232290997 pmp exam prep ques answers 2013 christopher scordo

8/16/2019 232290997 Pmp Exam Prep Ques Answers 2013 Christopher Scordo

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Welcome

PMP Exam Prep: Questions, Answers & Explanations, 2013 Editionby C ristop er !"ordo !!# $o%i" © 2013

Pre'ious (ext ))

WelcomeThank you for selecting SSI Logic's PMP® Exam Prep – Questions, Answers, andExplanations for your PMP study needs. The goal of this ook is to !ro"ide condensed#ock e$a#s and !ractice tests %hich allo% you to eco#e co#forta le %ith the !ace&su ect #atter& and difficulty of the PMP e$a#.

The content in this ook is designed to o!ti#i(e the ti#e you s!end studying in #ulti!le%ays.1. Practice e$a#s in this ook are condensed to e co#!leted in one hour)

allo%ing you to alance your ti#e et%een !ractice tests and offline study.2. Passing score re*uire#ents in this ook are slightly higher than the real e$a#)

allo%ing you to naturally ad ust to a higher test score re*uire#ent.3. Practice e$a#s included in this ook co"er the entire sco!e of the PMP e$a#&

%hile shorter *ui((es focus only on s!ecific +no%ledge ,reas outlined inthe PMBOK ® Guide .

The !ractice e$a# content in this ook is structured into t%o general ty!es of e$a#!re!aration-

Lite Mock /$a#s& %hich allo% you to test your kno%ledge across condensed"ersions of the PMP e$a#) designed to e co#!leted %ithin one hour.

+no%ledge ,rea ui((es& %hich reflect rief !ractice tests focused on s!ecific+no%ledge ,reas outlined in the PMBOK ® Guide designed to e co#!leted in1 #inutes.

e %ish you the est of luck in your !ursuit to eco#e a certified PMP.

PMP Exam Updates as of July 31, 2013

This ook reflects the u!dated "ersion of the PMP e$a# !ut into !lace %orld%ide

starting uly 31st& 2013. hile #any refine#ents ha"e een a!!lied to the #aterial toe tested on& a ne% +no%ledge ,rea& Pro ect Stakeholder Manage#ent& re!resents oneof the #ore significant additions students should e a%are of. Please note:The PMBOK ® Guide – Fifth Edition is the definiti e !efe!ence text fo! the PMPce!tification exam"

To acco##odate the u!dated e$a# for#at& this ook has een re"ised e$tensi"ely sothat e$a# u!dates are taken into account. ,ll #ock e$a#s ha"e een re"ised to align

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%ith the u!dated e$a# for#at& and a dedicated 4ocus ,rea Test has een addeds!ecifically for Pro ect Stakeholder Manage#ent. 4urther& an additional focus on Pro ectStakeholder Manage#ent e$ists a!!ro!riately throughout the aseline !ractice e$a#sin this ook.

PMP /$a# 5"er"ie%

The PMP !ractice *uestions in this ook reflect the PMP e$a# "ersion u!dated uly 31&2013) and ased on the content contained %ithin the PMBOK ® Guide – Fifth Edition .

#$out the P!o%ect Mana&ement P!ofessional 'PMP( )e!tification

The PMP certification is #anaged y the Pro ect Manage#ent Institute 6PMI78 andreflects the PMI's !ro ect #anage#ent !rocesses as !u lished in the PMBOK ® Guide .Since 19:;& the PMP certification has eco#e one of the #ost sought afterinternationally recogni(ed #anage#ent credentials a"aila le. The a"erage salary of aPMP certified #anager is 1;< higher than indi"iduals %ithout the PMP certification.

The PMP certification is a glo ally recogni(ed credential& and indi"iduals areencouraged to re#ain acti"e "ia PMI's =ontinuing =ertification >e*uire#ents 6==>s8.5nly indi"iduals %ho #aintain acti"e PMP credentials #ay refer to the#sel"es asPro ect Manage#ent Professionals. Indi"iduals do not need to e a #e# er of PMI to

earn a PMP credential.

The minimum !e*ui!ements in attainin& the PMP ce!tification:

/ducation- ,t a #ini#u#& , high school di!lo#a is re*uired

Pro ect #anage#ent e$!erience

o 3? #onths and ; 00 hours of !rofessional e$!erience for indi"iduals %itha @achelor's degree or glo al e*ui"alent 6%ithin the !ast : years8

o ?0 #onths and A 00 hours of !rofessional e$!erience for indi"iduals%ithout a @achelor's degree or e*ui"alent 6%ithin the !ast : years8

Pro ect Manage#ent /ducation- 3 contact hours of for#al education

/thics- ,gree to PMI's =ode of /thics and Professional =onduct


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Pro ect Du#an >esource Manage#ent

Pro ect =o##unications Manage#ent

Pro ect >isk Manage#ent

Pro ect Procure#ent Manage#ent

Pro ect Stakeholder Manage#ent

,dditionally& the PMP !ractice e$a# content in this ook include *uestions on theo"erall Pro ect Manage#ent 4ra#e%ork and Professional >es!onsi ility) reflecting thereal PMP e$a#.

The nine kno%ledge areas contain a total of ;A !rocesses %hich are a!!lied to fi e$asic p!ocess &!oups . These fi"e asic !rocess grou!s& or do#ains & are co##onacross all !ro ects and listed elo% along %ith the !ercentage of *uestions one shoulde$!ect on the PMP e$a#-

1. Initiating 613


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=ha!ter ?- +no%ledge ,rea ui(- Pro ect Integration Manage#ent Practice uestionsE,ns%er +ey and /$!lanations

=ha!ter A- PMP Lite Mock /$a# 3 Practice uestionsE,ns%er +ey and /$!lanations

=ha!ter :- +no%ledge ,rea ui(- Pro ect Sco!e Manage#ent Practice uestionsE,ns%er +eyand /$!lanations

=ha!ter 9- PMP Lite Mock /$a# ; Practice uestionsE,ns%er +ey and /$!lanations

=ha!ter 10- +no%ledge ,rea ui(- Pro ect Ti#e Manage#ent Practice uestionsE,ns%er +eyand /$!lanations

=ha!ter 11- PMP Lite Mock /$a# Practice uestionsE,ns%er +ey and /$!lanations

=ha!ter 12- PMP Lite Mock /$a# ? Practice uestionsE,ns%er +ey and /$!lanations

=ha!ter 13- +no%ledge ,rea ui(- Pro ect =ost Manage#ent Practice uestionsE,ns%er +eyand /$!lanations

=ha!ter 1;- PMP Lite Mock /$a# A Practice uestionsE,ns%er +ey and /$!lanations

=ha!ter 1 - PMP Lite Mock /$a# : Practice uestionsE,ns%er +ey and /$!lanations

=ha!ter 1?- +no%ledge ,rea ui(- Pro ect uality Manage#ent Practice uestionsE,ns%er+ey and /$!lanations

=ha!ter 1A- PMP Lite Mock /$a# 9 Practice uestionsE,ns%er +ey and /$!lanations

=ha!ter 1:- PMP Lite Mock /$a# 10 Practice uestionsE,ns%er +ey and /$!lanations=ha!ter 19- +no%ledge ,rea ui(- Pro ect Du#an >esource Manage#ent Practice uestionsE,ns%er +ey and /$!lanations

=ha!ter 20- PMP Lite Mock /$a# 11 Practice uestionsE,ns%er +ey and /$!lanations


=ha!ter 22- +no%ledge ,rea ui(- Pro ect =o##unications Manage#ent Practice uestionsE ,ns%er +ey and /$!lanations


=ha!ter 2;- PMP Lite Mock /$a# 1; Practice uestionsE,ns%er +ey and /$!lanations

=ha!ter 2 - +no%ledge ,rea ui(- Pro ect >isk Manage#ent Practice uestionsE,ns%er +eyand /$!lanations

=ha!ter 2?- PMP Lite Mock /$a# 1 Practice uestionsE,ns%er +ey and /$!lanations

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=ha!ter 2A- PMP Lite Mock /$a# 1? Practice uestionsE,ns%er +ey and /$!lanations

=ha!ter 2:- +no%ledge ,rea ui(- Pro ect Procure#ent Manage#ent Practice uestionsE ,ns%er +ey and /$!lanations

=ha!ter 29- PMP Lite Mock /$a# 1A Practice uestionsE,ns%er +ey and /$!lanations

=ha!ter 30- PMP Lite Mock /$a# 1: Practice uestionsE,ns%er +ey and /$!lanations

=ha!ter 31- +no%ledge ,rea ui(- Pro ect Stakeholder Manage#ent Practice uestionsE ,ns%er +ey and /$!lanations

=ha!ter 32- PMP 4ocus ,rea Test- Professional and Social >es!onsi ility Practice uestionsE ,ns%er +ey and /$!lanations

PMP Lite Mock /$a# 1 Practice uestionsE,ns%er +eyand /$!lanations

Test /ame: PMP Lite Mock /$a# 1Total uestions: 0)o!!ect #ns-e!s /eeded to Pass: 3 6A0.00


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=. Hegotiate %ith tea# #e# ers to achie"e the !ro ect o ecti"es

F. >e#ain neutral and facilitate the #eetings

2" ou are a consulting !ro ect #anager and ha"e een contracted y an inresult in the cancellation of the !ro ect. hat should you doG

,. Su #it a change re*uest to incor!orate the #issed re*uire#ents

@. Fo not do anything as these re*uire#ents are not a !art of the sc

=. >e*uest additional funds to i#!le#ent these re*uire#ents.

F. This is a classical e$a#!le of sco!e cree! and such re*uire#ents

3" , funda#entally functional organi(ation creates a s!ecial !ro ect tea# to

,. , !ro ecti(ed organi(ation

@. , functional organi(ation.

=. , strong #atri$ organi(ation

F. , co#!osite organi(ation

" ,s you are creating the ,cti"ity List& %hich techni*ue is reco##ended fo

,. Feco#!osition

@. >olling a"e Planning

=. /$!ert udg#ent

F. Feconstruction

" Linda has een assigned to esta lish a PM5 in her organi(ation. Linda

,. Plan Stakeholder Manage#ent


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@. =ontrol Stakeholder /ngage#ent

=. Identify Stakeholders

F. Manage Stakeholder /ngage#ent

" The =reate @S !rocess identifies the deli"era les at the JJJJJJJJJJ l

,. Lo%est

@. ,ny

=. Tenth

F. Dighest

4" hat is the !ri#ary risk %ith including reser"es or contingency allo%anc

,. =ancelling your !ro ect

@. Knderstating the cost esti#ate

=. 5"erstating the cost esti#ate

F. Tracking the funds

5" hich of the follo%ing state#ents #ost accurately descri es a !ro ect sc

,. =hanges in !ro ect sco!e during the initial !hases of the !ro ect a

@. The influence of the stakeholders is the sa#e all through the !ro

=. Staffing !eaks u! during the e$ecution !hase of a !ro ect.

F. The ne$t !hase of a !ro ect should ne"er start until the deli"era l

6" hich of the follo%ing is not an organi(ational !rocess asset that is used


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,. Te#!late for organi(ational charts

@. Te#!late for !osition descri!tions

=. Standardi(ed role descri!tions

F. Standardi(ed stakeholder list

10" ith the esta lish#ent of a PM5 in an organi(ation& the !ro ect #anage

,. Indi"iduals& grou!s or organi(ations in a decision #aking !osition.

@. Indi"iduals& grou!s or organi(ations acti"ely in"ol"ed in the !ro

=. Indi"iduals& grou!s or organi(ations affected y the !ro ect.

F. Indi"iduals& grou!s or organi(ations carrying out the !ro ect %or

11" Perfor# Integrated =hange =ontrol includes se"eral configuration #ana

,. =hange re*uest

@. =onfiguration erification

=. =onfiguration Status ,ccounting

F. =onfiguration Identification

12" ,fter rainstor#ing !otential !ro ect risks& %hat is the reco##ended #et

,. >,=I chart

@. =ontrol chart

=. 4ish one Fiagra#

F. Pro a ility and i#!act #atri$


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13" If you are influencing factors that create changes to the cost of the !ro e

,. Hegotiate =osts

@. /sti#ate =osts

=. =ontrol =osts

F. Feter#ine @udget

1 " 1;.8 If you are re*uesting a "endor *uote for a defined sco!e& %hat is the

,. 4i$ed !rice

@. =o##ission

=. =ost rei# ursa le

F. Ti#e and #aterials

1 " 1 .8 ,ll of the follo%ing are inter!ersonal skills / =/PT-

,. >esisting to change

@. @uilding trust

=. >esol"ing conflict

F. ,cti"e listening

1 " 1?.8 hat is the logical se*uence of the Pro ect Sco!e Manage#ent !ro

,. =reate @S& =ollect >e*uire#ents& Fefine Sco!e& alidate Sco!

@. Fefine Sco!e& =ollect >e*uire#ents& =reate @S& alidate Sco

=. Plan Sco!e Manage#ent& =ollect >e*uire#ents& Fefine Sco!e& =

F. Plan Sco!e Manage#ent& =ollect >e*uire#ents& Fefine Sco!e&


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14" The #ost detailed le"el of the @S is called the JJJJJJJJJJJJJJJ .

,. @S ele#ent

@. ork !ackage

=. Pro ect sco!e

F. Feli"era le

15" hich of the follo%ing is a hierarchical re!resentation of !ro ect risksG

,. >isk >egister

@. >isk Mitigation

=. >isk categories

F. >isk @reakdo%n Structure

16" hich of the follo%ing is a tool or techni*ue used in the Monitor and =on

,. /$!ert udg#ent

@. >e ected change re*uests

=. /arned "alue techni*ue

F. =hange control tools

20" , large net%ork hard%are u!grade !ro ect %as scheduled to take !lacehandle thisG

,. ,sk the IT Firector to co"er those e$!enses fro# his udget.

@. ,d"ise the staff to su #it e$!ense re!orts for the !urchases. @ec

=. Hotify the !ro ect stakeholders i##ediately of the additional e$!e


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F. Fo nothingB that's %hat reser"es are for.

21" Furing the Plan Procure#ent Manage#ent !hase& the #akeBorBJJJJana

,. lease

@. uy

=. find

F. ignore

22" hich of these !recedence relationshi!s is least co##only used in Prec

,. Start to Start

@. 4inish to 4inish

=. 4inish to Start

F. Start to 4inish

23" , >,=I chart is an e$a#!le of a JJJJJJJJJJJJJJJJJ.

,. Het%ork

@. 4lo%chart

=. >es!onsi ility assign#ent #atri$

F. DierarchicalBty!e organi(ation chart

2 " If the !ro ect's current total earned "alue 6/ 8 is N100&000 and the actu

,. The cost "ariance is 1.0

@. The cost "ariance is &000


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=. The cost "ariance is 0.9

F. The cost "ariance is B &000

2 " our co#!any has te#!orarily assigned you to ser"e as a !ro ect #ana

,. Pro"ide a gift of si#ilar "alue to the "endor at your ne$t #eeting.

@. ,cce!t the gift ut do not tell anyone.

=. >es!ectfully tell the "endor you are not sure of cor!orate !olicy& a

F. ,cce!t the gift this ti#e& ut ask your #anager a out the local !oli

2 " If you are %riting a !ro!osal for additional funding& %hich co##unicatio

,. for#al and hori(ontal

@. for#al and "ertical

=. infor#al and "ertical

F. infor#al and hori(ontal

24" If you %ant a grou! of e$!erts to identify !ro ect risks& ut also %ant un

,. Inter"ie%ing

@. Fel!hi techni*ue

=. ,ssu#!tion analysis

F. @rainstor#ing

25" If you are %orking on a !ro ect %ith constantly changing sco!e& %hich

,. =ost rei# ursa le


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@. Lu#! su#

=. Ti#e and #aterial

F. 4i$ed !rice

26" hich !rocess of integrati"e !ro ect #anage#ent docu#ents the action

,. Firect and Manage Pro ect ork

@. Monitor and =ontrol Pro ect ork

=. Fe"elo! Pro ect =harter

F. Fe"elo! Pro ect Manage#ent Plan

30" Mary is currently focusing on controlling the key stakeholder engage#en

,. Stakeholder co##unication needs and e$!ectations

@. Pro ect #anage#ent !rocesses selected for the !ro ect

=. =hange #anage#ent !rocess

F. Du#an resource re*uire#ents

31" , !ro ect #anager scheduled a re"ie% at the end of a !hase& %ith the o

,. Phase gate

@. Phase !lanning

=. +ill !oint

F. Stage gate

32" If you are #easuring the *uality of ite#s in a sa#!le on a !assCfail asis&


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,. ,ttri ute sa#!ling

@. @iased sa#!ling

=. aria le sa#!ling

F. Stratified sa#!ling

33" The >e*uire#ents Tracea ility Matri$ hel!s in tracing all of the follo%ing

,. >e*uire#ents to !ro ect o ecti"es

@. >e*uire#ents to !ro ect sco!e

=. >e*uire#ents to test strategy

F. >e*uire#ents to !ro ect risk

3 " hich of the follo%ing should you H5T use as an in!ut into creating the

,. @ill of Material 6@5M8

@. Pro ect sco!e state#ent

=. 5rgani(ational !rocess assets

F. >e*uire#ents docu#entation

3 " ou are on the "endor selection co##ittee for a large IT !ro ect that you

,. Hotify the !ro ect stakeholders that you ha"e social ties %ith one

@. Tell the friend you %ill do %hat you can& ut don't actually act

=. Fon't #ention your relationshi! to anyone in"ol"ed %ith the !ro ec

F. This is si#!ly net%orking. Let the !ro ect stakeholders kno% you


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3 " hich ter# est descri es the Identify >isks !rocessG

,. 4inite

@. >edundant

=. Iterati"e

F. Inconse*uential

34" Furing the Plan >isk Manage#ent !rocess& assigning JJJJJJJJJJJ %ill

,. risk factors

@. la#e

=. risk #itigation !lans

F. risk categories

35" hich of these !rocesses is H5T a !ro ect ti#e #anage#ent !rocessG

,. =reate @S

@. Fe"elo! Schedule

=. Fefine ,cti"ities

F. Se*uence ,cti"ities

36" The techni*ue #ost co##only used y !ro ect #anage#ent soft%are !

,. ,cti"ityB5nBHode 6,5H8

@. 4inishBtoBStart 64S8

=. ,cti"ityBInBHode 6,IH8

F. HodeB5nB,cti"ity 6H5,8


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0" hich of the follo%ing defines the total sco!e of the !ro ect and re!rese

,. ork @reakdo%n Structure 6 @S8

@. @ill of Material 6@5M8

=. Pro ect =harter

F. >e*uire#ents @reakdo%n Structure 6>@S8

1" If you are creating a ne% @S for your !ro ect& %hat should you consi

,. Felegate the @S creation since it is not an i#!ortant !rocess

@. Ski! the @S !rocess

=. Kse a !re"ious @S fro# a si#ilar !ro ect as a te#!late

F. =reate a less detailed @S

2" hich of these !recedence relationshi!s is #ost co##only used in Prec

,. 4inish to Start

@. Start to 4inish

=. Start to Start

F. 4inish to 4inish

3" ou are the !ro ect #anager in your organi(ation. ou ha"e "ery little aut

,. The functional #anagers

@. The !ro ect s!onsor

=. The custo#er

F. our line #anager


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" , good *uality audit should e-

,. structured and inde!endent

@. infor#al and inde!endent

=. infor#al and internal

F. structured and internal

" hat is the traditional %ay to dis!lay a re!orting structure a#ong !ro ect

,. Te$tBoriented role descri!tion

@. 4lo%chart

=. DierarchicalBty!e charts

F. Matri$ ased res!onsi ility chart

" The Pro ect =harter for#ally authori(es a !ro ect. ho authori(es the !r

,. The !ro ect #anager

@. , !ro ect s!onsor or initiator internal to the !ro ect

=. The user of the !roduct

F. , !ro ect s!onsor or initiator e$ternal to the !ro ect

4" In an ongoing !ro ect& the !ro ect s!onsor and a #anager of the !erfor#i

,. The !ro ect #anager needs to ste! in and handle the stakeholder

@. The !ro ect #anager needs to ste! in and handle the stakeholder

=. The !ro ect #anager should resol"e in fa"or of the !ro ect s!onso

F. The !ro ect #anager should resol"e in fa"or of the #anager of th


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" , B The deco#!osition techni*ue allo%s the !ro ect #anager to create s

" = B The stakeholder register is de"elo!ed during the Identify Stakeholder

" , B The =reate @S !rocess identifies the deli"era les at the lo%est le"

4" = B =ontingency funds are used to handle cost uncertainty due to unkno

5" = B Staffing is ty!ically the highest during the e$ecution !hase of the !ro

6" F B Standardi(ed stakeholder list is not a "alid organi(ational asset used

10" , B ,ll of the gi"en choices correctly define the !ro ect stakeholders. Do

11" , B =hange re*uest is not a "alid res!onse. The configuration #anage#

12" F B , !ro a ility and i#!act #atri$ %ill hel! filter the high risk ite#s and

13" = B =ontrol =osts is the !rocess of #anaging the !ro ect's costs and the

1 " , B The fi$ed !rice contract %orks est %ith a "ery %ell defined !ro ect

1 " , B >esisting to change is not a "alid inter!ersonal skill. The rest of the c

1 " = B The logical se*uence of the si$ sco!e #anage#ent !rocesses are Pl

14" @ B The %ork !ackage is the lo%est and #ost detailed le"el of the @S a

15" F B The >isk @reakdo%n Structure 6>@S8 is a hierarchical !resentation

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16" , B /$!ert udg#ent is a tool or techni*ue used in the Monitor and =ontr

20" = B Hotifying !ro ect stakeholders and follo%ing !ro!er !rocedures for d

21" @ B The #akeBorB uy analysis is a techni*ue used y the !ro ect #ana

22" F B Start to 4inish relationshi!s indicate that the ne$t task is not a le to

23" = B , >,=I chart outlines& in #atri$ for#& the !ro ect tasks and %ho is re

2 " @ B The cost "ariance 6= 8 e*uals the / B ,=. In this case& the = N

2 " = B hile organi(ational and cultural differences can cause conflict& the

2 " @ B Since this %ill e an official !ro ect docu#ent& it should e for#al

24" 2A.8 @ B The Fel!hi techni*ue in"ol"es anony#ous *uestionnaires circul

25" = B The Ti#e and Material 6TQM8 contract %ill allo% the contract to ch

26" F B This state#ent descri es the Fe"elo! Pro ect Manage#ent Plan !ro

30" @ B ,ll of the gi"en choices are the co#!onents of the !ro ect #anage#e

31" @ B Stage Rates& Phase Rates and +ill Points refer to the sa#e ter# and

32" , B The attri ute sa#!ling #easures the *uality characteristic of ite#s in

33" F B >e*uire#ents Tracea ility Matri$ is an out!ut of the =ollect >e*uire



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3 " , B The @ill of Material 6@5M8 is not used as an in!ut in the =reate @

3 " , B Furing the !rocure#ent !rocess& !redefined criteria are used to sele

3 " = B The Identify >isks !rocess is an ongoing& iterati"e !rocess as risks a

34" F B >isk categories !ro"ide a structure that ensures a co#!rehensi"e !r

35" , B =reate @S is a !rocess in the Pro ect Sco!e Manage#ent area& %h

36" , B The #ethod used y #ost !ro ect #anage#ent soft%are !ackages to

0" , B The @S is a hierarchical deco#!osition of the %ork to e e$ecuted

1" = B =reating the @S is a "ery i#!ortant !rocess& ut often a !re"ious

2" , B 4inish to Start relationshi!s indicate that the ne$t task is not a le to st

3" , B Since you ha"e little authority o"er the !ro ects you #anage& you are

" , B , *uality audit should e a structured !rocess !erfor#ed y an inde!

" = B , hierarchicalBty!e organi(ation chart can clearly sho% roles and re!

" F B , !ro ect initiator or s!onsor e$ternal to the !ro ect& at a le"el that is

4" , B The !ro ect #anager needs to recogni(e that the stakeholders could

5" F B hile it is not feasi le to in"ite e"eryone to the risk identification #ee



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6" = B K!!er and lo%er control li#its allo% the control chart to ser"e its !ur!

0" , B >olling a"e Planning is a techni*ue used to create a #ore detailed

+no%ledge ,rea ui( Pro ect Manage#ent 4ra#e%orkPractice uestionsE,ns%er +ey and /$!lanations

Test /ame: +no%ledge ,rea Test- Pro ect Manage#ent 4ra#e%orkTotal uestions: 10)o!!ect #ns-e!s /eeded to Pass: A 6A0.00


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,. Fecreased !roducti"ity ut !ositi"e %orking relationshi!s.

@. Rreater !roducti"ity and !ositi"e %orking relationshi!s.

=. Rreater !roducti"ity ut negati"e %orking relationshi!s.

F. Fecreased !roducti"ity and negati"e %orking relationshi!s.

3" The transition fro# one !hase to another %ithin a !ro ect's life cycle 6e.g

,. +ill !oint

@. Monte =arlo

=. =onstraint

F. Fecision tree

" 5ngoing o!erations and a !ro ect oth ha"e Initiating Processes& ut onl

,. Planning Processes

@. =losing Processes.

=. =ontrolling Processes

F. /$ecuting Processes

" hich of the follo%ing is an enter!rise en"iron#ental factorG

,. =onfiguration #anage#ent kno%ledge ase

@. =hange control !rocedures

=. Distorical infor#ation

F. =o##ercial data ases


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" /sti#ating the ty!e and *uantities of #aterial& !eo!le& e*ui!#ent or su!

,. /sti#ate ,cti"ity orkload

@. /sti#ate ,cti"ity In!ut

=. ,cti"ity >esource >e*uire#ents

F. /sti#ate ,cti"ity >esources

4" hich of the follo%ing is a classic organi(ational structureG

,. 4unctional

@. Pro ecti(ed

=. =o#!osite

F. Matri$

5" 4ill in the lank- JJJJJJJJJJJJJJJ#eans de"elo!ing in ste!s and conti

,. Progressi"e #anage#ent

@. Iterati"e ela oration

=. aterfall de"elo!#ent

F. Progressi"e ela oration

6" Fefining a ne% !ro ect or a ne% !hase of an e$isting !ro ect relates to-

,. Initiating !rocess

@. Planning !rocess

=. Sco!e #anage#ent !rocess

F. =ontrol !rocess


26/393


27/393


Test /ame: PMP Lite Mock /$a# 2Total uestions: 1)o!!ect #ns-e!s /eeded to Pass: 3? 6A0.00


28/393

3" If you %ant to ha"e #ulti!le "endors id on your contract& %hat is the e

,. Issue a standard re*uest for id and do not allo% any *uestions

@. Dold a idder conference

=. =o##unicate only through e#ail

F. Fe"elo! a *ualified sellers list

" >andy is #anaging a !ro ect and identifies that there are : stakeholders

,. ?; channels

@. ? channels

=. : channels

F. 2: channels

" ulie is currently !o!ulating her !ro ect's stakeholder register %ith the na

,. These !eo!le are negati"e stakeholders and they ha"e to e cl

@. ,lthough these !eo!le are not stakeholders& they ha"e influenc

=. ulie is adding the# to the stakeholder register as they are !ot

F. ,lthough these are not stakeholders& their na#es %ere identifie

" ou ha"e een asked to esta lish a !ro ect charter for your ne% !ro ect.

,. =o#!any !resident or =/5

@. Pro ect initiator or s!onsor

=. +ey !ro ect stakeholders

F. Pro ect #anager


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11" If you %ant to co#!ress a !ro ect schedule& %hat are t%o of the reco##

,. 4ast Tracking and Schedule Het%ork ,nalysis

@. =rashing and 4ast Tracking

=. >esource Le"eling and hatBIf Scenario ,nalysis

F. =rashing and Schedule Het%ork ,nalysis

12" , !ro ect #anager %ishes to e$!and an e$isting list of sellers. hich of t

,. @idder conferences

@. Make or uy analysis

=. ,nalytical techni*ues

F. ,d"ertising

13" hich of these tools is H5T a !art of the Se"en @asic Tools of ualityG

,. =ontrol =hart

@. Statistical Sa#!ling

=. 4lo%charting

F. Scatter Fiagra#

1 " hich *uality control techni*ue or tool should e used %hen trying to de

,. Pareto =hart

@. =ontrol =hart

=. Distogra#

F. 4ish one diagra#


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1 " Furing a !ro ect u!date #eeting for the key stakeholders& the schedule o

,. ,naly(e the i#!act of change

@. >ecord the issue in the issue log

=. Send the change re*uest to the change control oard for the a!!r

F. Produce a change re*uest

1 " hy is it i#!ortant to ha"e a staff release !lan for !eo!le %ithin the !ro e

,. It hel!s !eo!le #anage their ti#e.

@. The !ro ect !rotects itself fro# la%suit.

=. It is not i#!ortant.

F. The !ro ect sa"es #oney y releasing !eo!le fro# the !ro ect at t

14" Mid%ay through a !ro ect& a !ro ect #anager deter#ined that the !ro ec

,. =rashing

@. >eser"e ,nalysis

=. 4orecasting

F. Last Tracking

15" ,t the end of a !ro ect& %hat %ill your schedule "ariance e e*ual toG

,. ero

@. /*ual to the total P

=. 5ne

F. /*ual to the total /


32/393

16" uantitati"e risk analysis should e !erfor#ed-

,. only on risks identified y the !ro ect #anager

@. only in e$tre#e cases

=. only on !rioriti(ed risks

F. on all risks

20" hile a coB%orker is out on "acation for t%o %eeks& you are standing i#anage#ent !rocess. hat should you doG

,. Fo nothing as you are a te#!orary !ro ect #anager.@. Hotify the !ro ect stakeholders and s!onsor that the !ro ect sco!

=. K!date the re*uire#ents docu#ent to include the sco!e changes.

F. Make a for#al change re*uest to incor!orate all !re"iously unaut

21" hile analy(ing a !ro ect& the !ro ect #anager calculated the ratio of the

,. The !ro ect #anager is correct. The ratio of / to ,= is called =o

@. The !ro ect #anager is not correct. The ratio of / to ,= is called

=. The !ro ect #anager is not correct. The ratio of / to ,= is called

F. The !ro ect #anager is correct. The ratio of / to ,= is called =o

22" hich of these is not an a!!ro"ed /sti#ate ,cti"ity Furations techni*ue

,. Three Point /sti#ating

@. Para#etric /sti#ating

=. ,nalogous /sti#ating


33/393

F. =ritical Path /sti#ation

23" If you are %orking on a !ro ect %here there is no definite !ro ect detaile

,. ,nalogous /sti#ating

@. Para#etric /sti#ating

=. =ritical Path /sti#ation

F. Three Point /sti#ating

2 " ,s !ro ect #anager& you %ould like to sho% the relationshi! et%een t%

,. Scatter Fiagra#

@. >un =hart

=. 4ish one Fiagra#

F. Pareto =hart

2 " ou ha"e een called in to gi"e an e$ecuti"e !resentation on the status

,. ait until you ha"e all facts efore you ad"ise the e$ecuti"e tea#.

@. ,sk your de!uty !ro ect #anager to add this to the risk data ase&

=. ,d"ise the e$ecuti"e tea# of the situation e$actly as you kno% it t

F. Fo not #ention it to the e$ecuti"e tea# ecause you kno% that yo

2 " In a cause and effect diagra#& %hich of these is not a !otential causeG

,. Personnel

@. Pro le# state#ent


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=. Ti#e

F. Material

24" hich of the follo%ing is inaccurately re!resented y the ter# Progressi

,. =hanges to !ro ect sco!e

@. >olling %a"e !lanning

=. Fetailing out the !roduct re*uire#ents %hich %ere de"elo!ed duri

F. Production of fa rication and construction dra%ings fro# the desi

25" hich docu#ent descri es the !ro ect's deli"era les and the %ork re*uir

,. Pro ect authori(ation docu#ent


=. Pro ect sco!e #anage#ent !lan

F. Pro ect charter

26" Furing a !resentation to #anage#ent& you %ant to dis!lay the !ro ect sc

,. Pro ect schedule net%ork diagra#

@. =ritical !ath net%ork

=. Milestone chart

F. =ritical chain diagra#

30" Susan is a out to re"ie% her !ro ect stakeholder #anage#ent !lan to #

,. Pro ect charter


35/393

@. Stakeholder #anage#ent !lan

=. Pro ect docu#ents

F. =o##unication #anage#ent !lan

31" hich of these ite#s are i#!ortant to address %hen deter#ining each !

,. >ole& authority& res!onsi ility& and co#!etency

@. >ole& res!onsi ility& and co#!etency

=. >ole and res!onsi ility

F. >ole& authority& and co#!etency

32" If you %ant to reduce the nu# er of *uality ins!ections and thus reduce t

,. >un =hart

@. Fefect >e!air >e"ie%

=. Statistical Sa#!ling

F. Pareto =hart

33" hen eginning a ne% outsourcing !ro ect& %hat is the est %ay to det

,. Send your !ro!osal to the co#!any you last %orked %ith

@. Da"e so#eone else #anage this !art of the !rocess

=. Send your !ro!osal to e"eryone

F. =onsult the *ualified sellers list

3 " hich of the follo%ing is not a general #anage#ent techni*ue used to g


36/393

,. Lateral thinking

@. ,nalysis of alternati"es

=. Ma! 5ut

F. @rainstor#ing

3 " our oss ad"ises you that your final !ro ect schedule and udget #ust

,. Present the esti#ate to your oss first and e$!lain the asis of est

@. Feclare the faulty esti#ate to the e$ecuti"e steering co##ittee.

=. Present the esti#ate in the #eeting as a rough order of #agnitud

F. Feny the re*uest to !resent the esti#ate to the e$ecuti"e steering

3 " here %ould you find a detailed list and descri!tion of s!ecific !ro ect as

,. Pro ect charter


=. Pro ect configuration docu#ent

F. =hange #anage#ent !lan

34" The date through %hich the !ro ect has !ro"ided actual status and acco

,. Fata Fate 6FF8

@. Fue Fate 6FF8

=. Pro ect Fate 6PF8

F. >e!orting Fate 6>F8


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35" hich of these is H5T a risk diagra##ing techni*ueG

,. Syste# or !rocess flo% charts

@. =ause and effect diagra#

=. >,=I chart

F. Influence diagra#s

36" hich of the follo%ing is a tool or techni*ue for the Fe"elo! Pro ect Tea

,. 5rgani(ational charts

@. =olocation

=. ,c*uisition

F. =onflict #anage#ent

0" , hierarchical structure of resources organi(ed y resource ty!e categor

,. Tea# structure

@. >esource Pool

=. 5rgani(ation reakdo%n Structure

F. >esource @reakdo%n Structure

1" , Pro ect Manager's !ri#ary !rofessional res!onsi ility is to%ards-

,. The !erfor#ing organi(ation

@. The !ro ect s!onsor

=. ,ll stakeholders

F. =usto#ers


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2" hat does a =ost Perfor#ance Inde$ 6=PI8 of #ore than 1.0 indicateG

,. The !ro ect is o"er udget.

@. The !ro ect is right on udget.

=. The !ro ect is under udget.

F. The !ro ect is ahead of schedule.

3" hich of the follo%ing state#ents is correctG

,. , collection of unrelated !rogra#s can constitute a !ortfolio.

@. The sco!e of a !ortfolio is ty!ically s#aller than that of a !rogra#.

=. , !rogra# is a grou! of unrelated !ro ects.

F. , !rogra# need not consist of !ro ects.

" , !ro ect tea# #e# er finds that the color sche#e of the %e !age he is

,. The testing tea# is incorrect in flagging this as a defect. This is an

@. The testing tea# is correct. /"en though the ne% color sche#e is

=. The testing tea# is not right in flagging this do%n. The color sche

F. The testing tea# is correct in flagging this do%n. The tea# #e#

" hich of the follo%ing ite#s needs to e ke!t in #ind %hen relying on ris

,. They are iased.

@. They are not e$hausti"e.

=. They are often inaccurate.

F. They are easy to !re!are.


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" ,s an e$ternal "endor& you are #anaging a co#!le$ soft%are !ro ect tha

,. This is confidential infor#ation %ithin your !ro ect tea# and need

@. =o##unicate the current status and infor# the custo#er that you

=. =o##unicate the current status to the custo#er and indicate the

F. =o##unicate the sa"ings in cost and ti#e to the custo#er. ,t the

4" hat is the ad"antage of !re!aring an esti#ate of costs y an outside !r

,. To deter#ine if a lu#! su# contract should e used

@. To deter#ine the !ro ect funding li#its

=. To hold "endors accounta le to a certain !rice

F. To ser"e as a co#!arison !oint for inco#ing esti#ates

5" hich of the follo%ing #ay hel! in ensuring that certain idders in the !r

,. Kse of %eighted criteria

@. Kse of idder conferences

=. Kse of screening techni*ues

F. Kse of e$!ert udg#ent

6" If you ha"e an unresol"ed issue %hile %orking on a !ro ect& %hat is the

,. ,ssu#e that so#eone else is already %orking on it

@. rite an e#ail descri ing the issue

=. =reate an issue log

F. =o#!lain to a fello% colleague


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0" our #anager has asked you to include the Du#an >esource Manage#

,. Ho& these are stand alone docu#ents only.

@. es& you should un*uestioningly include anything your #anager

=. Ho& these docu#ents should not e created until later in the !ro e

F. es& include the# in the Pro ect Manage#ent Plan.

1" 5n o taining the !ro ect charter& the Pro ect Manager of a !ro ect i##e

,. es. ,c*uisition of the !ro ect tea# is !ri#arily an Initiating Proce

@. es. The !ro ect #anager needs to get the tea# together as soon

=. Ho. It is the res!onsi ility of the !ro ect s!onsor to !ro"ide the tea

F. Ho. ,c*uisition of the !ro ect tea# is !ri#arily an /$ecuting Proce

#ns-e!s

1" @ B Hotification of the a!!ro!riate staff of an infor#ation security reach

2" F B The le"el of detail re*uired in a Pro ect Manage#ent Plan %ould "ar

3" @ B , idder conference is a good %ay to ensure all idders ha"e the sa

" F B The correct res!onse is 2:. The for#ula to identify the nu# er of co

" , B Pro ects ha"e oth !ositi"e and negati"e stakeholders. ,ll of these st

" @ B The !ro ect initiator or s!onsor e$ternal to the !ro ect authori(es the

4" F B Perfor# ualitati"e >isk ,nalysis is *uicker than Perfor# uantitati"

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5" @ B This is kno%n as ariance ,nalysis. ,s !ro ect #anager& you %ould

6" @ B The =ost Perfor#ance Inde$ 6=PI8 and the Schedule Perfor#ance In

10" , B Heither the !ro ect charter not the !ro ect #anage#ent !lan contains

11" @ B =rashing and fast tracking can co#!ress the !ro ect's schedule %he

12" F B ,d"ertising is a good a"enue to e$!and e$isting lists of sellers. ,d"er

13" @ B The se"en asic tools of *uality are- cause and effect diagra#s& con

1 " F B , fish one diagra#& also called a causeBandBeffect diagra#& hel!s i

1 " @ B ,ll of the tasks in the choices need to e carried out. Do%e"er& the *

1 " F B , staff release !lan !ro"ides a clean reak !oint for an indi"idual and

14" , B =rashing is the techni*ue that can e a!!lied to co#!ress the !ro ect

15" , B The schedule "ariance is the earned "alue #inus the !lanned "alue.

16" = B Since the *uantitati"e risk analysis is a #ore inBde!th !rocess& it sho

20" @ B The est choice is to notify the stakeholders that the sco!e has chan

21" = B The !ro ect #anager is not correct. =ost Perfor#ance Inde$ 6=PI8 is

22" F B ,nalogous& !ara#etric& and threeB!oint esti#ating techni*ues are all



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23" , B ,nalogous esti#ation relies on co#!aring a !ro ect to !re"ious such

2 " , B , scatter diagra# !lots se"eral occurrences of t%o "aria les 6one on

2 " = B Include the ne%ly disco"ered infor#ation in your e$ecuti"e !resentati

2 " @ B , causeBandBeffect diagra# hel!s deter#ining the root cause ehind

24" , B The distinction et%een Progressi"e ela oration and Sco!e =ree! ne

25" @ B The !ro ect sco!e state#ent is the correct res!onse. This docu#ent

26" = B , #ilestone chart dis!lays only the key deli"era les and is si#!le an

30" = B Since Susan is !lanning to ad ust her !ro ect stakeholder #anage#e

31" , B ,ll four of these are i#!ortant to consider %hen considering so#eone

32" = B Statistical sa#!ling %ill !ro"ide sufficient ins!ection to ensure a high

33" F B , *ualified seller list is a list of sellers that ha"e een !reBscreened fo

3 " = B ,lternati"es Identification concerns itself %ith identifying techni*ues

3 " , B ou ha"e a rough order of #agnitude 6>5M8 esti#ate as you didn't h

Ethi!s Professional -ondu!t, .onest% V OProf. >es!onsi ilityV

3 " @ B The Pro ect sco!e state#ent lists and descri es the s!ecific !ro ect a

34" , B The date through %hich the !ro ect has !ro"ided actual status and ac



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35" = B >isk diagra##ing techni*ues can include- causeBandBeffect diagra#

36" @ B =olocation is a tool and techni*ue of the Fe"elo! Pro ect Tea# !roce

0" F B The >esource @reakdo%n Structure 6>@S8 is a hierarchical structu

1" = B , !ro ect #anager's !rofessional res!onsi ilities are not li#ited to an

2" = B The =PI is calculated as the earned "alue di"ided y the actual cost.

3" , B , !ortfolio refers to a collection of !ro ects of !rogra#s that are grou!

" @ B The testing tea# is correct in their findings. /"en though the ne% col

" @ B hile the risk identification checklist is a useful tool& it should e u

" = B , !ro ect #anager should al%ays co##unicate an accurate state#e

4" F B ,n esti#ate of costs %ill ser"e as a ench#ark on !ro!osed res!ons

5" @ B @idder conferences allo% !ros!ecti"e sellers and uyers to #eet !rio

6" = B ,n issue log allo%s you to co##unicate& track& and resol"e !ro ect i

0" F B These are su sidiary !lans and should e included in the Pro ect Ma

1" F B Ho& the !ro ect tea# is not ac*uired i##ediately after signing of the

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+no%ledge ,rea ui( Pro ect Integration Manage#entPractice uestionsE,ns%er +ey and /$!lanations

Test /ame: +no%ledge ,rea Test- Pro ect Integration Manage#entTotal uestions: 10)o!!ect #ns-e!s /eeded to Pass: A 6A0.00


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F. /$!ert =onsultancy

3" hich !rocess is concerned %ith !ro"iding forecasts to u!date current c

,. Monitor and =ontrol Pro ect ork

@. Pro ect Manage#ent Infor#ation Syste#

=. =lose Pro ect or Phase

F. Firect and Manage Pro ect ork

" hich of the follo%ing %ould not e considered as an /nter!rise /n"iron

,. Sco!e State#ent

@. 5rgani(ational infrastructure

=. Ro"ern#ental standards

F. Market!lace conditions

" The =lose Pro ect or Phase !rocess is not a!!lica le forG

,. Pro ects eing cancelled

@. Pro ects eing closed

=. Pro ect !hase eing closed

F. Pro ects eing reacti"ated

" hich of these tools and techni*ues are co##on to all si$ Pro ect Integr

,. Pro ect #anage#ent Infor#ation Syste#

@. ,nalytical techni*ues


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@. ork !erfor#ance data

=. Pro ect #anage#ent !lan

F. =hange re*uests

#ns-e!s

1" @ B The change control !rocedure "aries fro# !ro ect to !ro ect. Do%e"er& e"erychange re*uest #ust e !rocessed through a for#al change control !rocess.OPMBOK *th edition & Page 9?V OPro ect Integration Manage#entV

2" @ B /$!ert udg#ent is the udg#ent !ro"ided& ased u!on the e$!ertise in ana!!lication area& kno%ledge area& disci!line& industry etc. This is a"aila le fro##any sources including consultants. O PMBOK *th edition & Page A1V OPro ectIntegration Manage#entV

3" , B The Monitor and =ontrol Pro ect ork !rocess is res!onsi le for kee!ing trackof the !ro ect's #easures& including cost. O PMBOK *th edition & Page :?V OPro ectIntegration Manage#entV

" , B The Sco!e state#ent is clearly not an enter!rise en"iron#ental factor %hereasthe other three choices B Ro"ern#ental standards& 5rgani(ational infrastructure&and Market!lace conditions are enter!rise en"iron#ental factors. O PMBOK *thedition & Page 29V OPro ect Integration Manage#entV

" F B The =lose Pro ect or Phase !rocess allo%s the !ro ect #anager to close orfinish a s!ecific !hase of the !ro ect. O PMBOK Page 100V OPro ect IntegrationManage#entV

" F B ,ll si$ !rocesses of Pro ect. Integration Manage#ent use /$!ert udg#ent as atool and techni*ue. O PMBOK *th edition & Page ? V OPro ect IntegrationManage#entV

4" , B =hanges can occur in the !ro ect at any ti#e& therefore the Perfor# Integrated=hange =ontrol !rocess is "alua le for #anaging and tracking those changes.


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OPMBOK *th edition & Page 9?V OPro ect Integration Manage#entV

5" , B The =hange =ontrol @oard is a grou! of for#ally constituted stakeholders

res!onsi le for re"ie%ing& e"aluating& a!!ro"ing& delaying or re ecting changes tothe !ro ect. OPMBOK *th edition & Page 9?V OPro ect Integration Manage#entV

6" @ B The Monitor and =ontrol Pro ect ork !rocess #onitors the other !ro ect!rocesses& including the Firect and Manage Pro ect ork !rocess& %hile the Firectand Manage Pro ect ork !rocess co#!letes the !ro ect sco!e. O PMBOK Pa(e 01 &:?V OPro ect Integration Manage#entV

10" = B The Firect and Manage Pro ect ork has se"eral out!uts& includingdeli"era les& %ork !erfor#ance data& change re*uests& !ro ect #anage#ent !lanu!dates& and !ro ect docu#ent u!dates. The !ro ect #anage#ent !lan is an in!utto the !rocess. O PMBOK *th edition & Page A9V OPro ect Integration Manage#entV


Test /ame: PMP Lite Mock /$a# 3Total uestions: 0)o!!ect #ns-e!s /eeded to Pass: 3 6A0.00


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Test uestions

1" our !ro ect schedule sho%s a 1 #onth finish& ut your custo#er has

,. Tell the custo#er it can e done& then cut your esti#ates y 20


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F. Fefine ,cti"ities

" Michael is #anaging a construction !ro ect. The !ro ect charter has een

,. =reate the @S

@. Fe"elo! the !ro ect sco!e state#ent

=. ,naly(e !ro ect risks

F. Identify the !ro ect stakeholders

" Most !ro ect #anage#ent soft%are !ackages use a #ethod of constructi

,. ,cti"ity Fiagra##ing Method

@. Precedence Fiagra##ing Method

=. Pro ect Fiagra##ing Method

F. =ritical Fiagra##ing Method

4" hen a negati"e unidentified risk occurs in a !ro ect& a res!onse to it %o

,. Fisaster reco"ery

@. 4ailure !lanning

=. , %orkaround

F. @acku! !lanning

5" Martin is the !ro ect #anager of a !ro ect that is in an early !hase. De n

,. To!Bdo%n /sti#ating

@. @otto#Bu! /sti#ating


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F. @udgetary /sti#ating

6" If you had an e$!erience %ith a !articularly good or !oor !erfor#ing "en

,. =reate a seller !erfor#ance e"aluation

@. =all the "endor and talk to the# a out the e$!erience

=. Tell all your friends a out it

F. o% to only %ork %ith that "endor fro# no% on

10" ohn is #anaging a soft%are de"elo!#ent !ro ect for the first ti#e. De is

,. >e"ie% the !ro ect's usiness case for details.

@. >e*uest key stakeholders to hel! schedule these coaching #eeti

=. >e"ie% lessons learned fro# the !ast si#ilar !ro ects.

F. >e"ie% the !ro ect charter for details.

11" hich of these is not a tool or techni*ue for the =ontrol Procure#ents !r

,. =ontract change control syste#

@. >eco##ended =orrecti"e ,ction

=. =lai#s ad#inistration

F. Perfor#ance re!orting

12" ou are looking at "arious !rocess i#!ro"e#ent #odels. hich of the fo

,. Malcol#B@aldrige


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@. 5rgani(ational Pro ect Manage#ent Maturity Model 65PM387

=. =a!a ility Maturity Model Integrated 6=MMI78

F. She%hartBFe#ing

13" hich of these state#ent correctly links !ro ect and !roduct life cyclesG

,. , !roduct life cycle is generally contained %ithin a !ro ect life cycl

@. , !ro ect life cycle is generally contained %ithin a !roduct life cy

=. , !roduct life cycle is the sa#e as a !ro ect life cycle.

F. The last life cycle for a !ro ect is generally the !roduct's retire#en

1 " @efore closing a contract& the !ro ect #anager should-

,. consult a la%yer

@. "erify that all deli"era les %ere acce!ta le

=. reBread the contract

F. contact e"eryone on the !ro ect tea# for a!!ro"al

1 " =arole is the !ro ect #anager for a healthcare facility construction !ro ec

,. =arole should !olitely deny the re*uest

@. =arole should %rite a change re*uest

=. =arole should directly u!date the !ro ect #anage#ent !lan as the

F. =arole should escalate the issue to the !ro ect s!onsor

1 " , #anage#ent control !oint %here sco!e& udget& actual cost and sche


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54/393

20" ou are a consulting !ro ect #anager %ith o"er 1 years e$!erience runty!e of !ro ect efore ut %ould e interested in the challenge. hich of

,. Fo not #ention your lack of e$!erience& ut ask for #ore infor#at

@. ,cce!t the o %ith the ca"eat you can ring in any needed resou

=. Fecline the o!!ortunity& citing your lack of e$!erience and kno%l

F. Fo not #ention your lack of e$!erience and acce!t the o .

21" , Pro ect #anager esti#ates the %ork to e acco#!lished in the near te

,. Feco#!osition@. >olling %a"e !lanning

=. Sco!e =ree!

F. /arned "alue !lanning

22" Hegati"e risks can either e JJJJJJ& transferred& or #itigated as a count

,. enhanced

@. a"oided

=. e$!loited

F. ignored

23" The @S re!resents all !roduct and !ro ect %ork. The total %ork at the l

,. 100< rule

@. :0C20 rule

=. Pareto's rule


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F. Rround rule

2 " , technical tea# can egin editing of a large docu#ent 1 days after the

,. StartBtoBstart %ith a 1 Bday lead

@. 4inishBtoBfinish %ith a 1 Bday lead

=. StartBtoBstart %ith a 1 Bday lag

F. 4inishBtoBstart %ith a 1 Bday lag

2 " ou are at %ork related social e"ent and a colleague tells you another !r

,. 4ile a co#!laint %ith PMI.

@. /scalate the issue to the a!!ro!riate #anage#ent.

=. ,sk the !ro ect #anager a out %hat you ha"e ust heard. If your s

F. Fo nothing.

2 " , !ro ect #anager is ust finishing a !ro ect that has not gone %ell. ,!art

,. 4ocus on closing the !ro ect and #o"ing on to the ne$t one. Less

@. 4ocus on !resenting the data in !ositi"e light %hile ensuring that

=. Mask ad data and only !resent good data since his !erfor#ance

F. Focu#ent lessons learned fro# the !ro ect and u!date the lesson

24" In a #atri$ organi(ation& %here the tea# #e# ers re!ort to oth& a funct

,. 4unctional #anager

@. D> #anager


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=. Tea# #e# ers

F. Pro ect Manager

25" , firstBti#e !ro ect #anager %ants to kno% during %hat !hases of the !r

,. Perfor# Integrated =hange =ontrol is !erfor#ed only in the e$ec

@. Perfor# Integrated =hange =ontrol is !erfor#ed during the !ro ec

=. Perfor# Integrated =hange =ontrol is !erfor#ed throughout the !

F. Perfor# Integrated =hange =ontrol is !art of the @uild !hase and

26" , >esource @reakdo%n Structure 6>@S8 %ould e used to reakdo%n t

,. Linear chart

@. Matri$ chart

=. 4lo% chart

F. Dierarchical chart

30" , !har#aceutical co#!any has recently esta lished a PM5 in the co#!differentiates these t%oG

,. The %ork !erfor#ance data is nu#erical %hile the %ork !erfor#a

@. The %ork !erfor#ance data is internal& %hile the %ork !erfor#an

=. The %ork !erfor#ance infor#ation is the !rocessed for# of the %

F. The %ork !erfor#ance data is ca!tured y the !ro ect tea#& %hile

31" hile #anaging a !ro ect& you decide to !re!are an e#ail for the !ro ect

,. ertical co##unication


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@. Hon"er al co##unication

=. Infor#al co##unication

F. 4or#al co##unication

32" ,nalogous /sti#ating is an esti#ation techni*ue that use the "alues of !

,. Rross "alue esti#ation

@. 4unction !oint esti#ation

=. 4i$ed !oint esti#ation

F. Precision /sti#ation

33" Furing the e$ecution of your !ro ect& you decide that you %ould like to

,. ,r#ageddon

@. ar roo#

=. @attlefield

F. Rround (ero

3 " The docu#ent that for#ally authori(es a !ro ect is the-

,. Pro ect S5

@. Pro ect Plan

=. Pro ect =harter

F. Pro ect Sco!e State#ent

3 " ou are #anaging a #ediu# si(ed construction !ro ect& and are re"ie%in


58/393

,. Hotify the #anager of your !ro ect resource that he failed to follo

@. >efuse to !ay the charges.

=. =all a tea# #eeting to deter#ine ho% this %ill i#!act the !ro ect&

F. I##ediately infor# the !ro ect stakeholders of the unauthori(ed s

3 " ou are !resented %ith a situation in a !ro ect %here you need to #easu

,. Learned alue Techni*ue

@. /arned alue Techni*ue


F. /$!ert udg#ent

34" , #anager asks you to e"aluate four ne% !ro ects that he has suggeste

,. =hange the !roduct to ena le increased consu#er usage

@. Manage a set of !eo!le for the ne$t year to deli"er the desired !r

=. >es!ond to a custo#er re*uest for different !roduct !ackaging

F. >esol"e a s!ace constraint issue y uilding a ne% addition to the

35" hich of the follo%ing Pro ect Sco!e Manage#ent !rocesses docu#ent

,. =ontrol Sco!e

@. Fefine Sco!e

=. erify Sco!e

F. Plan Sco!e Manage#ent


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36" The stakeholders of a !ro ect ty!ically ha"e-

,. Positi"e o ecti"es

@. Hegati"e o ecti"es

=. =onflicting o ecti"es

F. Si#ilar o ecti"es

0" , !ro ect %as esti#ated to cost N 200&000 %ith a ti#eline of 10 #onths.

,. N1?0&000

@. N210&000

=. N2 0&000

F. N200&000

1" ou ha"e a tea# of engineers %orking on your !ro ect. T%o of the engin

,. Take Fisci!linary action& if re*uired& since the needs of the !ro e

@. Fon't do anything. Fifferences of o!inion a#ongst the tea# #e#

=. S!eak to the t%o tea# #e# ers and ask the# to resol"e their co

F. /nsure that they %ork in different shifts so that they don't clash %i

2" ,s a !ro ect #anager& %here %ould you docu#ent the escalation !roces

,. Sco!e #anage#ent !lan

@. Stakeholder #anage#ent !lan

=. Staffing #anage#ent !lan

F. =o##unications Manage#ent Plan


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3" hile de"elo!ing the !ro ect schedule& you find that the co#!letion of a

,. StartBtoB4inish

@. StartBtoBStart

=. 4inishBtoBStart

F. 4inishBtoB4inish

" hich of the follo%ing is not a tool and techni*ue of the =ollect >e*uire

,. Rrou! creati"ity techni*ues

@. Inter"ie%s

=. uestionnaires

F. Tracea ility #atri$

" ou are !lanning out the co##unications #ethods to use as !art of stak

,. Status re!orts.

@. /lectronic #ail.

=. Tele!hone calls.

F. 4aceBtoBface #eetings

" , !ro ect #anager %ishes to illustrate the connections et%een the %ork

,. >es!onsi ility ,ssign#ent Matri$ 6>,M8

@. >esource Planning =hart 6>P=8

=. Task ,ssign#ent Model 6T,M8

F. >esource ,ssign#ent =hart 6>,=8


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4" Many !ro ect #anagers ha"e seen a gra!h %hich sho%s Influence of St

,. Stakeholder influence is not i#!ortant at the end of the !ro ect.

@. =hanges should e #ade as early in the !ro ect as !ossi le.

=. Money should e set aside for e$!ected changes at the end of th

F. The !ro ect should e !laced on hold until all changes are #ade.

5" hich of the follo%ing contains an e$tensi"e !rocure#ent changes a!!r

,. Sco!e state#ent

@. Test !lan

=. >e*uire#ents #anage#ent !lan

F. =ontract change control syste#

6" , !ro ect #anager found that so#e of the !ro ect %ork %as not done at t

,. This is a !ro ect co##unications reakdo%n. The !ro ect #anage

@. The Pro ect Sco!e docu#ent %as not !ro!erly u!dated.

=. The ork ,uthori(ation Syste# %as not !ro!erly esta lished in th

F. This is due to !oor tea#%ork.

0" , contract change control syste# should include-

,. endor contact infor#ation& tracking syste#s& and a!!ro"al le"els

@. Pa!er%ork& tracking syste#s& dis!ute resolution !rocedures& an

=. Infor#ation data ase& dis!ute resolution !rocedures& and a!!ro"a

F. Tracking syste#s& legal ra#ifications for certain actions& and a!!r


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#ns-e!s

1" F B Infor#ing the custo#er of the i#!acts& then crashing cost and sched

2" = B , Pareto chart is a ty!e of histogra# %here the causes are ordered

3" @ B The grade of a !roduct relates to the technical characteristics of the

" , B The =reate @S !rocess !roduces the %ork reakdo%n structure of

" F B Since the !ro ect charter has een a!!ro"ed& this #arks the co#!leti

" @ B PFM uses Hodes to re!resent ,cti"ities and connects the acti"ities %

4" = B , %orkaround is a res!onse to a negati"e un!lanned risk that has oc

5" @ B @otto#Bu! esti#ating is a techni*ue that can e a!!lied only %hen t

6" , B , seller !erfor#ance e"aluation is created y the uyer and !ro"ides

10" = B The usiness case and the !ro ect charter do not ha"e infor#ation re

11" @ B >eco##ended correcti"e action is not a tool or techni*ue in the =ont

12" F B She%hart and Fe#ing %ere *uality #anage#ent e$!erts. The rest of

13" @ B The !roduct life cycle usually consists of se*uential& nonBo"erla!!i

1 " @ B =losing a contact should e done !ro#!tly after all contract %ork an

1 " @ B ,ny change to the !ro ect #anage#ent !lan #ust go through the for



63/393

1 " = B This is a =ontrol ,ccount. =ontrol ,ccounts are !laced at selected #

14" = B The correct res!onse is Planning !ackage. =ontrol ,ccounts and Pla

15" = B Sco!e alidation in"ol"es o taining the stakeholders' for#al acce!ta

16" , B The uality ,ssurance =osts are !art of the cost of confor#ance. Th

20" = B The est res!onse is to decline the !ro ect due to lack of e$!erienceO>eference- PM/ -ode of Ethi!s and Professional -ondu!t & Page

21" @ B In >olling a"e Planning& the %ork to e acco#!lished in the near t

22" @ B ou can a"oid a risk y re"ising the !ro ect !lan to eli#inate the risk

23" , B The @S re!resents all !roduct and !ro ect %ork. The total %ork at t

2 " = B The relationshi! et%een the t%o tasks %ould e re!resented as a st

2 " = B Pro ect #anagers #ust disclose any !otential conflict of interest& and

2 " F B , !ro ect #anager has a !rofessional res!onsi ility to conduct lesson

24" F B In a #atri$ organi(ation& %here the tea# #e# ers are accounta le t

25" = B The Perfor# Integrated =hange =ontrol !rocess is !erfor#ed fro# !

26" F B The >esource @reakdo%n Structure 6>@S8 is a hierarchical chart. I

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232290997 pmp exam prep ques answers 2013 christopher scordo

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