PMP practice questions

A. Global organizations
Understanding the culture, policies, and procedures of the organization in which the project is being performed is MOST challenging in:

A. Global organizations
B. Manufacturing organizations
C. Small organizations
D. Agile organizations

D. Will not always have a “home”
In a projectized organization, the project team:

A. Reports to many bosses
B. Has no loyalty to the project
C. Reports to the functional manager
D. Will not always have a “home”

A. Functional
A project manager is trying to complete a software development project, but cannot get enough attention for the project. Resources are focused on completing process-related work, and the project manager has little authority to assign resources. What form of organization must the project manager be working in?

A. Functional
B. Matrix
C. Expediter
D. Coordinator

C. Complex
A project manager has very little project experience, but he has been assigned as the project manager of a new project. Because he will be working in a matrix organization to complete his project, he can expect communications to be:

A. Simple
B. Open and accurate
C. Complex
D. Hard to automate

B. The functional manager
A project team member is talking to another team member and complaining that many people are asking him to do things. If he works in a functional organization, who has the power to give direction to the team member?

A. The project manager
B. The functional manager
C. The team
D. The PMO

A. The project expediter cannot make decisions
Two project managers have just realized that they are in a weak matrix organization and that their power as project managers is quite limited. One figures out that he is really a project expediter, and the other realizes he is really a project coordinator.

How is a project expediter different from a project coordinator?

A. The project expediter cannot make decisions
B. The project expediter can make more decisions
C. The project expediter reports to higher-level manager
D. The project expediter has some authority

A. The project manager
Who has the MOST power in a projected organization?

A. The project manager
B. The functional manager
C. The team
D. They all share power

D. It repeats itself every month
All of the following are characteristics of a project EXCEPT:

A. It is temporary
B. It has a definite beginning and end
C. It has interrelated activities
D. It repeats itself every month

A. Organizational project management
A framework for keeping an organization focused on its overall strategy is:

A. Organizational project management
B. The PMBOK guide
C. Project governance
D. Portfolio management

C. Scope, time, cost, quality, risk, resources, and customer satisfaction
Which of the following BEST describes the major constraints on a project?

A. Scope, number of resources, and cost
B. Scope, cost, and time
C. Scope, time, cost, quality, risk, resources, and customer satisfaction
D. Time, cost, and number of changes

C. Project management information system
If a project manager is concerned with gathering, integrating, and disseminating the outputs of all project management processes, she should concentrate on improving the:

A. Work breakdown structure
B. Communication management plan
C. Project management information system
D. Scope management plan

B. Obtain historical records and guidance from the project management office (PMO).
A project manager is managing his second project. It started one month after the first, and both are in process. Though his first project is small, this one seems to be growing in size every day. As each day passes, the project manager is beginning to feel more and more in need of help. The project manager has recently heard that there was another project in the company last year that is similar to his second project. What should he do?

A. Contact the other project manager and ask for assistance.
B. Obtain historical records and guidance from the project management office (PMO).
C. Wait to see if the project is impacted by growth in scope.
D. Make sure the scope of the project is agreed to by all the stakeholders.

A. Is the same for every project
The project life cycle differs from the project management process in that the project management process:

A. Is the same for every project
B. Does not incorporate a methodology
C. Is different for each industry
D. Can spawn many projects

B. Correlates the need for the project to the organization’s strategic plan
To obtain support for the project throughout the performing organization, it’s BEST if the project manager:

A. Ensures there is a communications management plan
B. Correlates the need for the project to the organization’s strategic plan
C. Connects the project to the personal objectives of the sponsor
D. Ensures that the management plan includes the management of team members

C. This is a recurring process.
Your management has decided that all orders will be treated as “projects” and that project managers will be used to update orders daily, to resolve issues, and to ensure the customer formally accepts the product within 30 days of completion. Revenue from the individual orders can vary from US $100 to US $150,000. The project manager will not be required to perform planning or provide documentation other than daily status. How would you define this situation?

A. Because each individual order is a “temporary endeavor,” each order is a project.
B. This is program management since there are multiple projects involved.
C. This is a recurring process.
D. Orders incurring revenue over $100,000 would be considered projects and would involve project management

A. Adopt a life cycle approach to the project
The previous project manager for your project managed it without much project organization. There is a lack of management control and no clearly defined project deliverables. Which of the following would be the BEST choice for getting your project better organized?

A. Adopt a life cycle approach to the project
B. Develop lessons learned for each phase
C. Develop specific work plans for each work package
D. Develop a description of the product of the project

B. They are working on a process and not a project
A project team is working on manufacturing a new product, but they are having difficulty creating a project charter. What is the BEST description of the real problem?

A. They have not identified the project objectives
B. They are working on a process and not a project
C. The end date has not been set
D. They have not identified the product of the project

C. The project management office (PMO)
One of your team members informs you that he does not know which of the many projects he is working on is the most important. Who should determine the priorities between projects in a company?

A. The project manager
B. The project management team
C. The project management office (PMO)
D. The team

C. A project is a temporary endeavor with a beginning and an end, a program is a group of related projects, and a portfolio is a group of projects and programs related to a specific strategic objective.
The difference between a project, program, and portfolio is:

A. A project is temporary endeavor with a beginning and end, a program may include other non project work, and a portfolio is all the projects in a given department or division.
B. A project is lengthy endeavor with a beginning and end, a program combines two or more unrelated projects, and a portfolio combines two or more programs.
C. A project is a temporary endeavor with a beginning and an end, a program is a group of related projects, and a portfolio is a group of projects and programs related to a specific strategic objective.
D. A project is a contracted endeavor with a beginning and end, a portfolio is a group of projects with more open-ended completion dates, and a program combines two or more portfolios.

C. Ongoing and repetitive
Operational work is different from project work in that operational work is:

A. Unique
B. Temporary
C. Ongoing and repetitive
D. A part of every project activity

A. Historical records for future projects
Company procedures require the creation of a lessons learned document. Which of the following is the BEST use of lessons learned?

A. Historical records for future projects
B. Planning record for the current project
C. Informing the team about what the project manager has done
D. Informing the team about the project management plan

D. The stakeholders
Lessons learned are BEST completed by:

A. The project manager
B. The team
C. The sponsor
D. The stakeholders

C. Not be viewed as part of a project
Consideration of ongoing operations and maintenance is crucially important to products of projects. Ongoing operations and maintenance should:

A. Be included as activities to be performed during project closures.
B. Have a separate phase in the project life cycle, because a large portion of life cycle costs is devoted to maintenance and operations.
C. Not be viewed as part of a project.
D. Be viewed as a separate project.

B. A means to gain benefits and control of related projects
What is a program?

A. An initiative set up by management
B. A means to gain benefits and control of related projects
C. A group of unrelated projects managed in a coordinated way
D. A government regulation

B. Create lessons learned
A company is making an effort to improve its project performance and create historical records of past projects. What is the BEST way to accomplish this?

A. Create project management plans
B. Create lessons learned
C. Create network diagrams
D. Create status reports

C. Planning
In which project management process group is the detailed project budget created?

A. Initiating
B. Before the project management process
C. Planning
D. Executing

D. Initiating
The project charter is created in which project management process group?

A. Executing
B. Planning
C. Closing
D. Initiating

C. Determine communications requirements
The project team has just completed the initial project schedule and budget. The NEXT thing to do is to:

A. Identify risks
B. Begin iterations
C. Determine communications requirements
D. Create a bar (Gantt) chart

B. Work breakdown structure
A detailed project schedule can be created only after creating the:

A. Project budget
B. Work breakdown structure
C. Project management plan
D. Detailed risk assessment

A. Project manager
The person who should be in control of the project during project planning is the:

A. Project manager
B. Team member
C. Functional manager
D. Sponsor

D. Project scope statement
Which of the following is NOT an input to the initiating process group?

A. Company processes
B. Company culture
C. Historical WBSs
D. Project scope statement

D. Start to create management plans
The project sponsor has just signed the project charter. What is the NEXT thing to do?

A. Begin to complete work packages
B. Validate scope
C. Start integrated change control
D. Start to create management plans

A. Initiating
The high-level project schedule constraints have just been determined. What project management process group are you in?

A. Initiating
B. Planning
C. Executing
D. Monitoring and controlling

B. Create an activity list
The WBS and WBS dictionary are completed. The project team has begun working on identifying risks. The sponsor contacts the project manager, requesting that the responsibility assignment matrix be issued. The project has a budget of US $100,000 and is taking place in three countries using 14 human resources. There is little risk expected for the project, and the project manager has managed many projects similar to this one. What is the NEXT thing to do?

A. Understand the experience of the sponsor on similar projects.
B. Create an activity list
C. Make sure the project scope is defined
D. Complete risk management and issue the responsibility assignment matrix

B. Create an activity list before creating a network diagram
A project manager does not have much time to spend on planning before the mandatory start date arrives. He therefore wants to move through planning as effectively as possible. What advice would you offer?

A. Make sure you have a signed project charter and then start the WBS
B. Create an activity list before creating a network diagram
C. Document all the known risks before you document the high-level assumptions
D. Finalize the quality management plan before you determine quality metrics

C. Initiating
The BEST time to assign a project manager to a project is during:

A. Integration
B. Project selection
C. Initiating
D. Planning

C. Monitoring and controlling
A project manager gets a call from a team member notifying him that there is a variance between the speed of a system on the project and the desired or planned speed. The project manager is surprised because that performance measurement was not identified in planning. If the project manager then evaluates whether the variance warrants a response, he is in which part of the project management process?

A. Initiating
B. Executing
C. Monitoring and controlling
D. Closing

C. Monitoring and controlling
A team member notifies the project manager that the activities comprising a work package are no longer appropriate. It would be BEST for the project manager to be in what part of the project management process?

A. Corrective action
B. Integrated change control
C. Monitoring and controlling
D. Project closing

C. Executing
During a team meeting, a team member asks about the measurements that will be used on the project to assess performance. The team member feels that some of the measures related to activities assigned to him are not valid measurements. The project is BEST considered to be in what part of the project management process?

A. Closing
B. Monitoring and controlling
C. Executing
D. Initiating

B. Get familiar with the company culture and structure as they relate to the project.
Which of the following is the MOST appropriate thing to do during the initiating process group?

A. Create a detailed description of the project deliverables.
B. Get familiar with the company culture and structure as they relate to the project.
C. Identify the root cause of problems
D. Ensure all project management processes are complete

A. Iterative
Which of the following is a characteristic of project management processes?

A. Iterative
B. Unique
C. Unnecessary
D. Standardized

D. Executing
Which project management process group generally takes the MOST project time and resources?

A. Planning
B. Design
C. Integration
D. Executing

B. Create a project scope statement
All of the following must be performed during project initiating EXCEPT:

A. Identify and document business needs
B. Create a project scope statement
C. Divide a large project into phases
D. Accumulate and evaluate historical information

A. Determining performance measures
Closure includes all of the following EXCEPT:

A. Determining performance measures
B. Turning over the product of the project
C. Documenting the degree to which each project phase was properly closed after its completion
D. Updating the company’s organizational process assets

C. Confirm that the phase has reached its objectives, and have its deliverables formally accepted.
The first phase of your project has come to an end. What is the MOST important thing to ensure is done BEFORE beginning the next phase?

A. Verify that the resources are available for the next phase
B. Check the project’s progress compared to its baselines
C. Confirm that the phase has reached its objectives, and have its deliverables formally accepted.
D. Recommend corrective action to bring the project results in line with project expectations.

C. Monitoring and controlling
During which process group does the team measure and analyze the work being done on the project?

A. Initiating
B. Executing
C. Monitoring and controlling
D. Closing

C. Initiating, planning, executing, monitoring and controlling, closing
Which process groups must be included in every project?

A. Planning, executing, and closing
B. Initiating, planning, and executing
C. Initiating, planning, executing, monitoring and controlling, closing
D. Planning, executing, and monitoring and controlling

C. Confirm all the requirements in the project have been met
Which of the following is the MOST appropriate thing to do in project closing?

A. Work with the customer to determine acceptance criteria
B. Collect historical information from previous projects
C. Confirm all the requirements in the project have been met
D. Gain formal approval of the management plans

C. Executing
Which process group focuses on completing the requirements of the project?

A. Initiating
B. Planning
C. Executing
D. Closing

A. Develop project charter
All of the following occur during the planning process group EXCEPT:

A. Develop project charter
B. Create WBS
C. Estimate costs
D. Sequence Activities

B. Reasons projects are initiated
A market demand, a business need, and/or a legal requirement are examples of:

A. Reasons to hire a project manager
B. Reasons projects are initiated
C. Reasons people or businesses become stakeholders
D. Reasons to sponsor a project

C. Integration
The need for ___ is one of the major driving forces for communication in a project.

A. Optimization
B. Integrity
C. Integration
D. Differentiation

B. The project is incomplete until all project and product deliverables are complete and accepted
The customer has accepted the completed project scope. However, the lessons learned required by the project management office have not been completed. What is the status of the project?

A. The project is incomplete because it needs to be replaced
B. The project is incomplete until all project and product deliverables are complete and accepted
C. The project is complete because the customer has accepted the deliverables
D. The project is complete because it has reached its due date

D. Preventing unnecessary changes
When it comes to changes, the project manager’s attention is BEST focused on:

A. Making changes
B. Tracking and recording changes
C. Informing the sponsor of changes
D. Preventing unnecessary changes

B. Close Project or Phase
The customer on a project tells the project manager they have run out of money to pay for the project. What should the project manager do FIRST?

A. Shift more of the work to later in the schedule to allow time for the customer to get the funds
B. Close Project or Phase
C. Stop work
D. Release part of the project team

D. Lessons learned
All of the following are parts of an effective change management plan EXCEPT:

A. Procedures
B. Standards for reports
C. Meetings
D. Lessons learned

B. Manage when and in what sequence work is done
A work authorization system can be used to:

A. Manage who does each activity
B. Manage when and in what sequence work is done
C. Manage when each activity is done
D. Manage who does each activity and when it is done

C. The sponsor
A project is plagued by changes to the project charter. Who has the primary responsibility to decide if these changes are necessary?

A. The project manager
B. The project team
C. The sponsor
D. The stakeholders

C. Effective communication at key interface points
Effective project integration usually requires an emphasis on:

A. The personal careers of the team members
B. Timely updates to the project management plan
C. Effective communication at key interface points
D. Product control

A. Project manager
Integration is done by the:

A. Project manager
B. Team
C. Sponsor
D. Stakeholders

B. Put all the pieces of a project into a cohesive whole
Which of the following BEST describes the project manager’s role as an integrator?

A. Help team members become familiar with the project
B. Put all the pieces of a project into a cohesive whole
C. Put all the pieces of a project into a program
D. Get all the team members together into a cohesive whole

B. Direct and Manage Project Work
Approved corrective actions are an input to which of the following processes?

A. Validate scope
B. Direct and Manage Project Work
C. Develop Project Charter
D. Develop Schedule

C. Accelerated depreciation
Double declining balance is a form of:

A. Decelerated depreciation
B. Straight line depreciation
C. Accelerated depreciation
D. Life cycle costing

B. To help determine if a scope change should be approved
Which of the following BEST describes what a project charter may be used for when the work is being completed?

A. To make sure all the team members are rewarded
B. To help determine if a scope change should be approved
C. To assess the effectiveness of the change control system
D. To make sure that all the documentation on the project is completed

C. Risk, human resource, process improvement, and other management plans
Which of the following BEST describes a project management plan?

A. A printout from project management software
B. A bar chart
C. Risk, human resource, process improvement, and other management plans
D. The project scope

D. The project manager creates the project charter, and the sponsor approves it
Which of the following is TRUE about the development of a project charter?

A. The sponsor creates the project charter, and the project manager approves it.
B. The project team creates the project charter, and the PMO approves it
C. The executive manager creates the project charter, and the functional manager approves it
D. The project manager creates the project charter, and the sponsor approves it

D. The project manager creates the project management plan input from the team.
A project management plan should be realistic in order to be used to manage the project. Which of the following is the BEST method to achieve a realistic project management plan?

A. The sponsor creates the project management plan based on input from the project manager.
B. The functional manager creates the project management plan based on input from the project manager.
C. The project manager creates the project management plan based on input from senior management.
D. The project manager creates the project management plan input from the team.

B. Spending more time on configuration management
You are taking over a project during project planning and discover that six individuals have signed the project charter. Which of the following should MOST concern you?

A. Who will be a member of the change control board
B. Spending more time on configuration management
C. Getting a single project sponsor
D. Determining the reporting structure

A. Develop Project Management Plan and Plan Quality Management
The project manager is working to clearly describe the level of involvement expected from everyone on the project in order to prevent rework, conflict, and coordination problems. Which of the following BEST describes the project manager’s efforts?

A. Develop Project Management Plan and Plan Quality Management
B. Manage Stakeholder Engagement and Direct and Manage Project Work
C. Validate Scope and Control Quality
D. Identify Risks and Develop Project Team

D. Setting up a project control system
All of the following are parts of the Direct and Manage Project Work process EXCEPT:

A. Identifying changes
B. Using a work breakdown structure
C. Implementing corrective actions
D. Setting up a project control system

D. A team that is characterized by poor performance, low morale, high levels of conflict, and high turnover
A project manager is appointed to head a highly technical project in an area with which this person has limited familiarity. The project manager delegates the processes of Develop Schedule, Estimate Costs, Define Activities, and Estimate Activity Resources to various project team members, and basically serves as an occasional referee and coordinator of activities. The results of this approach are likely to beL

A. A team functioning throughout the project at a very high level, demonstrating creativity and commitment
B. A team that initially experiences some amounts of confusion, but that after a period of time becomes a cohesive and effective unit
C. A team that is not highly productive, but that stays together because of the work environment created by the project manager
D. A team that is characterized by poor performance, low morale, high levels of conflict, and high turnover

C. Explain the impact if the promised resources are not made available
You are in the middle of executing a major modification to an existing product when you learn that the resources promised at the beginning of the project are not available. The BEST thing to do is to:

A. Show how the resources were originally promised to your project
B. Replan the project without the resources
C. Explain the impact if the promised resources are not made available
D. Crash the project

B. Create a formal change request
The primary customer of a project has requested an application change during user testing. As project manager, how should you BEST address this issue?

A. Develop a risk mitigation plan
B. Create a formal change request
C. Inform the project sponsor of changes to scope, cost, and schedule
D. Ensure the scope change complies with all relevant contractual provisions

D. Evaluate the impacts on other project constraints
The project manager has just received a change from the customer that does not affect the project schedule and is easy to complete. What should the project manager do FIRST?

A. Make the change happen as soon as possible
B. Contact the project sponsor for permission
C. Go to the change control board
D. Evaluate the impacts on other project constraints

D. Ask management how the new project will affect your project.
Your company just won a major new project. It will begin in three months and is valued at US $2,000,000. You are the project manager for an existing project. What is the FIRST thing you should do once you hear of the new project?

A. Ask management how the new project will use resources
B. Resource level your project
C. Crash your project
D. Ask management how the new project will affect your project.

C. Determine a management strategy
You were just assigned to take over a project from another project manager who is leaving the company. The previous project manager tells you that the project is on schedule, but only because he has constantly pushed the team to perform. What is the FIRST thing you should do as the new project manager?

A. Check risk status
B. Check cost performance
C. Determine a management strategy
D. Tell the team your objectives

D. Meet with the customer
You are assigned as the project manager in the middle of the project. The project is within the baselines, but the customer is not happy with the performance of the project. What is the FIRST thing you should do?

A. Discuss it with the project team
B. Recalculate the baselines
C. Renegotiate the contract
D. Meet with the customer

C. Add the implemented corrective action to the change log, discuss the value of documentation at the next team meeting, and smooth the team member’s issue with the accounting department.
It is the middle of the project when the project manager is informed by her scheduler that the project control limits are secure. That same morning she receives a note from a team member about a problem he is having. The note says, “This activity is driving me crazy, and the manager of the accounting department won’t help me until the activity’s float is in jeopardy.” In addition, the project manager has e-mails from a minor stakeholder and 14 emails from team members. While the PM is reading the emails, a team member walks into the PM’s office to tell her a corrective action was implemented by a team member from the project management office, but was not documented. What should the PM do NEXT?

A. Report the documentation violation to the PMO, evaluate the security of the control limits, and review the emailing rules in the communications management plan
B. Clarify the reasoning behind documentation being a problem, get the accounting department to assist the team member, and respond to the minor stakeholder.
C. Add the implemented corrective action to the change log, discuss the value of documentation at the next team meeting, and smooth the team member’s issue with the accounting department.
D. Find out who cause the problem with the accounting department, respond to the minor stakeholder before responding to the other emails, and review the process listed in the communications management plan for reporting concerns with the team member having the documentation problem

C. Consult with the sponsor about options
The client demands changes to the product specification that will add only two weeks to the critical path. Which of the following is the BEST thing for the project manager to do?

A. Compress the schedule to recover the two weeks
B. Cut scope to recover the two weeks
C. Consult with the sponsor about options
D. Advise the client of the impact of the change

B. Lack of a change management plan
During project executing, the PM determines that a change is needed to material purchased for this project. the PM calls a meeting to plan how to make the change. This is an example of:

A. Management by objectives
B. Lack of a change management plan
C. Good team relations
D. Lack of a clear work breakdown structure

D. Ask the team member how he knows there is no time, cost, or quality impact
The project was going well when all of a sudden there were changes to the project coming from multiple stakeholders. After all the changes were determined, the project manager spent time with all the stakeholders to find out why there were changes and to discover any more.

The project work has quieted down when a team member casually mentions to the PM that he added functionality to a product of the project. “Do not worry,” he says, “I did not impact time, cost, or quality!” What should the PM do FIRST?

A. Ask the team member how the need for the functionality was determined
B. Hold a meeting to review the team member’s completed work
C. Look for other added functionality
D. Ask the team member how he knows there is no time, cost, or quality impact

B. Sunk costs
You are asked to prepare a budget for completing a project that was started last year and then shelved for six months. All of the following would be included in the project budget EXCEPT:

A. Fixed costs
B. Sunk costs
C. Direct costs
D. Variable costs

A. $100, $100, $100
Which of the following sequences represents straight line depreciation?

A. $100, $100, $100
B. $100, $120, $140
C. $100, $120, $160
D. $160, $140, $120

B. Look for how this change will impact the cost to complete the work package and quality of the product of the work package
The project is chartered to determine new ways to extend the product life of one of the company’s medium-producing products. The project manager comes from the engineering department, and the team comes from the product management and marketing departments. The project scope statement and project planning are completed when a stakeholder notifies the team that there is a better way to complete one of the work packages. The stakeholder supplies a technical review letter from his department proving that the new way to complete the work package will actually be faster than the old way.

The project manager has had similar experiences with this department on other projects, and was expecting this to happen on this project. What is the FIRST thing the PM should do?

A. Contact the department and complain again about their missing the deadline for submission of scope
B. Look for how this change will impact the cost to complete the work package and quality of the product of the work package
C. See if there is a way to change from a matrix organization to a functional organization so as to eliminate all the interference from other departments
D. Ask the department if they have any other changes

C. Project C
Project A has an internal rate of return (IRR) of 21 percent. Project B has an IRR of 7 percent. Project C has an IRR of 31 percent. Project D has an IRR of 19 percent. Which of these would be the BEST project?

A. Project A
B. Project B
C. Project C
D. Project D

A. Project archives
An output of the Close Project or Phase process is the creation of:

A. Project archives
B. A project charter
C. A project management plan
D. A risk management plan

D. Performing cost-benefit analysis
All of the following occur during the Close Project or Phase process EXCEPT:

A. Creating lessons learned
B. Formal acceptance
C. Performance reporting
D. Performing cost-benefit analysis

D. The business case for the project
Which of the following is included in a project charter?

A. A risk management strategy
B. Work package estimates
C. Detailed resource estimates
D. The business case for the project

C. It gives the project manager authority
A project manager is trying to convince management to use more formal project management procedures and has decided to start improving the company’s project management by obtaining a project charter for each of his projects. Which of the following BEST describes why a project charter would help the project manager?

A. It describes the details of what needs to be done
B. It lists the names of all team members
C. It gives the project manager authority
D. It describes the history of similar or related projects

A. Constrained optimization
Linear programming is an example of what type of project selection criteria?

A. Constrained optimization
B. Comparative approach
C. Benefit measurement
D. Impact analysis

B. Show your manager the impact of proceeding without approval
You have been involved in creating the project charter, but could not get it approved. Your manager and his boss have asked that the project begin immediately. Which of the following is the BEST thing to do?

A. Set up an integrated change control process
B. Show your manager the impact of proceeding without approval
C. Focus on completing projects that have signed project charters
D. Start work only on the critical path activities

A. Develop a project charter
The engineering department has uncovered a problem with the cost accounting system and has asked the systems department to analyze what is wrong and fix the problem. You are a project manager working with the cost accounting programs on another project. Management has issued a change request to the change control board to add the new work to your project.

Your existing project has a cost performance index of 1.2 and a schedule performance index of 1.3, so you have some room to add work without delaying your existing project or going over budget. However, you cannot see how the new work fits within the project charter for your existing project. After some analysis, you determine that the new work and existing work do not overlap and can be done concurrently. They also require different skill sets. Which of the following is the BEST thing to do?

A. Develop a project charter
B. Reestimate the project schedule with input from the engineering department.
C. Validate the scope of the new work with the help of the stakeholders
D. Identify specific changes to the existing work

D. Complete lessons learned
All technical work is completed on the project. Which of the following remains to be done?

A. Validate Scope
B. Plan Risk Responses
C. Create a staffing management plan
D. Complete lessons learned

B. Determining the sources of changes and fixing the root causes
Which of the following BEST reflects the phrase, “influencing the factors that affect change”?

A. Telling people that changes are not allowed after planning is complete
B. Determining the sources of changes and fixing the root causes
C. Adding more activities to the work breakdown structure to accommodate risks
D. Calculating the impact of changes to date on the project

C. Identify the level at which individual elements are found
A work breakdown structure numbering system allows the project team to:

A. Systematically estimate the costs of work breakdown structure elements
B. Provide project justification
C. Identify the level at which individual elements are found
D. Use it in the project management software

D. Stakeholder
The WBS can BEST be thought of as an effective aid for ___ communications.

A. Team
B. Project manager
C. Customer
D. Stakeholder

B. Customer acceptance of project deliverables
Which of the following is a KEY output of the Validate Scope process?

A. A more complete scope management plan
B. Customer acceptance of project deliverables
C. Improved schedule estimates
D. An improved project management information system

A. WBS Dictionary
During project executing, a team member comes to the project manager because he is not sure what work he needs to accomplish on the project. Which of the following documents contains detailed descriptions of work packages?

A. WBS Dictionary
B. Activity list
C. Project scope statement
D. Scope management plan

B. Planning
During which part of the project management process is the project scope statement created?

A. Initiating
B. Planning
C. Executing
D. Monitoring and controlling

D. Increases
The program was planned years ago, before there was a massive introduction of new technology. While planning the next project in this program, the project manager has expanded the scope management plan because, as a project becomes more complex, the level of uncertainty in the scope:

A. Remains the same
B. Decreases
C. Decreases then increases
D. Increases

C. Tell the stakeholders the scope cannot be added
During a meeting with some of the project stakeholders, the project manager is asked to add work to the project scope. The project manager had access to correspondence about the project before the project charter was signed and remembers that the project sponsor specifically denied funding for the scope mentioned by these stakeholders. The BEST thing for the project manager to do is to:

A. Let the sponsor know of the stakeholders’ request
B. Evaluate the impact of adding the scope
C. Tell the stakeholders the scope cannot be added
D. Add the work if there is time available in the project schedule

A. Communicating with the customer
A new project manager is being mentored by a more experienced PMP-certified PM. The new PM is finding difficulty finding enough time to manage the project because the project scope is being progressively elaborated. The PMP advises that the basic tools for project management, such as work breakdown structure, can be used during project executing to assist the project manager. For which of the following can a WBS be used?

A. Communicating with the customer
B. Showing calendar dates for each work package
C. Showing the functional managers for each team member
D. Showing the business need for the project

B. Scope management
During a project team meeting, a team member suggests an enhancement to the scope that is beyond the scope of the project charter. The project manager points out that the team needs to concentrate on completing all the work and only the work required. This is an example of:

A. Change management process
B. Scope management
C. Quality analysis
D. Scope decomposition

C. At the end of each phase of the project
When should the Validate Scope process be done?

A. At the end of the project
B. At the beginning of the project
C. At the end of each phase of the project
D. During the planning processes

B. Ask the customer for a description of the change
The project is mostly complete. The project has a schedule variance of 300 and a cost variance of -900. All but one of the quality control inspections have been completed and all have met the quality requirements. All items in the issue log have been resolved. Many of the resources have been released. The sponsor is about to call a meeting to obtain product validation when the customer notifies the project manager that they want to make a major change to the scope. The project manager should:

A. Meet with the project team to determine if this change can be made
B. Ask the customer for a description of the change
C. Explain that the change cannot be made at this point in the process
D. Inform management

A. WBSs will prevent work from slipping through the cracks
You have just joined the PMO after five years of working on projects. One of the things you want to introduce to your company is the value of creating and utilizing work breakdown structures. Some of the project managers are angry that you are asking them to do “extra work.” Which of the following would be the BEST thing you could tell the project managers to convince them to use the work breakdown structures?

A. WBSs will prevent work from slipping through the cracks
B. WBSs are only needed on large projects
C. WBSs are required only if the project involves contracts
D. WBSs are the only way to identify risks

B. Team buy-in
A new PM has asked you for advice on creating a WBS. After you explain the process to her, she asks you what software she should use to create the WBS and what she should do with it when it is completed. You might respond that it is not the picture that is the most valuable result of creating a WBS. The most valuable result of a WBS is:

A. A bar chart
B. Team buy-in
C. Activities
D. A list of risks

C. Until it can be done by one person
To manage a project effectively, work should be broken down into small pieces. Which of the following does NOT describe how far to decompose the work?

A. Until it has a meaningful conclusion
B. Until it cannot be logically subdivided further
C. Until it can be done by one person
D. Until it can be realistically estimated

C. The WBS dictionary
A project manager may use ____ to make sure the team members clearly know what work is included in each of their work packages.

A. The project scope statement
B. The product scope
C. The WBS dictionary
D. The schedule

A. To document features or functions required by stakeholders
The MAIN purpose of writing a user story is:

A. To document features or functions required by stakeholders
B. To create a record of issues encountered on the project
C. To perform what-if analysis
D. To communicate progress

A. Validate Scope
The construction phase of a new software product is near completion. The next phases are testing and implementation. The project is two weeks ahead of schedule. Which of the following processes should the project manager be MOST concerned with before moving into the final phases?

A. Validate Scope
B. Control Quality
C. Manage Communications
D. Control Costs

C. Define Scope
You are managing a six-month project and have held bi-weekly meetings with your project stakeholders. After five-and-a-half months of work, the project is on schedule and budget, but the stakeholders are not satisfied with the deliverables. This situation will delay the project completion by one month. The MOST important process that could have prevented this situation is:

A. Monitor and Control risks
B. Control Schedule
C. Define Scope
D. Control Scope

A. Scope management plan
All of the following are parts of the scope baseline EXCEPT the:

A. Scope management plan
B. Project scope statement
C. Work breakdown structure
D. WBS Dictionary

B. Complete integrated change control
One of the stakeholders on the project contacts the project manager to discuss some additional scope they would like to add to the project. The project manager asks for details in writing and then works through the Control Scope process. What should the project manager do NEXT when the evaluation of the requested scope is complete?

A. Ask the stakeholder if there are any more changes expected.
B. Complete integrated change control
C. Make sure the impact of the change is understood by the stakeholder
D. Find out the root cause of why the scope was not discovered during project planning

D. The PM did not assign work packages
During the completion of project work, the sponsor asks the project manager to report on how the project is going. In order to prepare the report, the PM asks all the team members what percent complete their work is. There is one team member who has been hard to manage from the beginning. In response to being asked what percent complete he is, the team member asks, “percent complete of what?” Being tired of such comments, the PM reports to the team member’s boss that the team member is not cooperating. Which of the following is MOST likely the real problem?

A. The PM did not get buy-in from the manager for the resources on the project
B. The PM did not create an adequate reward system for team members to improve their cooperation
C. The PM should have had a meeting with the team member’s boss the first time the team member caused trouble
D. The PM did not assign work packages

B. The project team
The development of the scope baseline can BEST be described as involving:

A. The functional managers
B. The project team
C. All the stakeholders
D. The project expediter

A. Requirements traceability matrix
Which of the following is an output of the Collect Requirements process?

A. Requirements traceability matrix
B. Project scope statement
C. Work breakdown structure
D. Change requests

C. Document the outcome of the change request
A scope change has been suggested by one of the stakeholders on the project. After careful consideration and a lot of arguing, the change control board has decided to reject the change. What should the PM do?

A. Support the stakeholder by asking the board for the reason for the rejection
B. Suggest to the stakeholder that the next change they request will be approved
C. Document the outcome of the change request
D. Advise the change control board to make sure they create approval processes before the next change is proposed

C. Not being able to measure completion of the product of the project
The CPI on the project is 1.13, and the benefit cost ratio is 1.2. The project scope was created by the team and stakeholders. Requirements on the project have been changing throughout the project. No matter what the project manager has tried to accomplish in managing the project, which of the following is he MOST likely to face in the future?

A. Having to cut costs on the project and increase benefits
B. Making sure the customer has approved the project scope
C. Not being able to measure completion of the product of the project
D. Having to add resources to the project

A. Control Quality
Validate scope is closely related to:

A. Control Quality
B. Sequence Activities
C. Perform Quality Assurance
D. Time Management

A. Imprecise language
Which of the following can create the MOST misinterpretation of the project scope statement?

A. Imprecise language
B. Poor pattern, structure, and chronological order
C. Small variations in size of work packages or detail of work
D. Too much detail

C. The Control Scope process must be integrated with other control processes
Which of the following is CORRECT in regard to the Control Scope process?

A. Effective scope definition can lead to a more complete project scope statement
B. The Control Scope process must be done before scope planning
C. The Control Scope process must be integrated with other control processes
D. Controlling the schedule is the most effective way of controlling scope

C. It ensures customer acceptance, shows the deliverable meets specifications, and provides a chance for differences of opinion to come to light
Which of the following BEST describes the Validate Scope process?

A. It provides assurances that the deliverable meets the specifications, is an input to the PM plan, and is an output of Control Quality.
B. It ensure the deliverable is completed on time, ensures customer acceptance, and shows the deliverable meets specifications
C. It ensures customer acceptance, shows the deliverable meets specifications, and provides a chance for differences of opinion to come to light
D. It is an output of Control Quality, occurs before Define Scope, and ensures customer acceptance

C. Gaining a better understanding of the product of the project in order to create the project scope statement
Which of the following BEST describes product analysis?

A. Working with the customer to determine product description
B. Mathematically analyzing the quality desired for the project
C. Gaining a better understanding of the product of the project in order to create the project scope statement
D. Determining whether the quality standards on the project can be met

A. Critical path method
To control the schedule, a project manager is reanalyzing the project to predict project duration. She does this by analyzing the sequence of activities with the least amount of scheduling flexibility. What technique is she using?

A. Critical path method
B. Flowchart
C. Precedence diagramming
D. Work breakdown structure

C. Mandatory dependency
A dependency requiring that design be completed before manufacturing can start is an example of a(n):

A. Discretionary dependency
B. External dependency
C. Mandatory dependency
D. Scope dependency

D. Progress or status
Which of the following are GENERALLY illustrated BETTER by bar charts than network diagrams?

A. Logical relationships
B. Critical paths
C. Resource trade-offs
D. Progress or status

A. 1
If the optimistic estimate for an activity is 12 days, and the pessimistic estimate is 18 days, what is the standard deviation of this activity?

A. 1
B. 1.3
C. 6
D. 3

D. Generally accepted rule
A heuristic is BEST described as:

A. Control tool
B. Scheduling method
C. Planning tool
D. Generally accepted rule

C. Waiting time
Lag means:

A. The amount of time an activity can be delayed without delaying the project finish date
B. The amount of time an activity can be delayed without delaying the early start date of its successor
C. Waiting time
D. The product of a forward and backward pass

B. Network diagram
Which of the following is the BEST project management tool to use to determine the longest time the project will take?

A. Work breakdown structure
B. Network diagram
C. Bar chart
D. Project charter

A. The critical path helps prove how long the project will take
Which of the following is CORRECT?

A. The critical path helps prove how long the project will take
B. There can only be one critical path
C. The network diagram will change every time the end date changes
D. A project can never have negative float

C. It has no duration
What is the duration of a milestone?

A. It is shorter than the duration of the longest activity
B. It is shorter than the activity is represents
C. It has no duration
D. It is the same length as the activity it represents

C. Standard deviation tells you how uncertain the estimate is
Which of the following BEST describes the relationship between standard deviation and risk?

A. There is no relationship
B. Standard deviation tells you if the estimate is accurate
C. Standard deviation tells you how uncertain the estimate is
D. Standard deviation tells you if the estimate includes a pad

D. Determining the length of time the activity can be delayed without delaying the critical path
The float of an activity is determined by:

A. Performing a Monte Carlo analysis
B. Determining the waiting times between activities
C. Determining lag
D. Determining the length of time the activity can be delayed without delaying the critical path

B. It increases the project risk
A project has three critical paths. Which of the following BEST describes how this affects the project?

A. It makes it easier to manage
B. It increases the project risk
C. It requires more people
D. It makes it more expensive

C. Perform resource optimization
If project time and cost are not as important as the number of resources used each month, which of the following is the BEST thing to do?

A. Perform a Monte Carlo Analysis
B. Fast track the project
C. Perform resource optimization
D. Analyze the life cycle costs

C. Reporting to management
When is a milestone chart used instead of a bar chart?

A. Project planning
B. Reporting to team members
C. Reporting to management
D. Risk analysis

C. Crash the project
Your project management plan results in a project schedule that is too long. If the project network diagram cannot change but you have extra personnel resources, what is the BEST thing to do?

A. Fast track the project
B. Level the resources
C. Crash the project
D. Perform Monte Carlo analysis

C. Meet with the team to look at options for crashing or fast tracking the critical path
Which of the following is the BEST thing to do when asked to complete a project two days earlier than planned?

A. Tell senior management that the project’s critical path does not allow the project to be finished earlier
B. Tell your boss
C. Meet with the team to look at options for crashing or fast tracking the critical path
D. Work hard and see what the project status is next month

A. Risk impact of crashing each activity
In attempting to complete the project faster, the project manager looks at the cost associated with crashing each activity. The BEST approach to crashing would also include looking at the:

A. Risk impact of crashing each activity
B. Customer’s opinion of which activities to crash
C. Boss’s opinion of which activities to crash and in which order
D. Project life cycle phase in which the activity is due to occur

B. Develop Schedule
Which of the following processes includes asking team members about the estimates for their activities and reaching agreement on the calendar date for each activity?

A. Sequence Activities
B. Develop Schedule
C. Define Scope
D. Develop Project Charter

D. Determine options for schedule compression and present management with his recorded option
A project manager is in the middle of executing a very large construction project when he discovers the time needed to complete the project is longer than the time available. What is the BEST thing to do?

A. Cut product scope
B. Meet with management and tell them the required date cannot be met
C. Work overtime
D. Determine options for schedule compression and present management with his recorded option

B. The team did not create the estimate, and a network diagram was not used
During project planning, you estimate the time needed for each activity and then add up the estimate to create the project estimate. You commit to completing the project by this date. What is wrong with this scenario?

A. The team did not create the estimate, and estimating takes too long using that method
B. The team did not create the estimate, and a network diagram was not used
C. The estimate is too long and should be created by management
D. The project estimate should be the same as the customer’s required completion date

A. Precedence diagramming method
You are PM on a $5,000,000 software development project. While working with your team to develop a network diagram, you notice a series of activities that can worked in parallel but must finish in a specific sequence. What type of activity sequencing method is required for these activities?

A. Precedence diagramming method
B. Arrow diagramming method
C. Critical path method
D. Operational diagramming method

B. Discretionary dependency
You are PM on a $5,000,000 software development project. While working with your team to develop a network diagram, your data architects suggest that quality could be improved if the data model is approved by senior management before moving on to other design elements. They support this suggestion with an article from a leading software development journal. Which of the following BEST describes this type of input?

A. Mandatory dependency
B. Discretionary dependency
C. External dependency
D. Heuristic

D. Reserves
A project manager has received activity duration estimates from his team. Which of the following does he need in order to complete the Develop Schedule process?

A. Change requests
B. Schedule change control system
C. Recommend corrective actions
D. Reserves

D. Schedule management plan
A project manager is taking over a project from another PM during project planning. If the new PM wants to see what the previous PM planned for managing changes to the schedule, it would be BEST to look at the:

A. Communications management plan
B. Update management plan
C. Staffing management plan
D. Schedule management plan

B. Beta distribution
A PM is using weighted average duration estimates to perform schedule network analysis. Which type of mathematical analysis is being used?

A. Critical path method
B. Beta distribution
C. Monte Carlo
D. Resource leveling

C. Create a preliminary schedule and get the team’s approval
The WBS, estimates for each work package, and the network diagram are completed. The NEXT thing for the project manager to do is:

A. Sequence the activities
B. Validate that they have the correct scope
C. Create a preliminary schedule and get the team’s approval
D. Complete risk management

D. Compress the schedule
A new product development project has four levels in the work breakdown structure and has been sequences using the precedence diagramming method. The activity duration estimates have been received. What should be done NEXT?

A. Create an activity list
B. Begin the work breakdown structure
C. Finalize the schedule
D. Compress the schedule

D. Gain approval
You are the PM for a new product development project that has four levels in the work breakdown structure. The network diagram and work duration estimates have been created, and a schedule has been developed and compressed. Which time management activity should you do NEXT?

A. Control Schedule
B. Estimate Activity Resources
C. Analogously estimate the schedule
D. Gain approval

A. Parametric estimating
A team member from research and development tells you that her work is too creative to provide you with a fixed single estimate for the activity. You both decide to use the average labor hours to develop a prototype (from past projects). This is an example of which of the following?

A. Parametric estimating
B. Three-point estimating
C. Analogous estimating
D. Monte Carlo Analysis

D. Is not on the critical path
An activity has an early start of day 3, a late start of day 13, an early finish of day 9, and a late finish of day 19. The activity:

A. Is on the critical path
B. Has a lag
C. Is progressing well
D. Is not on the critical path

B. Make more activities concurrent
The project is calculated to be completed four days after the desired completion date. You do not have access to additional resources. The project is low risk, the benefit cost ratio is expected to be 1.6, and the dependencies are preferential. Under these circumstances, what is the BEST thing to do?

A. Cut resources from an activity
B. Make more activities concurrent
C. Move resources from the preferential dependencies to the external dependencies
D. Remove an activity from the project

A. Project manager
A PM for a small construction company has a project that was budgeted for $130,000 over a six-week period. According to her schedule, the project should have cost $60,000 to date. However, is has cost $90,000 to date. The project is also behind schedule, because the original estimates were not accurate. Who has the PRIMARY responsibility to solve this problem?

A. Project manager
B. Senior management
C. Project sponsor
D. Manager of the project management office

D. Milestone reports
Senior management is complaining that they are not able to easily determine the status of ongoing projects in the organization. Which of the following types of reports would help provide summary information to senior management?

A. Detailed cost estimates
B. Project management plans
C. Bar charts
D. Milestone reports

C. Leveling
Rearranging resources so that a constant number of resources is used each month is called:

A. Crashing
B. Floating
C. Leveling
D. Fast tracking

C. It gives the project team an understanding of management’s expectations
Which of the following is a benefit of an analogous project estimate?

A. It will be closer to what the work will actually require
B. It is based on a detailed understanding of what the work requires
C. It gives the project team an understanding of management’s expectations
D. It helps the project manager determine if the project will meet the schedule

B. Make approved changes as needed, but retain the schedule baseline
During project executing, a large number of changes are made to the project. The PM should:

A. Wait until all changes are known and print out a new schedule
B. Make approved changes as needed, but retain the schedule baseline
C. Make only the changes approved by management
D. Talk to management before any changes are made

C. The project is progressing at 89 percent of the rate planned
A cost performance index (CPI) of .89 means:

A. At this time, we expect the total project to cost 89 percent more than planned
B. When the project is completed, we will have spend 89 percent more than planned
C. The project is progressing at 89 percent of the rate planned
D. The project is getting 89 cents out of every dollar invested

C. You are progressing at 76 percent of the rate originally planned
An SPI of .76 means:

A. You are over budget
B. You are ahead of schedule
C. You are progressing at 76 percent of the rate originally planned
D. You are progressing at 24 percent of the rate originally planned