This PMP Quiz 2 features 50 questions covering key project management concepts as defined in PMBOK, focusing on organizational systems, progressive elaboration, initiating processes, triple constraint, conflict sources, and scope statements.
It helps people manage their time.
The project protects itself from lawsuit.
It is not important.
The project saves money by releasing people from the project at the right time and morale is also improved.
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Staffing Management Plan
Project Management Plan
Schedule Management Plan
Communications Management Plan
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You disclose the conflict of interest to your company, and disqualify your uncle’s company
You disclose the conflict of interest to your company, and make the selection based on objective criteria
You disclose the conflict of interest to your company, and provide your uncle with information that the other bidders don’t have so that he has a better chance of winning the contract
You do not disclose the conflict of interest, and give your uncle the bid
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Team structure
Resource Pool
Organization breakdown Structure
Resource Breakdown Structure
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A project team member
An attorney from your company’s competitor
A representative from your project team’s union
The project sponsors
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Company president or CEO
Project initiator or sponsor
Key project stakeholders
Project manager
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Scope Management Plan
WBS
WBS Dictionary
Project Scope Statement
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Requirements Documentation
Scope Definition
Scope Dictionary
Project Scope Statement
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Focus on closing the project and moving on to the next one. Lessons learned is not applicable to this project since it has done badly
Focus on presenting the data in positive light while ensuring that the reasons for the delays and problems are appropriately documented.
Mask bad data and only present good data since his performance appraisal will otherwise be impacted.
Document lessons learned from the project and update the lessons learned knowledge database.
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Issue a standard request for bid and do not allow any questions
Hold a bidder's conference
Communicate only through email
Communicate only through phone calls
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Complain to a fellow colleague
Create an issue log
Write an email describing the issue
Assume that someone else is already working on it
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Decomposition
Delphi Technique
Brainstorming
Templates
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Call a meeting with the client to understand exactly what is unacceptable in the product and try to figure out what went wrong along the way
Tell the team to start building the missing features into the product right away
Tell the client that the product passed all of your internal quality inspections and scope verification processes, so it must be fine
Get your team together and reprimand them for building a product that doesn’t meet user expectations
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Tell the team member that you’ve already communicated the deadline for the project, so you can’t make any changes now
Figure out the impact on the scope of the work and the cost before you write up the change request
Make the change; it’s going to save time and nobody will want the project to take longer than it should
Write up a change request and see if you can get it approved
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Informal written
Informal verbal
Formal written
Formal verbal
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Formal written
Paralingual
Nonverbal
Noise
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Three-legged stool
Triple constraint
Project drivers
Standard constraints
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Complain about the project charter not being completed.
Wait and see if a project charter is needed.
Establish a project charter at the point when you enter the project.
Assume that it is too late and continue without a project charter.
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The summary budget
High-level requirements
Procedures for managing changes to contracts
Responsibility and name of the person authorized to manage the project
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Actual Cost (AC) and Planned Value (PV)
Cost Pricing Index (CPI) and Schedule Performance Index (SPI)
Cost Performance Index (CPI) and Schedule Performance Index (SPI)
Cost Projection Index (CPI) and Schedule Projection Index (SPI)
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Informal verbal
Formal written
Formal verbal
Informal written
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An assigned project manager using authority and responsibility
Not paying for copyrighted software
Contributing to the project management body of knowledge
Enhancing personal professional competence
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Collection of subsidiary plans
Formal, written communication
A bar chart that shows the order of tasks and their resource assignments
Must be approved by project sponsor
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Communicate the savings in cost and time to the customer. At the end of the project, notify your billing department that they need to prepare an invoice for 50% of the cost being saved.
Communicate the current status to the customer and indicate the potential changes to cost and schedule.
Communicate the current status and inform the customer that you will be incorporating some additional features to use up the savings in cost and time since it has been budgeted for.
This is confidential information within your project team and need not be shared with the customer. The savings will be additional profits on the project.
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Last Tracking
Forecasting
Reserve Analysis
Crashing
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Fishbone diagram
Histogram
Control Chart
Pareto Chart
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System or process flow charts
Cause and effect diagram
RACI chart
Influence diagrams
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Pareto Chart
Statistical Sampling
Defect Repair Review
Run Chart
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A collection of unrelated programs can constitute a portfolio.
The scope of a portfolio is typically smaller than that of a program.
A program is a group of unrelated projects.
A program need not consist of projects.
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Risk urgency assessment
Expected monetary value analysis
Probability and impact matrix
Risk categorization
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Standards are guidelines established by consensus and approved by a recognized body whereas Regulations are mandatory, government-imposed requirements.
Standards are mandatory requirements created by the project team whereas Regulations are mandatory requirements issued by the Government.
Standards are internally issued guidelines whereas Regulations are government-issued guidelines.
Both are the same. The usage of the term varies depending on the country in which you operate.
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The project is over budget.
The project is right on budget.
The project is under budget.
The project is ahead of schedule.
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Create the work breakdown structure
Develop the project management plan
Start working on the project charter
Figure out who has a stake in the project
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Cost plus fixed fee (CPFF)
Time and Materials (T&M)
Cost plus award fee (CPAF)
Firm fixed price (FFP)
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The project manager is correct. The ratio of EV to AC is called Cost Pricing Index and a ratio greater than 1 is unfavorable to the project
The project manager is not correct. The ratio of EV to AC is called Cost Performance Index and a ratio greater than 1 is favorable to the project
The project manager is not correct. The ratio of EV to AC is called Cost Pricing Index and a ratio greater than 1 is favorable to the project.
The project manager is correct. The ratio of EV to AC is called Cost Performance Index and a ratio greater than 1 is unfavorable to the project
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Project authorization document
Project scope statement
Project scope management plan
Project charter
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Project Schedule Network Diagram
Critical Path Schedule
Milestone chart
Bar chart
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The performing organization
The project sponsor
All stakeholders
Customers
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It authorizes the project manager to work on the project
It identifies the sponsor and describes his or her role on the project
It contains a list of all activities to be performed
It describes the initial scope of the work
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Networking
Outsourcing
Expert Judgment
Advertising
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-10% to +10%
-50% to +50%
-50% to +100%
-100% to +200%
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Gantt chart
RACI matrix
Organization chart
Resource histogram
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Performance Reporting
Configuration Management
Scope Analysis
Variance Analysis
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Organization and profitability
Project scope
Schedule and cost
Schedule, cost, quality or performance
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$138,000
$60,000
$78,000
$230,000
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Bottom-up
Parametric
Cost aggregation
Analogous
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Fast Tracking and Schedule Network Analysis
Crashing and Fast Tracking
Resource Leveling and What-If Scenario Analysis
Crashing and Schedule Network Analysis
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A system to store contracts and project records for future project managers to reference
A library that stores the lessons learned for past projects
A filing system to store paid invoices
A system to store human resource records, salary information and work performance history
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