Project Management Fundamentals - Prep Questions

Question 1

A financial institution needs to release a new service until the end of the current year. The company assembled an agile team to develop the service and appointed a product owner and a scrum master.
Which of the following Will the product owner be responsible for? (Choose three.)

A. Define and prioritize requirements
B. Use deliverables
C. Confirm that the product meets requirements
D. Request the project’s deliverables
E. Ensure that the product creates value to the organization

Answer 1

A. Define and prioritize requirements
C. Confirm that the product meets requirements
E. Ensure that the product creates value to the organization

The PO is not necessarily the user (B) or the customer (D).

Question 2

The project manager is examining the project environment to determine how it may influence the project decisions. So far, the project manager has assessed the organizational culture, stakeholder’s risk tolerances and infrastructure. These factors are examples of:

A. Organizational process assets
B. Enterprise environmental factors
C. Tools and techniques
D. Project management information system

Answer 2

B. Enterprise environmental factors

Enterprise environmental factors are elements that exist around the project and may influence its performance. These factors include organizational elements such as organizational culture, stakeholder’s risk tolerances and infrastructure. Environmental factors may also be external to the organization, such as market competitiveness, economic environment and political stability.

Question 3

You were assigned to a complex and uncertain project adopting four phases. You are convinced that
these phases Will help to handle the project complexity. Which statement is TRUE regarding project
phases?

A. The basic types of phase-to-phase relationships are: sequential, overlapping and iterative.
B. A phase cannot start without the previous phase being properly closed and accepted bythe customer.
C. The project phases are Initiating, Planning, Executing, Monitoring and Controlling, and Closing
D. All of the above

Answer 3

A. The basic types of phase-to-phase relationships are: sequential, overlapping and iterative.

Valid basic types of phase-to-phase relationships are: sequential, overlapping and iterative.
Phases can overlap so one can start without the previous being
closed (answer B).
The project management process groups are not project phases (answer C).

Question 4

You are responsible for managing several projects related to a large information system on a financial institution. You are also managing the system support service. Your role is best described as a ___________.

A. Program manager
B. Functional manager
C. Portfolio manager
D. Project manager

Answer 4

A. Program manager

The work includes both projects and operations that should be managed in a coordinated way in order to achieve a common objective.

Question 5

You are working as a project manager for a automobile manufacturer. The quality team is performing regular inspections on an engine assembly line. The quality team is involved in:

A. A project
B. An operation
C. A program
D. A sub-project

Answer 5

B. An operation

Regular inspections on an engine assembly line have a repetitive nature and are relatively certain. Thus, the quality team is performing an operation. We have no information to assume that the quality department is involved in a project, a program or a sub-project.

Question 6

Project managers should examine the enterprise environmental factors to determine how they may influence project performance. These factors may exist within the organization or outside the
organization. Which of the following is an example of an enterprise environmental factor that may influence the project management plan.

A. Project charter
B. Project management plan template
C. Historical records of project management plans from previous projects
D. Project management information system

Answer 6

D. Project management information system

The project management system is the only available option of an
enterprise environmental factor.

Question 7

Projects are undertaken under constraints that limit project options and outcomes. These constraints impose tradeoffs and will influence how the project is managed. The concept of ________ describes three concurrent project objectives that must be simultaneously accomplished, namely scope, schedule and cost.

A. Three-point estimate
B. Baselines
C. EVM
D. Triple constraint

Answer 7

D. Triple constraint

Triple constraint is a term used to describe three concurrent project constraints that must be simultaneously accomplished.

Question 8

Your company decided to expand its business by adding new product lines to the existing product portfolio. To assist with the expansion, senior management decided to set up a new production line, expand warehouse capacity, redefine the existing distribution system and recruit additional staff.
Which of the following BEST describes your company initiative?

A. Project
B. Operation
C. Program
D. Portfolio

Answer 8

C. Program

Your company will need to coordinate a group of related projects (e.g., setup a new production line, expand warehouse capacity and redefine the existing distribution system) to obtain specific outcomes (e.g., expand its business).
Answers A, B and D do not fully describe your company’s initiative.

Question 9

You were assigned to a complex and uncertain project adopting four phases. You are convinced that
these phases Will help to handle the project complexity. Which statement is TRUE regarding project
phases? (Choose three.)

A. The project life cycle is the collection of phases that the project must go through from its beginning to its closing
B. A project phase includes multiple life cycles
C. Project phases often overlap
D. Different projects may adopt different project life cycles
E. The project life cycle extends from product conception until the product phase out

Answer 9

A. The project life cycle is the collection of phases that the project must go through from its beginning to its closing
C. Project phases often overlap
D. Different projects may adopt different project life cycles

A phase does not include a life cycle (answer B). A project life cycle is not the same as a product life cycle (answer E). The remaining statements are correct.

Question 10

A small and under-skilled agile team is developing a virtual reality headset. At the midpoint of the project, the team is expressing signs of emotional, physical and mental exhaustion as a result of ongoing overwork. Who should have avoided the team burnout?

A. Sponsor
B. Scrum master
C. Team members
D. Product owner

Answer 10

B. Scrum master

The scrum master ensures that the team members’ needs are addressed. He or she also protects the team from external interferences and removes any impediments.

Question 11

The project manager Plays a critical role in project success. The project manager’s responsibilities will typically include:

A. Delivering above expectations
B. Securing project funding
C. Tailoring the project management approach to the project’s needs
D. Defining and prioritizing requirements

Answer 11

C. Tailoring the project management approach to the project’s needs

The project manager should tailor the project management approach to the project context. The project manager should translate expectations into requirements and then meet those requirements (answer A). The sponsor is responsible for securing project funding (answer B). Business representatives are responsible for defining and prioritizing requirements (answer D)

Question 12

Management wants to clearly distinguish projects from operations. Which of the following statements is correct?

A. Projects and operations are exposed to similar levels of risk
B. Projects use cross-functional teams to run the business
C. Projects develop unique deliverables that change the business
D. Operations are not constrained by resources

Answer 12

C. Projects develop unique deliverables that change the business

Projects are unique and introduce change (answer C). They are usually subject to higher levels of risk than operations (answer A). Operations are used to run the business (answer B) and are constrained by resources (answer D).

Question 13

Susan is a project manager working for a government agency which can be characterized as a functional organization. Susan was recently assigned to manage her first project. Which of the following can she expect?

A. Project resources will be fully loyal to the project
B. She will have full authority over the project
C. Team members will be organized and grouped by functions
D. Quick project decision making

Answer 13

C. Team members will be organized and grouped by functions

A functional organization is organized around resources functional expertise (answer C).
Team members may adopt a silo mentality, being more loyal to their functional area than to the project (answer A). Project managers have a very low level of project authority in functional organizations (answer B). Fragmenting the project team and project authority slows down decisions (answer D).

Question 14

Management wants to clearly distinguish projects from operations. Which of the following cannot be use to distinguish a project from an operation?

A. Develop unique deliverables
B. Are temporary
C. Should be planned and controlled
D. Are progressively elaborated

Answer 14

C. Should be planned and controlled

Projects, as many operations, require planning and controlling. Unlike operations, projects are temporary, unique and progressively elaborated.

Question 15

You have just been hired to manage an engine design project. Your project sponsor told you that the company has successfully implemented a project management office last year. What kind of support can you expect from the organization’s project management office?

A. Assign team members to the project
B. Share lessons learned from previous projects
C. Establish how your new project will be managed
D. Define and prioritize requirements

Answer 15

B. Share lessons learned from previous projects

The project management office can share relevant historical information, including lessons learned from previous projects (answer B).
Team members are assigned by functional managers (answer A). The adopted project management approach should be defined by the project manager (answer C). Requirements are typically defined and prioritized by a business representative (answer D).

Question 16

Your organization assembled a project team to build a drone to transport mail packages. The company vice president, who will act as the project sponsor, issued a project charter formally authorizing the project. Which of the following options are part of the project sponsor’s responsibilities? (Choose three.)

A. Provide guidance
B. Remove organizational obstacles
C. Confirm that the product meets acceptance criteria
D. Provide financial resources
E. Establish project baselines

Answer 16

A. Provide guidance
B. Remove organizational obstacles
D. Provide financial resources

The sponsor oversees project performance (answer A), removes organizational obstacles (answer B) and secures project funding (answer D).
The business representative should confirm that the product meets acceptance criteria (answer C). The project manager should establish project baselines (answer E).

Question 17

After attending a project management class, one of your friends is worried because he does not understand the concept of planning. Which of the following statements explains it BEST?

A. Provides the formal authority required to manage the project
B. Defines, refines and formalizes objectives and establishes the actions and approach required to pursue those objectives
C. Analyzes performance variances and recommends corrective actions
D. Creates a detailed understanding of what is included and excluded from the project scope

Answer 17

B. Defines, refines and formalizes objectives and establishes the actions and approach required to pursue those objectives

Planning includes all the activities required to define, refine and formalize objectives, as well as establish the actions and approach required to pursue those objectives.

Question 18

Your organization assembled a project team to build a drone to transport mail packages. The company vice president, who will act as the project sponsor, issued a project charter formally authorizing the project. Which of the following best describes the sponsor’s role?

A. Oversee project performance
B. Alocate resources
C. Help to prevent unfavorable changes
D. Help to produce the project management plan

Answer 18

A. Oversee project performance

The sponsor can help to manage critical situations, like managing unfavorable project changes.

Question 19

You have just been hired to manage an engine design project. Your project sponsor told you that the company has successfully implemented a project management office last year. Which of the following can be performed by the Project Management Office? (Choose Three.)

A. Assign a project manager to a critical project
B. Define project management methodologies
C. Define the business need
D. Help to prioritize projects according to the company strategy
E. Manage team conflict
F. Identify project risks

Answer 19

A. Assign a project manager to a critical project
B. Define project management methodologies
D. Help to prioritize projects according to the company strategy

The business need (answer C), project team (answer E) and project risks (answer F) should be managed within the project. The remaining options may be performed by the Project Management Office.

Question 20

Projects can interact with operations at different stages of the product life cycle. All of the following statements are examples of projects interacting with operations, EXCEPT:

A. Developing a new IT system
B. Transferring production to a new factory site
C. Include an additional shift to increase production output
D. Upgrading the production line

Answer 20

C. Include an additional shift to increase production output

Including an additional shift to increase production output does not typically require a temporary and unique initiative. The remaining answers are examples of projects interacting with operations, by developing (answer A), terminating (answer B) or enhancing products (answer D).

Question 21

You are working as a project manager for an insurance company. You have just been nominated to manage your fist project. To manage it more effectively you should rely most on:

A. Project management training
B. Team knowledge
C. Organizational process assets
D. Your experience

Answer 21

C. Organizational process assets

With no project management experience, the organizational process assets can provide accumulated experience through historical information.

Question 22

You are managing an interior design project which is struggling with motivation and productivity issues. A friend of yours recommended the implementation of a project recognition and rewards system. Who would be responsible for recognizing and rewarding the project’s team members considering that you work in a weak matrix organization?

A. Functional managers
B. Project sponsor
C. Projectmanager
D. Project team

Answer 22

A. Functional managers

Functional managers retain most of the authority over resources (e.g., authority to recognize and reward team members) in a week matrix organization.

Question 23

Team members working in matrix organizations often experience conflicts of authority. Which of the following BEST describes the reason for these conflicts of authority?

A. Matrix organizations do not provide the project manager the authority to assign organizational resources to project activities
B. Matrix organizations’ projects are often complex and volatile
C. Team members report to multiple managers
D. Team members’ responsibilities are defined ambiguously

Answer 23

C. Team members report to multiple managers

In every matrix organization, including the strong matrix, the project authority is shared, flowing vertically from the functional manager and horizontally from the project manager (answer C).
The remaining answers are either incorrect (answer A) or do not explain why matrix organizations often experience conflicts of authority (answers B and D).

Question 24

A team member has just informed you that he has been partially assigned to a new project and he will not be able to complete his project assignment within schedule. Assuming that you are working
in a balanced matrix organization, you should organize a meeting with __________ to deal with the issue.

A. Team member
B. Other project manager
C. Sponsor
D. Team member’s functional manager

Answer 24

D. Team member’s functional manager

In a balanced matrix, authority is shared between project manager and functional manager.

Question 25

You need to prepare a credible project schedule for a complex and uncertain project. A friend of yours recommended the practice of progressive elaboration. Which of the following statements
regarding progressive elaboration is FALSE?

A. Project deliverables are often progressively elaborated
B. Progressive elaboration is closely related to project uncertainty
C. Progressive elaboration should be avoided once baselines have been approved
D. Rolling wave planning is a progressive elaboration technique

Answer 25

C. Progressive elaboration should be avoided once baselines have been approved

Progressive elaboration may occur throughout the project and does not necessarily lead to a change to project baselines. All the other statements are correct.

Question 26

XYZ is a construction company that decided to adopt a projectized structure to manage their large construction programs abroad, while maintaining a matrix structure to manage the remaining business. XYZ can be classified as a organization.

A. composite
B. projectized
C. mixed
D. matrix

Answer 26

A. composite

Composite organizations adopt characteristics of different organization types.

Question 27

You are working as a project manager for a financial services provider that adopts a matrix structure. You have just been put in charge of a critical internal project. Which of the following is a disadvantage of a matrix organization?

A. Team members may lose their job at the end of the project
B. Lack of a clear career path
C. Specialized resources duplicated by project
D. Difficulty in allocating resources

Answer 27

D. Difficulty in allocating resources

In a matrix organization there e frequent authority and priority conflicts over resources which can lead staffing difficulties. All other options are disadvantages of a projectized organization.

Question 28

Most of the original product backlog items have now be successfully completed according to their acceptance criteria. During a product backlog refinement meeting, the team does not agree on the priority of a new feature. Who should have the final decision?

A. Empowered team
B. Scrum master
C. Sponsor
D. Product owner

Answer 28

D. Product owner

The product owner orders the product backlog to ensure that the team is working on the most important items

Question 29

Your company specializes in building electronical devices for consumers. You are reviewing the complete history of a retired electronic product, extending through its idea, definition, development, operation and disposal phases. Which of the following statements regarding product and project life cycles is correct?

A. The project life cycle interacts with the product life cycle.
B. Service related projects are not part of the product life cycle
C. The product life cycle starts when the project is completed
D. Projects and products must have a common life cycle.

Answer 29

A. The project life cycle interacts with the product life cycle.

Project interact in the product life cycle.

Question 30

Your organization is considering assigning a coach to a new agile project. In which of the following situation would a coach be useful? (Choose three.)

A. Ensure that the product creates value to the organization
B. Train team members in technical practices
C. Improve agile practices within the organization
D. Protect the team from external interferences
E. Promote collaboration, accountability, and teamwork

Answer 30

TO BE REVIEWED - Partially correct
B. Train team members in technical practices
C. Improve agile practices within the organization
E. Promote collaboration, accountability, and teamwork

Question 31

You recently joined a construction company adopting a projectized structure. You Will act as a project manager and Will have full control over resources. Which of the following is a disadvantage of a projectized organization?

A. Conflict between project managers and functional managers
B. Single focus on the project
C. Silo mentality
D. Inefficient use of resources

Answer 31

D. Inefficient use of resources

In the projectized organization, resources are usually mobilized to a single project. Within this type of organization, resources are not usually shared among projects.

Question 32

A matrix organization may be referred to as weak, balanced or strong. You were asked to explain the difference between a weak and a strong matrix organization. Which of the following statements
regarding the strong matrix organization is correct?

A. Project managers address resource requirements with functional managers
B. Team members do not report to resource managers
C. Project managers do not determine the budget
D. Unlike the weak matrix organization, the strong matrix organization retains resources and knowledge after project completion

Answer 32

A. Project managers address resource requirements with functional managers

In matrix organizations, project managers address resource requirements with functional managers (answer A). In matrix organizations, team members report to functional managers as well as the project manager (answer B). In strong matrix organizations, project managers have the authority to manage the budget (answer C). Weak and strong matrix organizations retain resources and
knowledge after project completion (answer D).

Question 33

In a back office system implementation project, the team is unable to plan in detail the development phase until all the design work is complete. Which project management technique would BEST
address the situation?

A. Adopt a progressive elaboration approach
B. Identify the development phase risks and create an adequate contingency reserve
C. Assign the development work to a separate team
D. Prepare a detailed plan of the development phase based on assumptions

Answer 33

A. Adopt a progressive elaboration approach

The team is facing a problem of lack of detailed information regarding a future project phase. Progressive elaboration plans for the short-term in detail and prepares a high-level plan for the long run. The plan is detailed as more and better information becomes available.

Question 34

You recently joined a construction company adopting a projectized structure. You will act as a project manager and will have full control over resources. Which of the following is an advantage of a
projectized organization?

A. Increased expertise
B. Single focus on the project
C. A place to go when the project is completed
D. Being able to work in different projects at the same time

Answer 34

B. Single focus on the project

In a projectized organization, resources do not belong to organizational units.
Therefore they are loyal to the project.

Question 35

A project manager decided to use progressive elaboration on his project. How can rolling wave planning support the project manager?

A. It may help to decompose future work at milestone level at an early stage of the project.
B. It may be used to determine actual performance from the project start.
C. It may help to assign activities to a large team.
D. It enables the project manager to detail all the future work from the project start.

Answer 35

A. It may help to decompose future work at milestone level at an early stage of the project.

Rolling wave planning is a progressive elaboration planning technique that prepares a detailed short-term plan and a less-detailed plan for the long run.

Question 36

Management wants to introduce project management to a car rental service. Each rental should now be treated as a separate project. What can you recommend to management?

A. Planning should be performed by the project management office
B. Rentals should be treated as subprojects
C. Rental services should not be planned
D. Rentals are operational work and should not be managed as projects

Answer 36

D. Rentals are operational work and should not be managed as projects

Rentals are recurring work. They are, therefore, operations.

Question 37

You are working as a project manager for a financial services provider that adopts a matrix structure.
You have just been put in charge of a critical internal project. You Will be responsible for all of the foliowing, EXCEPT.

A. Decide on whether to delay the schedule in order to correct critical defects
B. Report project performance
C. Negotiate the project resources with the functional manager
D. Define the project planning approach

Answer 37

A. Decide on whether to delay the schedule in order to correct critical defects

Unless stated otherwise, project constraints are equally important and the project manager does not have authority to choose among them.

Question 38

Your company specializes in building electronical devices for consumers. You are reviewing the complete history of a retired electronic product, extending through its idea, definition, development, operation and disposal phases. Which of the following are you assessing?

A. Project life cycle
B. Product life cycle
C. Business plan
D. Life cycle costing

Answer 38

B. Product life cycle

The product life cycle is the complete history of a product, extending through its idea, definition, development, operation and disposal phases.

Question 39

You are working as a project manager for a financial services provider that adopts a matrix structure. You have just been put in charge of a critical internal project and met with the project sponsor to discuss how to promote a sense of teamwork and cooperation within the project team. Which of the
following is likely to be the biggest challenge?

A. Team members report to two bosses
B. Projects are not very important in matrix organizations
C. A rewards and recognition system cannot be implemented in a matrix organization
D. Team building activities should be organized by functional managers

Answer 39

A. Team members report to two bosses

Team members in a matrix organization report to the functional manager and project manager. All other options are untrue.

Question 40

You have just been put in charge of a large project with innovative technology. Management provided a brief scope of work and is now requesting a project schedule. How should the project proceed?

A. Postpone the project start date until a clear scope of work is defined
B. Request a detailed scope of work
C. Postpone schedule development until more and better information becomes available
D. Produce a preliminary schedule, with significant schedule flexibility, and progressively detail it as newer and improved information emerges

Answer 40

D. Produce a preliminary schedule, with significant schedule flexibility, and progressively detail it as newer and improved information emerges

You should produce a preliminary schedule, with a significant contingency reserve, if you have a brief scope of work. The schedule can be detailed as better information emerges (answer D). Postponing the project start date (answer A), requesting information that may not be available at this point (answer B) or failing to provide a schedule (answer C) are not realistic scheduling approaches.

Question 41

Your organization assembled a project team to build a drone to transport mail packages. The company vice president, who will act as the project sponsor, issued a project charter formally nominating the project manager. The project manager is responsible for all the following, EXCEPT:

A. Provide project roles descriptions
B. Develop organizational project management processes
C. Establish the project recognition and rewards systems
D. Negotiate resources with the functional manager

Answer 41

B. Develop organizational project management processes

Organizational project management processes would not be defined within the project. They are typically developed by the project management office. The project manager can be responsible for all other options.

Question 42

A software company is developing a new application dedicated to the media industry. Before completing the application development project, the sales team managed to make the first sale. The application development team agreed to incorporate some of the requirements of the first customer into the scope of the development project. Meanwhile, the sales team is being trained in order to increase their ability to sell the application. What BEST describes the work the company is doing?

A. Project
B. Operation
C. Program
D. Portfolio

Answer 42

C. Program

The company is dealing with projectized work (application development) and operational work (sales team work). The company is managing a program because projects and operations are being managed in a coordinated way in order to meet a common business objective. Answers A and B would not fully describe the organization’s work.

Question 43

You were assigned to a complex and uncertain project adopting four phases. You are convinced that phases can improve the project manageability. All of the following are advantages of separating the
project into a series of project phases, EXCEPT:

A. Adapt the phase planning horizon to the project uncertainty
B. Approve major deliverables
C. Implement control points before making critical decisions
D. Detect variances early in the project

Answer 43

B. Approve major deliverables

Approving deliverable is not a consequence of sectioning the project into phases. Major deliverables Will still be approved, even if your project does not adopt project phases. The remaining answers are valid advantages of adopting phases.

Question 44

You are working as a project manager for a consulting company adopting a projectized structure. You will lead a project team that will build a bridge over a wide river. Which of the following can you
expect? (Choose two.)

A. Team members may adopt a silo mentality, being more loyal to their functional area
B. You Will have full control over the budget, schedule, resources and work assignments
C. The project resources Will be shared with different projects
D. There Will be clear communication channels
E. Multiple decision makers may lead to lack of accountability

Answer 44

B. You Will have full control over the budget, schedule, resources and work assignments
D. There Will be clear communication channels

In a projectized organization, project managers have complete control over the project and resources (answer B) and there are clear communication lines (answer D).

Question 45

A junior project manager in your company asked for your help because she does not understand the purpose of portfolio management. Which of the following BEST explains the purpose of portfolio management?

A. Coordinate a set of initiatives to implement the business strategy
B. Manage the ongoing activities
C. Oversee a group of related projects and programs that address common benefits
D. Enhance program management practices

Answer 45

A. Coordinate a set of initiatives to implement the business strategy

A portfolio is a group of projects or programs coordinated to implement the business strategy.

Question 46

You have just been nominated to manage your first project. To manage it more effectively you should rely on organizational process assets. Which of the following options are examples of organizational process assets? (Choose three.)

A. Market conditions
B. Project management procedures and templates
C. Lessons learned repositories
D. Organizational infrastructure
E. Records of project management artifacts from previous projects

Answer 46

B. Project management procedures and templates
C. Lessons learned repositories
E. Records of project management artifacts from previous projects

Market conditions (answer A) and organizational infrastructure (answer D) are examples of enterprise environmental factors.
The remaining options are examples of organizational process assets.

Question 47

The PMO prepared a risk management policy to improve the organization’s risk management practices. While planning your project, you will now need to adapt the risk management plan to the
organization’s risk management policy. What type of input is this is the risk management policy?

A. Organizational process assets
B. Enterprise environmental factors
C. Requirements documentation
D. Historical information

Answer 47

A. Organizational process assets

Formal procurement policies, procedures, and guidelines are part of the organizational process assets.

Question 48

You recently joined a government agency and were assigned to an important project. During the early planning meetings you are working with your team to determine how the project will be sectioned into phases. Which of the following has the greatest influence over the length of a project phase?

A. Communication requirements
B. Project complexity and risk
C. Project duration and project management seniority
D. Stability of the project environment and scope requirements

Answer 48

B. Project complexity and risk

Project complexity and risk can significantly influence the length of a project phase.

Question 49

Management wants to clearly distinguish projects from operations. Which of the following is less likely managed as a project?

A. Reengineering organizational processes
B. Rolling out a business to a new country
C. Perform a weekly quality control inspection on a production line
D. Building a new Oil rig

Answer 49

C. Perform a weekly quality control inspection on a production line

Ongoing activities should be managed as opeartions.

Question 50

You are managing a product development project that is part of a large program. Which of the following BEST describes the difference between a project and a program?

A. A program is permanent activity, while a project is temporary
B. A program is a decomposition of a project into more easily manageable components
C. A program is a set of projects and operations that address a common business objective
D. A program is a large project

Answer 50

C. A program is a set of projects and operations that address a common business objective

A program is a set of related projects and operations that, when managed in a coordinated way, address a common business objective. A program is not permanent (answer A). A program is not a sub-project (answer B) and is not a large project (answer D).

Question 51

Team members are starting to feel uneasy. They have all been hired on a contract basis and the project is approaching its completion date. The project is running in _____________

A. A projectized organization
B. A functional organization
C. A matrix organization
D. A program context

Answer 51

A. A projectized organization

At the end of each project, projectized organization’s resources are mobilized for another project, allocated to a resource pool or released from the organization.

Question 52

Project managers should examine the enterprise environmental factors to determine how they may influence project performance. These factors may exist within the organization or outside the
organization. Which of the following options are examples of enterprise environmental factors? (Choose three.)

A. Corporate knowledge base
B. Risk tolerance
C. Project management information system
D. Political environment
E. Project management templates

Answer 52

B. Risk tolerance
C. Project management information system
D. Political environment

The corporate knowledge base (answer A) and project management templates (answer E) are examples of organization process assets. The remaining options are examples of enterprise environmental factors.

Question 53

You have been asked to take over a troubled project. During the last few months, the project has been plagued by lack of accountability, ineffective communication, territorial disputes, slow decision making and coordination issues. These symptoms are more common on a
organization.

A. Strong matrix
B. Performing
C. Functional
D. Projectized

Answer 53

C. Functional

Multiple decision makers may lead to lack of accountability and territorial disputes. A fragmented approach, with isolated project teams, may lead to ineffective communication, slow decision making and coordination issues.

Question 54

You have received a project from another project manager who left the company. Halfway through the design phase, the project is on budget but one month behind schedule. Who should address the
schedule delay?

A. Project manager
B. Senior Management
C. Project management team
D. Team

Answer 54

A. Project manager

The project manager is accountable for managing the project and meeting project objectives.

Question 55

You are working as a project manager for a major construction company. The organization is planning to implement a Project Management Office (PMO). All of the following can be performed by the PMO, EXCEPT.

A. Develop project management processes
B. Organize project management training
C. Manage project changes
D. Manage projects historical information

Answer 55

C. Manage project changes

Changes should be managed within the project.

Question 56

On a recently initiated project, one of the team members identified an error in the project schedule. What is the BEST course of action that the team member can take?

A. Notify the project manager immediately
B. Propose a corrective action
C. Correct the project schedule
D. Ignore the issue because the project manager should manage the project schedule

Answer 56

B. Propose a corrective action

Engaging team members in project management activities (e.g., scheduling the project) improves performance and helps to create an overall sense of project ownership (answer B). Recommending a solution is better than simply identifying the problem (answer A). Correcting the schedule without the project manager’s knowledge (answer C) and ignoring the issue (answer D) are not acceptable courses of action.

Question 57

You have been hired to manage an internal process improvement project. Two months into the project, you realize that you do not have enough authority to lead the project team. Who should
manage the situation?

A. Project manager
B. Project sponsor
C. Team members
D. Project management office

Answer 57

B. Project sponsor

The sponsor is the individual who is ultimately accountable for the project. During project authorization, the sponsor should appoint the project manager delegating the authority required to manage the project.

Question 58

A financial institution needs to release a new service until the end of the current year. The company assembled an agile team to develop the service and appointed a product owner and scrum master.
Which of the following will the scrum master be responsible for? (Choose three.)

A. Insulate the team from external interferences and interruptions
B. Ensure that the product backlog items have clear acceptance criteria
C. Educate the team in agile values, theory, practice, and roles
D. Make sure that the team holds meaningful, engaging, and effective meetings in which everyone can contribute
E. Prepare and maintain the product backlog
F. Convey the product vision to relevant stakeholders

Answer 58

A. Insulate the team from external interferences and interruptions
C. Educate the team in agile values, theory, practice, and roles
D. Make sure that the team holds meaningful, engaging, and effective meetings in which everyone can contribute

The product owner ensures that the product backlog items have clear
acceptance criteria (answer B), prepares and maintains the product backlog (answer E), and Convey the product vision to relevant stakeholders (answer F). The scrum master is responsible to the remaining options.

Question 59

A large industrial project adopted control events at the end of a phase, when the sponsor and steering committee have the opportunity to review the project performance and major deliverables, as well as terminate the project if needed. These control events are known as:

A. Change control board meetings
B. Steering meetings
C. Stage gates
D. Sign-off meetings

Answer 59

C. Stage gates

A stage gate is a predefined event in the project, typically at the end of a phase, where the sponsor and steering committee have the opportunity to review the project performance and major deliverables, as well as decide whether to proceed to the next phase.

Question 60

Your production system automation project is experiencing resource allocation issues. Team members frequently leave their project assignments to perform operational activities. Additionally, late management decisions impact the project performance but you do not have the authority to act and all you can do is update the project timeline. Which of the following BEST explains the cause of the performance issues?

A. You are working in a vertical organization
B. Inadequate resource management planning
C. Unclear project roles and responsibilities
D. Lack of a change management system

Answer 60

A. You are working in a vertical organization

Project managers have a very limited level of authority in vertical organizations, in which organizational units often act as silos with its own set of interests and priorities (answer A). Lack of project management authority cannot be adequately addressed with resource management planning (answer B), responsibility assignment (answer C) or change management planning (answer

Question 61

The company’s initiatives are categorized as projects, programs, portfolios or operations. You were assigned to manage a set of projects coordinated together in order to meet a common business
objective. Which of the following initiative Will you manage?

A. Operation
B. Portfolio
C. Program
D. Project

Answer 61

C. Program

A program coordinates a group of related projects, subsidiary programs and program-level activities to obtain specific outcomes and benefits.

Question 62

Management held a meeting to discuss the schedule status. After the meeting, they instructed the project manager to use three additional team members. What option best describes this scenario?

A. The project manager is working as an expediter
B. Management is acting as a PMO
C. The project is part of a portfolio
D. The project manager is working in a balanced matrix organization

Answer 62

A. The project manager is working as an expediter

In a functional organization the project manager has little power, acting as a project expediter.

Question 63

The project manager does not have enough information to plan in detail an important project deliverable that scheduled to start in two months. What should be done NEXT?

A. Review the scope definition with the customer until the deliverable can be planned in detail
B. Eliminate the deliverable from the project scope
C. Proceed until there is enough information to plan the deliverable in detail
D. Inform management

Answer 63

C. Proceed until there is enough information to plan the deliverable in detail

The project manager is facing a problem of lack of detailed information regarding a future deliverable. The deliverable can be detailed as more and better information becomes available.

Question 64

You are working as project manager on a research project. Senior management defined how the project changes Will be managed and then directed you to implement the adopted approach. Which of the following statement is correct?

A. The project management office defined the change management approach
B. You are working in a strong matrix organization
C. The steering committee defined the change management approach
D. You are working as a project expediter

Answer 64

D. You are working as a project expediter

The project expediter has a very low level of power and does not make or enforce decisions (answer D). The project management office (answer A) and the steering committee (answer C) are not responsible for establishing the project change management approach. In a strong matrix organization the project manager retains most of the project authority (answer B).

Question 65

A project activity has required more time to complete than planned and will cause a schedule delay. The delay cannot be corrected without sacrificing the project budget. Who is ultimately accountable
for addressing the problem?

A. Functional Manager
B. Project manager
C. Senior management
D. Customer

Answer 65

C. Senior management

If the schedule variance cannot be corrected, or cannot be corrected without sacrificing other project objectives, the decision should be made at senior management level.

Question 66

A project manager has moved from a functional to a matrix organization. The project manager is now responsible for:

A. Negotiating contracts
B. Selecting the change requests that should be implemented
C. Negotiating resources
D. Approving the project management plan

Answer 66

C. Negotiating resources

Negotiating resources with the functional manager is part of the project manager’s responsibility within a matrix organization. Answer A is not correct because the project manager is not usually responsible for negotiating contracts. Answers B and D are not correct because the project manager does not have the authority to select the change requests and do not approve the project management plan.

Question 67

Your organization wants to improve project management practices. The plan is to define a project management methodology that may be used across the organization, establish a central repository for sharing historical information and develop project management templates. Who will be accountable for meeting these objectives?

A. Steering committee
B. Projectized organization
C. Tight matrix
D. PMO

Answer 67

D. PMO

A PMO is the organizational unit responsible for project management
throughout the organization.