This full length practice exam is a simulation of what you will see when you take the real PMP exam. This exam contains 200 questions and you must complete the exam in a 4-hour time limit. This practice exam uses the same process group percentages as the actual PMP exam. NOTE: Unlike the real PMP Exam, this simulation exam does not allow you to go back to the previous questions until you complete all the questions. Please do NOT use the browser "Back" button or the "Backspace" key to go back to the previous questions. At the end of the exam, you will be given an opportunity to review and change the answers of any questions before submitting the exam. When you are ready t
Conflicts distract the team and disrupt the work rhythm. You should always smooth them when they surface.
A conflict should be handled in a meeting so that the entire team can participate in finding a solution.
Conflicts should be addressed early and usually in private, using a direct, collaborative approach.
You should use your coercive power to quickly resolve conflicts and then focus on goal achievement.
To formally authorize a project or a phase and document initial requirements which satisfy the stakeholder’s needs and expectations.
To document how the project will be planned, executed, monitored/controlled, and closed.
To link the project, which is going to be planned, executed, and monitored/controlled to the ongoing work of the organization.
To describe the process of performing the work defined in the project management plan in order to achieve the project’s objectives.
Three-point estimation
Triple constraint
Three wise men
Three needs theory
Analyze the impact of the change
Inform stakeholders of the change approval
Update the project plan to reflect the change
Manage the project based on the approved change
Report him to the PMI
Do nothing, you are not responsible for the integrity of others
Report him to management, because he is violating company policy
Meet with him to try to talk some sense into him
Requirements documentation
Project charter
Requirements management plan
Project statement of work
Understanding who might impact or might be impacted by the project
Determining a strategy for how to best manage various stakeholders
Understanding who will be responsible for completing the work
Understanding stakeholder attitudes
Inform the stakeholder that due to the tight schedule you cannot make the change
Issue a change request immediately and let the change control board decide
Begin working on the change, because this is a key stakeholder and you should keep her happy
Analyze the impact of the change
Cost of change increases
Risk increases
Stakeholder influence decreases
Cumulative project spend increases
$470,588
$370,588
$240,000
$340,000
It organizes the project team and shows reporting structures
It assigns work to individual team members
It makes the project easier to estimate and manage
It describes in detail the project's deliverables
A product that doesn't have any documented defects
A product that last for 25 years
A product that passes all quality tests
A product that satisfies the quality requirements
Reporting structures within the organization
Escalation path for resolving issues
Stakeholder communication requirements
Reasons for information distribution
To prevent changes from occurring
To help the project manager make tough decisions
To provide a framework to approve, reject, and manage changes
To eliminate scope creep
Select the lowest bid, regardless of the potential quality issues
Select the highest bid (your cousin's bid), because you'll personally gain from it
Select the second lowest bid, because it's the best quality and only costs 1% more
Ask the second highest bidder to revise their bid to match the lowest price
Quality audits
Inspection
Cause and effect diagram
Pareto chart
Pay the police for the escort, because it could be dangerous not to
Refuse the police escort service, because it is a bribe
Postpone your meeting, so that you can ask management for advice
Cancel the meeting
Withdrawel
Compromise
Confronting
Smoothing
Perform Quality Control
Perform Integrated Change Control
Perform Quality Assurance
Close Project or Phase
Repair the product to include the missing component at no charge to the customer, because the customer is always right.
Perform the work and bill the customer for the added cost.
Meet with the customer to document the missing component, and then issue a change request to complete the required work.
Inform the customer that since the product passed all quality tests and passed scope verification, it is complete.
Call a team meeting to discuss the risk
Transfer the risk by hiring an external vendor to do the work
Reprimand the team member for even bringing up the risk
Document the risk in the risk register
Analogous estimating
Decomposition
Templates
Rolling wave planning
It defines the project scope
It authorizes work to begin on the project
It completely describes the work to be done on the project
It describes the business case and reason for doing the project
Go to the accounting director's manager and ask for the senior resources you need
Do the best you can with the junior team members
Ask your manager to talk with the accounting director
Call a meeting with the accounting director, so that you can explain more clearly the need for senior resources on your project
A contingency reserve is a separately planned quantity used to allow for unplanned but potentially required changes that can result from realized risks identified in the risk register
Contingency reserves may be set aside for known unknowns
Contingency reserves may be set aside for unknown unknowns
Contingency reserves are normally included in the project's cost and schedule baselines
Formal verbal
Formal written
Informal verbal
Informal written
Accept the offer and use the software to complete your project on time
Purchase the software from an authorized vendor
Decline the offer and accept that the project may be late
Report your team member to the software vendor for software piracy
Your project is over budget and behind schedule
Your project is over budget and ahead of schedule
Your project is under budget and behind schedule
Your project is under budget and ahead of schedule
This is unethical, because it violates the personal gain clause of the PMI code of ethics.
This is unethical, because it violates the conflict of interest clause of the PMI code of ethics.
This is unethical, because it violates both the personal gain and conflict of interest clauses of the PMI code of ethics.
This is not a violation of the PMI code of ethics; you are simply trying to help out a local bank.
Accept the work as completed
Have a mediator help resolve the issue
File a lawsuit to force the vendor to complete the work or pay you damages
Follow the claims administration procedures for resolving such conflicts
Documenting lessons learned
Conducting a procurement audit
Inspection
Decomposition
Firm Fixed Price (FFP)
Fixed Price with Economic Prices Adjustment (FP-EPA)
Cost plus fixed fee (CPFF)
Time and Material (T&M)
Scope creep
Gold plating
Prototypes
Alternatives identification
Exploit
Accept
Transfer
Mitigate
Reserves
Residual risks
Threats
Watchlist
Gantt chart
Collection of subsidiary plans
Must be approved by the sponsor and stakeholders
Progressive elaboration
It is the process of ensuring the WBS is completely defined
It is the process of formalizing acceptance of the completed project deliverables
It is the process of breaking down the project work into smaller, more manageable components
It is a key part of the requirements analysis process
A weighted average method of estimating costs or durations
Using a previous project as a starting point and making adjustments for know differences to calculate the cost or duration
Using a statistical relationship (such as cost per unit) to calculate the cost or duration
Breaking an activity down into smaller components that are easier to estimate, then aggregating the costs or durations
A data point that is just above the upper control limit
Seven consecutive data points above the mean, but within the control limits
A data point that is just below the lower control limit
Seven consecutive data points on either side of the mean, but within the control limits
Call the client and explain that you will not be able to attend because you lost your wallet, even if it means delaying your project
Postpone the meeting
Use your co-worker's ID and board the flight
Make up an excuse, such as a death in the family, to cover up for your mistake
Staff acquisition and release
Compliance and safety
Roles and responsibilities
Rewards and recognition
At the start of the project
At the start of the planning process group
At the start of each phase
After gathering the requirements
The schedule baseline
Work performance information
Schedule network diagram
Reserve analysis
Fix the flaw immediately
Inform the customer of the design flaw
Create a change request
Determine the impact of the change
Bureaucracies
Constraints
Workarounds
Assumptions
22
24
25
28
Storming
Performing
Forming
Norming
Stretch your work out, so that you complete the project at the end of December as scheduled to ensure that your contract gets renewed.
Complete the project on December 13, even if it means losing the contract.
Ask the customer for an early completion bonus.
Complete the project on December 13, but continue working on additional features so that the customer will get more than they expected.
Ignore the stakeholder
Meet with the stakeholder to inform them of your project
Meet with the stakeholder to gather their requirements
Find someone to blame for not identifying the stakeholder earlier
Phase exit criteria
Verify requirement were met
Transfer the project to operations
Gather lessons learned
Project scope statement, WBS, and WBS dictionary
Scope management plan, and project scope statement
Scope management plan, project scope statement, WBS, and WBS dictionary
WBS and WBS dictionary
+/- 10%
+/- 25%
+/- 50%
+/- 100%
Initiating
Planning
Executing
Monitoring and Controlling
Balanced Matrix
Projectized
Functional
Weak Matrix
The product has high quality
A ten percent reduction in production costs
The customer is happy with the results
A large increase in sales
Foster a more creative team
Focus their attention on the primary causes of quality issues
See patterns in defect rates over time
Perform resource leveling on the project
Adding additional features to make the customer happy
Being aligned to the organization's strategic goals
Meeting or exceeding the documented requirements
Meeting or exceeding the customer's expectations
In the requirements documentation, because it is a requirement
In the WBS, because it is a deliverables
In the constraints log, because it is a contraint
In the risk register, because it is a risk
Functional
Matrix
Strong Matrix
Coordinated
Run chart
Resource histogram
Resource calendar
Staffing management plan
Partnering with anthor company to take advantage of the opportunity
By changing your project approach to ensure that you achieve the full benefits of the opportunity
Hiring workers in another country to work long hours in poor conditions for very low pay
By taking out an insurance policy to reduce your project costs
The project is under budget
When the project is completed the project will have spent 87 percent more than planned
The project is only progressing at 87 percent of that planned
The project is only getting 87 cents out of every dollar invested
Organizational process assets
Enterprise environmental factors
Lesson learned
Constraints
SPI
CV
SV
VAC
Project scope management plan
Project scope statement
Work breakdown structure
Work breakdown structure dictionary
Smoothing
Punishment
Forcing
Confronting
You should make a note in your lessons learned document
Go to the functional managers of your team members and ask them to ensure the team members follow the policy
You should document corrective actions and submit a change request
Ignore the QA manager because your team is doing a good job
Developing your project team
Contributing to the Project Management Body of Knowledge
Quality prevention costs
Avoiding risk
Stop work, document the lessons learned, and then release the team
Offer the customer box seat tickets to a professional sporting event and try to get him to reinstate your contract
Keep the team working on the project to fix the problems and try to get the project reinstated
Stop work and release the team immediately
This is called assignable cause and it means you have identified a defect
This is called common cause and it means the variation is predictable
This is called quality assurance and it means you are doing your job
This is called the rule of 7 and it means your process is headed out of control
Delphi techique
Focus groups
Brainstorming
Team building exercises
Start work on the project
Develop the project charter
Collect the requirements
Identify the stakeholders
$4,000
$200
-$1,300
-$1,500
You decide not to use that vender and do the work yourself, which would be an example of avoidance.
If the strike happens, your team will work overtime once the delivery arrives to make up for the lost time. This is an example of mitigation.
You decide to use another vendor, which would be an example of sharing.
You decide to do nothing, which would be an example of acceptance.
It contains additional information about each WBS component
It provides a framework for how to create the WBS
It tracks time and cost on a project
It contains additional information about each activity
Confronting
Avoiding
Smoothing
Accommodating
The project manager
The contracting legal department
The change control board (CCB)
Senior management
She should report this to senior management and start work on the construction phase
She should get details from WBS dictionary to create the WBS
The WBS should be created first and then construction work started
She should refuse to manage the project without a WBS
The project is over budget and ahead of schedule
The project is within budget and behind schedule
The project is over budget and behind schedule
The project is within budget and ahead of schedule
Perform quality assurance
Perform quality control
Plan quality
Monitor and control project work
She gave up
She deferred
She withdrew
She retreated
Easy to fix
Expensive to fix
Catastrophic to the project
The project manager's fault
Give him permission to take the extra day off, because you should reward him for his effort
Tell him to just call in sick that day and you won't tell anyone it was a planned vacation
Ask your manager for approval to give him the day off
Don't give him the day off
Risk data quality assessment
Expected Monetary Value (EMV) analysis
Risk categorization
Probability and impact matrix
Developing project team
Contributing to the project management body of knowledge
Enhancing personal professional competencies
Lessons learned
Identify risk
Collect requirements
Perform quality assurance
Monitor and control project work
-$16,500
-$23,500
$40,000
$50,000
Get formal acceptance of the deliverables from the customer
Document revised risk strategies for all remaining risks to the project
Verify that the product acceptance criteria has been met
Verify that the scope has been completed
Lawsuit
Arbitration
Mediation
Procurement audit
Reward and recognition plan
Staffing management plan
Human resource plan
Cost management plant
One data point about the mean
One data point above the control limit
One data point within the control limits
Seven or more data points within the control limits
Avoidance
Mitigation
Transference
Acceptance
The person in charge of each activity
Time
Activity
Interrelationships
Informing the sponsor and stakeholders of changes
Tracking and recording changes
Building relationships with the change control board members
Preventing unnecessary changes
Updating the project plan
Making changes to a contract
Scheduling a meeting
Trying to solve a complex problem
Human resource plan
Staffing management plan
RACI matrix
Activity list
Status report
Variance report
Trend report
Forecast report
Organizational process assets
Records management system
Project management software
Enterprise environmental assets
Informal verbal
Formal written
Formal verbal
Informal written
Business case
Project statement of work
Contract
Scope statement
Cost, schedule, and scope
Cost, schedule, and resources
Cost, schedule, and communication
Cost, schedule, and quality
Risk manager
Risk controller
Risk registrar
Risk owner
Delegation
Tranference
Avoidance
Mitigation
Because the BAC is less than the EAC, you will complete the project under budget
Because the EAC is more than the BAC, you will complete the project over budget
Because EAC-AC = 200 you will complete the project on budget
You do not have enough data to answer this question
Change management process
Scope management
Quality analysis
Scope decomposition
Schedule management plan
WBS
Network diagram
Scope statement
Call an intervention so the entire team can tell him how his behavior has impacted the team
Send him an email informing him that his behavior is inappropriate
Schedule a one-on-one meeting to discuss the issue in private
Setup a meeting with Bob and his wife to try to help them resolve their differences
Complete the project and show the CMO the results when you are finished
Meet with the CMO to discuss his requirements
Add the CMO to the weekly status report distribution list
Stop all work on the project until you get approval from the new CMO to continue
Document the reason for doing the project
Define how work will be executed to accomplish the project objectives
Identify project success criteria
Document high-level risks
Mitigate and transfer
Mitigate and enhance
Mitigate and share
Mitigate and avoid
Ask your manager for approval
Go to the change control board
Evaluate the impacts to the other project constraints
Implement the change immediately
Risks are certain events that may be threats or opportunities to the objectives of the project
Risks might be opportunities to the project objectives but only risks that are threats to the project objectives need to be considered
Risks that are perceived more as rewards to the organization than negative consequences should be accepted
Project risks are uncertain events
Compromise
Forcing
Smoothing
Withdrawal
Project scope statement
WBS
Activity list
WBS dictionary
Lessons learned
Records management system
Organizational process assets
Document repository
Cost Plus Incentive Fee (CPIF)
Fixed Price (FP)
Cost Plus Percentage of Costs (CPPC)
Time and Materials (T&M)
Prevention costs
Appraisal costs
Internal failure costs
External failure costs
People or organizations who ask you to do work
People or organizations who are actively involved in or affected by the project
People who approve the project
People who provide the financial resources for the project
Critical path is BDF and the float of task A is 6
Critical path is ADF and the float of task A is 0
Critical path is CEF and the float of task A is 0
Critical path is BDF and the float of task A is 2
Mitigating
Transferring
Sharing
Exploiting
Hire him since he is the most qualified person
Report him to PMI because lying about having the PMP is unethical
Do nothing because it's none of your business
Report him to the police because lying on a resume is fraud
Customer
Sponsor
Stakeholders
Project manager
Report him to the PMI
Setup an eBay account and join him
Report him to the police
Do nothing
A-D-F
B-D-F
C-E-F
C-G-F
A project is a unique service undertaken to create a temporary product
A project is a unique endeavor undertaken to create a temporary service
A project is a temporary endeavor undertaken to create a unique product or service
A project is a temporary product undertaken to create a unique endeavor or service
Automatic change request approvals
Controlling changes to project deliverable
A method to communication changes to stakeholders
Identification of the functional and physical attributes of the project deliverables
$1,400
$1,500
$1,600
$2,400
Qualitative risk analysis
Quantitative risk analysis
Identifying risks
Response strategy analysis
99.999% and 99.7%
95% and 99.999%
99.7% and 99.999%
68% and 95%
The project will come in under budget and therefore be reimbursed for all costs plus receive a percentage of the cost savings as a commission
The project will come in over budget and therefore will not be reimbursed for all costs plus will pay a percentage of the cost overrun as a penalty
The project will come in on budget and therefore will only be reimbursed for all costs with no additional commission or penalty
The project will come in on budget and therefore be reimbursed for all costs and plus will receive a fix sum as a reward
This is part of the Manage Stakeholder Expectations process to ensure that stakeholder needs are being met
This is part of the Direct and Manage Project Execution process to ensure that stakeholder needs are being met
This is part of the Manage Project Team process to ensure that project goals are met
This is part of the Perform Quality Assurance process to ensure that any issues that have arisen during Perform Quality Control are being managed
12
13
66
78
Crashing
Fast-tracking
Resource leveling
Critical chain method
Accept his offer so that you can pass the exam
Decline his offer and report him to PMI
Accept his offer and post everything he tells you to your blog so that others can benefit
Decline the offer
Schedule a kick-off meeting to begin brainstorming with your project team to review the schedule and to understand any issues or concerns that may immediately arise
Ask for a copy of the Project Charter so you can review who the major stakeholders are, what the high level budget, schedule, and requirements are and verify your authority as the project manager
Immediately begin identifying requirements in order to get a jump on the schedule since your primary concern is ensuring that the expectations of the project and the customer are fully met this time
Review the Project Scope Statement to ensure you fully understand all of the requirements and criteria for success and then schedule a meeting to begin identifying stakeholders
You should address the conflict early and in private using a direct and collaborative approach
You should address the conflict in front of the whole team to ensure that everyone knows about it
You should wait as long as possible to see if the conflict will go away by itself
When you are resolving a conflict, you should compare it to any past conflicts
Version control log
Change control board
Project management plan
Configuration management system
Ignore the comment since it was the first time you have heard such a comment and you don't expect it will happen again
Reprimand Chang during the next team meeting
Reprimand Chang in private and report his conduct to HR
Ignore the comment, because racist comment does not affect the project
Never since baselines are used to measure progress against the plan
After receiving approved budget updates
After a corrective action
After receiving updates to the cost management plan
Displays the relationship between independent and dependent variable
Plots data points over time
Shows the relationship between causes and defects
Has an upper limit and a lower limit and shows process deviations
Perform quality control
Verify quality
Verify scope
Close project or phase
Push
Pull
Interactive
Electronic
Status report
Risk register
Issues log
It should not be documented
Sponsor
Functional manager
Project manager
Customer
Activity
Deliverable
Work package
Node
Expediter
Full-time
Coordinator
Part-time
Project manager
Project team
Sponsor
Stakeholder
The number of defects being created by 20% of the causes
The specific samples are violating the Rule of 7
The relationship between two variables
The number of standard deviations away from the mean of 20% of the defects
Ishikawa diagram
Run chart
Pareto chart
Control chart
If the project is being done for an external customer, it is usually written by the customer
If the project is internal, it is written by the project manager after receiving the Project Scope Statement
It is written by the seller as the response to a RFP
It is written by the buyer in response to a RFQ
McGregor's Theory-X
Herberg's Motivation-Hygiene Theory
McGregor's Theory-Y
McClelland's Theory of Needs
EVM analysis
Monte Carlo analysis
Sensitivity analysis
Probability and impact matrix
Claims administration
Records management systems
Payment systems
Inspection and audits
Lose-lose
Win-lose
Win-win
Negotiation
Left-over
Contingent
Secondary
Residual
Plan procurements
Close procurements
Administer procurements
Conduct procurements
Formal acceptance
Verification of scope
Create lessons learned
Procurement audits
NPV represents the value of the planned work after AC has been subtracted
NPV represents the present value of project investments minus the future value of cash flows
NPV evaluates the cash inflows using the discounted cash flow technique
NPV represnts the value of planned work after EV has been subtracted
CPI and SPI
CV and SV
PV and AC
VAC and EAC
Issues log
Lessons learned
Work performance measurements
Status reports
Hold a bidders conference
Establish the appropriate contract type
Conduct procurement performance reviews
Develop a statement of work
Poor risk planning which failed to identify this as a risk
An unidentified risk which will be covered by a management reserve
A risk which should have been identified during qualitative analysis
An unidentified risk which will be covered by a contingency reserve
Money spent during the project to avoid failures and divided into two categories: Prevention and Appraisal
All costs over the life of the project associated with quality and divided into two categories: Conformance and Nonconformance
Money spent during and after the project to avoid failures and divided into two categories: Internal and External
A qualitative measurement that calculates the expected monetary value of quality control measures using the formula COQ = impact * probability * cash flow
Formalized acceptance of completed project deliverables
Reviewing deliverables with the customer or project sponsor
Verifying the correctness of project deliverables
Verifying the completion of project deliverables
Project records
Communications management plan
Performance reports
Communication models
Lessons learned
Ensuring invoices have been paid
Review of the sellers progress compared to the contract
Ensuring all contractual obligations have been met
SOW
WBS
Scope statement
Network diagram
Create a project scope statement
Identify all the stakeholders
Analyze projct risk
Begin work on the project management plan
Projectized organization structure
Rewards and recognition
Ground rules
Sensitivity training
Deliverables
Work performance information
Change requests
Work performance measurements
As each deliverable is completed
As soon as all deliverables are completed
Immediately after direct and manage project execution
Continuously throughout the project
Critical chain method
Free float
Total float
Lag
Hard
External
Mandatory
Arbitrary
Fast tracking allows you to do two project phases in parallel to speed up the project delivery
Crashing a non critical path activity will help to speed up the project delivery
Precedence diagramming method (PDM) allows you to have four types of logical relationships and is more flexible than arrow diagramming method (ADM)
Critical chain method is the same as critical
Responsibility assignment matrix
Resource histogram
Gantt chart
Project organization chart
You thank Max for the offer and say you have a lot of work to do so you'll have to decline. You don't feel it would be appropriate to eat lunch with Max since he is a personal friend so you pretend to be too busy.
You thank Max for the offer and join him for lunch, looking forward to a chance to catch up with him and talk about something other than work. You both agree not to say anything to the rest of the team since it might seem you were playing favorites.
You thank Max for the offer and join him for lunch. Since you haven't had a chance to formally congratulate him on his recognition by the customer, you tell him this will be a good time to do that and that you will buy lunch.
You thank Max for the offer but tell him you must decline since it wouldn't be appropriate for you to be seen going to lunch with team member who is also a friend.
You agree to install the grass since it would be discarded anyway, you are ahead of schedule, and it only takes about an hour to complete.
You politely decline the request since he is a friend and it could be construed as a conflict of interest.
You agree to install the grass after submitting a change request and receiving approval.
You politely decline the request since the project is firm fixed price and therefore does not include additional time to complete the work.
Get formal acceptance, write lessons learned, release the team, close the contract
Release the team, get formal acceptance, write lessons learned, close the contract
Close the contract, write lessons learned, get formal acceptance, release the team
Close the contract, get formal acceptance, release the team, write lessons learned
Unlike the Critical Chain Method, the Critical Path Method does not take into account resource constraints and schedule buffers and therefore does not protect against schedule slippage
The Critical Path Method uses activity on arrow and therefore provides a more accurate schedule estimate since it doesn't use dummy activities
Unlike the Critical Chain Method, the Critical Path Method does take into account resource constraints and schedule buffers and therefore does protect against schedule slippage
The Critical Path Method uses activity on node and therefore provides a more accurate schedule since it does use dummy activities
Your team is very experienced to do the specific work but it would be less expensive to use a subcontractor to accomplish the work.
You team is not very experienced with this specific type of work and it would be less expensive to use a subcontractor to accomplish the work.
You identify the work package as having a high risk of failure therefore using a subcontractor would transfer the risk.
You identify the work package as being very costly to complete therefore using a subcontractor would be more economical.
Problem solving
Workaround
Preventive actions
Corrective actions
Gather information such as roles, departments, interests, etc. and identify the potential impact or support each stakeholder could generate.
Plan project communications to ensure expectations are properly managed by distributing information accordingly to keep stakeholders properly informed.
Distribute weekly status reports to each of the stakeholders to ensure they do not miss any important updates to the project status. Additionally, schedule a weekly conference call with them to discuss their concerns and any issues that may have arisen.
Analyze stakeholder interests using quantitative and qualitative techniques to ensure stakeholder relationships can be leveraged to build coalitions and partnerships.
The original Scope Statement included assumptions which should always be resolved during project planning
The changes requested by the customer have mostly involved changes to internal processes which are not covered by the change control process
The changes being requested by the customer were requirements mentioned as exclusions in the Project Scope Statement and therefore should have been denied
The changes requested by the customer were requirements mentioned as exclusions in the Project Scope Statement but because of poor integrated change control were not handled properly
A work package that does not meet the requirements, but is later deemed acceptable by the customer
A mistake made by a team member
A system component that was designed to specifications, but the entire system does not work properly
Any change request
The problem was discovered during Perform Quality Control using a Control Chart developed during Plan Quality when a safety standard violated the Rule of 7.
The problem was discovered during Perform Quality Control using a Scatter Diagram which found a relationship between speed and weight variables
This is an example of a project that was authorized as a result of a legal requirement
The problem was discovered during Perform Quality Assurance using a Control Chart when a safety standard variable went out-of-control
Compromise
Confronting
Forcing
Withdrawal
Requirements document
Project management plan
Project charter
Project scope statement
SV is positive number which means you have completed more work than you had planned to date.
You do not have enough information to calculate EAC.
SV is a negative number which means the project is ahead of schedule.
ETC is a positive number, which means the project will finish over budget.
The Estimate Cost process, which is the process of aggregating the estimated costs of individual activities or work packages
The Determine Budget process, which is the process of aggregating the estimate costs of individual activitiies or work packages
The Plan Cost process, which is the process of developing an approximation of the monetary resources needed to complete the project
The Estimate Cost process, which is the process of developing an approximation of the monetary resources needed to complete the project
You realize that the previous project team did not finish the WBS since it should have included the required activities.
This is OK since the lowest level of the WBS should be the work package level.
You realize that the previous project team did not finish the WBS since it should have included the required resources.
This is OK since the previous team was using rolling-wave planning therfore the lowest level of the WBS is the work package level.
Schedule a regular meeting with the functional supervisors of each team member to ensure they remain authorized to work on the project until their responsibilities are completed
Meet with the functional supervisors of each team member to discuss strategies for coordinating performance appraisals and feedback
Develop a training plan and schedule to ensure that team members receive the appropriate training needed to enhance thier competencies
Establish a set of ground rules regarding acceptable behavious
Develop the project scope
Create the WBS
Defining activities
Building an affinity diagram
Poor performing team members, bad attitudes and drinking alcohol at the workplace
Planning, executing and closing
Resources, budget and schedule
Resources, scheduling priorities, and personal work styles
Share, accept, mitigate, enhance
Mitigate, accept, share, exploit
Share, accept, enhance, exploit
Share, accept, transfer, enhance
Formal written, formal verbal
Informal written, formal verbal
Formal written, informal verbal
Informal written, informal verbal
Bottom-up estimating is the most labor intensive and not quite as accurate as parametric estimating.
You have completed the Estimating Costs process and will use the cost performance baseline to begin the Determine Budget process which will create the budget performance baseline used to measure future project performmance.
Bottom-up estimating is the most labor intensive and is more accurate than parametric estimating.
You have completed the Determine Budget process and will use the cost performance baseline to begin the Establish Budget process which will create the budget performance baseline used to measure future project performance.
Decline the offer explaining that this would be a conflict of interest and would be considered inappropriate in your country
Accept the offer because you have been working hard and it would be a good chance to become more acquainted with the customer
Decline the offer because it does not include your team and it wouldn't be right since they have been working as hard as you
Accept the offer because it would be considered rude to decline based on their culture. Notify your company as soon as possible to ensure they are aware of your acceptance
Risk identification and monitoring is the responsibility of the entire project team.
Product samples that are found to violate the Rule of 7 may indicate a risk trigger has occurred and should be reviewed as soon as possible.
Risk mitigation is a risk response planning technique associated with opportunities that seek to increase the probability of occurrence or impact of a positive risk.
Residual risks are risks that remain after risk responses have been implemented.
Determine why the stakeholder did not receive the information and let him know when it was published
Ask the functional manager why the stakeholder did not understand his responsibility
Review the communications plan and make revisions, if necessary
Address the situation in the next steering committee meeting so others do not miss published changes
Use the conflict resoulution technique of Smoothing to examine the alternatives and identify a win-win solution
Explain that any details on whether the requirement is approved or might be completed would be made by the CCB and assist them in completing a Change Request
Recognize the stakeholder as a blocker and leave the meeting room to avoid further conflict with a stakeholder
Agree to personally handle their request to ensure that it is completed as soon as possible to avoid any further conflict