversity
c. Stakeholder engagement
d. Complexity of stakeholder relationship

A

c. Stakeholder engagement

Because each project is unique, the project manager may need to tailor the way Project Stakeholder Management processes are applied. Considerations for tailoring include but are not limited to:

  • Stakeholder diversity,
  • complexity of stakeholder relationships,
  • and communication technology.

See Section 13 Project Stakeholder Management Tailoring Considerations

41
Q

Risk probability and impact assessments consider the likelihood that a risk will occur and its potential
effect on project objectives respectively. Which of the following characteristics further describe this data analysis technique?

a. Risk impact is assessed more thoroughly than risk probability, to measure the degree of change expected from each risk.
b. The probability of risks should be estimated by using financial metrics.
c. The impact on project objectives should be assessed primarily at the end of the project, as part of the lessons leamed.
d. The level of probability and its impact on each objective is evaluated during interviews or
meetings.

A

d. The level of probability and its impact on each objective is evaluated during interviews or
meetings.

In risk impact assessment: Probability and impact are assessed for each identified individual project risk. Risks can be assessed in interviews or meetings with participants familiar with the types of risk. The level of probability for each risk and its impact on each objective is evaluated during the interview.

See Section 11.3.2.3 Data Analysis

42
Q

The Monitor Stakeholder Engagement process entails what?

a. Monitoring project stakeholder communications and ensuring stakeholder communications are optimized and not maximized.
b. Monitoring project stakeholder relationships and tailoring strategies for engaging stakeholders through modification of engagement strategies and plans.
c. Monitoring project stakeholder funding and tailoring strategies through modification of stakeholder funding strategies and plans.
d. Monitoring project stakeholder satisfaction and ensuring they are tailored appropriately for each stakeholder group.

A

b. Monitoring project stakeholder relationships and tailoring strategies for engaging stakeholders through modification of engagement strategies and plans.

Monitor Stakeholder Engagement is the process of monitoring project stakeholder relationships and tailoring strategies for engaging stakeholders through modification of engagement strategies and plans.

See Section 13.4

43
Q

All of the following are inputs to the Plan Procurement Management process EXCEPT:

a. Procurement strategy
b. Enterprise environmental factors
c. Project charter
d. Business documents

A

a. Procurement strategy

Plan Procurement Management-Inputs:

  • project charter;
  • business documents;
  • project management plan;
  • project documents;
  • enterprise environmental factors;
  • organizational process assets.

See Figure 3-24 Plan Procurement Management: Inputs and Outputs

44
Q

Which project schedule model displays start and end dates. as well as expected durations?

a. tabular forms
b. Bar charts
c. Milestone charts
d. Network diagrams

A

b. Bar charts

Also known as Gantt charts, bar charts represent schedule information where activities are listed on the vertical axis dates are shown on the horizontal axis, and activity durations are shown as horizontal bars placed according to start and finish dates For control and management communications more comprehensive summary activity is used between milestones or across multiple interdependent work packages and is displayed in bar chart reports.

See Section 6.5.3.2 Project Schedule

45
Q

You are observing and checking the progress and quality of project stakeholder relationships and adjusting strategies and plans for engaging stakeholders. This is known as:

a. Manage Stakeholder Engagement
b. Plan Stakeholder Engagement
c. Stakeholders Relationship Engagement
d. Monitor Stakeholder Engagement

A

d. Monitor Stakeholder Engagement

Monitor Stakeholder Engagement is the process of monitoring project stakeholder relationships and tailoring strategies for engaging stakeholders through modification of engagement strategies and plans. The key benefit of this process is that it maintains or increases the efficiency and effectiveness of stakeholder engagement activities as the project evolves and its environment changes. This process is performed throughout the project

See Section 13.4 Monitor Stakeholder Engagement

46
Q

The Initiating Process Group contains which of the following?

a. The project management processes that occur when the work is carried out.
b. The project management processes that occur when the project is started.
c. The project management processes that occur when the project is being closed.
d. The project management processes that occur when the project is being organized and prepared

A

b.The project management processes that occur when the project is started.

The Initiating Process Group consists of those processes performed to define a new project or a new phase of an existing project by obtaining authorization to start the project or phase.

See Section 2

47
Q

Which of the following is an input to the Estimate Activity Resources process?

a. Project management information system
b. Basis of estimates
c. Risk register
d. Bottom-up estimating

A

c. Risk register

Estimate Activity Resources: Inputs:

  • project management plan (resource management plan, scope baseline),
  • project documents (activity attributes, activity list, assumption log, cost estimates, resource calendars, risk register),
  • enterpnse environmental factors, and organizational process assets.

See Figure 9-5 Estimate Activity Resources Inputs, Tools Techniques, and Outputs

48
Q

Which of the following is an input to the Sequence Activities process?

a. Cost baseline
b. Scope baseline
c. Schedule baseline
d. Performance measurement baseline

A

b. Scope baseline

Sequence Activities-Inputs:

  • Project management plan (schedule management plan, scope baseline),
  • project documents (activity attributes, activity list, assumption log, milestone list),
  • enterprise environmental factors,
  • organizational process assets.

See Figure 6-7 on Plan Schedule Management : Inputs, Tools Techniques, and Outputs

49
Q
A

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