| 1. | You are a project manager working for a large utility company. You have managed many successful projects and have decided to pursue the PMP certification. After studying the processes in the Project Controlling and Monitoring Process Group, you find that the PMI processes differ a lot from the processes you currently use in your own organization. The processes your organization uses work very well and you are confused at the PMI approach. To answer questions on the PMP exam, should you
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| Use your experience with managing projects, along with the information in the PMBOK.
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| Use your experience as a project manager to find the best answers.
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| Use the PMBOK as the primary resource, and your experience as a project manager to apply the PMBOK knowledge.
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| Use the PMBOK information only. No other information is relevant.
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| 2. | To study for the PMP exam, you decide to join a study group. At the first meeting another student offers to share some “actual, live questions” from the PMP exam. What should you do?
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| Study with the real questions
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| Report the study group to PMI
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| Find out where the student got the questions and report the source to PMI
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| 3. | While building your project team you decide to include a business analyst with extensive experience in implementing, using, and managing tasks with the new chosen accounting software. This individual has managed and participated in other projects that are similar and knows how to work well with users, technical personnel and management to get the software up and running. Your choice to include this individual is due to the fact he possesses expertise in which PMI knowledge area?
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| General management knowledge and skills
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| Application area specific knowledge and standards
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| 4. | Which quality management tool would be used to determine potential causes of a production problem?
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| 5. | Smoothing out resource requirements from period to period is
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| 6. | At what point in a project do you have the highest probability that it will fail?
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| The beginning of the project
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| After the initial project plan is published but before work actually begins
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| After the halfway point of the project is reached
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| Just before the end of the project
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| 7. | You have just completed the collect requirements and define scope processes. What should you do next?
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| 8. | You have just been assigned as the project manager for a new project. You have collected the necessary input information and delivered the project charter to the stakeholders. What should you do next?
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| Develop the project scope statement
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| Get the project charter signed
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| Start the initial project planning process
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| Ask the stakeholders for resources
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| 9. | Which of the following monitoring/controlling activities would not result in preventive action being applied?
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| Perform integrated change control
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| 10. | Which of the following is the same as a lump sum contract?
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| 11. | Which function audits quality requirements and the results from quality control measurements?
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| 12. | A member of the project team is sabotaging the project because of a basic disagreement with functional processes. As the project manager, what should you do?
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| Fire the project team member
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| Present the problem to the appropriate management
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| Present the problem to the appropriate management with the suggestion that the team member be removed from the project
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| Present the problem to the appropriate management with a demand to fire the team member
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| 13. | Which factor has the greatest effect on the way a project manager sends and receives information?
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| How others relate to the project manager
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| The project manager’s level in the organization
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| The project manager’s salary and age
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| 14. | How do you calculate the expected value of an outcome?
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| Divide the value of each outcome by its probability, then add the results
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| Divide the value of the desired outcome by the value all possible outcomes
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| Multiply the value of each outcome by its probability, then add the results
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| Use linear regression to assess the expected value of the outcome
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| 15. | Total project risk is
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| The sum of the probabilities of project risks events times the sum of consequences of those risks
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| The sum of the products of each project risk event times its consequences
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| The sum of the consequences of all project risk events
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| The sum of the probabilities of all project risk events
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| 16. | A lessons learned session should be held at what point in a project?
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| At the project conclusion
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| When something goes wrong
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| 17. | Who is ultimately responsible for project quality control?
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| The project quality officer
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| The company quality group
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| 18. | Which of the following activities is not part of the acquisition process?
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| 19. | While in the executing phase of a project, a functional manager informs you that he will not have sufficient resources available next month to support your project and two other projects. How should you handle this situation?
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| Ask the functional manager to make the decision
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| Ask the functional manager to work with his management to prioritize the work
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| Ask your sponsor to meet with the functional manager
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| Ask the functional manager to set up a meeting with you and the other project managers to work out the problem yourselves
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| 20. | You are the project manager for a building project and have just received notice that a vendor is completing a large portion of the project. You have heard a rumor that the vendor is losing many of its workers due to labor issues. With the rumored information, what should you do?
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| Suspend work with the vendor until the labor issues are resolved
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| Contact with the vendor in regard to the rumor
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| Pursue another vendor to replace the current vendor
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| Negotiate with the labor union to secure the workers on your project
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| 21. | Which of the following types of communication is least desirable to explain to a team member why his/her performance is substandard?
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| 22. | The ultimate way to ensure successful quality control is
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| By outsourcing the quality function
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| Making the quality department report to facilities
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| Making quality a priority at the organizational level
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| Playing a movie about quality in the auditorium
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| 23. | One of your project deliverables is to perform a post-implementation review of the water treatment plant you just delivered. You have been asked to do what?
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| Present all the lessons learned
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| Meet with the project sponsor to discuss what could have been improved in your project
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| Investigate and report on the plan performance and maintenance requirements
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| Meet with your project team and discuss plant support options
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| 24. | The delay between the start/finish of one activity and the start/finish of another activity is referred to as
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| 25. | Which style of leadership is a project manager demonstrating by allowing the team to make the majority of the decisions?
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| 26. | Which of the following activities is not an element of procurement management?
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| 27. | You are the project manager for a project and have received overall cost estimates from three vendors. One of the estimates is significantly higher than similar project work in the past. In this scenario, you should do which of the following?
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| Ask the other vendors about the higher estimate from the third vendor
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| Use the cost estimates from the historical information
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| Discuss the issue with the vendor who submitted the high cost before reviewing the issue with the other vendors
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| Ask the vendor that supplied the high estimate for information on how the estimate was prepared
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| 28. | What should a project manager do to determine whether or not a team member correctly understands a message?
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| 29. | The critical path
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| Has the greatest degree of risk
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| Will elongate the project if the activities on this path take longer than anticipated
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| Must be completed before all other paths
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| 30. | You are the project manager of a project that just went into integration mode. This means that your project
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| Is still running but missing resources
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| Will be closed due to lack of resources
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| Is having resources assigned to other areas of the business
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| Has been accepted by the sponsor and the client
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| 31. | The project charter includes
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| Measurable project objectives
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| Summary milestone schedule
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| Project approval requirements
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| 32. | You are the project manager of a project that just went into extinction. This means that your project
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| Is still running but missing resources
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| Will be closed due to lack of resources
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| Resources are been assigned to other areas of the business
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| Has ended before its stated objective
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| 33. | Your customer authorizes and funds a scope change that results in a major change to the schedule. The baseline schedule
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| Now becomes the new schedule, including the changes, and the original baseline is disregarded
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| Is still the original baseline but is annotated to reflect that a change has taken place
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| Is amended to reflect the scope change, but the original baseline is still maintained for post-project review
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| Is meaningless because every schedule update changes the baseline
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| 34. | The customer of your project has requested that you inflate your cost estimates by 25 percent. He tells you that his management always reduces the cost of the estimates so this is the only method to get the budget needed to complete the project. Which of the following is the best response to this situation?
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| Do as the customer asked to ensure the project requirements can be met by adding the increase as a contingency reserve.
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| Do as the customer asked to ensure the project requirements can be met by adding the increase across each task.
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| Do as the customer asked by creating an estimate for the customer’s management and another for the actual project implementation.
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| Complete an accurate estimate of the project. In addition, create a risk assessment on why the project budget would be inadequate.
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| 35. | How do you calculate the earned value (EV) for a task that has just been completed?
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| Multiply the actual hours worked on the project by the budgeted labor rate.
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| Multiply the budgeted hours to complete the task by the budgeted labor rate.
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| Divide the actual hours required to complete the task by the budgeted labor rate.
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| 36. | You are the project manager of a project that just went into inclusion mode. This means that your project
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| Is still running but missing is resources
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| Will be closed due to lack of resources
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| Has become part of the business processes
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| Has been accepted by the sponsor and the client
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| 37. | A project is
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| An organized group of activities arranged to fulfill single and multiple objectives
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| Related activities coordinated to accomplish a generic goal
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| Beginning to end activities that are to be accomplished in a specific time frame and utilizes various resources
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| An undertaking with a specific time frame and well-defined objectives that utilizes various types of resources within constraints
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| 38. | What is the impact to the project if an activity is crashed by two weeks?
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| The project’s schedule will be reduced by 2 weeks.
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| The available slack on the noncritical paths will increase.
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| A new critical path might appear after the crash.
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| 39. | Quality assurance
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| Is the prevention of product defects
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| Is an auditing function that provides feedback about the quality of output being produced
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| Is the technical process that results in control charts that specify acceptability limits for conforming output
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| 40. | During which phase in a project life cycle are most of the project expenses generally incurred?
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| 41. | Administrative closure is the process that
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| Includes all the activities needed to validate the project products and services
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| Collects user acceptance of the project product or service
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| Closes all activities pertaining to a specific project or phase
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| 42. | Product verification pertains to
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| All the activities that verify that the products and services delivered are in line with quality requirements
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| All the activities that verify that the products and services delivered are in line with project deliverables and sponsor and client satisfaction.
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| All activities that verify tangible assets
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| 43. | The main goal of having lessons learned is to
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| Keeping the names of the team for prosperity
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| Record variances and the mental state behind corrective and preventive actions taken
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| Record all the qualitative reasoning behind corrective and preventive actions taken in the project
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| 44. | The difference between the Earned Value (EV) and the Planned Value (PV) is referred to as the
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| Actual cost of the work performed
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| 45. | Which of the following is most likely to become a source of conflict among members of a project team?
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| Administrative procedures
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| 46. | You have been assigned as the project manager for a project that takes place in a country that is not where you are from. The project leader from the other country presents a team of workers that are only from his family. What should you do?
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| Reject the team leader’s recommendations and build your own project team.
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| Review the résumé and qualifications of the proposed project team before approving the team.
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| Determine if the country’s traditions include hiring from the immediate family before hiring from outside the family.
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| Replace the project leader with an impartial project leader.
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| 47. | When can conflict be beneficial?
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| Conflict situations are in their early stages and emotional involvement is low
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| Conflict situations are in their late stages and emotional involvement is high
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| Conflict might cause a loss of status or position power
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| 48. | What is the main reason to make sure all procurements are closed at the end of the project?
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| Materials must be returned
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| Contractors need to return all excess materials
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| Contracts are legally binding
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| You would like to avoid any penalties
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| 49. | Work performance information is considered as
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| A necessary process to enter a contract
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| Required as part of the vendor performance evaluation
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| Only needed for contracts in distress
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| An output from the direct and manage project execution process
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| 50. | Your project team is working with a vendor to correct some programming errors found during user acceptance testing. The decision is made to work through lunch and order take-out. When the food is delivered, the vendor says the bill has been taken care of. What do you do?
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| You accept and thank the vendor for your lunch.
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| You accept and tell him you will pay for lunch for everyone tomorrow.
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| You keep working and pretend you did not hear what the vendor said.
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| You decline and pay for your own meal.
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| 51. | What does a statement of work (SOW) identify?
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| The business need for the project
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| The project or product requirements
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| 52. | As a project manager, you direct the performance of all planned project activities and manage the technical and organizational resources available to and interacting with your project. Your work is performed in conjunction with whom?
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| The external project sponsor
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| The project management team
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| 53. | The earned value technique (EVT) measures project performance from project initiation through which of the following phases?
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| 54. | The ________ is a deliverable-oriented hierarchical decomposition of the work to be performed by the project team.
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| Organizational breakdown structure (OBS)
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| Work breakdown structure (WBS)
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| 55. | In the communications process, which of the following is described as “assimilate through the mind or senses (as in new ideas)”?
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| 56. | Which of the following is the best long-lasting approach to settling project conflict?
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| 57. | Your project is ahead of schedule. Management decides to incorporate additional quality testing into the project to improve the quality and acceptability of the project deliverable. What activity does this action exhibit?
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| Integrated Change Control
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| 58. | ____________ is the subdivision of project deliverables into smaller, more manageable components. The final product categorizes project deliverables at the work package level.
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| 59. | You are the project manager for a research organization and have just been alerted that new legislation will affect your project and change your project scope. What should you do?
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| Create a documented change request
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| Proceed as planned, assuming the project will be grandfathered beyond the new change in the law
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| Consult with the project sponsor and the stakeholders
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| Stop all project work until the issue is resolved
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| 60. | Applying sound project management techniques will guarantee
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| The project will be a success.
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| 61. | One component of the scope baseline for a project is
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| The preliminary project scope
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| The approved preliminary project scope
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| The project scope statement
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| The approved project scope statement
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| 62. | A project is a(n) __________ endeavor undertaken to create a unique product, service, or result.
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| 63. | Which of the following can best assist a project manager during project execution?
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| 64. | With respect to integrated change control, what must the project manager ensure is present?
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| Supporting detail for the change
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| Approval of the change from the project team
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| Approval of the change from an SME
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| Risk assessment for each proposed change
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| 65. | You are the project manager for a project to design and implement a new accounting application. Management has requested that you document any changes or enhancements to the technical attributes of the project deliverable.
Which one of the following would satisfy management’s request?
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| Integrated change control
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| 66. | The risk of project failure is highest during which phase of a project?
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| 67. | The cost of changes to project scope generally _________ over the life cycle of a project.
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| 68. | Project cost and project staffing resources follow a typical pattern during the life cycle of a project. Which of the following is common?
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| Cost and staffing levels are high at the beginning of the project, stabilize during the middle phases of the project, and drop rapidly toward project closing.
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| Cost and staffing levels are high at the beginning of the project, high during the middle phases of the project, and drop rapidly toward project closing.
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| Cost and staffing levels are low at the beginning of the project, peak during the middle phases of the project, and drop rapidly toward project closing.
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| Cost and staffing levels are low at the beginning of the project, rise during the middle phases of the project, and peak toward project closing.
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| 69. | An organization comprised by a full-time project manager with moderate project authority and a full-time project management administrative staff is an example of what type of structure?
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| 70. | One type of progressive elaboration occurs when the work to be performed within the near term is planned in detail while work scheduled for further out is defined at only a high level in the work breakdown structure (WBS). As the task draws nearer, the amount of detail for the task is further defined. Which of the following terms defines this type of progressive elaboration?
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| Precedence diagramming method (PDM)
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| 71. | What is the most common precedence relationship used in the precedence diagramming method (PDM)?
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| 72. | As the project manager for a project with an international team, you are about to enter negotiations with foreign vendors. Where do you find what business practices are allowed and discouraged?
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| Organizational process assets
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| The PMP Code of Ethics and Professional Conduct
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| 73. | Which of the following is not a type of dependency available in activity sequencing?
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| Discretionary dependencies
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| 74. | When a scheduled activity cannot be estimated with an adequate degree of certainty, the work within the activity can be decomposed. The resource requirements for each lower, more detailed work package can be estimated and aggregated to form a basis for estimating the overarching scheduled activity. What is this type of estimating called?
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| 75. | You have been assigned two concurrent projects. Because of the nature of the projects, you have a conflict of interest. You should
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| Do the best you can and tell no one
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| Ask to be removed from one of the projects
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| Ask to be removed from both of the projects
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| Inform your sponsor and ask for his advice
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| 76. | Cost control of a project entails determining and evaluating which of the following factors?
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| The cause of a cost variance
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| The magnitude of a cost variance
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| 77. | Which of the following activities is not included in configuration management?
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| Controlling changes to the project deliverables
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| Automatic change request approvals
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| Identification of the attributes of the project deliverables
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| 78. | You are the project manager for a performance analysis project for a client’s database application. Your client provides you with a test database to use for your analysis. The IT director for your organization disagrees with the database provided by the client and tells you to use a different database with different data that should give better results. This is a violation to the SOW. What should you do?
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| Use the client’s database
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| Use the replacement database without telling the customer
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| Use the replacement database and discuss the reasons with the customer
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| Ask your sponsor for clarification, assuming that the IT director is not your sponsor
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| 79. | Which set of the following tools is part of the project plan execution?
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| General management skills, status review meetings, EVM
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| General management skills, status review meetings, Work Authorization Systems
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| General management skills, status review meetings, EVM
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| 80. | Planned value (PV) is
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| The budgeted cost for work scheduled to be completed on an activity up to a specific time
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| The budgeted cost for the work actually completed on the schedule activity during a specific time period
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| The total cost for work on the schedule activity during a specific time period
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| 81. | A cost performance index (CPI) value less than 1.0 indicates a project has which of the following?
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| A cost overrun of the cost estimates
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| A cost underrun of the cost estimates
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| Neither a cost overrun nor a cost underrun
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| 82. | Which of the following requires a concise definition of the end users’ needs?
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| 83. | You are managing a project using the earned value technique (EVT) for cost management. The project planned value (PV) is $200,000. The project earned value (EV) is $100,000. The actual value (AV) is $150,000. What is the schedule variance (SV) for the project?
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| 84. | EVM is used during which process groups
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| 85. | To maintain the customer’s schedule, substantial overtime will be required during a traditional holiday season. Many team members have requested vacation during this time. You should
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| Let the schedule slip and inform the customer
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| First give the team members the choice of working overtime
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| Make the team members cancel their vacation plans and work overtime
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| Acquire temporary employees for the overtime
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| 86. | Which of the following is a business philosophy to find methods to continuously improve products, services, and business practices?
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| 87. | You’re managing a project using the earned value technique (EVT) for cost management. The project planned value (PV) is $200,000. The project earned value (EV) is $100,000. The actual value (AV) is $150,000. Calculate the cost performance index (CPI) for the project. What is the cost-efficiency of the project?
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| Unable to determine from the information given
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| 88. | You’re managing a project using the earned value technique (EVT) for cost management. The project planned value (PV) is $200,000. The project earned value (EV) is $100,000. The actual value (AV) is $150,000. What is the schedule performance index (SPI) for the project?
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| 89. | Monitoring project activities and results to evaluate if the findings comply with applicable quality standards as well as identifying mitigation strategies is a _________ activity.
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| 90. | You are the project manager for a project requiring that quality maps to federal guidelines. During a quality audit, you discover that a portion of the project work is faulty and must be done again. The requirement to re-do the work is an example of which of the following?
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| 91. | Which of the following techniques is the best for most project management situations?
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| 92. | Ishikawa diagrams are also known as
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| Cause and effect diagrams
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| 93. | A Pareto chart is a type of
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| 94. | Project communication planning includes which of the following tasks?
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| Determining and limiting who will communicate with whom and who will receive what information
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| Combining the type and format of information needed with an analysis of the value of the information for communication
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| Understanding how communication affects the project as a whole
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| 95. | The complete review of a seller’s technical performance, cost performance, and delivery schedule is referred to as
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| Project or phase evaluation
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| Seller performance evaluation
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| 96. | The procurement closing of a project dictates that
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| All project monies have been spent
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| No budget category amounts have been exceeded
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| No other work from this client will be considered
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| No further charges can be made against the project
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| 97. | Which of the following is an example of coercive power?
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| A project manager that has lunch with the project team on the same day each week
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| A project manager that will openly punish any team member who is late with an activity
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| A project manager that has worked with the technology on the project for several years
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| A project manager that is friends with all of the project team members
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| 98. | While managing a project, you find that the project customer and a team member are in conflict over the level of quality needed on a sample. You decide to split the difference between what the two stakeholders want. This is an example of which of the following?
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| 99. | You are the project manager for a project with a very tight schedule. Because the project is running late, you feel that you do not have time to consider all the possible solutions due to a disagreement between two team members. You quickly decide to side with the team member that has the largest amount of seniority. This is an example of which of the following?
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| 100. | The most important decision for the sponsors to make during the close project or phase process is
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| Allocating budget allocations for the next phase
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| Authorizing scope changes for the next phase
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| Authorizing budget increases for the next phase based upon scope changes
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| 101. | Historical records collected during closing are useful to _____ and _____ for future projects.
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| Predict trends, highlight issues
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| Analyze successes, shortfalls
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| Analyze strengths, document results
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| Justify results, set standards
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| 102. | With respect to small organizations, project managers and functional managers are
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| Generally the same person
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| Sometimes the same person
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| Always subordinate to the project initiator
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| 103. | Which of the following is an accurate statement?
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| Qualitative risk analysis occurs prior to quantitative risk analysis.
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| Quantitative risk analysis occurs prior to qualitative risk analysis.
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| Qualitative risk analysis is performed on risks that have been prioritized during quantitative risk analysis.
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| 104. | The project charter
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| Is a good thing to have to enter restricted areas
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| Tells the newspapers when the project will end
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| Authorizes equipment acquisition
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| Provides a high-level definition of the effort and its stakeholders
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| 105. | Scorecard modeling, cost benefit analysis, payback periods, and internal rate of return are examples of
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| Project selection methods
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| Enterprise benefits measurement methods when selecting a project
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| Ways to ensure stakeholder commitment
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| Integral parts of the statement of work
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| 106. | What is the primary purpose of project control?
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| Plan ahead for uncertainties
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| | |
| Keep the project on track
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| Develop the project road map
|
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| 107. | An activity estimated to require one month for completion with 800 hours of labor and a burdened cost of $47,000. The activity was completed in 800 hours but at a higher burdened cost of $58,000. What is the most likely reason for the increase?
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| Higher salaried employees were assigned to the activity than were planned
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| The overhead rate increased
| |
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| 108. | Project scope
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| Defines all the equipment that will be used in the project
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| Is a document that identifies the stakeholder responsibilities
| |
| Is part of the project charter
| |
| Defines at a high level the project execution framework and its deliverables
|
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| 109. | Which one of the following will result in the most productive results when negotiating?
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| 110. | Which one of the following is an output for the report performance process?
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| 111. | Project success can be achieved only if
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| The project manager is an expert in managing resources.
| |
| The project manager is part of the executive management team.
| |
| There is a clear link between the project deliverables and the business strategy.
| |
| The project sponsor leads the initiatives.
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| 112. | Reaching an agreement of concessions is accomplished in the _____ stage of negotiations.
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| 113. | The two processes in the closing process group are called
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| Close procurements and verify scope
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| Verify scope and close project or phase
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| Close project or phase and close procurements
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| Report performance and close procurements
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| 114. | The project management plan
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| Is the steps needed to complete a project task
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| Is prepared at the beginning and fixed throughout the execution of the project
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| Not needed until resources have been assigned
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| Is an outline that identifies all the steps and processes that will be used after a project is initiated
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| 115. | In what process group does source selection happen?
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| 116. | Which of the following is NOT and input to the administer procurements process?
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| Source selection criteria
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| | |
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| 117. | What is the primary function of the project manager?
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| 118. | What does fast tracking mean?
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| Speed up a project by performing some activities in parallel
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| Swap one activity for another
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| Reduce the number of activities if possible
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| |
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| 119. | The work breakdown structure
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| Is a list of all the tasks needed to complete a meeting
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| Is needed as part of the project charter
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| Is set and does not change throughout the project
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| Is used to break down the project into manageable pieces
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| 120. | Which two of the following knowledge areas are part of closing?
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| Communications management and risk management
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| Integration management and scope management
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| Scope management and procurement management
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| Integration management and procurement management
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| 121. | Which of the following situations describes a violation of the PMI Code of Ethics and Professional Conduct?
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| Accepting a gift that is within the customary guidelines of the country or province you are currently working in
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| Use of confidential information to advance your position or influence a critical decision
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| Complying with laws and regulations of the state or province in which project management services are provided
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| Disclosing information to a customer about a situation that might have an appearance of impropriety
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| 122. | At what point in the project does administrative closure take place?
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| When the project is cancelled
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| At the completion of each phase
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| When the project is complete or cancelled
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| 123. | The project baseline
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| Encompass all the initial estimates for tasks and resource utilization
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| Is only important in the project initiation phase
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| Is the result of the original plans plus the approved changes
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| Is not needed to successfully manage a project
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