A business case, which helps to determine whether a project is worth the investment, is created on the basis of the following except for

• Market Demand

• Ecological Impacts

• Social Need

• Availability of Funds

You are in charge of developing a new product for an organization. Your quality metrics are based on the 80th percentile of each of the last three products developed. This is an example of:

• Statistical sampling

• Metrics

• Benchmarking

• Operational definitions

The two closing procedures are called:

• Contract closure and scope verification

• Close Procurements and Close Project

• Project closure and product verification

• Project closure and lessons learned

During the develop schedule process, the Project Manager may have to go through several iterations of the schedule before establishing the schedule baseline. All of the following are tools and techniques that may be used during this process:

• Critical Path Method, GERT, Resource Requirements

• Resource Leveling Heuristics, Mathematical Analysis, Calendars

• Schedule compression, Resource optimization techniques, Critical chain method

• GERT, PERT, Leads and Lags

Which of the following models of conflict resolution allows a cooling off period, but seldom resolves the issue in the long term?

• Problem solving

• Withdrawal

• Forcing

• Smoothing

In communication, the receiver decodes the messages based on all but the following:

• Culture

• Semantics

• Language

• Distance

• Knowledge

How much time does the typical project manager spend communicating both formally and informally?

• 40-60%

• 50-70%

• 60-80%

• 75-90%

Group brainstorming encourages all of the following except:

• Team building A project manager facilitates communication

• Analysis of alternatives

• Convergent thinking

• Uninhibited verbalization

The critical element in a project's communication system is the:

• Progress report

• Project directive

• Project manager

• Customer

System integration consists of:

• Assuring that the pieces of a project come together at the right time

• Planning for contingencies that may occur throughout the life cycle of the project

• The pieces of the project function as an integration unit

• a and c

Performance reviews are held to:

• Correct the project manager's mistakes.

• Provide for answers for upper levels of management

• To assess project status or progress

• To apprise the project costs and cost trends of the project

A complex project will fit best in what type of organization?

• Functional

• Cross-functional

• Matrix

• Balanced

Which of the following could be an appropriate WBS code for a work package at the fourth level in a WBS where the top level code is 1.0?

• 1.4

• 1.1.1.1

• 1.2.3.4

• a and c

• b and c

Which of the following Project Scope Management processes involves subdividing the major project deliverables into smaller, more manageable components?

• Plan Scope Management

• Define Scope

• Validate Scope

• Control Scope

• Create WBS

The review of key deliverables and project performance at the conclusion of a project phase is called:

• phase exit

• kill point

• stage gate

• a and c

• a, b and c

Project scope is:

• All the work that must be done in order to deliver a product according to the specified features and functions, only

• The features and functions that are to be included in a product or service.

• A narrative description of work to be performed under contract.

• a and b

• all of the above

The unique identifiers assigned to each item of a WBS are often known collectively as:

• The work package codes

• The project identifiers

• The code of accounts

• The element accounts

The sender of a message is responsible for:

• Confirming the message is understood

• Ensuring the receiver agrees with the message

• Scheduling communication exchange

• Presenting the message in the most agreeable manner

What are the best uses of PERT:

• Used in the planning phase to do " what if for the project.

• Assist in the controlling of changes to the project.

• Is used in the process of preparing a WBS for the project.

• To measure future consequences of activities.

• a and d.

Change requests can occur due to:

• An external event such as a change in government regulation.

• An error or omission in defining the scope of the product.

• An error or omission in defining the scope of the project.

• a and c

• all of the above

A project management plan is:

• A formal, approved document used to guide project execution, monitoring, and control.

• A document issued by senior management that provides the project manager with the authority to apply organizational resources to project activities.

• A narrative description of products or services to be supplied.

• D.A document describing the organizational breakdown structure of the company.

Which of the following is NOT an example of a type of schedule report?

• Gantt chart

• Milestone chart

• Fishbone diagram

• Network diagram

The most important criteria in deciding to initiate a project selection method is:

• Stakeholder's vision

• Low cost opportunity

• Environmental consideration

• Capability

Which of the following is correct order for stages in Tuckman ladder?

• Foaming, Steaming, Norming, Perfuming, Dispersing

• Forming, Storming, Protecting, Norming, Adjourning

• Forming, Storming, Norming, Performing, Adjourning

• Framing, Storming, Norming, Protecting, Adjourning

Three major processes in Project Human Resource Management are:

• Staff recruitment, project staff planning and team building

• Plan HRM, Acquire Project Team and Develop Project Team

• Rewarding, salary reviews and penalties

• Staff acquisition, staff training, staff deployment

A project is defined as:

• A process of considerable scope that implements a plan.

• An endeavor, which is planned, executed, and controlled; performed by people; and constrained by limited resources.

• A temporary endeavor undertaken to create a unique product or service

• An objective based effort of temporary nature.

Which of the following is not a General management technique?

• Make-or-buy analysis

• Analysis of alternatives

• Applying PMBOK concepts

• Lateral thinking

According to PMBOK, project management processes are organized into following order of process groups:

• Initiating, planning, executing, monitoring, and closing

• Designing, developing, testing, and implementing

• Initiating, designing, planning, executing, controlling, and closing

• Initiating, planning, executing, monitoring and controlling, and closing

___________ must be measured regularly to identify variances from the plan.

• Stakeholder requirements

• Project performance

• Schedule progress

• Cost

A project kick off meeting is usually conducted to:

• Setup project team and announce the PM assignment

• To draft project charter

• Build up team spirit

• Define project scope and develop WBS

Which of the following is not an external-unpredictable risk?

• Changes in government regulations

• Natural hazards

• Unexpected environmental side effects

• Inflation

Maslow ranked Human needs from the highest to lowest:

• Self actualization; self promotion; social; security and physiological needs

• Self esteem; self actualization; social; security and physiological

• Self actualization; self esteem; social; security and physiological

• Self fulfillment; self esteem; social; security and physiological

Which of the following statements concerning contract type is correct?

• A fixed price contract contains the most risk for the buyer.

• Cost reimbursable contracts offer sellers the highest profit potential.

• Time and materials contracts are hybrid of cost reimbursable and fixed-price contracts

• Unit price contracts are illegal in many jurisdictions

Herzberg identified factors, which, if present, will lead to increased motivation. A typical factor would be:

• Good supervision

• Job security

• Regular promotions

• Good salary

Your customer ask for a small change in the project, which was not budgeted in the project. It is a small effort as compared to the total project and you need the goodwill for a multimillion dollar on the pipeline. You will

• Refuse to do the work

• Agree to do the work at no charge

• Do the work and bill him later

• Assess the cost and schedule impact and tell them you will formalize the change request

You are responsible for ensuring that your seller's performance meets contractual requirements. For effective contract administration, you should:

• Hold a bidders conference

• Establish the appropriate contract type

• Implement the contract change control system

• Develop a statement of work

The three major causes of change on a project are:

• Replacement of the project manager or key project team members; changes in priorities by senior management; and contractual difficulties

• Changes in the relative importance of time, resources, or cost ; new knowledge about the deliverable; and technological uncertainty

• Errors in the initial assessment of how to achieve the goal of the project; new information about the project deliverable; and a new mandate

• Unavailability of resources promised by the functional managers; cost overruns; and changes in customer requirements

The purpose of the review of deliverables and project performance at the conclusion of a project phase is to:

• Determine how many resources are required to complete the project according to the project baseline

• Adjust the schedule and cost baselines based on past performance

• Obtain customer acceptance of project deliverables

• Determine whether the project should continue to the next phase

Your project is in the final test stage, the user acceptance test. It meets all the product specs and is under planned costs. In term of schedule, this project is ahead. Your customer met you and requested that he will not accept the product unless you make several changes. What you should do is:

• Get the list of the changes and estimate all of them. If the total cost is still within the baseline, you will do it

• Estimate the costs and send this to your customer requesting contract modification

• Ask the customer to file a change request

• Sit with the customer to review the product specs and tell him/her that you have completed the project.

The Delphi Method is best suited for:

• Decision-making

• Cost Control

• Overhead rate estimating

• Team discussions

Which of the following methods is least likely to be used for explaining project planning guidelines to the team?

• Project Office Memo

• Project office directive

• Project team meeting

• Formal project report

Projects are initiated in response of:

• Stakeholder's pressure

• Business needs

• Technological obsolescence

• All of the above

The party that needs the change resulting from the project, and who will be its custodian on completion is the:

• Owner

• Sponsor

• Customer

• Client

A document or tool which describes when and how human resources will be brought onto and taken off the project team is called a:

• Staffing Management Plan

• Responsibility Assignment Matrix (RAM ).

• Organizational Breakdown Structure (OBS).

• Resource Assignment Chart

In which type of organization is team building likely to be most difficult?

• Functional

• Projectized

• Matrix

• Project expediter

A tool which links the project roles and responsibilities to the project scope definition is called:

• Scope Definition Matrix

• Responsibility Assignment Matrix

• Roles Assignment Matrix

• Project Scope and Roles Matrix

Which of the following are outputs from the Plan Communications Management process?

• Project records

• Communications management plan

• Performance reports

• Formal acceptance

Which of the following statement is correct?

• Process Groups are same as Project Phases

• Each Process Group has a mapped Project Phase

• Process Groups are not Project Phases

• Monitoring and Control Process Group applies only in monitoring and control phase

The sending or conveying of information from one place to another is the process of:

• Networking

• Transmitting

• Encrypting

• Promoting

The three major types of communication are:

• Written and oral, and verbal and nonverbal

• Verbal, formal documentation, informal documentation

• Verbal, written, and graphic

• Verbal, written, and electronic

All of the following are communication methods EXCEPT:

• Memos

• Grapevine

• Videos

• Instant messaging

Communication is the PRIME responsibility of a Project:

• Manager in a weak matrix

• Manager in a projectized environment

• Coordinator

• Expeditor

What are the four parts of the communications model?

• Sending, Receiving, Decoding, and Comprehending

• Sender, Message, Medium, Receiver

• Communicator, Message, Receiver, Decoder

• Communicating, Transmitting, Receiving, Comprehending

In negotiations between the functional department managers and the project managers, which conflict management approach must be aimed at?

• Win-Lose

• Win-Win

• Lose-Lose

• None of the above

A type of organization in which the project manager has little formal authority and basically acts as a staff assistant to an executive who is ultimately responsible for the project is called:

• Balanced matrix

• Weak matrix

• Projectized

• Strong matrix

A type of organization in which the project manager has little formal authority and basically acts as a staff assistant to an executive who is ultimately responsible for the project is called:

• Balanced matrix

• Weak matrix

• Projectized

• Strong matrix

Create WBS process belongs to:

• Initiation Process Group

• Planning Process Group

• Executing Process Group

• Monitoring & Controlling Process Group

In which of the following organizations is the project manager role likely to be that of staff assistant?

• Weak matrix

• Functional

• Balanced matrix

• a and b

Project Risk Management includes all of the following processes except:

• Risk Quantification

• Risk Response Control

• Risk Analysis

• Risk Identification

Using the PMBOK definition of contingency reserve, which of the following statements about contingency reserves is false?

• A contingency reserve is a separately planned quantity used to allow for future situations which may be planned for only in part.

• Contingency reserves may be set aside for known unknowns.

• Contingency reserves may be set aside for unknown unknowns.

• Contingency reserves are normally included in the project's cost and schedule baselines.

Which of the following is true about a risk?

• A risk can be deflected or transferred to another party through a contract or insurance policy.

• Risks involve the chance of both a profit and a loss.

• No opportunities are associated with a risk, only losses.

• a and b

A contingency plan is:

• A planned response that defines the steps to be taken if an identified risk event should occur.

• A workaround

• A reserve used to allow for future situations which may be planned for only in part.

• a and c

Deflection or transfer of a risk to another party is a type of?

• Risk Mitigation

• Risk Acceptance

• Risk Avoidance

• Strategy for negative risks

Management reserves are used to handle which type of risk?

• Unknown unknowns

• Known unknowns

• business risks

• pure risks

Which of the following is considered during the Procurement Planning Process?

• Whether to procure

• How to procure and how much to procure

• What and when to procure

• A, B, and C

From a buyer's standpoint, which of the following is true?

• Procurement planning should include consideration of potential subcontracts

• Procurement planning does not include consideration of potential subcontracts since this is the duty of the contractor.

• Subcontractors are first considered during the Solicitation Process

• none of the above

Which of the following is true about procurement documents?

• Procurement documents are used to solicit proposals from prospective sellers.

• Invitation for Bid and Request for Proposal are two examples of procurement documents.

• Procurement documents should be structured to facilitate accurate and complete responses from prospective sellers.

• A, B, and C

Which of the following is a method for quantifying qualitative data in order to minimize the effect of personal prejudice on source selection?

• Weighting system

• Screening system

• Selecting system

• none of the above

Which of the following are examples of indirect costs?

• Salaries of corporate executives

• Salaries of full-time project staff

• Overhead costs

• A and C

Which of the following contract types places the greatest risk on the seller?

• Cost-plus-fixed-fee contract

• Cost plus-incentive-fee contract

• Fixed-price-incentive contract

• Firm-fixed-price contract

In which of the following contract types is the seller's profit limited?

• Cost-plus-percentage-cost contract

• Cost-plus-fixed-fee contract

• Fixed-price-plus-incentive

• B and C

A cost-plus-incentive-fee (CPIF) contract has an estimated cost of $120,000 with an agreed profit of 10% of the costs. The actual cost of the project is $130,000. What is the total reimbursement to the seller?

• $143,000

• $142,000

• $140,000

• $132,000

The outputs of the Monitor and Control project work are utilized as inputs for the Performance of Integrated Change Control to give the following outputs, excluding.

• Approved Change Requests

• Change Log

• Change Requests

• Project Management Plan Updates

Under what circumstances is it better for a contractor to subcontract?

• The subcontractor possesses special technical and engineering skills that the contractor does not have.

• The work to be subcontracted represents almost all of the overall work effort.

• The subcontractor can perform the work at a lower cost than the contractor.

• a and c

Ramcharan, the project manager for a logistics project successfully undertook all the project activities and reached the final Close Project or Phase process that used the following inputs except for.

• Accepted Deliverables

• Enterprise Environmental Factors

• Project Management Plan

• Organizational Process Assets

Which of the following demonstrates a good negotiation skill?

• Be ready to get the deal at any cost

• Ensure that you get the most out of it

• Offer more for less

• Ask high and offer low

A narrative account of products, services or results to be achieved under a project comes in the form of

• Project Statement of Work

• Strategic Plan

• Product Scope Description

• Project Management Plan

The "rule of seven" as applied to process control charts means that :

• If there are seven points on one side of mean, then an assignable cause must be found.

• Seven consecutive points are ascending, descending, or the same.

• At least seven quality inspectors should be in place for every thousand employees

• A process is not out of control when at least seven measurements fall outside the lower and upper control limits.

There is project with CPI of 0.81 and TCPI=1.00001 this project is:

• Over budget and hard to complete

• Under budget

• Over budget and early in its evolution

• No inference can be made

A collection of generally sequential project phases whose name and number are determined by the control needs of the organization or organizations involved in the project, is called:

• Project life cycle

• Portfolio management

• Product life cycle

• Program management

Which of the following activities do not fall under the Closing Process Group?

• Document lessons learned

• Applying appropriate updates to OPA

• Recommending preventive action

• Performing team members assessment

Who is not responsible for risk identification or reporting?

• Project manager

• Project team member

• Project stakeholder

• Functional Manager

Three Point Statistical Estimating Formula Group. Expected Value =

• (Optimistic + (4 X Most Likely) + Pessimistic ) x 6

• (Optimistic + (4 X Most Likely) + Pessimistic ) divided by 6

• (Optimistic + (4 X Most Likely) x Pessimistic ) divided by 6

• (Optimistic + (4 + Most Likely) + Pessimistic ) divided by 6

Parametric estimating is a technique where

• is less costly, less time consuming and less accurate.

• an algorithm is used to calculate cost or duration based on historical data and project parameters.

• uses an average of most likely, optimistic and pessimistic activity durations

• A and B

Examples of Projects include:

• Implementing a new business procedure or process

• Constructing a building or facility

• Designing a new transportation vehicle

• All of the Above

Projects are undertaken at all levels of the organization?

• True

• False

• They are not related to each other

• Neither true nor false

What does TQM stand for?

• Time Quality Managed

• Target Quality Management

• Total Quality Management

• Time Quote Management

________ means that every project has a definite beginning and a definite end.

• Overall

• Project Chart

• Temporary

• Duration

In case of an external IT project, the project initiator or sponsor must have provided the following information excluding.

• Project Statement of Work

• Agreements

• Business Case

• Organizational Process Assets

Who should be involved in the project planning phase?

• The Project Manager.

• The customer.

• The Sub-contractors/vendors.

• All of the above.

Cost Plus Incentive Fee (CPIF) contracts provide:

• A reimbursement of allowable cost of services performed plus an agreed upon percentage of the estimated cost as profit.

• A reimbursement of allowable costs plus a fixed fee which is paid proportionately as the contract progresses.

• The supplier with a fixed price for a delivered performance plus a predetermined fee for superior performance.

• None of the above.

The successful project managers spend most of their time:

• Planning with their personnel.

• Planning with top management.

• Communicating with project team.

• Studying project results.

Project success depends on a number of interrelated factors, including time, cost and scope control. The success of any project depends primarily on:

• Customer acceptance of deliverables

• Customer satisfaction irrespective of outcome

• Customer compromise in defining its needs

• Exceeding customer requirements through gold plating.

Which of the following is the most efficient means of product quality inspection:

• Statistical sampling.

• 100% inspection

• user review

• A and C

A complete set of concepts, terms and activities that make up a professional field, project management field or an area of specialization is known as:

• Knowledge Area

• Domain Knowledge

• Project Management Process

• Project Management Group

Pareto Analysis, cause and effect diagrams and flow charts are used in quality.

• Control.

• Assurances.

• Planning.

• Verification.

In a multi-cultural environment, it is critical to establish a corporate culture that facilitates:

• Problem-solving through different approaches.

• Learning and communication

• Partnerships, strong alliances and joint ventures

• Negotiations.

A condition which will lead an organization towards conflict is:

• Conflict of interest

• Favoritism

• Resolved prior conflicts

• Both A and B

The contemporary view of conflict is that:

• Conflict is bad.

• Conflict is caused by trouble makers.

• Conflict should be avoided.

• Conflict is often beneficial

In general a project charter covers:

• Project justification, background, scope, objectives, available resources, organizational responsibilities, a project schedule, estimates, procurement schedule, and any imitations that top management wants to apply.

• Project justification, background, scope, objectives, available resources, organizational responsibilities, detailed project schedules, estimates, and detailed procurement schedules responsibilities, a project schedule, and any limitations that top management wants to apply.

• Project justification, description, details of sponsor and project manager,, budget, assumptions and constraints, boundaries to apply.

• Project scope, objectives, available resources, responsibilities, a project schedule, estimates, procurement schedules, and any limitations that top management wants to apply.

A project manager has increased project costs by US $75,000, but completed the project six weeks earlier than planned. What tool is best described here?

• Resource leveling

• Duration compression

• Crashing

• Fast tracking

Which of the following is most true?

• Lag is the maximum amount of time a task can be delayed without delaying the early start of its successor.

• Lag may be determined by making a forward pass

• Lag is delay in start time, caused by delay in finish of predecessor activity.

• Lag is the maximum amount of time a task can be delayed without delaying the project.

As project manager you should dedicate a primary focus to:

• Managing all changes immediately as they surface.

• Formally documenting all changes.

• Communicating authorized changes to senior management and key stakeholders.

• Preventing unnecessary changes

The behavioral responsibilities of a project manager may also include dealing with:

• Regulatory Personnel

• The legal environment

• Environmental Issues

• All of the above

The major purpose of project status reports is to:

• Organize and summarize the information so that all stakeholders are informed

• Inform upper management of the project problems

• Inform the client about the changes that have completed

• Provide information to management and client

Most project management leadership theories focus on all of the following except :

• Personal characteristics of the project manager

• Personal traits of the subordinates

• Behavioral styles of the project manager

• Usefulness of authority and power and leadership

Summary budget is arrived at during the______ phase of the project:

• Initiation

• Planning

• Implementation

• Execution

Historical records during closing are useful to __________ and ____________ for future projects:

• Predict trends, highlight problems

• Analyze successes, shortfalls

• Analyze strengths, document results

• Justify results, set standards

Your client informs that his company has a problem with the current design specs of your product and how it will interface with the existing systems. If this occurs, it could be a major problem for your project. The client is coming to your office in a week to discuss the problem and to see what your team can do to overcome this setback. All previous meetings were informal with this client, but now he wants a formal meeting. What should you do to prepare for this meeting:

• Update the schedules and assume an active role since the client has not given you the specifics of the potential problem

• Make sure that the team has increased productivity so the client can see how efficient your team is performing

• Assemble the team and ask them to prepare an agenda for topics to discuss

• Make sure that each team member has his assignment in preparation for any handouts and needed plans

The definitive terms of a contract are written during which of the following contract phases?

• Contract phase

• Post award phase

• Award phase

• Requirement phase

A document that formally recognizes the existence of a project is a :

• Gantt Chart

• WBS

• Project Charter

• Scope statement

Some organizations are now using 6 Sigma for quality control compared to the usual:

• 2 sigma

• 3 sigma

• 4 sigma

• 5 sigma

Reducing the impact of a risk event by reducing the possibility of its occurrence is:

• Risk avoidance

• Risk acceptance

• Risk mitigation

• Contingency planning

In which of the following project management process groups are the most time and money typically spent?

• Initiating

• Planning

• Executing

• Controlling

A supplier has withdrawn from your project. A new supplier has been added. His labor forces are due to arrive at the job site tomorrow. You should:

• Meet with the supplier along with his team and establish yourself as the authority in charge.

• Bring your team in for introductions and establish a communications exchange

• Bring out the communication management plan

• Bring out the project plan.

A supplier has withdrawn from your project. A new supplier has been added. His labor forces are due to arrive at the job site tomorrow. You should:

• Meet with the supplier along with his team and establish yourself as the authority in charge.

• Bring your team in for introductions and establish a communications exchange

• Bring out the communication management plan

• Bring out the project plan.

A new project manager is about to begin creating the project's scope of work. One stakeholder wants to add many items to the scope of work. Another stakeholder only wants to describe the functional requirements. The project is important for the project manager's company but a seller will do the work. Which of the following would you advise the project manager to do?

• The scope of work should be general to allow the seller to make its own decisions.

• The scope of work should be general but the management must allow clarifications later.

• The scope of work should be detailed to allow clarifications later.

• The scope of work should be as detailed as necessary for the type of project.

After the kickoff meeting, two team members engage in a casual conversation about the project objectives and deliverables. It is clear they heard different messages during the meeting. One member is so adamant that the other member gives up arguing the point. After talking to the project manager, the second member confirms that the first member is mistaken. At this point, what is the BEST course of action?

• The second team member should send the other team member an e-mail describing what he discovered.

• At the next project meeting, the team member should ask the mistaken team member to describe his interpretation so the project manager can get everyone on the same page.

• The project manager should send out an e-mail to the team restating the project objectives and deliverables

• At the next project meeting, the project manager should spend time reviewing a documented scope statement with the goal of identifying this and other false assumptions.

During project execution, a project team delivers a project deliverable to the customer. However, the customer neither acknowledges the deliverable nor says if it is acceptable, although an approval is required. What is the BEST thing to do?

• Continue with the project

• Document the situation

• Contact management for help

• Call a meeting of the team

You are managing a six-month project and have held bi-weekly meetings with your project sponsors. After five-and-a-half months of work, the project is on schedule and budget, but the sponsors 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:

• Risk monitoring and control.

• Schedule control

• Regular walkthroughs and sign-offs

• Scope change control

When you are closing out a project, what must you do?

• Provide project feedback to the team

• Obtain sign off from the customer

• Review project documentation for completeness

• Update the project plans

Financial controls that need to be considered for project plan development do not include:

• Time reporting

• Standard contract provisions

• Process audits

• Accounting codes

A project manager has been working on a project for six months with the same team yet the team still shows a lack of support for the project. The best thing for the project manager to do would be to?

• Re-evaluate the effectiveness of the reward system the project manager has put in place

• Talk to each team member's boss

• Re-plan the project

• Tell the team he needs its support

A project has several teams. Team C has repeatedly missed several deadlines in the past causing Team D to have to crash the critical path several times. As the project leader for Team D, what should you do?

• Meet with management alone

• Meet with the project manager alone

• Meet with the project manager and management

• Meet with the project manager and the team C leader

The current update to the schedule performance report shows no schedule variance. Based upon the reporting, you have told the client that the project is on time. However, your team members know that a major milestone has just been missed and that the project will not meet its startup date. This is an indication of poor?

• Communication management planning

• Scope management planning

• Team trust

• Schedule planning

A project manager is assigned a project with a team that has already been selected. The first thing the project manager should find out about the team is?

• What is each team member's favorite color

• Each team member's objectives for working on the project

• A list of each team member's tasks

• Each team member's role in the project plan

An advisor to a new project manager tells the project manager to create lessons learned document at the end of a project. A lessons learned document includes?

• Any variances and the causes of the variances

• Reports from the customer

• Reports from management

• A list of all the plans

Abdullah, a project manager in XYZ Company is managing a project on IT and is looking for historical data on the usage of the previous software and applications in the company; he will get it in.

• Newspaper Archives

• Organizational Process Assets

• Management Information System

• Enterprise Environmental Factors

The project is completed and the final deliverable given to the customer but the customer refuses to take any action to give final acceptance on the project. The project manager should?

• Repeatedly ask for final acceptance

• Ask the team for assistance

• Document the situation

• Do nothing because there is nothing that can be done

What do knowledge, skills, tools and techniques stand for when applied to the activities of a project, if it also entails effective management of a process.

• Human Resource Management

• Project Management

• Financial Management

• Project Management Process

The Precedence Diagramming Method :

• has finish-to-start task relationships and provides the flexibility of lead and lag time to the activities;

• has the activity on the arrow

• is also known as Arrow Diagramming Method

• is used to make precedence diagrams

Gantt charts are great for:

• Showing tasks relationships

• Tracking actual vs planned

• Optimum Resource utilization

• b and c

Ultimate responsibility for quality management in the project rests with the?

• Project engineer

• Purchasing agent

• Quality manager

• Team members

Design of experiments?

• identifies which factors may influence specific variables of a process or product

• identifies which variables don't have any influence on quality

• determines what a quality outcome is

• is a method for research and development

You are a project manager for a major information systems project. Someone from the quality department comes to see you about beginning a quality audit of your project. The team, already under pressure to complete the project as soon as possible, takes objection to the audit. You should explain to the team that the purpose of a quality audit is?

• part of an ISO 9000 investigation

• to check if the customer is following its quality process

• to identify lessons learned that can improve performance on the project

• to check the accuracy of the costs submitted by the team

You manage a project whose team members have diverse skills and expertise. You want to encourage your staff to pool its knowledge on project issues to make the best decisions possible. The most appropriate management style to use is:

• Laissez-faire

• Democratic

• Autocratic

• Directive

The types of power that have substantial influence on both subordinates and upper management are:

• Formal & expert

• Reward & penalty

• Expert & referent

• Formal & referent

Your preferred resource is not available at the time needed. What is the best thing to do?

• Negotiate with management to get the resource

• Assess your alternatives

• Begin the task early

• Use reserves to increase resources assigned to those tasks

An important piece of hardware will be late. What is the first thing to do?

• Discuss with team

• Use schedule reserves

• Use alternate vendor

• Go to customer or management

A project has experienced significant delays due to equipment problems, staff attrition, and slow client reviews. The project is 40% complete and has used 60% of the available calendar time. What is the FIRST thing you should do?

• Re-baseline the schedule to reflect the new date

• Analyze the critical path activities for potential to fast track or crash the schedule

• Document the lack of progress and associated issues to management

• Identify tasks that have required more time than planned

functional manager wants to make a change to the time associated with a task, but there is not enough reserve to accommodate the change. Who should authorize the change?

• Senior management

• The functional manager

• The project manager

• The team member performing the work

During the course of a project you have motivated team members, managed conflict, performed personnel administrative functions and negotiated for more resources. These are examples of:

• General Project Management

• Project Human Resource Management

• Project Execution

• A Projectized organization

You have been promoted to Manager, Continuous Process Improvement. Your new position:

• Is a project because the work will be performed by people

• Is not a project because Continuous Process Improvement will continue indefinitely

• Is a project because it is constrained by limited resources

• Is a project because improvements must be planned, executed, and controlled

Which of the following is not a Project Management knowledge area?

• Project Quality Management

• Project Procurement Management

• Project Configuration Management

• Project Risk Management

The state of being totally answerable for the satisfactory completion of a specific assignment is called:

• Authority

• Accountability

• Responsibility

• Fiduciary

You are responsible for the communication controls for the Genesis series of satellites. Your current assignment is:

• Project management

• Functional management

• Facility management

• Program management

Work packages are used to :

• Represent units of work at a level where work is performed.

• Distinguish one package from all others assigned to a single functional group.

• Limit work to be performed to relatively short periods of time.

• All of the above.

Network planning methods(PERT/CPM/PDM):

• Are usually too complicated for practical use on most projects

• Require highly trained specialists for effective use

• Always require computer support to be practical

• Are based on flow charts and they allow observation of what happens to the project schedule when changes occur to a task's start and stop dates

Earned value can be described as:

• The value of the equipment that has been installed as of the current date

• The sum of the labor costs that have been incurred on the project date

• A method of measuring project performance

• A method of measuring the amount of money that has been spent to date

A role of the change control board (CCB) is to:

• issue change requests

• represent top management interests in initiating innovation

• review the impact of change requests on project costs, schedule, and specifications

• identify new areas of project work

Quality control is:

• identifying which quality standards are relevant to the project and determining how to satisfy them

• monitoring specific project results to determine if they comply with relevant quality standards and identifying ways to eliminate causes of unsatisfactory performance

• evaluating overall project performance on a regular basis to provide confidence that the project will satisfy the relevant quality standards

• taking action to increase the effectiveness and efficiency of the project so as to provide added benefits to both the performing organization and the project customer

Cost of quality is a concept that includes:

• the cost necessary for ensuring conformance to requirements

• the life cycle cost of the project

• all research and development costs related to the project

• only the cost of the quality control function

The pillars) of quality is (are) :

• Quality is free

• Doing it right the first time

• Zero defects

• B and C

Quality assurance is:

• top management's intention regarding quality

• functions determining implementation of the quality policy

• actions to provide confidence of satisfying quality requirements

• responsibilities and processes which implement quality management

The zero defects concept:

• is a performance standard for management

• is a motivational technique that promotes "doing it right the first time"

• is used by management to communicate to all employees that everyone should do things right the first time

• A and C

When appointed, a project manager has the inherent forms of legitimate power conveyed to him. The three forms of legitimate power are:

• absolute, direct, and indict

• direction, coordination, and liaison

• formal, informal, and persuasive

• formal, reward, and penalty

The five types of conflict resolution are listed below and represent, in general order of importance, the methods a project manager should use to manage conflict. The one used most often by project managers to resolve conflict is:

• confrontation

• compromise

• smoothing

• forcing

The process of getting a group of diverse individuals to work effectively together as a team is the definition of

• leadership

• project management

• the project manager's responsibilities

• team building

Which contract type should be used by the owner on a high risk project?

• Cost plus percentage of cost

• Cost plus incentive fee

• Lump sum

• Fixed price plus incentive fee

The technique used under the Quantitative Risk Analysis that helps to determine which risks have the most potential impact on the project is called

• Sensitivity Analysis

• Expected Monetary value Analysis

• Modeling and Simulation

• Expert Judgment

Project risk is characterized by three factors:

• Severity of impact, duration of impact and cost of impact

• Identification, type of risk category and probability of impact

• Risk event, risk probability and the amount at stake

• Occurrence, frequency and cost

Name the ethical code you'll be required to adhere to as a PMP:

• PMI Policy of Ethics

• PMI Code of Ethical Conduct

• PMI Code of Professional Ethics & Standards

• PMI Code of Ethics and Professional Conduct

Which is not another term for contract?

• Agreement

• Purchase Order

• Proposal

• Memorandum of Understanding

Which of the following situations describes a violation of the Project Management Institute Code of Ethics and Professional Conduct?

• Accepting a gift that is within the customary guidelines of the country or province you are currently working in.

• Use of confidential information to advance your position or influence a critical decision.

• Complying with laws and regulations of the state or province in which project management services are provided

• Disclosing information to a customer about a situation that may have an appearance of impropriety.

You are working in a country where it is customary to exchange gifts between contractor and customer. Your company code of conduct clearly states that you cannot accept gifts from any client. Failure to accept the gift from this client may result in termination of the contract. The action to take in this case would be:

• Provide the customer with a copy of your company code of conduct and refuse the gifts

• Exchange gifts with the customer and keep the exchange confidential

• Report the matter to your project sponsor and /or your legal office for assistance.

• Ask the project sponsor or project executive to exchange gifts.

An example of a conflict of interest would be:

• As a public official you make a decision about a contract award that will benefit you personally

• You and a functional manager disagree with a task cost estimate

• Your sponsor decides to cancel your project because it no longer supports the company strategy

• Your personality conflicts with that of a key member of your project team.

The strategies under the tool of Strategies for negative Risks or Threats and which typically deal with threats or risks that may have negative impacts on project objectives if they occur includes all except:

• Avoid

• Mitigate

• Transfer

• Accept

Project Managers can contribute to their organization's knowledge base and to the profession of project management most effectively by:

• Developing and implementing a project review and lessons learned process

• Establishing strict guidelines for protecting intellectual property

• Promote the use of ad hoc project management

• Ensuring that all project plans are developed before the project team is formed

For a festival, you give your government client a leather brief case which is against the law. You are in violation of the responsibility to:

• Complete your work within the budget

• Comply with regulations.

• Provide accurate information.

• Save company costs.

You have just changed jobs and discovered that your new employer routinely violates OSHA/EPA and affirmative action requirements on projects. You should first:

• Do nothing. It's not your problem

• Start by asking management if they are aware that regulations are being violated

• Talk to the corporate legal department

• Inform the appropriate government agencies about the violations

During your assignment as project manager, you add a new member to your project team. This new team member was recently hired from a competitor and offers to share a substantial amount of proprietary information from his previous company. This information could put you and your team in a very strong position for future business. You are aware of a non-compete clause in the new hire's condition of employment. You should:

• Accept the information and agree to keep it confidential between you and the new hire.

• Review the condition of employment with the new hire and advise him to reconsider the offer.

• Review the information and only accept only what may have a direct impact on the project's financial status.

• Ignore the offer to share and move forward with the project

Before reporting a perceived violation of an established rule or policy the project manager should:

• Determine the risks associated with the violation

• Ensure there is a reasonably clear and factual basis for reporting the violation

• Ignore the violation until it actually affects the project results

• Convene a committee to review the violation and determine the appropriate response

A response to a negative risk event is known as a:

• Work Item

• Work Package

• Workaround

• Work breakdown structure

Qualitative Risk Analysis will be performed under :

• Initiation Process Group

• Planning Process Group

• Executing Process Group

• Monitoring and Controlling Process Group

Acquire Project team process will be performed under:

• Initiating Process Group

• Planning Process Group

• Executing Process Group

• Monitoring and Controlling Process Group

The objectives of Project Risk Management includes

• To increase the likelihood and impact of positive events

• To decrease the likelihood and impact of negative events

• Only A

• Both A & B

In a group of 4 members, 1 member has been added. How many communication channels are there now :

• 5

• 3

• 10

• 20

Which of the following statements is correct?

• There are only some core processes and some facilitating processes in the PMBOK

• PMI is not responsible for producing the PMBOK.

• PMBOK will be changed every year in December

• PMBOK has 10 process groups and 47 processes

Which of the following is not an input to Develop Project Charter:

• Contract

• Project Statement of Work

• Enterprise Environmental Factors

• Project Management Information System

Which of the following is a technique used to Create WBS:

• Organizational Process Assets

• Decomposition

• WBS Dictionary

• Configuration Management System

Which of the following is not an input to Define Activities process: