Project Management Professional Test! Quiz

1. After reviewing the performance report, you identified that one of your resources is not performing as expected. You already had a face-to-face communication with the team member in this regard, and now you want to convey the information to upper management. In this scenario which form of communication you will use

Formal Written

Formal Oral

Informal Written

Informal Oral

You already had a face-to-face communication which is informal oral and Team member has not meeting the expected expectations, its time to update the management through formal written.

Explanation

You already had a face-to-face communication which is informal oral and Team member has not meeting the expected expectations, its time to update the management through formal written.

2. You are managing a Core Banking Implementation project, and you want to gather the requirements about deposit processes of the bank, as a project manager, which tool will you use to bring together prequalified stakeholders and deposit specialists in order to know about their expectations and attitudes about a proposed product?

Facilitated workshops

Focus Groups

Meetings

Group decision making techniques

Focus groups bring together prequalified stakeholders and subject matter experts to learn about their expectations and attitudes about a proposed product, service, or result. Reference PMBOK(R) 5th Edition Page 114

Explanation

Focus groups bring together prequalified stakeholders and subject matter experts to learn about their expectations and attitudes about a proposed product, service, or result. Reference PMBOK(R) 5th Edition Page 114

3. You are in critical stage of your project, and some of your key resource have left the project due to security concerns , you have hired some local resources in replacement, and you call a meeting for all team members. What is the most important agenda item for this meeting?

Reviewing the risk Register

Clarifying the role and responsibilities of all team members

Reviewing the project status

Identifying the remaining resource requirements

The most important agenda item for the meeting should be reviewing of organization structure and to clarify the roles and responsibilities of team members. It will help the team members in establishing clear expectations on acceptable behavior and roles of all team members.

Explanation

The most important agenda item for the meeting should be reviewing of organization structure and to clarify the roles and responsibilities of team members. It will help the team members in establishing clear expectations on acceptable behavior and roles of all team members.

4. The Uncontrolled expansion to product or project scope without adjustments to time, cost, and resources is referred as:

Risk

Change Request

Scope Creep

Work Performance data

Scope creep refers to the uncontrolled expansion of a project's scope without corresponding adjustments to time, cost, and resources. It occurs when additional features, requirements, or deliverables are added to a project without proper evaluation of the impact on the project's constraints. This can lead to delays, budget overruns, and resource constraints, ultimately affecting the project's success. Scope creep should be managed and controlled to ensure that project objectives are met within the defined constraints.

Explanation

Scope creep refers to the uncontrolled expansion of a project's scope without corresponding adjustments to time, cost, and resources. It occurs when additional features, requirements, or deliverables are added to a project without proper evaluation of the impact on the project's constraints. This can lead to delays, budget overruns, and resource constraints, ultimately affecting the project's success. Scope creep should be managed and controlled to ensure that project objectives are met within the defined constraints.

5. All of the following would occur during the Close Project or Phase Process EXCEPT:

Formal Acceptance

Archiving Project Records

Analysis of Project Success

Performing Cost Benefit Analysis

Performing Cost benefit analysis is done in initiation and planning not in closing.

Explanation

Performing Cost benefit analysis is done in initiation and planning not in closing.

6. You are a project manager for a company that is taking bids from marketing agencies for work to be completed on a project you are currently managing. You learn that a marketing agency owned by a friend is making a bid for the contract to handle the project's advertising. What is the FIRST action you should take upon learning of this bid?

Keep quiet about the situation since you know you can make objective decisions.

Do not participate in the decision of awarding the contract.

Notify the group awarding the contract of a possible conflict.

Document all decisions you make in relation to this agency's part of the project.

The project manager is responsible to manage stakeholder expectations. Reference: PMBOK® Guide Fifth Edition, Page Number:266

Explanation

The project manager is responsible to manage stakeholder expectations. Reference: PMBOK® Guide Fifth Edition, Page Number:266

7. Inspection includes activities such as measuring, examining, and testing undertaken to determine whether results conform to requirements. Which of the following terms does not refer to Inspection?

Product review

Audit

Walkthrough

Stage-gate

Stage-gate does not refer to inspection. Stage-gate is a project management methodology that involves dividing a project into stages or phases, with a gate review at the end of each stage to evaluate progress and make decisions on whether to proceed to the next stage. It focuses on decision-making and project governance, rather than measuring, examining, and testing for conformity to requirements like inspection does.

Explanation

Stage-gate does not refer to inspection. Stage-gate is a project management methodology that involves dividing a project into stages or phases, with a gate review at the end of each stage to evaluate progress and make decisions on whether to proceed to the next stage. It focuses on decision-making and project governance, rather than measuring, examining, and testing for conformity to requirements like inspection does.

8. A project manager assigns an audit team to study the work processes on a project. The audit team reports that the quality standards being used for the project are not relevant. Some of the project will have to be reworked. Why did the project manager initiate this study?

To provide quality control

To ensure quality planning

To create a benchmark

To perform quality assurance

When the project manager assigned an audit team to study the work processes, the objective was to perform quality assurance on the project. Quality audits are one of the tools associated with a Project Quality Management process called Perform Quality Assurance. A quality audit is designed to identify the project policies, processes, and procedures that are inefficient and/or ineffective.

Explanation

When the project manager assigned an audit team to study the work processes, the objective was to perform quality assurance on the project. Quality audits are one of the tools associated with a Project Quality Management process called Perform Quality Assurance. A quality audit is designed to identify the project policies, processes, and procedures that are inefficient and/or ineffective.

9. You are managing an IT Infrastructure Project and developed a Project life Cycle with its phases to execute the project accordingly. In this context Which of the following statement about Project Life Cycle INCORRECT?

Stakeholder influence, risk, and uncertainty are highest at the start of IT Infrastructure Project

Ability of the stakeholders to influence final characteristics of IT Infrastructure Project increases as the project progresses.

Stakeholder influence, risk, and uncertainty decrease as the IT Infrastructure Project progresses.

The ability to influence the final characteristics of the project's product, without significally impacting cost, is highest at the start of the project and decreases as the the project progresses towards completion. Reference PMBOk(R) Guide Fifth Edition, Page 40

Explanation

The ability to influence the final characteristics of the project's product, without significally impacting cost, is highest at the start of the project and decreases as the the project progresses towards completion. Reference PMBOk(R) Guide Fifth Edition, Page 40

10. Which of the following is a NOT a tool & technique of Estimate Cost process?

Analogous estimating

Three point estimate

Historical relationships

Parametric estimating

PMBOK® Guide Fourth Edition, Page Number 169, Figure 7-2

Explanation

PMBOK® Guide Fourth Edition, Page Number 169, Figure 7-2

11. Early termination of a contract is a special case of procurement closure. This can happen because of:

Default of the buyer

Default of the seller

Mutual agreement of the parties

Any of the above reasons

Early termination of a contract is a special case of procurement closure that can result from a mutual agreement of both parties, from the default of one party, or for convenience of the buyer if provided for in the contract. Reference PMBOK(R) 5th Edition Page 387

Explanation

Early termination of a contract is a special case of procurement closure that can result from a mutual agreement of both parties, from the default of one party, or for convenience of the buyer if provided for in the contract. Reference PMBOK(R) 5th Edition Page 387

12. All of the following are part of Change request EXCEPT:

Corrective Action

Defect repair

Preventive action

Deliverable

Corrective action, preventive action, defect repair, and requested changes are now under the general term `change request.`

Explanation

Corrective action, preventive action, defect repair, and requested changes are now under the general term `change request.`

13. A project management plan is a formal, approved document that defines how the project is executed, monitored and controlled. In this scenario, who is responsible to create a project management plan?

Project manager creates the project management plan based on inputs from the sponsor and the functional manager.

Sponsor creates the project management plan based on inputs from the project manager and the functional manager.

Project manager creates the project management plan based on inputs from the team.

Sponsor creates the project management plan based on inputs from all the stakeholders.

The Project Management Plan content will vary depending upon the application area and complexity of the project. Project Manager develops the project management plan based on inputs from the team.Reference PMBOK(R) 5th Edition Page 74

Explanation

The Project Management Plan content will vary depending upon the application area and complexity of the project. Project Manager develops the project management plan based on inputs from the team.Reference PMBOK(R) 5th Edition Page 74

14. A project consists of three major activities: A. dollar conversion development (5 weeks),B. chart of account development (6 weeks),C. General Ledger implementation (7 weeks).Activity B cannot start until activity A is completed and an additional week is spent on resource reassignment. Activity C can only start a week after activity B has started. What is the relationship between activity A and activity B is an example of?

Finish-to-finish

Start-to start

Finish-to-start

Start-to-finish

As Activity B cannot start until activity A is finished is an example of Finish Start dependency

Explanation

As Activity B cannot start until activity A is finished is an example of Finish Start dependency

15. Outputs of Close Procurements process include all of the following EXCEPT:

Closed procurements.

Formal confirmation of deliverable acceptance.

The request for proposal (RFP) or request for quotation(RFQ), and the seller's working proposal.

Lessons learned documentation.

The request for proposal (RFP) or request for quotation(RFQ), and the seller's working proposal is not an output of close Procurements. Reference PMBOK(R) 5th Edition Page 389

Explanation

The request for proposal (RFP) or request for quotation(RFQ), and the seller's working proposal is not an output of close Procurements. Reference PMBOK(R) 5th Edition Page 389

16. You are working as a Project Manager in a Projectized organization, where you and your team are co-located in same place, and you are an authoritative Project Manager.All of the following are advantages of a Projectized organizational structure EXCEPT:

Loyalty to the project

Home for the team members after the project is completed

Effective communication

Team is only reported to Project Manager

In a projectized organization, Team has no department to go back. Like in Strong Matrix. Team contract closes after the project completion.In Projectized organization team is dedicated towards project and in a co-located scenario communication increases and team is only reported to Project Manager

Explanation

In a projectized organization, Team has no department to go back. Like in Strong Matrix. Team contract closes after the project completion.In Projectized organization team is dedicated towards project and in a co-located scenario communication increases and team is only reported to Project Manager

17. You are identified as a Project Manager, What is your first activity, after gaining the approval on Charter?

Create Human Resource Plan

Create Project Management Plan

Create Communications Management Plan

Create Stakeholder Register

After identification of Project Manager in Project Charter, Project Manager creates a Stakeholder Register

Explanation

After identification of Project Manager in Project Charter, Project Manager creates a Stakeholder Register

18. You want to create a schedule baseline, and you are using a Critical path method to achieve this. In this context, which of the following statements related to critical path method is not correct?

Total float can affect the calculated early start and finish dates

The flexibility of schedule is facilitated by activity total float

Networks can have only one critical path

Networks may have multiple near critical paths

Networks can have multiple near critical paths. Reference: PMBOK® Guide Fourth Edition, Page Number: 155

Explanation

Networks can have multiple near critical paths. Reference: PMBOK® Guide Fourth Edition, Page Number: 155

19. As a Project Manager you have communicated the ground rules to the project team , now the responsibility of enforcing these rules lies with the:

Project Sponsor

Project team

PMO Manager

Project Manager

All project team members share responsibility for enforcing the rules once they are communicated and established

Explanation

All project team members share responsibility for enforcing the rules once they are communicated and established

20. You are engaging a virtual project team for your project to perform online marketing activities. This action will be performed during:

Execution

Controlling

Coordination

Monitoring

Engaging and acquiring virtual project Team is a tool and technique of Acquire Project Team Process, which is a part of Execution Process group. Reference: PMBOK® Guide Fourth Edition, Page 57, figure 3-32

Explanation

Engaging and acquiring virtual project Team is a tool and technique of Acquire Project Team Process, which is a part of Execution Process group. Reference: PMBOK® Guide Fourth Edition, Page 57, figure 3-32

21. All of the following are benefits of creating virtual teams EXCEPT:

Reduction or deletion of travel expenses

Ability to add experts to the project team regardless of geographical location

Forming project teams of resources who work different shifts

Ability to make use of local HR policies

Local Human Resource (HR) policies are an obstacle that project managers must be aware of when creating virtual teams, since there can be many differences in local HR policies. Some of these differences include local labor practices, vacation, and official work hours.

Explanation

Local Human Resource (HR) policies are an obstacle that project managers must be aware of when creating virtual teams, since there can be many differences in local HR policies. Some of these differences include local labor practices, vacation, and official work hours.

22. You are the project manager of a complicated construction project, which involves building highways in the state of North Carolina. You have several groups working with you in the project. To plan resources for this project and determine connection between activities you should preferably use:

Staffing pool description

Staffing management plan

Responsibility assignment matrix (RAM)

Organization matrix

RAM is used to illustrate the connections between activities or work packages and project team members. On larger projects, RAMs can be developed at various levels. For example, a high-level RAM can define what a project team group or unit is responsible for within each component of the WBS, while lower level RAMs are used within the group to designate roles, responsibilities, and levels of authority for specific activities. Reference: PMBOK® Guide Fourth Edition, Page Number: 221

Explanation

RAM is used to illustrate the connections between activities or work packages and project team members. On larger projects, RAMs can be developed at various levels. For example, a high-level RAM can define what a project team group or unit is responsible for within each component of the WBS, while lower level RAMs are used within the group to designate roles, responsibilities, and levels of authority for specific activities. Reference: PMBOK® Guide Fourth Edition, Page Number: 221

23. You are working in a strong matrix organization where you are managing cross departmental teams directly reporting to you during the project and you will also be involved in the performance appraisals of your team. This helps you in managing interpersonal relationships with your team members, because you have the following power:

Penalty

Referent

Expert

Legitimate

Penalty Power is also referred as coercive power which gives you authority to reward or penalize. Referent Power is your personality power that people like you, want to follow you, it is also referred as charismatic power. Expert Power is your experience and your knowledge which is being acknowledged by the team and others. Legitimate power is you official power

Explanation

Penalty Power is also referred as coercive power which gives you authority to reward or penalize. Referent Power is your personality power that people like you, want to follow you, it is also referred as charismatic power. Expert Power is your experience and your knowledge which is being acknowledged by the team and others. Legitimate power is you official power

24. You are performing administrative closure activities during the Close Procurement Process. All are administrative closure activities EXCEPT?

Finalizing Open Claims

Project Document Archiving

Lesson Learned Documentation

Obtain formal acceptance of the project scope from the customer

The Close Procurement process also involves administrative activities such as finalizing open claims, updating records to reflect final results and archiving such information for future use. Reference PMBOK(R) 5th Edition Page 387

Explanation

The Close Procurement process also involves administrative activities such as finalizing open claims, updating records to reflect final results and archiving such information for future use. Reference PMBOK(R) 5th Edition Page 387

25. You are managing a complex project where multiple stakeholders has concerns, and they have conflicts. As a project manager, you should resolve the conflict in favor of:

Sellers / Business partners

Customers / Users

Portfolio managers / Portfolio review board

Project Teams

The project manager is responsible to manage stakeholder expectations.

Explanation

The project manager is responsible to manage stakeholder expectations.

26. You are working in an oil and gas company , your company has a guideline to have their own estimate of the items or services to be procured outside the organization . This helps to develop a cost estimates for the contract. This can also be referred as:

Time and Material Price

Vendor Bid Analysis Price

Fixed Price

Independent Estimate.

The project manager is responsible to manage stakeholder expectations.

Explanation

The project manager is responsible to manage stakeholder expectations.

27. Which of the following statement regarding the functionalities of PMO in INCORRECT?

PMO manages major program scope changs

PMO manages the methodologies, and standards

PMO manages the interdependencies among projects at the enterprise level

PMO controls the assigned project resources to best meet project objectives

Project Manager instead of PMO controls the assigned project resources to best meet project objectives. Reference PMBOK® Guide Fifth Edition, Page 12

Explanation

Project Manager instead of PMO controls the assigned project resources to best meet project objectives. Reference PMBOK® Guide Fifth Edition, Page 12

28. In your project, you are now interested in determining the cause of variance relative to the scope baseline and deciding whether corrective action is required. You should use?

Configuration management system

Variance Analysis

Re-planning

Earned Value Spreadsheets

Variance analysis is the appropriate tool to use in this situation because it helps in determining the cause of variance relative to the scope baseline. By comparing the actual performance with the planned performance, variance analysis identifies any deviations and helps in understanding the reasons behind them. It allows project managers to assess whether corrective action is required to bring the project back on track. Configuration management system, re-planning, and earned value spreadsheets may be useful in other project management scenarios but are not specifically designed for determining the cause of variance and deciding on corrective action.

Explanation

Variance analysis is the appropriate tool to use in this situation because it helps in determining the cause of variance relative to the scope baseline. By comparing the actual performance with the planned performance, variance analysis identifies any deviations and helps in understanding the reasons behind them. It allows project managers to assess whether corrective action is required to bring the project back on track. Configuration management system, re-planning, and earned value spreadsheets may be useful in other project management scenarios but are not specifically designed for determining the cause of variance and deciding on corrective action.

29. Which of the following statement is not CORRECT, in comparison of develop project team and manage project team?

Manage Project Team process handles the conflicts if they arise

Develop Project Team process improves the trust and agreement among team members

Manage Project Team process tracks the team member performance

Develop Project Team process analyze the impact of unavailability of key team member

Analyzing the impact of unavailability of team member is done in Acquire Project team process

Explanation

Analyzing the impact of unavailability of team member is done in Acquire Project team process

30. You are managing a social project in a local community and you have to deal with multiple stakeholders, in this context who is primarily responsible for stakeholder expectation management:

Project Sponsor

Project management team

Project Manager

Project Team

The project manager is responsible to manage stakeholder expectations.

Explanation

The project manager is responsible to manage stakeholder expectations.

31. You are given the following four projects. Which project will you select?

Project A with an opportunity cost of $ 200,000

Project B with a benefit-cost ratio of 0.50

Project C with an IRR of -5%

Project D with NPV of $ 150,000

Opportunity cost is not the project selection criteria, Benefit cost ratio is less that 1, and IRR is -ve, so the valid answer is Project D with NPV of $ 150,000

Explanation

Opportunity cost is not the project selection criteria, Benefit cost ratio is less that 1, and IRR is -ve, so the valid answer is Project D with NPV of $ 150,000

32. You have created a risk management plan to decide how to approach, plan, and execute the risk management activities for your project. Thereafter, you are involved with Identify Risks process to determine which risks might affect your project. What should you do NEXT?

Plan Quality

Plan Risk Responses

Perform Qualitative Analysis

Define Activities

Perform Qualitative Risk Analysis follows Identify Risks. This is a process of prioritizing risks for further analysis or action by assessing and combining their probability of occurrence and impact. Reference: PMBOK® Guide Fourth Edition, Page Num

Explanation

Perform Qualitative Risk Analysis follows Identify Risks. This is a process of prioritizing risks for further analysis or action by assessing and combining their probability of occurrence and impact. Reference: PMBOK® Guide Fourth Edition, Page Num

33. While doing a cost-benefit analysis, you determine that a new project has 60% probability of earning a profit of $ 1,000,000 or 30% probability of incurring a loss of $ 500,000. What is the expected monetary value of the decision?

$400,000

$600,000

$450,000

$200,000

Expected monetary value (EMV) analysis is a statistical concept that calculates the average outcome when the future includes scenarios that may or may not happen (i.e. analysis under uncertainty). The EMV of opportunities will generally be expressed as positive values, while those of risks will be expressed as negative values. EMV for a project is calculated by multiplying the value of each possible outcome by its probability of occurrence and adding the products together. Reference: PMBOK® Guide Fourth Edition, Page Number: 298

Explanation

Expected monetary value (EMV) analysis is a statistical concept that calculates the average outcome when the future includes scenarios that may or may not happen (i.e. analysis under uncertainty). The EMV of opportunities will generally be expressed as positive values, while those of risks will be expressed as negative values. EMV for a project is calculated by multiplying the value of each possible outcome by its probability of occurrence and adding the products together. Reference: PMBOK® Guide Fourth Edition, Page Number: 298

34. You have been asked to lead a virtual team whose members are dispersed across multiple continents. What is a MAJOR obstacle that must be overcome to build an effective team?

Disparate tools and technologies

Cultural differences

Local HR policies

Different time zones

Differences in culture pose the greatest challenge when leading and managing a global team because attitudes towards authority, rank, and position vary greatly by geographic region. These challenges may be tied to differences in language, religion, gender roles, business practices, and local customs, just to name a few. You should put cultural issues on the agenda early to increase team awareness of these differences and to allow team members to

Explanation

Differences in culture pose the greatest challenge when leading and managing a global team because attitudes towards authority, rank, and position vary greatly by geographic region. These challenges may be tied to differences in language, religion, gender roles, business practices, and local customs, just to name a few. You should put cultural issues on the agenda early to increase team awareness of these differences and to allow team members to

35. You are managing an ERP Project for a bank and one of bank manager constantly professes to know all about project management and keeps challenging you and your management The bank manager is playing the role of:

Devil`s Advocate

Dominator

Challenger

Aggressor

Devil’s Advocate always in search of faults and gaps to highlight, and doesn’t support the project management, is actually the devil rather than devil’s advocate. Dominator always tries to take over or professes to know everything about subject, and he/she also manipulates the things for their favor. Aggressor is a big time critique and deflates the status an ego of other team members.

Explanation

Devil’s Advocate always in search of faults and gaps to highlight, and doesn’t support the project management, is actually the devil rather than devil’s advocate. Dominator always tries to take over or professes to know everything about subject, and he/she also manipulates the things for their favor. Aggressor is a big time critique and deflates the status an ego of other team members.

36. Which of the following conflict resolution technique should be used by project managers as preferred resolution technique:

Forcing

Withdrawal

Compromise

Confrontations

The most preferred conflict resolution techniques adopted by project managers (in descending order of preference) are as follows: 1. Confrontation, 2. Compromise, 3. Smoothing, 4. Forcing & 5. Withdrawal

Explanation

The most preferred conflict resolution techniques adopted by project managers (in descending order of preference) are as follows: 1. Confrontation, 2. Compromise, 3. Smoothing, 4. Forcing & 5. Withdrawal

37. You are managing a major missile launch project, and you are performing a quality assurance process and you want to determine that either the processes are in control or not. Which of the following tool will be helpful in this situation.

Run Chart

Cause an Effect Diagram

Control Chart

Ishikawa diagram

Control Chart is the BEST tool here as, in this process, the appropriate data is collected and analyzed to indicate the quality status of project processes and products. Control charts illustrate how a process behaves overtime and when a process is subject to special cause variation, resulting in an out-of-control condition.

Explanation

Control Chart is the BEST tool here as, in this process, the appropriate data is collected and analyzed to indicate the quality status of project processes and products. Control charts illustrate how a process behaves overtime and when a process is subject to special cause variation, resulting in an out-of-control condition.

38. Below are the list of activities, a Project Manager can delegate to its subordinate EXCEPT:

Project Status Presentation

Risk Auditing

Calculating Earned Value Management

Performance appraisals

A manager should not delegate long-range planning, performance appraisals, personal matters, or leadership activities to her subordinates. However a Project Manager can delegate routine project monitoring and controlling activities.

Explanation

A manager should not delegate long-range planning, performance appraisals, personal matters, or leadership activities to her subordinates. However a Project Manager can delegate routine project monitoring and controlling activities.

39. You are the project manager on a research project. You have received the news that your shipment of supplies will be delayed by two weeks due to bad weather. What will be your FIRST step?

Fast track the project to ensure that the project schedule is not delayed.

Determine how much float is available in that task.

Try to get additional supplies from an alternate location as soon as possible.

Take corrective action to minimize the impact of delay.

The correct answer is to determine how much float is available in that task. Float refers to the amount of time that a task can be delayed without affecting the overall project schedule. By determining the float, the project manager can assess the impact of the supply delay on the project timeline and make informed decisions on how to proceed. This step allows the project manager to understand the flexibility in the schedule and plan accordingly to minimize the impact of the delay.

Explanation

The correct answer is to determine how much float is available in that task. Float refers to the amount of time that a task can be delayed without affecting the overall project schedule. By determining the float, the project manager can assess the impact of the supply delay on the project timeline and make informed decisions on how to proceed. This step allows the project manager to understand the flexibility in the schedule and plan accordingly to minimize the impact of the delay.

40. You are in the initiating phase of your project and are involved with creation of the project charter. Which of the following statements relating to the project charter is NOT correct?

It is the document that formally authorizes a project.

Provides authority to the project manager.

It is used primarily to request bids for different phases of a project.

Project Charter is a document which authorizes a project and Project manager which will be initiated by sponsor or project initiator external to the project organization. Procurement documents are used to solicit proposals from perspective sellers. Reference PMBOk(R) Guide Fifth Edition, Page 368

Explanation

Project Charter is a document which authorizes a project and Project manager which will be initiated by sponsor or project initiator external to the project organization. Procurement documents are used to solicit proposals from perspective sellers. Reference PMBOk(R) Guide Fifth Edition, Page 368

41. You are working as a Project Manager in a Bank where decisions are primarily made by functional head. The organizational structure of bank is?

Weak Matrix

Balanced Matrix

Projectized

String Matrix

In a functional organization, decisions were made by functional heads, and Project manager works as an expeditor.

Explanation

In a functional organization, decisions were made by functional heads, and Project manager works as an expeditor.

42. All of the following statement about Sponsor is true EXCEPT?

Sponsor is responsible for the funding for a new project's conceptual study

Sponsor champions the project

Sponsor can authorize changes in scope

Sponsor is the only person who can write the Project Charter

Sponsor is one of the stakeholder who can write the Project Charter, but NOT the only one who can write the Project Charter. Other than Sponsor, PMO, Portfolio Manager and in Program manager can also write the project charter

Explanation

Sponsor is one of the stakeholder who can write the Project Charter, but NOT the only one who can write the Project Charter. Other than Sponsor, PMO, Portfolio Manager and in Program manager can also write the project charter

43. During your quality planning process, you have created a component-specific tool to verify that the required steps have been performed to test your product. This can also be referred to as:

Checklist

Operational definition

Quality management plan

Quality metrics

A checklist is a structured tool, usually component-specific, used to verify that a set of required steps has been performed. Reference: PMBOK® Guide Fourth Edition, Page 201

Explanation

A checklist is a structured tool, usually component-specific, used to verify that a set of required steps has been performed. Reference: PMBOK® Guide Fourth Edition, Page 201

44. You are the project manager, heading a team of 10 technical developers. 3 more developers will be joining within a month. What will be the increase in the number of communication channels after the new members join your team?

15

23

36

Cannot be determined from the given information

Present number of members in the project team (including yourself) = 11. Total number of communication channels = N * (N – 1) / 2 = 11 * 10 / 2 = 55. Number of members in the your team after 3 developers join = 14 Total number of communication channels after 1 month = 14 * 13 / 2 = 91. Increase in the number of communication channels = 91 – 55 = 36

Explanation

Present number of members in the project team (including yourself) = 11. Total number of communication channels = N * (N – 1) / 2 = 11 * 10 / 2 = 55. Number of members in the your team after 3 developers join = 14 Total number of communication channels after 1 month = 14 * 13 / 2 = 91. Increase in the number of communication channels = 91 – 55 = 36

45. Which of the following statements related to managing different types of procurement contracts is not accurate?

In a fixed-price, incentive-fee contract, there is no incentive for the seller to decrease costs.

In a fixed-price contract, there is highest risk to the seller and lowest risk to the buyer.

Fixed price with redetermination retroactive contracts allow for adjusting of contract price after performance has been completed.

Fixed price with economic price adjustment allows for price increases if the contract is for multiple years.

A fixed-price, incentive-fee contract provides for incentive to the seller to decrease costs and increase profits. Both the buyer and the seller share in the risks and savings. Reference: Project Management - A Systems Approach to Planning, Scheduling and Controlling, Page Number: 853

Explanation

A fixed-price, incentive-fee contract provides for incentive to the seller to decrease costs and increase profits. Both the buyer and the seller share in the risks and savings. Reference: Project Management - A Systems Approach to Planning, Scheduling and Controlling, Page Number: 853

46. You are a project manager contracting work out and you must now select the organization for the contract. What is the BEST technique to rank the prospective sellers according to their capabilities to successfully complete the conditions of the contract?

Bidder conference

Independent estimates

Inspections and Audits

Proposal evaluation technique

The project manager is responsible to manage stakeholder expectations.

Explanation

The project manager is responsible to manage stakeholder expectations.

47. As part of Perform Quantitative Risk Analysis process, you, as a project manager, have already done a sensitivity analysis, created decision trees and done a project simulation using Monte Carlo technique. However, when you show your results to your manager, she is not happy. She thinks that your analysis is not acceptable because:

Monte Carlo simulations are not a standard methodology used in the company for risk quantification.

The quantitative value of identified risks is too high.

You have not performed risk audits as part of your project.

You have not conducted an interview with the project stakeholders and subject matter experts.

Interviewing techniques draw on experience and historical data to quantify the probability and impact of risks on project objectives. The information needed depends upon the type of probability distributions that will be used... Documenting the rationale of the risk ranges and the assumptions behind them are important components of the risk interview because they can provide insight on the reliability and credibility of the analysis. Reference: PMBOK® Guide Fourth Edition, Page Number:296

Explanation

Interviewing techniques draw on experience and historical data to quantify the probability and impact of risks on project objectives. The information needed depends upon the type of probability distributions that will be used... Documenting the rationale of the risk ranges and the assumptions behind them are important components of the risk interview because they can provide insight on the reliability and credibility of the analysis. Reference: PMBOK® Guide Fourth Edition, Page Number:296

48. Ou are working as Project Manager of an oil and gas project, and more than 100 resources are reporting to you. As a Project Manager your job requires that you allocate work to your resource and make sure that the work is completed on time. Which tool listed below will help you to achieve that:

Project Management Information System

Critical Path Method

Work Authorization System

Work Breakdown Structure

Work Authorization System: It is a collection of formal documented procedures that define how the project work is authorized to ensure that work is done by the identified organization, at the right time, and in proper sequence. It includes the steps, documents, tracking system, and defined approval levels needed to issue work authorizations. Reference: PMBOK® Guide

Explanation

Work Authorization System: It is a collection of formal documented procedures that define how the project work is authorized to ensure that work is done by the identified organization, at the right time, and in proper sequence. It includes the steps, documents, tracking system, and defined approval levels needed to issue work authorizations. Reference: PMBOK® Guide

49. The Credit Card Department Head of AUC Bank is in the process of creating a project charter to formally authorize a new project . In this context, what should be done FIRST?

Develop Project Management Plan

Identify a project manager for the project

Document Business Need

Identify the stakeholders

A Project manager is identified and assigned as early in the project as is feasible, preferably while the project charter is being developed and always prior to the start of planning. Reference PMBOk(R) Guide Fifth Edition, Page 67

Explanation

A Project manager is identified and assigned as early in the project as is feasible, preferably while the project charter is being developed and always prior to the start of planning. Reference PMBOk(R) Guide Fifth Edition, Page 67

50. In your project, you monitor the status of the project to update the project progress. which of the following techniques would you use? A. Reserve analysis B. Modeling TechniquesC. Resource optimization techniquesD. Performance reviews

B, C and D

A, C and D

A, B and D

A, B and C

In order to monitor the status of a project and update the project progress, you would utilize modeling techniques, resource optimization techniques, and performance reviews. Modeling techniques help in visualizing and analyzing the project's progress, resource optimization techniques ensure efficient allocation and utilization of resources, and performance reviews assess the performance and progress of the project against set objectives. Therefore, options B, C, and D are the correct choices as they include all three techniques.

Explanation

In order to monitor the status of a project and update the project progress, you would utilize modeling techniques, resource optimization techniques, and performance reviews. Modeling techniques help in visualizing and analyzing the project's progress, resource optimization techniques ensure efficient allocation and utilization of resources, and performance reviews assess the performance and progress of the project against set objectives. Therefore, options B, C, and D are the correct choices as they include all three techniques.

51. You are performing administrative closure activities during the Close Project or Phase Process. All are administrative closure activities of a Project EXCEPT:

Transfer the Project’s products to operations

Project Document Archiving

Lesson Learned Documentation

Performance Measurement Documentation

Performance Measurement Documentation is not an administrative activity of Close Project or Phase Process. Reference PMBOK(R) 5th Edition Page 101

Explanation

Performance Measurement Documentation is not an administrative activity of Close Project or Phase Process. Reference PMBOK(R) 5th Edition Page 101

52. You are managing an oil production project. Due to some oil spill incidents. The government has amended the regulations to enforce stricter requirements for oil and gas production. As a project manager, you are concerned that your project quality norms may not satisfy the revised quality standards for oil production, you want to perform an audit and try to remedy this problem through:

Quality control

Quality Planning

Quality Assurance

Quality Monitoring

Perform Quality Assurance is the process of auditing the quality requirements and the results from quality control measurements to ensure appropriate quality standards and operational definitions are used. Reference: PMBOK® Guide Fourth Edition, Page Number: 201

Explanation

Perform Quality Assurance is the process of auditing the quality requirements and the results from quality control measurements to ensure appropriate quality standards and operational definitions are used. Reference: PMBOK® Guide Fourth Edition, Page Number: 201

53. You are the project manager for a project where your team must travel to the work site by foot. The walk is 100 miles, and is the first task on the project schedule. The total amount budgeted for this task is $4,000. If the team is scheduled to walk 20 miles per day, they should reach the work site at the end of day 5. At the end of the second day, you realize the team has only traveled 30 miles, and you have spent $2,000. Based on this, what is the SPI for your project, and the projected TCPI.

0.8, 1.4

0.75, 1.4

0.75, 1.2

Cannot be determined with the given information

The SPI (Schedule Performance Index) is calculated by dividing the earned value (EV) by the planned value (PV). In this case, the EV is 30 miles (what the team has actually accomplished) and the PV is 40 miles (what the team was planned to accomplish at the end of the second day). Therefore, the SPI is 30/40 = 0.75.

The TCPI (To-Complete Performance Index) is calculated by dividing the remaining work (BAC - EV) by the remaining budget (BAC - AC). Since the remaining work is 70 miles (100 - 30) and the remaining budget is $2,000 (the total budget of $4,000 minus the spent $2,000), the TCPI is 70/2000 = 1.4.

Therefore, the correct answer is 0.75 for the SPI and 1.4 for the projected TCPI.

Explanation

The SPI (Schedule Performance Index) is calculated by dividing the earned value (EV) by the planned value (PV). In this case, the EV is 30 miles (what the team has actually accomplished) and the PV is 40 miles (what the team was planned to accomplish at the end of the second day). Therefore, the SPI is 30/40 = 0.75.

The TCPI (To-Complete Performance Index) is calculated by dividing the remaining work (BAC - EV) by the remaining budget (BAC - AC). Since the remaining work is 70 miles (100 - 30) and the remaining budget is $2,000 (the total budget of $4,000 minus the spent $2,000), the TCPI is 70/2000 = 1.4.

Therefore, the correct answer is 0.75 for the SPI and 1.4 for the projected TCPI.

54. You have been managing a project to build a new Baseball complex and are three months into the construction. You notice some variances and would like to forecast a new EAC. You hope to get approval to adjust the Cost Performance Baseline by submitting the new EAC and justification through the Integrated Change Control process. Calculate the To-complete performance index of your project, based on this new EAC, when the actual cost of your project is $200,000, cost variance of your project is $25,000 and the budget at completion of your project is $350,000.

1.125

-1.4

1

-1

The To-complete Performance Index (TCPI) is calculated by dividing the remaining work to be completed by the remaining budget. In this case, the remaining work is the budget at completion ($350,000) minus the actual cost ($200,000), which equals $150,000. The remaining budget is the budget at completion ($350,000) minus the cost variance ($25,000), which equals $325,000. Therefore, the TCPI is $150,000 divided by $325,000, which equals 1.125. This means that in order to meet the budget at completion, the future work needs to be completed at a performance level of 1.125.

Explanation

The To-complete Performance Index (TCPI) is calculated by dividing the remaining work to be completed by the remaining budget. In this case, the remaining work is the budget at completion ($350,000) minus the actual cost ($200,000), which equals $150,000. The remaining budget is the budget at completion ($350,000) minus the cost variance ($25,000), which equals $325,000. Therefore, the TCPI is $150,000 divided by $325,000, which equals 1.125. This means that in order to meet the budget at completion, the future work needs to be completed at a performance level of 1.125.

55. You are working in an IT department of a leading commercial Bank. Your department performs 60-70 projects every year, and you work with cross-department teams to complete the project and your team reports to both, You as a Project Manager and their respective functional head. Your Commercial Bank is classified as:

Projectized

Balanced Matrix

Strong Matrix

Weak Matrix

in Projectized Organization team only reports to Project Manager. In Balance Matrix Organization Team reports to both the functional head and the Project Manager. In Strong Matrix Team only reports to Project Manager till they are engaged in project then after project moved back to their functional departments.In Weak Matrix team reports to their functional head and Project Manager works as a coordinator

Explanation

in Projectized Organization team only reports to Project Manager. In Balance Matrix Organization Team reports to both the functional head and the Project Manager. In Strong Matrix Team only reports to Project Manager till they are engaged in project then after project moved back to their functional departments.In Weak Matrix team reports to their functional head and Project Manager works as a coordinator

56. Your project will most likely be completed in 12 weeks. At the worst, the project will require 22 weeks, and if everything goes well, the project will be completed in 8 weeks. What is the PERT estimate for the project?

11 weeks

13 weeks

12 weeks

Cannot be determined with the information provided

PERT estimate = {Optimistic + Pessimistic + (4* Most Likely)}/6, PERT for this task is : {8+ 22 + (4*12) }/6 = 13 weeks

Explanation

PERT estimate = {Optimistic + Pessimistic + (4* Most Likely)}/6, PERT for this task is : {8+ 22 + (4*12) }/6 = 13 weeks

57. As a project manager of a multimillion dollar project, which includes multiple sub contractors, which technique would you use to reduce the effects of Parkinson's Law?

Reduce all initial duration estimates by 25%.

Take no action if a reduction in a task’s duration estimate can be expected to negatively impact quality.

Take no action if a reduction in a task’s duration estimate can be expected to reduce EMV.

Require duration estimates to be based on realistic expectations.

Parkinson`s law states that work expands so as to fill the time available for its completion or in brief, "work expands to fill the time available." so it requires to estimate the duration based on realistic expectations.

Explanation

Parkinson`s law states that work expands so as to fill the time available for its completion or in brief, "work expands to fill the time available." so it requires to estimate the duration based on realistic expectations.

58. In your project, you are aggregating the estimated costs of individual activities to establish an authorized cost baseline. For this purpose, you use all of the following as inputs EXCEPT:

Resource calendars

Scope baseline

Cost performance baseline

Basis of estimates

Determine Budget is the process of aggregating the estimated costs of individual activities or work packages to establish an authorized cost baseline. Cost performance baseline is an output, not an input, of the Determine Budget process. Reference: PMBOK® Guide Fourth Edition, Page Number:174 and 175 (figure 7-4)

Explanation

Determine Budget is the process of aggregating the estimated costs of individual activities or work packages to establish an authorized cost baseline. Cost performance baseline is an output, not an input, of the Determine Budget process. Reference: PMBOK® Guide Fourth Edition, Page Number:174 and 175 (figure 7-4)

59. You are evaluating the probabilities of risks and costs or rewards for each logical path of events and future decisions. You create a diagram that describes a decision under consideration and the implications of choosing one or another of the available alternatives. The diagram you have created can be referred to as:

Simulation diagram

Fishbone diagram

Decision Tree

Influence diagram

Decision tree analysis. The decision tree is a diagram that describes a decision under consideration and the implications of choosing one or another of the available alternatives. Reference: PMBOK® Guide Fourth Edition, Page Number:424

Explanation

Decision tree analysis. The decision tree is a diagram that describes a decision under consideration and the implications of choosing one or another of the available alternatives. Reference: PMBOK® Guide Fourth Edition, Page Number:424

60. The Close Project or Phase process is different than the Close Procurements process. Which Statement below is correct in reference to that

Close Project or Phase occurs at Project end while Close Procurement occurs at Phase end

Close Procurement involves updating employee skills in their records while close Project or Phase performs audit

Close Procurement performs audit while close Project or Phase involves updating employee skills in their records

Close Project or Phase occurs before the Close Procurements

Updating Employee skills in their record is done in Close Project or Phase not in close Procurements.

Explanation

Updating Employee skills in their record is done in Close Project or Phase not in close Procurements.

61. In your project, there have been several changes in the cost and schedule estimates, and the original estimating assumptions are no longer valid. Calculate the estimate at completion (EAC) for your project based on the following data? BAC = $300,000 AC = $100,000 EV = $150,000 CPI = 1.2 ETC = $120,000

$ 250,000

$ 220,000

$ 300,000

The estimate at completion (EAC) can be calculated using the formula EAC = AC + ETC. In this case, AC is given as $100,000 and ETC is given as $120,000. Therefore, EAC = $100,000 + $120,000 = $220,000.

Explanation

The estimate at completion (EAC) can be calculated using the formula EAC = AC + ETC. In this case, AC is given as $100,000 and ETC is given as $120,000. Therefore, EAC = $100,000 + $120,000 = $220,000.

62. When talking to the stakeholders to identify risk, you usually start with general or high level questions and then get into specific or particular questions. This is also called:

Risk categorization

Nominal group technique

Delphi technique

Funnel Analysis

Funnel Analysis: A type of interviewing technique by which we start with general or high level questions and then get into specific or particular questions.

Explanation

Funnel Analysis: A type of interviewing technique by which we start with general or high level questions and then get into specific or particular questions.

63. During the Planning phase of project, it is important to identify the internal and external factors that can influence the project success. In this context, which of the following statements about enterprise environmental factors is NOT true?

Neither promote nor hold back the project management processes

May restrict the project management processes

May promote the project management processes

May either promote or hold back the project management

Enterprise environmental factors may enhance or constrain project management options, and as Project Manager you have to assess the project environment and the enterprises involved in the project.Reference: Reference PMBOk(R) Guide Fifth Edition, Page 29

Explanation

Enterprise environmental factors may enhance or constrain project management options, and as Project Manager you have to assess the project environment and the enterprises involved in the project.Reference: Reference PMBOk(R) Guide Fifth Edition, Page 29

64. In your company, you use Oracle Primavera as a project management information system (PMIS) - this facilitates automation and easier project management. All of the following statements about PMIS are true EXCEPT?

PMIS is used during Direct and Manage Project Execution

PMIS is part of organizational process assets

PMIS includes scheduling software and configuration management system

PMIS can be used for information collection and dissemination

The PMIS, part of the enterprise environmental factors, provides access to an automated tool, such as scheduling software tool, a configuration management system, an information collection and distribution system, or web interfaces to other online automated systems used during the Direct and Manage Project Execution effort. Reference: PMBOK® Guide Fourth Edition, page 87

Explanation

The PMIS, part of the enterprise environmental factors, provides access to an automated tool, such as scheduling software tool, a configuration management system, an information collection and distribution system, or web interfaces to other online automated systems used during the Direct and Manage Project Execution effort. Reference: PMBOK® Guide Fourth Edition, page 87

65. You are managing a complex research and development project in the field of medicine, and to comply with strict external regulations, you want to determine whether the activities comply with organizational and project policies. This will be done as part of:

Trend analysis

Inspection

Sensitivity Analysis

Quality audits

A quality audit is a structured, independent review to determine whether project activities comply with organizational and project policies, processes, and procedures. Reference: PMBOK® Guide Fourth Edition, Page 204

Explanation

A quality audit is a structured, independent review to determine whether project activities comply with organizational and project policies, processes, and procedures. Reference: PMBOK® Guide Fourth Edition, Page 204

66. Critical chain is a schedule network analysis technique that modifies the project schedule to account for limited resources. In this context, the non-work schedule activities that are added in the critical chain method to manage uncertainty are referred to as:

Duration buffers

Resource leveling

Reverse resource leveling

Crashing

Duration buffers are non-work schedule activities that are added in the critical chain method to manage uncertainty. These buffers are inserted at the end of each chain of dependent activities to protect the project schedule from delays. By adding duration buffers, the project manager can account for uncertainties and ensure that the project is completed on time. These buffers act as a safety net, allowing for flexibility and providing a cushion for any unexpected delays or disruptions.

Explanation

Duration buffers are non-work schedule activities that are added in the critical chain method to manage uncertainty. These buffers are inserted at the end of each chain of dependent activities to protect the project schedule from delays. By adding duration buffers, the project manager can account for uncertainties and ensure that the project is completed on time. These buffers act as a safety net, allowing for flexibility and providing a cushion for any unexpected delays or disruptions.

67. In your construction project, the CPI is 0.85 and SPI is 1.25. What could be the possible reason?

A critical resource went on sick leave for a long period of time, which had not been anticipated earlier.

In anticipation of delays, the project was crashed to decrease the duration.

There was four days waiting time in the curing of concrete, and work could not be done during that time

The CPI (Cost Performance Index) of 0.85 indicates that the project is over budget, while the SPI (Schedule Performance Index) of 1.25 suggests that the project is ahead of schedule. This indicates that the project was crashed, meaning that additional resources were allocated to speed up the project in order to meet the anticipated delays. This decision to crash the project could have led to increased costs, resulting in the project being over budget.

Explanation

The CPI (Cost Performance Index) of 0.85 indicates that the project is over budget, while the SPI (Schedule Performance Index) of 1.25 suggests that the project is ahead of schedule. This indicates that the project was crashed, meaning that additional resources were allocated to speed up the project in order to meet the anticipated delays. This decision to crash the project could have led to increased costs, resulting in the project being over budget.

68. What is a scope statement?

Document that formally authorizes a project

A document that describes the procurement item in sufficient detail

A documented basis for making future project decisions

A document that subdivides the major deliverables into smaller, more manageable components

Project charter is a document that formally authorizes a project. Procurment Statement of Work is a document that describes the procurement item in sufficient detail. The Project Scope statement provided a common understanding of the project among project stakeholders. WBS is a document that subdivides the major deliverables into smaller, more manageable components.

Explanation

Project charter is a document that formally authorizes a project. Procurment Statement of Work is a document that describes the procurement item in sufficient detail. The Project Scope statement provided a common understanding of the project among project stakeholders. WBS is a document that subdivides the major deliverables into smaller, more manageable components.

69. You would like to use decomposition for subdivision of project deliverables into smaller, more manageable components until the work and deliverables are defined to the work package level. Which of the following statements about decomposition is incorrect?

All deliverables should have similar levels of decomposition.

Create WBS process decomposition tool decomposes deliverable into deliverable.

Different deliverables can have different levels of decomposition. Reference PMBOK(R) 5th Edition Page 131

Explanation

Different deliverables can have different levels of decomposition. Reference PMBOK(R) 5th Edition Page 131

70. You are hired in a large scale project, where six different sub-contractors are involved, as a Project Manager which of the following activity is not your responsibility?

Monitor and Control the Project Status

Develop the Project Management Plan

Monitor and Control the Status of your vendors

Ensure integrity of sub-contractors team

Project Manager is not responsible to ensure the integrity of individual team member either in her team or subcontractor team. A project manager is in charge of all aspects of the project including, but not limited to: developing the project management plan and all related component plans, keeping the project on track in terms of schedule and budget, identifying, monitoring, and responding to risk, and providing accurate and timely reporting of project metrics.

Explanation

Project Manager is not responsible to ensure the integrity of individual team member either in her team or subcontractor team. A project manager is in charge of all aspects of the project including, but not limited to: developing the project management plan and all related component plans, keeping the project on track in terms of schedule and budget, identifying, monitoring, and responding to risk, and providing accurate and timely reporting of project metrics.

71. Which of the following is not a tool and technique of Acquire Project Team

Negotiation

Virtual Team

Training

Pre Assignment

Training is not a tool and technique of Acquire Project Team because it is a separate process in project management. Acquiring project team members involves activities such as negotiation, virtual team formation, and pre-assignment, which are focused on identifying and selecting the right individuals for the project. Training, on the other hand, is a process of providing knowledge and skills to the project team members to enhance their performance and ensure they have the necessary capabilities to successfully complete the project. While training may be conducted during the project execution phase, it is not specifically a tool and technique of acquiring the project team.

Explanation

Training is not a tool and technique of Acquire Project Team because it is a separate process in project management. Acquiring project team members involves activities such as negotiation, virtual team formation, and pre-assignment, which are focused on identifying and selecting the right individuals for the project. Training, on the other hand, is a process of providing knowledge and skills to the project team members to enhance their performance and ensure they have the necessary capabilities to successfully complete the project. While training may be conducted during the project execution phase, it is not specifically a tool and technique of acquiring the project team.

72. When you estimate costs for your project, you should also closely coordinate that with:

Define Activities

Estimate Activity Durations

Estimate Activity Resources

Sequence Activities

The Estimate Activity Resource process is closely coordinated with the Estimate Costs process. Reference: PMBOK® Guide Fourth Edition, Page 141

Explanation

The Estimate Activity Resource process is closely coordinated with the Estimate Costs process. Reference: PMBOK® Guide Fourth Edition, Page 141

73. You have recently joined as the project manager of ABC Company. You notice that the customers are getting frequent change requests implemented by informally approaching the team members. This has resulted in work disruption and discontent among team members. What should be your FIRST priority to remedy the situation?

Create a detailed project scope statement

Align the project objectives with the organizational goals

Ensure proper project scope control

Call a meeting of all the project stakeholders to resolve any outstanding issues

not-available-via-ai

Explanation

not-available-via-ai

74. You want to estimate cost of individual activity. You decide d to use the bottom-up estimating technique. In this context, all the following statements are accurate EXCEPT that Bottom-up Estimates:

Determines the cost of individual scope requirements in the scope statement

Provides detailed costs at lowest levels that are rolled up to higher levels for reporting and tracking purposes

Is a method of estimating a component of work

Provide cost and accuracy, which is influenced by the size and complexity of the individual schedule activity or work package

Bottom-up estimating is a method of estimating a component of work. The cost of individual work packages or activities is estimated with the highest level of specified detail. Reference: PMBOK® Guide Fourth Edition, Page Number 172

Explanation

Bottom-up estimating is a method of estimating a component of work. The cost of individual work packages or activities is estimated with the highest level of specified detail. Reference: PMBOK® Guide Fourth Edition, Page Number 172

75. You are planning to award a contract and are evaluating sellers, using criteria like management approach, technical approach, Life-Cycle cost, and production capacity and interest, These criteria are called

Screening Criteria

Source Selection Criteria

Evaluation Cirteria

Contract Selection methods

Reference PMBOK Page 368

Explanation

Reference PMBOK Page 368

76. You are the project lead overseeing a project to create a new wireless media streaming device. The working model has been created and you are meeting with the customer to ensure that it meets the specifications. Upon inspection, the customer informs you that the LCD output screen does not meet the requirements that were originally agreed upon; however, they will tolerate the change. Which action will MOST likely result from this?

Accepted Deliverable

The Close Project or Phase

Variance Analysis

Technical Performance Measurement

not-available-via-ai

Explanation

not-available-via-ai

77. The last activity of closing process group IS?

Complete the Lesson Learned

Provide the relevant documents to client

Update the Archives

Release the team

All options are the activities of closing process but the last activity of closing process is to release the team

Explanation

All options are the activities of closing process but the last activity of closing process is to release the team

78. You are the project manager of a project, which has the objective of producing bearings with a margin of error of .002 mm according to Six Sigma specifications used in your company. You have been asked to create documents that can help you apply technical and administrative direction to audit the bearings and ensure that they conform to requirements. You should use:

Product Scope

Configuration Management System

Statement of Work

Project Management Plan

Option 1: Product scope description: This documents the characteristics of the product that the project undertakes to create. Option 2: Configuration management system: This is a collection of formal documented procedures used to apply technical and administrative direction and surveillance... to verify conformance to requirements. Option 3: The statement of work (SOW) is a narrative description of products or services to be delivered by the project. Option 4: Project management plan defines how the project is executed,

Explanation

Option 1: Product scope description: This documents the characteristics of the product that the project undertakes to create. Option 2: Configuration management system: This is a collection of formal documented procedures used to apply technical and administrative direction and surveillance... to verify conformance to requirements. Option 3: The statement of work (SOW) is a narrative description of products or services to be delivered by the project. Option 4: Project management plan defines how the project is executed,

79. Which of the following are tools and techniques of Perform Quality Assurance Process

Run Chart, Control Chart, flow chart

Cost of quality, quality audit, Inspection

Scatter Diagram, cause and effect diagram, Histogram

Control charts , flow charts, cost of quality

Quality audit is a tool and technique used in Perform Quality Assurance process. Reference: PMBOK® Guide Fourth Edition, Page 204

Explanation

Quality audit is a tool and technique used in Perform Quality Assurance process. Reference: PMBOK® Guide Fourth Edition, Page 204

80. To Support the Mission of AUC Bank; " Customers First", the CEO of AUC bank is concerned about the Customer Complaint response time. He wants to improve Customer Call Center processes to decrease the response time. What should the CEO of AUC Bank do to address the scenario?

Provide a Project Management Training to call center staff

Assign a Project manager , having experience in Call Center operations

Transform from Functional to a Projectized organization structure

Streamlines the processes of Call center operations

Call center is an operational activities and to improve the response time she should streamline the processes of call center and remove the bottle necks. As operations requires business process management, and operations management activities. Reference PMBOk(R) Guide Fifth Edition, Page 12

Explanation

Call center is an operational activities and to improve the response time she should streamline the processes of call center and remove the bottle necks. As operations requires business process management, and operations management activities. Reference PMBOk(R) Guide Fifth Edition, Page 12

81. During your project execution, one of the main activity of a project manager is to keep update his stakeholders, in this regard you have to make information promptly available to stakeholders. Which of the following is a tool you should use in this scenario?

Communication Models

Communication Requirement analysis

Communication Methods

Communication Technology

Distribute Information process makes information available to project stakeholders as planned. "Communication methods" is one of the tools and techniques used for this process. Option 1, Option 2 and Option 4 are tools and techniques of Plan Communication.

Explanation

Distribute Information process makes information available to project stakeholders as planned. "Communication methods" is one of the tools and techniques used for this process. Option 1, Option 2 and Option 4 are tools and techniques of Plan Communication.

82. In your project, you use product analysis to translate high-level product descriptions into tangible deliverables and requirements. Which of the following techniques is not used in product analysis?

Value analysis

Requirement analysis

System analysis

Business analysis

Product analysis includes techniques such as product breakdown, systems analysis, requirements analysis, systems engineering, value engineering, and value analysis. Reference PMBOK(R) 5th Edition Page 122

Explanation

Product analysis includes techniques such as product breakdown, systems analysis, requirements analysis, systems engineering, value engineering, and value analysis. Reference PMBOK(R) 5th Edition Page 122

83. You are the project manager in an IT consultancy firm which does projects for other companies. Based on your interaction with senior management of other companies, you classify your clients into categories like Risk Averse, Risk Neutral and Risk Seeking. You are using:

Risk Management Planning

Utility theory

Risk identification

Risk categorization

Utility Function (Utility Theory): This is used to measure stakeholder risk tolerance and defines the level or willingness to accept a risk. The three categories of utility theory are Risk Averse, Risk Neutral, and Risk Seeking.

Explanation

Utility Function (Utility Theory): This is used to measure stakeholder risk tolerance and defines the level or willingness to accept a risk. The three categories of utility theory are Risk Averse, Risk Neutral, and Risk Seeking.

84. You are managing a major construction project in karachi city which will pass through critical areas of city. Project need replacement of houses on its way, reclaim of land, agreement with local area political parties, and integration of government organizations to replace their underground cablings. There are conflicts among stakeholders. In this given scenario, you should know that maximum intensity of conflicts happens due to:

Political parties, land reclaim and government integration

Schedules, priorities, and manpower

Administration procedures, manpower, and project technicality

Stakeholder management, scope management and risk management

Maximum intensity of conflicts occurs as follows: 1- Schedules, 2-Priorities, 3-Manpower, 4-Technical, 5-Procedures, 6-Personality & 7-Costs

Explanation

Maximum intensity of conflicts occurs as follows: 1- Schedules, 2-Priorities, 3-Manpower, 4-Technical, 5-Procedures, 6-Personality & 7-Costs

85. You are the project lead overseeing a project to create a new wireless media streaming device. The working model has a few features that you were not originally informed about. This could result in a higher cost device than originally planned. You need to determine if these features were formally requested by a specific stakeholder. To which item would you refer to verify this information?

Requirement Traceability Matrix

Requirement Documentation

Project Scope Statement

Work Breakdown Structure

The Requirement Traceability Matrix is a tool that links project requirements to their origin and tracks their progress throughout the project lifecycle. It helps in verifying if specific features were formally requested by stakeholders by providing a clear mapping between requirements and their sources. By referring to the Requirement Traceability Matrix, the project lead can identify if the features in the working model were part of the original requirements or if they were added later, which would explain the potential increase in cost.

Explanation

The Requirement Traceability Matrix is a tool that links project requirements to their origin and tracks their progress throughout the project lifecycle. It helps in verifying if specific features were formally requested by stakeholders by providing a clear mapping between requirements and their sources. By referring to the Requirement Traceability Matrix, the project lead can identify if the features in the working model were part of the original requirements or if they were added later, which would explain the potential increase in cost.

86. In your project, you wish to estimate the type and quantity of resources required for each activity. Which of the following techniques will you use for this purpose?

Precedence diagramming technique

Trend analysis technique

Top down technique

Alternatives analysis

To estimate the type and quantity of resources, we use Estimate Activity resources, precedence diagramming technique, trend analysis technique and top down techniques are not part of this process. Reference: PMBOK® Guide Fourth Edition, Page 142 (figure 6-8)

Explanation

To estimate the type and quantity of resources, we use Estimate Activity resources, precedence diagramming technique, trend analysis technique and top down techniques are not part of this process. Reference: PMBOK® Guide Fourth Edition, Page 142 (figure 6-8)

87. Which of the following is NOT part of identify stakeholder process ?

Identify Stakeholders

Identify stakeholders need

Assess the impact of stakeholders in project

Make sure all the stakeholders are in project plan

Stakeholder identification doesn’t make sure that all stakeholders should be in plan, and even not all stakeholders are part of project plan.

Explanation

Stakeholder identification doesn’t make sure that all stakeholders should be in plan, and even not all stakeholders are part of project plan.

88. Stakeholder identification should ?

Occur as early as possible

Start as soon as possible

Be done as late as possible

Continue throughout Project lifecycle

Stakeholder identification should continue throughout Project lifecycle, as stakeholders identification is a process in Intiation Process group, which occurs in Project or in project phase

Explanation

Stakeholder identification should continue throughout Project lifecycle, as stakeholders identification is a process in Intiation Process group, which occurs in Project or in project phase

89. You are the project manager of a software company developing a new banking software product. You would like to obtain information from various experts about the risks associated with your project. You decide to use the Delphi technique because this keeps any one person from having undue influence on the outcome of the Identify Risks process. The Delphi technique also has the added advantage that it:

Finds out a problem, discovers the reasons that led to it, and develops preventive actions.

Helps reduce bias in the data.

Examines the project from each of the SWOT perspectives to increase the breadth of the identified risks.

Provides a qualitative assessment of risk.

The Delphi technique helps reduce bias in the data and keeps any one person from having undue influence on the outcome. Reference: PMBOK® Guide Fourth Edition, Page Number:286

Explanation

The Delphi technique helps reduce bias in the data and keeps any one person from having undue influence on the outcome. Reference: PMBOK® Guide Fourth Edition, Page Number:286

90. The Project Manager needs to effectively engage stakeholders throughout the project life cycle. Analytical techniques can be used to identify the current and desired engagement levels of each stakeholders. This information is captured in:

Stakeholder analysis matrix

Analytical forecasts

Stakeholder Engagement Assessment Matrix

Stakeholder Register

The Stakeholder Engagement Assessment Matrix is used to capture information about the current and desired engagement levels of each stakeholder. This matrix helps the Project Manager identify the level of engagement for each stakeholder and determine the necessary actions to effectively engage them throughout the project life cycle. It provides a visual representation of the stakeholder engagement and helps in prioritizing and planning stakeholder engagement strategies.

Explanation

The Stakeholder Engagement Assessment Matrix is used to capture information about the current and desired engagement levels of each stakeholder. This matrix helps the Project Manager identify the level of engagement for each stakeholder and determine the necessary actions to effectively engage them throughout the project life cycle. It provides a visual representation of the stakeholder engagement and helps in prioritizing and planning stakeholder engagement strategies.

CEO

Team Member

CEO and Sponsor

Sponsor

The most important gap to be addressed by the project manager as soon as possible would be the gap in stakeholder engagement levels for the Sponsor. This is because the Sponsor has the highest level of influence and authority over the project and their support is crucial for its success. If the Sponsor is currently not supportive or resistant, it is important to address this gap and work towards gaining their support in order to ensure the project's success.

Explanation

The most important gap to be addressed by the project manager as soon as possible would be the gap in stakeholder engagement levels for the Sponsor. This is because the Sponsor has the highest level of influence and authority over the project and their support is crucial for its success. If the Sponsor is currently not supportive or resistant, it is important to address this gap and work towards gaining their support in order to ensure the project's success.

92. At the end of the closing process group

It is determined that the product will be successful in the market.

The project management plan is written off by the project sponsor.

The new change requests are initiated as required.

The Closing Process Group consist of those processes performed to conclude all activities across all project management process groups to formally complete the project,phase or contractual obligations. Reference PMBOK® 5th Edition, Page 57

Explanation

The Closing Process Group consist of those processes performed to conclude all activities across all project management process groups to formally complete the project,phase or contractual obligations. Reference PMBOK® 5th Edition, Page 57

93. You are managing a mission critical project, and you want to make sure that project will complete on time, and with in budget. Your stakeholders are constantly asking for changes in a scope of project. In this scenario which one of the below statement describe your main objective during the Perform Integrated change control process:

Performing Preventive actions for unnecessary changes

Rejecting the changes, based on Scope baseline

Updating the issue register, for multiple change requests

Performing the quality audit, to make sure change process is appropriate for managing constant changes

Option 1: Performing preventive actions for unnecessary changes is considered as one of the main objective of a project manager in perform integrated change control process. Option 2: Change Control Board (CCB) is responsible for rejecting the changes. Option 3: Change log is used for change requests not the issue register. Option 4: Quality Audit is done in Execution, not is Monitoring and controlling.

Explanation

Option 1: Performing preventive actions for unnecessary changes is considered as one of the main objective of a project manager in perform integrated change control process. Option 2: Change Control Board (CCB) is responsible for rejecting the changes. Option 3: Change log is used for change requests not the issue register. Option 4: Quality Audit is done in Execution, not is Monitoring and controlling.

94. As a project manager, you are creating a risk management plan to describe how risk management will be structured and performed on the project. Which of the following would the risk management plan not include

Budget for risk management in the project

Approaches, tools and data sources that may be used to perform risk management on the project

Risk triggers to indicate when a risk may occur

Risk categories to ensure a comprehensive process of systematically identifying risk to a consistent level of detail

Risk triggers. Indications that a risk has occurred or is about to occur. Triggers may be discovered in the risk identification process and watched in the risk monitoring and control process. Reference: PMBOK® Guide Fourth Edition, Page Number: 444. All the other options are included in the risk management plan (PMBOK® Guide Fourth Edition, Page Numbers: 279 and 280).

Explanation

Risk triggers. Indications that a risk has occurred or is about to occur. Triggers may be discovered in the risk identification process and watched in the risk monitoring and control process. Reference: PMBOK® Guide Fourth Edition, Page Number: 444. All the other options are included in the risk management plan (PMBOK® Guide Fourth Edition, Page Numbers: 279 and 280).

95. Who of the following are always the stakeholder?

CEO of the company

User who is going to use the product

A functional manager from sales department

A person who might lose his or her position in the company because of the project

A user of the project's product is always a stakeholder, while the others may or may not be stakeholder “always”.

Explanation

A user of the project's product is always a stakeholder, while the others may or may not be stakeholder “always”.

96. As a project manager, one of your major role is to develop the team for better performance. All of the following are tools and techniques of Develop Project team process EXCEPT:

Ground rules

Management Skills

Co-location

Interpersonal Skills

Management Skills is a part of Manage Stakeholder Expectations.

Explanation

Management Skills is a part of Manage Stakeholder Expectations.

97. Which of the following document is mainly used to authorize the customer to approve the changes during the project life cycle.

Change control system

Project plan

Configuration Management System

Contract

If the project is being provided under a contract, then some proposed changes may need to be approved by the customer as per the customer.

Explanation

If the project is being provided under a contract, then some proposed changes may need to be approved by the customer as per the customer.

98. You are performing execution of your project. you have your project lesson learned documents, issue logs, project closure reports, and outputs from other knowledge areas. These documents should be included in:

Project records

Stakeholder notifications

Project reports

Project Presentations

Option 1: Project Records contains correspondences, memos, meeting minutes and other documents describing the project. Option 2: Stakeholder notifications is about resolved issues, approved changes and general project status Option 3: Project reports include formal and informal project reports that describe project status, documents like lessons learned, issue logs, project closure reports, and outputs from other knowledge

Explanation

Option 1: Project Records contains correspondences, memos, meeting minutes and other documents describing the project. Option 2: Stakeholder notifications is about resolved issues, approved changes and general project status Option 3: Project reports include formal and informal project reports that describe project status, documents like lessons learned, issue logs, project closure reports, and outputs from other knowledge

99. You are working as a Project Manager for Metro Bus Project in Lahore and periodically you are providing project status in the form of Project Presentation to multiple stakeholders. In this context Project Presentations are:

Formal Written Communication

Informal Verbal Communication

Formal Verbal Communication

Informal written Communication

Project Presentations are example of Formal verbal communication

Explanation

Project Presentations are example of Formal verbal communication

100. You are the project manager of a large IT project. A manager from a company contracted to work on the project offers you free tickets to a local sporting event. The tickets are expensive but your organization has no formal policy regarding gifts. What is the BEST way to handle the offer?

Accept the tickets but notify your employer.

Politely refuse the tickets.

Accept the tickets since there is no policy

Refuse the tickets and report the offer to your employer.

The best way to handle this type of offer is to politely reject the offer. Taking gifts can be viewed as personal gain and may affect your integrity as a project manager, and open you and your organization to complaints of improper conduct

Explanation

The best way to handle this type of offer is to politely reject the offer. Taking gifts can be viewed as personal gain and may affect your integrity as a project manager, and open you and your organization to complaints of improper conduct

101. What is the best technique to ensure that the contract is complete?

Formal Acceptance

Perform audit

Record Lesson Learned

Final Performance Reporting

Formal Acceptance is the best technique to ensure that the contract is complete. Perform audit help to check the success and failure of process not to ensure the completeness of contract. Record Lesson Learned is done to record the reasons for corrective actions taken. Final Performance Reporting is done after the contract closure.

Explanation

Formal Acceptance is the best technique to ensure that the contract is complete. Perform audit help to check the success and failure of process not to ensure the completeness of contract. Record Lesson Learned is done to record the reasons for corrective actions taken. Final Performance Reporting is done after the contract closure.

102. Your company has asked you to recommend a recognition and reward system for your project, which can promote team cohesiveness, encourage better performance and reinforce desired behavior. Which one of the following you should NOT recommend?

Recognition for team members who work overtime to achieve aggressive deadline

Electing and celebrating the team member of the month

Recognition and reward systems should promote or reinforce desired behavior

Recognition and rewards should consider cultural differences.

Only desirable behavior should be rewarded. For example, the willingness to work overtime to meet an aggressive schedule objective should be rewarded or recognized; needing to work overtime as the result of poor planning by the team member should not be rewarded. However, the team members should not be punished for poor planning and consistently unrealistic expectations

Explanation

Only desirable behavior should be rewarded. For example, the willingness to work overtime to meet an aggressive schedule objective should be rewarded or recognized; needing to work overtime as the result of poor planning by the team member should not be rewarded. However, the team members should not be punished for poor planning and consistently unrealistic expectations

103. While managing a project, you decide to create a prototype of your product first to ensure that it is acceptable to stakeholders before moving on to build your product. This is an example of:

Risk mitigation

Risk Avoidance

Simulation

Project assumption testing

Mitigation may require prototype development to reduce the risk of scaling up from a bench-scale model of a process or product. Reference: PMBOK® Guide Fourth Edition, Page Number: 304

Explanation

Mitigation may require prototype development to reduce the risk of scaling up from a bench-scale model of a process or product. Reference: PMBOK® Guide Fourth Edition, Page Number: 304

104. Which of the following is an OUTPUT of Direct and Manage Project Execution?

Work Authorization System

Accepted Deliverables

Corrective Actions

Approved Changes

During the Direct and Manage Project Execution process, Corrective Actions are generated as an output. Corrective Actions are taken to address any issues or problems that arise during project execution. These actions are implemented to bring the project back on track and ensure that it aligns with the project objectives and requirements. Corrective Actions may involve making adjustments to the project plan, reallocating resources, or resolving any conflicts or obstacles that may hinder the project's progress.

Explanation

During the Direct and Manage Project Execution process, Corrective Actions are generated as an output. Corrective Actions are taken to address any issues or problems that arise during project execution. These actions are implemented to bring the project back on track and ensure that it aligns with the project objectives and requirements. Corrective Actions may involve making adjustments to the project plan, reallocating resources, or resolving any conflicts or obstacles that may hinder the project's progress.

105. You are executing a supply chain automation project with multiple deliverables. You are concerned about the quality of future deliverables, and you are periodically monitoring the status of completion of deliverables. Which of the following output will provide you this information:

Work performance data

Quality Control Measurements

Work performance measurements

Performance reports

Work performance data: provides the Information about project progress, such as which deliverables have started, their progress, and which deliverables have finished.

Explanation

Work performance data: provides the Information about project progress, such as which deliverables have started, their progress, and which deliverables have finished.

106. Stakeholder analysis steps are ?

Identify Stakeholders, Assess how they react, and identify potential impact

List Stakeholders, analyze potential impact, and Assess how they react

List internal stakeholders, external stakeholders, and their impact documentation

Identify stakeholder power, list their power impact and create reaction plan

Stakeholder Analysis Steps in sequence are Step 1: Identify all potential project stakeholders Step 2: Identify the potential impact Step 3: Assess how key stakeholders are likely to react or respond in various situationsReference PMBOk(R) Guide Fifth Edition, Page 396

Explanation

Stakeholder Analysis Steps in sequence are Step 1: Identify all potential project stakeholders Step 2: Identify the potential impact Step 3: Assess how key stakeholders are likely to react or respond in various situationsReference PMBOk(R) Guide Fifth Edition, Page 396

107. You are working in a major pharmaceutical company and managing a marketing campaign of major drug released in market. Currently you are in a stage where you are tracking and reviewing the status of your campaign. Which of the following would you not use to perform these activities?

Project management plan

Performance reports

Organizational process assets

Approved change requests

Monitor and Control Project Work is the process of tracking, reviewing, and regulating the progress to meet the performance objectives defined in the project management plan. Approved Change Requests is not an input to this process.

Explanation

Monitor and Control Project Work is the process of tracking, reviewing, and regulating the progress to meet the performance objectives defined in the project management plan. Approved Change Requests is not an input to this process.

108. You are the project manager of a project which involves off-shore oil exploration. Since you cannot plan for all eventualities, you establish a contingency reserve, including amounts of time, money, or resources to handle the risks. This is an example of:

Risk avoidance

Risk transfer

Active risk acceptance

Improper risk planning since all risks should be identified and accounted for

The most common active acceptance strategy is to establish a contingency reserve, including amounts of time, money, or resources to handle the risks. Reference: PMBOK® Guide Fourth Edition, Page Number: 304

Explanation

The most common active acceptance strategy is to establish a contingency reserve, including amounts of time, money, or resources to handle the risks. Reference: PMBOK® Guide Fourth Edition, Page Number: 304

109. You are executing a major IT infrastructure project. One of your team member notify you that some of the items he is installing are not performing as per the specification listed in project management plan. In this situation you have decided to take actions to make sure that all items should work as per the specifications listed, the actions your team will perform will be referred as:

Preventive actions

Updates

Corrective actions

Defect repairs

Corrective action is documented direction for executing the project work to bring projected future performance in line with the project management plan.

Explanation

Corrective action is documented direction for executing the project work to bring projected future performance in line with the project management plan.

110. All of the following statements are true regarding quality audits EXCEPT:

Quality audits are examples of quality assurance activities.

Quality audits are structured reviews that examine whether an organization's policies and procedures are being applied correctly.

Quality audits involve monitoring specific results from a project and determining if they meet acceptable standards.

Quality audits ensure that approved change requests, preventative and corrective actions, and other recommended changes have been implemented.

Quality control involves monitoring specific results from a project and determining if they meet acceptable standards, not quality audits. Quality audits are structured reviews that examine whether an organization's policies and procedures are being applied correctly and whether they achieve their purpose. Quality audits also ensure that approved change requests, preventative and corrective actions

Explanation

Quality control involves monitoring specific results from a project and determining if they meet acceptable standards, not quality audits. Quality audits are structured reviews that examine whether an organization's policies and procedures are being applied correctly and whether they achieve their purpose. Quality audits also ensure that approved change requests, preventative and corrective actions

111. Which of the following is an input to distribute information process:

Change Request

Performance Reports

Deliverables

Enterprise environmental factors

Performance Reports are an input to the distribute information process. This is because performance reports provide information on the project's progress, status, and performance metrics. These reports are used to communicate project performance to stakeholders and help them make informed decisions. By distributing performance reports, project managers ensure that relevant and accurate information is shared with the appropriate stakeholders, enabling effective communication and decision-making throughout the project.

Explanation

Performance Reports are an input to the distribute information process. This is because performance reports provide information on the project's progress, status, and performance metrics. These reports are used to communicate project performance to stakeholders and help them make informed decisions. By distributing performance reports, project managers ensure that relevant and accurate information is shared with the appropriate stakeholders, enabling effective communication and decision-making throughout the project.

112. In your project, you create project documents which will help you when managing the project. Which of the following is NOT an example of project documents?

Requirement management plan

Activity list

Requirements documentation

Risk register

Requirements Management plan is included in Project Management plan. Reference: Reference PMBOK(R) 5th Edition Page 78 Table 4-1

Explanation

Requirements Management plan is included in Project Management plan. Reference: Reference PMBOK(R) 5th Edition Page 78 Table 4-1

113. All of the following are types of requirements EXCEPT:

Business Requirements

Project Requirements

Risk Requirements

Quality Requirements

Requirements can be grouped into classifications allowing for further refinement and detail as the requirements are elaborated. These classifications includes: Business, Stakeholder, Solution, Transition, Project, and Quality Requirments. Reference PMBOK(R) 5th Edition Page 112

Explanation

Requirements can be grouped into classifications allowing for further refinement and detail as the requirements are elaborated. These classifications includes: Business, Stakeholder, Solution, Transition, Project, and Quality Requirments. Reference PMBOK(R) 5th Edition Page 112

114. Validate Scope is the process of obtaining stakeholder`s formal acceptance of the completed project deliverables. In this context, which statement related to Verify Scope process is correct?

Validate Scope process is similar to Quality Control process.

Validate Scope process is normally performed after Control Quality process, but these two processes may also be performed in parallel.

Validate Scope process indicates the end of a project.

Validate Scope process is the final sign-off from the sponsor and customer.

Quality Control is generally performed before scope verification, but these two processes can be performed in parallel. Reference: PMBOK® Guide Fifth Edition,

Explanation

Quality Control is generally performed before scope verification, but these two processes can be performed in parallel. Reference: PMBOK® Guide Fifth Edition,

115. Your country has announced the general elections for the year 2015 and as project manager you have to manage the project of electorate paper printing, during project monitoring and controlling which of the following is your prime job?

Confirming printing resources are available and obtaining the further team to complete the printing

Influencing the factors that could circumvent integrated change control so that only approved changes are implemented

Distributing the relevant information to the stakeholders

Auditing the process of printing to ensure that appropriate quality standards and operational definitions are used

Option 1 Confirming printing resources is part of execution. Option 2 Influencing the factors that could circumvent integrated change control is part of Monitoring and Controlling. Option 3 Distributing the relevant information to the stakeholders is part of execution. Option 4 Auditing the process of printing to ensure that appropriate quality standards and operational definitions are part of execution

Explanation

Option 1 Confirming printing resources is part of execution. Option 2 Influencing the factors that could circumvent integrated change control is part of Monitoring and Controlling. Option 3 Distributing the relevant information to the stakeholders is part of execution. Option 4 Auditing the process of printing to ensure that appropriate quality standards and operational definitions are part of execution

116. You are the project manager for an electronic company responsible for developing micro chips. During implementation, you spend some time with your team monitoring and controlling the work being done by them. Which tool will you use?

Expert judgment

Forecasts

Earned Value Management

Work Authorization System

Expert judgment is used by the project management team to interpret the information provided by monitor and control processes.

Explanation

Expert judgment is used by the project management team to interpret the information provided by monitor and control processes.

117. What impact can co-location have on a project?

Co-location increases communication but has a tendency to increase project duration because co-location arrangements take time.

Co-location increases communication but has generally no impact on project duration.

Co-location increases communication and thus decreases project duration.

Co-location decreases need for communication and thus decreases project duration.

Co-location increase communication and thus decreases the project duration

Explanation

Co-location increase communication and thus decreases the project duration

118. You are executing the storage tank construction project in Qatar, and your team is producing deliverables as per schedule. While monitoring and controlling the project work, you track, review, and regulate the progress to meet the performance objectives. In this context, what is NOT performed in the Monitor and Control Project Work process?

Comparing actual performance against the project plan

Monitoring implementation of approved changes as they occur

Recommending corrective or preventive actions based on performance reports

Providing forecasts to update current cost and current schedule information

The Monitor and Control Project Work process is concerned with comparing actual (not expected) performance against the project management plan.

Explanation

The Monitor and Control Project Work process is concerned with comparing actual (not expected) performance against the project management plan.

119. You are preparing a document using agreement, and organizational process assets. These are valid inputs for:

Develop Project Management Plan

Direct and Manage Project Work

Develop Project Charter

Perform Integrated Change Control

Agreement, and organizational process assets are inputs for the Develop Project Charter process. Reference: Reference PMBOk(R) Guide Fifth Edition, Page 66, Figure 4-2.

Explanation

Agreement, and organizational process assets are inputs for the Develop Project Charter process. Reference: Reference PMBOk(R) Guide Fifth Edition, Page 66, Figure 4-2.

120. You are the project manager for a software engineering firm that creates accounting software for dentist offices. You are currently negotiating with the manager of the product testing department for the use of one of his top performers. Which statement BEST describes the set of actions you are engaged in?

Identifying the skills required to complete product testing

Conducting a team building activity

Executing the staffing management plan

Improving the skill set of your existing team members

Negotiating is one of the tools used to acquire the project team. The staffing management plan is part of the human resources plan, which is an output of the Develop Human Resource Plan process, and it details how to meet staffing requirements. Acquiring and developing the project team can be considered executing the staffing management plan. In addition to negotiation, tools used to obtain the human resources

Explanation

Negotiating is one of the tools used to acquire the project team. The staffing management plan is part of the human resources plan, which is an output of the Develop Human Resource Plan process, and it details how to meet staffing requirements. Acquiring and developing the project team can be considered executing the staffing management plan. In addition to negotiation, tools used to obtain the human resources

121. 'Cost of quality' includes all of the following EXCEPT?

Prevention costs

Operations costs

Poor Quality costs

Appraisal costs

Cost of quality includes all costs incurred over the life of the product by investment in preventing non-conformance to requirements, appraising the product or service for conformance to requirements, and failing to meet requirements (rework). Failure costs are often categorized into internal (found by the project) and external (found by the customer). Failure costs are also called cost of poor quality. Reference: PMBOK® Guide Fourth Edition, Page 195, Figure 8-4

Explanation

Cost of quality includes all costs incurred over the life of the product by investment in preventing non-conformance to requirements, appraising the product or service for conformance to requirements, and failing to meet requirements (rework). Failure costs are often categorized into internal (found by the project) and external (found by the customer). Failure costs are also called cost of poor quality. Reference: PMBOK® Guide Fourth Edition, Page 195, Figure 8-4

122. You are the project manager in a software company. In your project, you want to ensure that all the operational departments in your organization (e.g. information integrity, data architecture group, servers group, etc.) clearly visualize their project responsibilities. Which one of the following helps you achieve this objective?

Organizational breakdown structure

Staffing plan

Project staff assignments

Resource breakdown structure

The organizational breakdown structure (OBS) is arranged according to an organization`s existing departments, units, or teams with the project activities or work packages listed under each department. An operational department such as information technology or purchasing can see all of its project responsibilities by looking at its portion of the OBS. Reference: PMBOK® Guide Fourth Edition, Page 220

Explanation

The organizational breakdown structure (OBS) is arranged according to an organization`s existing departments, units, or teams with the project activities or work packages listed under each department. An operational department such as information technology or purchasing can see all of its project responsibilities by looking at its portion of the OBS. Reference: PMBOK® Guide Fourth Edition, Page 220

123. Which of the following statements about communications management is incorrect?

Communication planning involves determining the information and communication needs of the stakeholders.

Communicating is the most critical skill for a project manager.

Project managers spend more than 90% of their time communicating.

To be effective, a project manager should control all communication channels.

A project manager cannot control all the communication channels, because the number of such channels could be very large. Also, the number of communication channels is fixed. For N people, the number of communication channels is N * (N-1) / 2.

Explanation

A project manager cannot control all the communication channels, because the number of such channels could be very large. Also, the number of communication channels is fixed. For N people, the number of communication channels is N * (N-1) / 2.

124. You, as the project manager, are planning to document relevant information on interest, involvement, and impact of the stakeholders on the project success. Which of the following communication processes should you follow?

Stakeholder analysis

Plan Stakeholder management

Manage Stakeholder Engagement

Identify Stakeholders

Identify stakeholders is the process of identifying the people, groups,or organizations that could impact or be impacted by a decision, activity, or outcome of the project, analyzing and documenting relevant information regarding their interests, involvement, interdependencies, influence, and potiential impact on project success. Reference PMBOk(R) Guide Fifth Edition, Page 393

Explanation

Identify stakeholders is the process of identifying the people, groups,or organizations that could impact or be impacted by a decision, activity, or outcome of the project, analyzing and documenting relevant information regarding their interests, involvement, interdependencies, influence, and potiential impact on project success. Reference PMBOk(R) Guide Fifth Edition, Page 393

125. Which of the following statement regarding the Business Value is INCORRECT?

Successful business value realization begins with comprehensive operational planning.

Business Value concept is unique to each organization

Business Value may be created through the effective management of ongoing operations.

All organizations focus on attaining business value for their activities

Successful business value realization begins with comprehensive strategic planning and management. Reference PMBOk(R) Guide Fifth Edition, Page 16

Explanation

Successful business value realization begins with comprehensive strategic planning and management. Reference PMBOk(R) Guide Fifth Edition, Page 16

126. It is estimated that 8 resources are needed to complete a certain task requiring 320 hours of work in 5 days, given that 1 resource can work 40 hours in 5 days. Which technique is used to arrive at this estimate?

Parametric estimating

Three-point estimates

Bottom up estimates

Top down estimates

Parametric estimating uses a statistical relationship between historical data and other variables to calculate an estimate for activity parameters such as cost, budget, and duration. Activity durations can be quantitatively determined by multiplying the quantity of work to be performed by labor hours per unit of work. Reference: PMBOK® Guide Fourth Edition, Page 150

Explanation

Parametric estimating uses a statistical relationship between historical data and other variables to calculate an estimate for activity parameters such as cost, budget, and duration. Activity durations can be quantitatively determined by multiplying the quantity of work to be performed by labor hours per unit of work. Reference: PMBOK® Guide Fourth Edition, Page 150

127. You are working in a Car manufacturing company as a Project Manager, during your critical project, Engineering Department manager asked you perform an alteration in engine heat system. In this scenario, which of the following is NOT a step you would take next?

Evaluate the impact of the change

Examine other options

Seek approval from change control board

Reject the change request as this would change the configuration of engine design

Before rejecting any changes, Project manager first evaluate the impact due to change, Examine other options and seek for approval or rejection from the change control board, rather than directly reject from its own.

Explanation

Before rejecting any changes, Project manager first evaluate the impact due to change, Examine other options and seek for approval or rejection from the change control board, rather than directly reject from its own.

128. You are executing a Project in a software house, during execution one of your critical team member is assigned to another project. You are able to get another resource after negotiation with resource manager as a substitute. From a stakeholder management point of view, this can be referred to as:

Negotiation

Resolved Issue

Acquisition

Pre Assignment

Resource movement is an issue, and by getting alternative required resources you are able to resolve the issue.

Explanation

Resource movement is an issue, and by getting alternative required resources you are able to resolve the issue.

129. Precedence diagramming method (PDM) is a method of constructing a project network diagram:

That uses nodes to represent the activities and connects them with arrows that show the dependencies.

That uses arrows to represent the activities and connects them at nodes to show their dependencies.

Which by construction allows loops or conditional branches.

That uses only finish-to-start logical relationships as construction way.

PDM uses nodes to represent the activities.Option 2: Arrow diagramming method uses arrows to represent the activities. GERT allows loops or conditional branches. Arrow diagramming method uses only finish-to-start logical relationships.

Explanation

PDM uses nodes to represent the activities.Option 2: Arrow diagramming method uses arrows to represent the activities. GERT allows loops or conditional branches. Arrow diagramming method uses only finish-to-start logical relationships.

130. In your project, you have established tools to ensure that appropriate information is available to project stakeholders in a timely manner. In this context, if there is a conversation taking place using a sender-receiver model, which of the following statements is NOT correct?

The sender is responsible for making the information clear, unambiguous, and complete.

The receiver confirms that the information is properly understood.

The receiver is responsible for making sure that the information is completely received and understood.

The receiver should agree with the sender about the message being communicated

The sender is responsible for making the information clear, unambiguous, and complete. This is done so that the receiver can receive it correctly, and confirm that it is properly understood. The receiver is responsible for making sure that the information is received in its entirety and understood correctly. Please note that the receiver need not "agree" with the sender about the message being communicated.

Explanation

The sender is responsible for making the information clear, unambiguous, and complete. This is done so that the receiver can receive it correctly, and confirm that it is properly understood. The receiver is responsible for making sure that the information is received in its entirety and understood correctly. Please note that the receiver need not "agree" with the sender about the message being communicated.

131. You are in the Close Project or Phase of the project. You finalize all activities across all the project management process groups to formally complete the phase. You also update documents, such as project management plan, scope management plan, cost management plan, etc. that are generated from project`s activities. These documents are also referred to as:

Project Files

Project Plan

Historical Information

Project Records

Project files contains documents resulting from project activities, for example project management plan, scope, cost, schedule and project calendars, risk registers, change management documentation, planned risk response actions, and risk impacts.Reference PMBOK(R) 5th Edition Page 104

Explanation

Project files contains documents resulting from project activities, for example project management plan, scope, cost, schedule and project calendars, risk registers, change management documentation, planned risk response actions, and risk impacts.Reference PMBOK(R) 5th Edition Page 104

132. During Execution of construction project, you have identified a damage in one of your major deliverable. You immediately engaged your team to repair it. Your team is performing this job in which of the following project management process.

Monitor and Control Project Work

Perform Integrated Change Control

Direct and Manage Project Execution

Perform Quality Assurance

Direct and Manage Project Execution also requires implementation of approved changes covering corrective and preventive actions and defect repair. Corrective action. Documented direction for executing the project work to bring expected future performance of the project work in line with the project management plan. Reference: PMBOK® Guide Fourth Edition, page 83

Explanation

Direct and Manage Project Execution also requires implementation of approved changes covering corrective and preventive actions and defect repair. Corrective action. Documented direction for executing the project work to bring expected future performance of the project work in line with the project management plan. Reference: PMBOK® Guide Fourth Edition, page 83

133. All Are the key elements of Product or Service Transition in Close Project or Phase Process EXCEPT:

Lesson Learned documented

Formal Signoff

Product is handed over to operations

Customer Acceptance Notifications

Lesson Learned Documentation comes under the umbrella of Organization Process Assets Updates Output not in Final Product, Service or Result Transition output. Reference PMBOK(R) 5th Edition Page 104

Explanation

Lesson Learned Documentation comes under the umbrella of Organization Process Assets Updates Output not in Final Product, Service or Result Transition output. Reference PMBOK(R) 5th Edition Page 104

134. When handling a conflict in team environment, which of the following is a negotiation technique used in conflict management process?

Focus on achievements, not rewards.

Focus on results, not inputs.

Focus on personnel, not issue.

Focus on present, not past.

When handling a conflict in a team environment, focusing on the present rather than the past is a negotiation technique used in the conflict management process. By focusing on the present, individuals involved in the conflict can address the current issues and find resolutions without dwelling on past mistakes or grievances. This approach allows for a more constructive and forward-thinking conversation, enabling the team to move forward and find a mutually agreeable solution.

Explanation

When handling a conflict in a team environment, focusing on the present rather than the past is a negotiation technique used in the conflict management process. By focusing on the present, individuals involved in the conflict can address the current issues and find resolutions without dwelling on past mistakes or grievances. This approach allows for a more constructive and forward-thinking conversation, enabling the team to move forward and find a mutually agreeable solution.

135. Which of the following is NOT an information distribution tool?

Video Conferencing

Project reports

Electronic databases

Fax

Option 1 and Option 4 a re part of Electronic Communication. Option 2 is an output not a tool. Option 3 is an example of shared –access electronic databases.

Explanation

Option 1 and Option 4 a re part of Electronic Communication. Option 2 is an output not a tool. Option 3 is an example of shared –access electronic databases.

136. All of the following are reasons for managing stakeholders' expectations EXCEPT:

To increase the likelihood of stakeholders` acceptance of the project

To influence and negotiate the expectation of stakeholders to achieve project objectives

To discuss their Concerns

To ensure that Stakeholders` are aware of project details

Manage Stakeholder Expectations involves communication activities directed toward project stakeholders…… Actively managing the expectations of stakeholders to increase the likelihood of project acceptance by negotiating and influencing their desires to achieve and maintain project goals. Addressing concerns that have not become issues yet, usually relates to the anticipation of future problems. These concerns need to

Explanation

Manage Stakeholder Expectations involves communication activities directed toward project stakeholders…… Actively managing the expectations of stakeholders to increase the likelihood of project acceptance by negotiating and influencing their desires to achieve and maintain project goals. Addressing concerns that have not become issues yet, usually relates to the anticipation of future problems. These concerns need to

137. Which of the following statement about Activity List is NOT correct?

The activity list must include all activities that will be performed on the project

The activity list should include descriptions of major activities in sufficient detail

The activity list should include activity duration estimates and scope of work description for each activity

The activity list is obtained through decomposition of work packages.

The activity list is a comprehensive list including all schedule activities required on the project. Reference: PMBOK® Guide Fourth Edition, Page 135

Explanation

The activity list is a comprehensive list including all schedule activities required on the project. Reference: PMBOK® Guide Fourth Edition, Page 135

138. Which of the following is NOT true about milestones?

Milestones shows activity start and end dates

Contractual milestones typically tied up with payments

Milestones are work packages

Milestone are used for presentations to senior management

Milestones are not work packages, Milestone is an activity, which is created from the decomposition of work packages

Explanation

Milestones are not work packages, Milestone is an activity, which is created from the decomposition of work packages

139. In Close Procurements process, you are responsible to complete each project procurement to support the Close Project or Phase process. In this context, the final equitable settlement of all outstanding issues, claims, and disputes by negotiation is done through:

Contract closure

Procurement audits

Claims documentations

Procurement Negotiations

In all procurement relationships the final equitable settlement of all outstanding issues, claims, and disputes by negotiation is a primary goal. Reference PMBOK(R) 5th Edition Page 388

Explanation

In all procurement relationships the final equitable settlement of all outstanding issues, claims, and disputes by negotiation is a primary goal. Reference PMBOK(R) 5th Edition Page 388

140. During the Execution phase of a Project, What is the ideal leadership style should Project Manager adopt:

Autocratic

Directing

Coaching

Supportive

During Initiating phase of the project, the leadership style will be Directing. During Planning, Executing, Monitoring and Controlling phases of the project, the leadership style will be Facilitating and Coaching. During Closing phase, the leadership style will be Supportive.

Explanation

During Initiating phase of the project, the leadership style will be Directing. During Planning, Executing, Monitoring and Controlling phases of the project, the leadership style will be Facilitating and Coaching. During Closing phase, the leadership style will be Supportive.

141. As a project manager you are using the Tuckman ladder of team development, and you want to transform your team from individuality to group so they can focus on "group efforts". Team is already aware of their formal roles and responsibilities. In this context, which of the following stage they are in now?

Norming

Forming

Storming

Performing

Stages of group development are as follows: • Forming – team members meet and agree on goals • Storming – team members put forth individual ideas ("I am right" mentality) and different ideas compete for consideration • Norming - team members adjust their behavior to work as a team ("we can work together" mentality) • Performing - team members are able to function as a unit as they find ways to do the job smoothly and

Explanation

Stages of group development are as follows: • Forming – team members meet and agree on goals • Storming – team members put forth individual ideas ("I am right" mentality) and different ideas compete for consideration • Norming - team members adjust their behavior to work as a team ("we can work together" mentality) • Performing - team members are able to function as a unit as they find ways to do the job smoothly and

142. When does the project manager review prior phase documentation and customer acceptance documentation from the Verify Scope process?

Close Project or Phase

Control Scope

Perform Quality Control

Monitor and Control Project Work

When closing the project, the project manager will review all prior information from the previous phase to ensure that all project work is complete and that the project has met its objectives.Reference PMBOK(R) 5th Edition Page 101

Explanation

When closing the project, the project manager will review all prior information from the previous phase to ensure that all project work is complete and that the project has met its objectives.Reference PMBOK(R) 5th Edition Page 101

143. You have contracted some work to a vendor, and would like to identify successes and failures that warrant recognition in the preparation or administration of other procurement contracts within the performing organization. This can be performed through:

Procurement audit

Contract file

Contract performance reporting

Lessons learned documentation

Procurement audit is a structured review of the procurement process originating from the Plan Procurement Management process through Administer Procurements. The objective of a procurement audit is to identify successes and failures that warrant recognition in the preparation or administration of other procurement Contracts on the project, or on other projects within the performing organization. Reference PMBOK(R) 5th Edition Page 388

Explanation

Procurement audit is a structured review of the procurement process originating from the Plan Procurement Management process through Administer Procurements. The objective of a procurement audit is to identify successes and failures that warrant recognition in the preparation or administration of other procurement Contracts on the project, or on other projects within the performing organization. Reference PMBOK(R) 5th Edition Page 388

144. The ability to influence the final characteristics of the project's product, without significally impacting cost, is highest at the start of the project and decreases as the the project progresses towards completion. Reference PMBOk(R) Guide Fifth Edition, Page 40

Weak matrix structure with multiple functional managers to report

Low position in the organization hierarchy

Stakeholder roles that are not well defined

Work pressure and high stress

A low position in the organization hierarchy has no say, hence is the least source of conflict

Explanation

A low position in the organization hierarchy has no say, hence is the least source of conflict

145. You are managing an data centre turnkey project, where you have subcontracted your work to 5 different vendors. You have shared your complete WBS to your subcontractors. Your subcontractors should:

Use your WBS for project as statement of work

Create a more detailed WBS for the subcontracted work

Create a detail activity lists of your WBS, work packages

Update the descriptions of their work in WBS dictionary

Your WBS is complete WBS and it cannot be used as Statement of work for them, it needs refinement. They First job is to create the detail WBS of their subcontracted work. Activity listing for their project will come when they have their detailed WBS. Once they have decomposed WBS for their work they can update the description of their work in to WBS dictionary.

Explanation

Your WBS is complete WBS and it cannot be used as Statement of work for them, it needs refinement. They First job is to create the detail WBS of their subcontracted work. Activity listing for their project will come when they have their detailed WBS. Once they have decomposed WBS for their work they can update the description of their work in to WBS dictionary.

146. You are a project manager for an innovative project of producing battery operated Cars in Israel. You and your team is now evaluating proposals who can built the battery swap stations country wide. During which of the following project management processes does this activity take place?

Plan Procurements

Administer Procurements

Close Procurements

Conduct Procurements

You are a project manager for an innovative project of producing battery operated Cars in Israel. You and your team is now evaluating proposals who can built the battery swap stations country wide. During which of the following project management processes does this activity take place?

Explanation

You are a project manager for an innovative project of producing battery operated Cars in Israel. You and your team is now evaluating proposals who can built the battery swap stations country wide. During which of the following project management processes does this activity take place?

147. During your construction project, you have worked with external consultant to improve the competencies and interaction of team members during develop project team process to enhance project performance. The output from this process is:

Project staff assignments

Team performance assessments

Staffing management plan

Team Building Activities

Project staff assignments are an output for Acquire Project Team process. Staffing management plan is an output for Develop Human Resources Plan process. Team Building Activities are tools of Develop Project Team Process.

Explanation

Project staff assignments are an output for Acquire Project Team process. Staffing management plan is an output for Develop Human Resources Plan process. Team Building Activities are tools of Develop Project Team Process.

148. Which of the following statement regarding the Life Cycles is INCORRECT?

Predictive Life cycles are also known as fully plan-driven

Iterative life cycles are also known as iterations

Adaptive life cycles are also known as change-driven

Incremental life cycle develop the product through a series of repeated cycles

Iterations develop the product through a series of repeated cycles, and increments successively add to the functionality of the product. PMBOk(R) Guide Fifth Edition, Page 45

Explanation

Iterations develop the product through a series of repeated cycles, and increments successively add to the functionality of the product. PMBOk(R) Guide Fifth Edition, Page 45

149. Control Schedule is the process of monitoring the status of the project to update project progress and managing changes to the schedule baseline. During this process, you undertake various activities that allow you to identify any changes, or potential changes to the project schedule. In this context, which of the following is NOT true about the Control Schedule process?

Project manager determines the current status of the project schedule

Project manager influences the factors that create schedule changes

Project manager takes the anticipated changes through the change control process.

Project manager manages the actual schedule changes as they occur

The Control Schedule process involves monitoring the project's progress and managing changes to the schedule baseline. The project manager determines the current status of the project schedule, influences factors that create schedule changes, and manages actual schedule changes as they occur. However, the project manager does not take anticipated changes through the change control process. This means that anticipated changes are not subject to the formal change control process, but rather are managed informally by the project manager.

Explanation

The Control Schedule process involves monitoring the project's progress and managing changes to the schedule baseline. The project manager determines the current status of the project schedule, influences factors that create schedule changes, and manages actual schedule changes as they occur. However, the project manager does not take anticipated changes through the change control process. This means that anticipated changes are not subject to the formal change control process, but rather are managed informally by the project manager.

150. If you are describing classes of stakeholders based on their power (ability to impose their will), urgency (need for immediate attention), and legitimacy (their involvement is appropriate), this can be referred to as:

Group decision technique

Salience model

Power/Influence grid

Influence/Impact grid

Salience model: Describing classes of stakeholders based on their power (ability to impose their will), urgency (need for immediate attention), and legitimacy (their involvement is appropriate). Reference PMBOk(R) Guide Fifth Edition, Page 396

Explanation

Salience model: Describing classes of stakeholders based on their power (ability to impose their will), urgency (need for immediate attention), and legitimacy (their involvement is appropriate). Reference PMBOk(R) Guide Fifth Edition, Page 396

151. You are managing a project in health care sector and managing multiple teams, Which of the following is an activity during Manage Project Team process?

To acquire a pre assigned team member

To observe the team behaviors and work attitudes

To resolve issues among team members

To perform conflict management activities

Option 1 (Pre Assignment) is a tool and technique for Acquire Project Team process. Option 2 (Observation and Conversation) is a tool in Manage Project team which are used to observe team members work attitudes. Option 3 (issue log) is a tools and techniques for Manage Project Team process. Option 4 (conflict management) is a tools and techniques for Manage Project Team process. Reference: PMBOK® Guide

Explanation

Option 1 (Pre Assignment) is a tool and technique for Acquire Project Team process. Option 2 (Observation and Conversation) is a tool in Manage Project team which are used to observe team members work attitudes. Option 3 (issue log) is a tools and techniques for Manage Project Team process. Option 4 (conflict management) is a tools and techniques for Manage Project Team process. Reference: PMBOK® Guide

152. Work Performance Information of Control Scope includes all EXCEPT?

Categories of changes received

Scope Variances and their causes

Forecast of the future scope

Corrective Action chosen and the reasons

The Work Performance Information of Control Scope includes various elements that provide insight into the progress and performance of the project. It includes categories of changes received, scope variances and their causes, and forecasts of the future scope. These elements help in understanding the current state of the project and identifying any deviations from the planned scope. However, the Corrective Action chosen and the reasons are not part of the Work Performance Information. This information is typically documented separately as part of the Change Control process, where decisions regarding corrective actions are made based on the identified issues and their impact on the project.

Explanation

The Work Performance Information of Control Scope includes various elements that provide insight into the progress and performance of the project. It includes categories of changes received, scope variances and their causes, and forecasts of the future scope. These elements help in understanding the current state of the project and identifying any deviations from the planned scope. However, the Corrective Action chosen and the reasons are not part of the Work Performance Information. This information is typically documented separately as part of the Change Control process, where decisions regarding corrective actions are made based on the identified issues and their impact on the project.

153. You are managing a complex project and multiple activities are running in parallel and you realize that you are unable to concentrate on your work due to an actual or potential conflict of interest situation. In this situate which of the following you should NOT do?

Disclose the facts to the affected stakeholders

Engage in decision-making activities related to the conflict of interest situation

Seek stakeholders` consent to proceed further

Prepare a mitigation plan

When you realize that you are in an actual or a potential conflict of interest situation, you should immediately withdraw from engaging in decision-making activities. Decisions taken in such situations might go against the interests of your current project and the employer company.

Explanation

When you realize that you are in an actual or a potential conflict of interest situation, you should immediately withdraw from engaging in decision-making activities. Decisions taken in such situations might go against the interests of your current project and the employer company.

154. You have recently joined a Supply Chain Project which is already in execution phase. During your first meeting with project team members you have noticed that there is too much conflict among team members, which can cause delay. As a newly appointed project manager, you will use all of the following techniques EXCEPT:

Establish group norms

Manage the communication channels

Establish team ground rules

Minimize differences of opinion among team members

Team ground rules, group norms, and solid project management practices like communication planning and role definition reduce the amount of conflict. When managed properly, differences of opinion can lead to increased creativity and better decision making. Reference: PMBOK® Guide Fourth Edition, Page Number:239

Explanation

Team ground rules, group norms, and solid project management practices like communication planning and role definition reduce the amount of conflict. When managed properly, differences of opinion can lead to increased creativity and better decision making. Reference: PMBOK® Guide Fourth Edition, Page Number:239