PMP Quiz 3 features 100 questions on key project management processes and knowledge areas, including inputs, process groups, and planning stages. It tests understanding of PMBOK guidelines and prepares learners for PMP certification.
Contributing to the project management body of knowledge
Fraternizing, and should be discouraged
Unpaid overtime
Giving access to proprietary information, and should be reported to PMI
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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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Staffing Management Plan
Project Management Plan
Schedule Management Plan
Communications Management Plan
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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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Update the scope and schedule baselines to reflect the approved change
Start doing the work
Gather performance metrics on the team’s work so far
Perform Quality Assurance
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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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A product made of very expensive materials
A product made with a lot of care by the team who built it
A product that satisfies the requirements of the people who pay for it
A product that passes all of its tests
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Stop talking to the QA manager
Call a meeting with the QA manager to try to figure out why he suggested those candidates and how the two of you can work together to find team members with suitable skills and interests for your team
Tell the QA manager that the staffing problems are really no big deal, and you’re sure that the two of you can eventually figure out the right answer together
Tell the manager that you know which team members you want for your team and he needs to give them to you
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Consult the contract and follow its claims administration procedure
Renegotiate the contract
File a lawsuit to force the stakeholder to accept the deliverable
Terminate the contract and follow any termination procedure in the contract
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Stop talking to the QA manager
Call a meeting with the QA manager to try to figure out why he suggested those candidates and how the two of you can work together to find team members with suitable skills and interests for your team
Tell the QA manager that the staffing problems are really no big deal, and you’re sure that the two of you can eventually figure out the right answer together
Tell the manager that you know which team members you want for your team and he needs to give them to you
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Stakeholder risk tolerances
Political climate
Marketplace conditions
All of the above
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Waiting for a task to expire so that it can break down into smaller tasks
Taking a deliverable and breaking it down into the smaller work packages so that it can be organized and planned
Categorizing work packages
Dividing work packages into deliverables that can be planned for
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Theory X
Theory Y
Cost cutter
Effective
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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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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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A product made of very expensive materials
A product made with a lot of care by the team who built it
A product that satisfies the requirements of the people who pay for it
A product that passes all of its tests
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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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Informal written
Informal verbal
Formal written
Formal verbal
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$13,000
$7,000
$3,400
- $600
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A senior manager decides whether or not to make the change and informs the project management team of the decision
The project manager informs the CCB whether or not to approve the change
Stakeholders on the CCB use expert judgment to evaluate the requested change for approval
The project manager meets with the team to analyze the impact of the change on the project’s time, scope, and cost
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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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Formal written
Paralingual
Nonverbal
Noise
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Three Point Estimating
Parametric Estimating
Analogous Estimating
Critical Path Estimation
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Scope Management Plan
WBS
WBS Dictionary
Project Scope Statement
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Requirements Documentations
Organisational Process Assets
Resource Calenders
Project Charter
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Planning Processes
Closing Processes.
Control processing
Executing Processes
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Company president or CEO
Project initiator or sponsor
Key project stakeholders
Project manager
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Organizational Chart
Resource Schedule
Resource Histogram
Staffing Timetable
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Brainstorming
Delphi Technique
Interviews
SWOT Analysis
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No, these are stand alone documents only.
Yes, you should unquestioningly include anything your manager suggests.
No, these documents should not be created until later in the project.
Yes, include them in the Project Management Plan.
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War room
Virtual team
Socially active team
Common area
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The cost of inspecting your product to be sure that it meets requirements
The cost of reviewing documents used to produce your product to be sure that they do not have defects
The cost of training your team on techniques that will help them avoid defects
The cost of contracting another company to build part of the product
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The sponsor is being unreasonable
Stakeholder analysis was not performed adequately
The team made a serious mistake and you need to use punishment power to correct it
You do not have enough budget to perform the project
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You must drive over the speed limit so that you can save the client relationship
You must stay within the speed limit, even if you lose the client
Update the organizational process assets to reflect the change
You can use the earned value metrics to show that the SPI is over 1, meaning the project is not late
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Gold plating
Scope creep
Alternatives Analysis
Schedule Variance
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Organizational Chart
Resource Schedule
Resource Histogram
Staffing Timetable
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Staffing Management Plan
Project Management Plan
Schedule Management Plan
Communications Management Plan
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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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Informal verbal
Formal written
Formal verbal
Informal written
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The project records management system
The company’s organizational process assets
The project’s work performance information
The project’s work performance information
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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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Contributing to the project management body of knowledge
Fraternizing, and should be discouraged
Unpaid overtime
Giving access to proprietary information, and should be reported to PMI
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War room
Virtual team
Socially active team
Common area
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The person who monitors the watchlist that contains the risk
The person who meets with stakeholders to explain the risk
The person who makes a risk happen
The person who is responsible for the response plan for the risk
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$13,000
$7,000
$3,400
- $600
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64 channels
56 channels
8 channels
28 channels
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Analogous Estimating
Parametric Estimating
Critical Path Estimation
Three Point Estimating
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Waiting for a task to expire so that it can break down into smaller tasks
Taking a deliverable and breaking it down into the smaller work packages so that it can be organized and planned
Categorizing work packages
Dividing work packages into deliverables that can be planned for
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