Prep 2

a. Historical information.

b. Final deliverable.

c. Formal acceptance forms.

d. Project files.

a. Ending of each phase or iteration.

c. During each project team evaluation.

d. Only during final training.

a. There is not enough information to determine how the Project is doing.

b. The project is slightly ahead and cost overrun.

c. The Project is behind schedule and with savings.

d. The Project is on track.

a. Conflict management.

b. Project performance appraisals

c. .Interpersonal skills.

d. Problem solving

a. Schedule delay.

b. Scope creep.

c. Low quality.

d. Over Budget.

a. Parametric Estimating

b. Analogous Estimating

c. Bottom-up Estimating

d. Historical Analysis

a. Operations

b. Portfolios

c. Programs

d. Projects

a. The Delphi Technique

b. Assumptions analysis

c. Pareto chart

d. SWOT analysis

a. Quality management plan

b. Basis of estimates, cost and schedule forecast, Issue log.

c. Process improvement plan

d. Requirements management plan and Configuration management plan.

a. Design cost.

b. Earned Value.

c. Sunk cost.

d. Cost variance.

a. Estimate Activity Resources

b. Control Cost

c. Estimate Cost

d. Determine Budget

a. You are working like Coordinator

b. The management is actively involved in the Project.

c. This is a good example of integrated change control.

d. Manager is concerned with satisfying key stakeholders.

a. Project may get into trouble if negative stakeholders are ignored.

b. Stakeholders with a positive approach help project manager succeed.

c. Stakeholders only can be individuals who participate in project task, like project team.

d. Various stakeholders may have opposing views on a project.

a. Management

b. Negotiating

c. Interpersonal.

d. Writing

a. Project phases are repeated in Project management process groups but may also continue from one Project management process group to another.

b. Project management process groups are used in waterfall while Project phases are used in iterative.

c. Project management process groups are repeated in Project phases

d. Project management process groups and Project phases are the same thing.

a. Identification and correction of problems arising in functional areas of project implementation.

b. Specification of both the deliverables and de processes while change control is focused on identifying, documenting and controlling changes to the project and the product baselines.

c. Test new systems.

d. Identifying, documenting, and controlling changes to the project and the product baselines while change control is focused on the specification of both the deliverables and the processes.

a. Part of the operation processes.

b. Part of the organizational system

c. An Organizational Process Asset.

d. A topic which depends of the project.

a. Update the lessons learned document.

b. Identify areas of improvement and create corrective actions.

c. Send the information to project sponsor

d. Compare the information you receive of the team performance with baselines and identify variances.

a. Parametric estimate

b. Analogous estimate

c. Bottom- Up estimate

d. Ball park or personal estimate

a. Documentation.

b. Inspection

c. Audits

d. Variance Analysis

a. Enterprise environmental factor.

b. A Project.

c. Government requirement.

d. A program.

a. Cost of Defects

b. Replacement of Costs

c. Recall Costs

d. Cost of Quality

a. Activity Cost Estimating.

b. Source selection criteria.

c. Procurement statement of work.

d. Make -or-buy analysis.

a. Create project deliverables.

b. Obtain, manage and use resources.

c. Establish communication channels external and internal to the project team.

d. Determine stakeholder communication requirements according to organizational culture.

a. Perform Integrated Change Control

b. Monitor and Control Project Work

c. Direct and Manage Project Work

d. Develop Project Management Plan

a. Work performance report

b. Work performance information

c. Work performance data

d. Work performance analysis.

a. Cost Performance Index (CPI) and the Actual Cost (AC)

b. Actual Cost (AC) and Estimate to Complete (ETC) the unfinished work.

c. Earned Value (EV) and the Actual Cost (AC).

d. Cost Performance Index (CPI), actual cost (AC), and the Earned Value (EV).

a. Validate Scope

b. Define Scope

c. Work packages

d. Define activities

a. Task needs, team needs and individual needs.

b. Excursively the customer needs.

c. The needs that sponsor defined.

d. The needs of team.

a. Just like an initiative for finishing earlier, a penalty should have been proposed for delay

b. A maximum amount and time limit should have been established under the contract.

c. Fixed price contract, which is good for these kind of situations, should have been used.

d. Nothing went wrong since this was Time and Material contract under which resources charged for the time they worked on the project.

a. An Histogram is the same as a Pareto chart and shows the aggregation of defects

b. An Histogram is a pie chart that shows the distribution of inspections during the execution phase

c. An Histogram is a bar graph that shows data out of control

d. An Histogram can show the number of defects by source or by component.

a. Stakeholders who are very interested in the project.

b. Stakeholders who will be directly involved in the project work.

c. Stakeholders who are affected by the project.

d. Executive level stakeholders.

a. 80% of the problems are caused by 20% of the causes

b. 80% of the problems can be resolved while the remaining 20% have no solution

c. 20% of the problems can be resolved while the remaining 80% have no solution

d. 20% of the problems are caused by 80% of the causes

a. Draw a control chart to see how many surveys results are outside limits.

b. Using root cause analysis to find what is still causing customer dissatisfaction.

c. Create a Pareto Chart to see what is the biggest dissatisfaction customer is having.

d. Perform quality audit to verify quality measurements.

a. Deming chart

b. Pareto chart

c. Ishikawa diagram

d. Control chart

a. 120,000

b. 30,000

c. 1.08

d. 0.92

a. Litigation, Mediation, Arbitration, Confirmation,

b. Negotiation, Mediation, Arbitration, Litigation.

c. Negotiation, Escalation, Mediation, Arbitration.

d. Negotiation, Arbitration, Mediation, Litigation.

a. Project assignments defining the specific roles of the team.

b. Change request.

c. Work performance data.

d. Work performance standards.

a. Communication strategy

b. Stakeholder register

c. Stakeholder analysis matrix

d. Power/interest grid

a. An organizational process asset of Direct and Manage Project Work.

b. Part of the seller equipment.

c. An Enterprise Environmental Factor of Direct and Manage Project Work.

d. A contingency reserve.

a. Reasons to hire a project manager

b. Reasons projects are iniciated

c. Reasons people or businesses become stakeholders

d. Reasons to sponsor a project

a. Activities are summed up into milestones.

b. Milestones are required to created a valid schedule.

c. WBS work packages are also know as milestones.

d. Milestones can be a sponsor’s requirements.

a. Project requirements document.

b. Business case.

c. Project scope statement.

d. Project charter.

a. Mr. PM did not go through Integrated Change Control Process to fix the issue.

b. Mr. PM did not mention his manager«s name in the email sent out to the whole organization thanking the team for hard work.

c. The manager had received regular updates from Mr. PM on the preventive measures being taken to ensure email goes out smoothly to the whole organization but still a supposedly prevented defect occurred.

d. Mr. PM did not ask manager`s permission if the problem should be fixed or not.

a. Schedule delay.

b. Scope creep.

c. Quality assurance.

d. Close Procurements.

a. A requirement of the project success.

b. A measurable objective.

c. An Organizational Process Asset.

d. An Enterprise Environmental Factor.

a. A Z curve

b. An inverted S curve

c. Pie-chart

d. An S-curve

a. This is an operational work and should not be considered Project.

b. He is managing one Project, which has three phases.

c. Project B should start after Project A and Project C after Project B.

d. He is managing a program with three inter-related projects.

a. Deliverable status

b. Work performance data

c. Expert judgment

d. Issue management procedures

a. Control Charting

b. Flow Charting

c. Statistical Sampling

d. Inspection

a. Plan Procurement Management

b. Prepare Procurements

c. Conduct Procurements

d. Control Procurements.

a. Plan Communications Management.

b. Identify Stakeholders.

c. Manage Quality

d. Plan Quality Management.

a. Estimate Cost

b. Develop Schedule

c. Estimate Activity Durations

d. All of the answers

a. Design of Experiments (DOE)

b. Benchmarking

c. Statistical Sampling

d. Pareto Diagram

a. 50,000

b. 30,000

c. -50,000

d. -30,000

a. The Matrix structure in organization communication problems.

b. The organizational process assets of the project.

c. The inexperience.

d. The lack of requirements management process.

a. Developing and managing project management methodology and standards.

b. Coaching and training project managers.

c. Managing projects resources and assigning project tasks.

d. Defining and maintaining vendor engagement processes.

a. The expediter have more responsibility than the coordinator

b. A project expediter works as staff assistant and coordinator works in operational activities.

c. Project coordinators have power to make some decision, have some authority

d. Project coordinator have less work than project expediter.

a. List of decisions that can be made.

b. Expected monetary value of each option.

c. Recommended corrective actions.

d. Cost of managing the risk that was analyzed,

a. Ask the project sponsor if this person be included in the stakeholder register.

b. Send a request to senior management asking for direction.

c. Update stakeholder register and stakeholder management strategy with the new information.

d. Inform the stakeholder that it is too late for him to be involved in the project as the stakeholder register was completed during initiating process.

a. Cost reimbursable.

b. Fixed Price.

c. Time and material.

d. Cost plus fixed fee.

a. Work performance report

b. Work performance information

c. Work performance data

d. Work performance analysis.

a. Precision is consistency that the value of a repeated set of measurements are clustered and have little scatter whereas accuracy is correctness that the measured value is very close to the true value

b. Accuracy is consistency that the value of a repeated set of measurements are clustered and have little scatter whereas precision is correctness that the measured value is very close to the true value

c. Accuracy and Precision are equivalent and normally specified in the SOW by the customer who issues the SOW

d. Accuracy is more important than precision. The project management team must decide the level of accuracy required

a. Define the possible activity paths in the project.

b. Determine the amount of scheduling flexibility .

c. Identify the resources needed in critical activities.

d. Identify the most important activities, for example, director meetings.

a. To apply a really difficult knowledge exam to evaluate his knowledge in project management.

b. Prepare a real case and stress the candidate to evaluate his leadership in real situations. Personal skills are really important.

c. Evalate his conflict resolution habilities, because projects are conflictive situations, mainly during execution phase, when project plan could change.

d. To evaluate his knowledge in project management, their experience in applying this knowlege in real projects and his personal competences like leadership, communications, etc.

a. Should be identified whether they are expected to have positive or negative outcome.

b. Acceptance is the best strategy.

c. Should be identified, deeply analyzed and responded at the beginning of the project.

d. Should continue to be tracked even after it has occurred.

a. Visit all stakeholders identified to report project status

b. Send reports to key stakeholders.

c. Avoid conflicts among stakeholders.

d. Compromise them and manage their satisfaction.

a. Organizational culture.

b. Infrastructure, existing facilities and capital equipment.

c. Stakeholder risk tolerances.

d. Communication requirements defining allowed communication media, record retention and security requirements.

a. Measuring progress.

b. Performing the Project work.

c. Conflict resolution.

d. Coordinating human and other resources.

a. Business case.

b. Project management plan, expert judgment.

c. Project management plan, project calendars

d. Project charter

a. Expert level technical knowledge.

b. Clear roles and responsibilities.

c. Co-located project team

d. Highly experienced project manager

a. A copy of the lessons learned document

b. Written notice of acceptance of all deliverables and completion of contract.

c. Project management plan updates

d. Letter of appreciation to the seller.

a. To gain confidence from the key stakeholders

b. To evaluate the team

c. To achieve the project objectives and contribute to organizational learning.

d. To collect work performance data.

a. Interpersonal

b. Knowledge

c. Problem solving

d. Earned Value.

a. Management approach and experience

b. Past performance and references.

c. The format of SOW they use.

d. Product cost and life cycle cost

a. Workbench

b. Benchmarking

c. Quality Control

d. Best Practices

a. The Project is over-budget.

b. There is not enough information to determine how the Project is doing.

c. The Project is a head of Schedule.

d. The Project is on track.

a. Work Performance Information.

b. Project management Plan Updates.

c. Work performance reports.

d. Project Management Information System (PMIS).

a. CPI is 1

b. CPI is 1.5

c. CPI is 2

d. CPI is 0.5

a. Braingstorming

b. Assumptions analysis

c. Histogram chart

d. SWOT analysis

a. Cannot be determined from the information given.

b. 0.75

c. 300,000

d. 100,000

a. Controlling procurement.

b. Schedule because on-time delivery is most important.

c. Communication because good communication ensure Project success.

d. Factors that have the biggest impact on meeting Project objectives.

a. The cost of their buildings, infrastructure and furniture.

b. The net quantifiable benefit derived from a business endeavor. The benefit may be tangible, intangible or both.

c. The knowledge base and the experience of the project team

d. The cash flow at the end of the project.

a. Work performance data

b. Project scope statement

c. Work breakdown structure

d. Stakeholder register

a. It should be channeled back through the change control board to ensure that it gets documented into the project scope

b. Additional functionality should be leveraged to exceed customer expectations.

c. The final product should include all the functionality and only the functionality documented in the scope baseline.

d. Additional functionality should be issued by the customer, reviewed by the project manager and approved for implementation.

a. Document analysis

b. Variance analysis

c. A final report

d. Configuration management knowledge base

a. Buyer and seller both can submit a change request to the contract change control system.

b. Contract change control system is mainly used during the Control Procurements process

c. Contract change control system should be defined separately from the terms of the contract.

d. Contract change control system is an Enterprise Environmental Factor, and is part of the Project’s integrated change control system.

a. Validate Scope.

b. Define Scope.

c. Perform Integrated Change Control.

d. Close Project or Phase.

a. Improve their revenue.

b. Reject a non profit projects.

c. Improve business value using Portfolio Mangement techniques.

d. Adverse to risk.

a. Inculde a standardized set of automated tools available within the organization and integrated into a system.

b. It is used by the project management team to support generation of the project management plan, facilitate feedback as the document is developed, control changes to the project management plan, and release the approved document.

c. It is used by the project management team to monitor and control the execution of activities that are planned and scheduled in the project management plan. The PMIS is also used to create new forecasts as needed.

d. It is used by the project management team only to generate presentations to key stakeholders.

a. The amount of management reserve that was not used

b. The amount of management reserve that was not allocated

c. The cost overrun

d. Innefective utilization of funds

a. Design cost.

b. Earned Value.

c. Expended cost.

d. Cost variance.

a. Validar el Alcance

b. Controlar el Alcance

c. Validar el Alcance y Controlar el Alcance

d. Revisar el Alcance y análisis de stakeholders

a. -25% to +25%, Rough Order of Magnitude

b. -10 to +10% , Budgetary

c. -1% to +1%, Definitive

d. -25% to +75% , Order of Magnitude

a. Business needs

b. Analysis of the situation

c. Organizational culture.

d. Options identification

a. Knowledge of local languages and customs

b. Instant messaging & email

c. Well developed virtual communications skills

d. Responsibility Assignment Matrix.

a. Project Management Team didn`t identify all stakeholders.

b. Mr. PM did not explain to stakeholders the integrated change control.

c. Mr. PM and the team celebrated stakeholder identification only one time and this proces must be a continuous process throughout the project.

d. Mr. PM didn´t asked manager`s permission to change stakeholder list.

a. Building a 10 ft. x 15 ft. shed in your backyard.

b. Creating a project management office in the IT department.

c. Increasing parking spaces from 300 to 400 in a parking lot.

d. Shipping 10 times larger than usual order received through internet.

a. Control Charts

b. Scatter Diagram

c. Mind maping

d. Cause and Effect Diagram

a. Project may get into trouble if negative stakeholders are ignored.

b. Stakeholders with a positive approach help project manager succeed.

c. Various stakeholders may have opposing views on a project.

d. Manage the expectations of positive stakeholders should have a higher priority than the negative stakeholders.

a. Enterprise environmental factors

b. Expert judgment

c. Business case

d. Statement of work

a. Integrated change control

b. Corrective action

c. Preventive action

d. Monitor and control project work

a. They are referring to an activity that can help eliminate performance of the desired state.

b. They are referring to an activity that can help lessen the chances of negative outcomes of actions.

c. They are referring to an activity that can help repair the chances of negative impacts.

d. They are referring to an activity that can help improve performance back to the desired state.

a. Work performance report

b. Work performance information

c. Resource calendars

d. Source selection criteria

a. Because an external factor has impacted your Project.

b. Because scope was not well defined.

c. Because your Project Budget does not allow lavish spending

d. Because requirements were incorrect

a. Planned work as per Project management plan is completed.

b. Actual project performance is compared with the baselines.

c. Actual project performance is compared with schedule performance baseline.

d. Planned Project performance is compared with the Budget baseline.

a. Process Analysis

b. Performance Measurements

c. Quality Audits

d. Quality control measurements

a. The organizational process assets of the project.

b. How to prepare the final budget of the project.

c. Enterprise Environmental Factors of the project.

d. He is preparing to select sellers.

a. Cost Baseline, Requirements traceability matrix

b. Project schedule, contracts

c. Basis of estimates, Activity cost estimates

d. Project schedule, Resource calendars

a. Large Projects.

b. Administrative Projects.

c. Closing processes should not be skipped for any kind of Project.

d. Small projects.

a. Always are identical, in all kind of industries

b. Risk and uncertainly are highest at the end of the project

c. Cost and staffing levels are low at the start, peak as the work is carried out, and drop rapidly as the project draws to a close.

d. The cost and staffing are the same regardless of the type of project

a. Enterprise Environmental Factor.

b. A Project.

c. Government requirement.

d. A program.

a. Configuration management plan.

b. Basis of estimates.

c. Risk management plan.

d. WBS dictionary.

a. Develop evaluation criteria.

b. Negotiating a contract.

c. Solicitation package to be sent out to prospective sellers.

d. Qualified sellers list

a. Scatter diagram.

b. Quality audit.

c. Process analysis.

d. Quality assurance.

a. Direct and Manage Project Work.

b. Acquire Project Team.

c. Monitor and Control Project Work.

d. Manage Team.

a. Trend Analysis

b. Earned Value Performance

c. Variance Analysis

d. Integration Analysis

a. El objetivo de la reunión es desarrollar el registro de los interesados del proyecto.

b. El objetivo de la reunión es la de desarrollar las estrategias para efectivamente gestionar las expectativas de los interesados en el proyecto y lograr su participación eficaz durante el proyecto.

c. El objetivo de la reunión es cumplir con los estándares dictados por el PMBOK.

d. El objetivo de la reunión es la de identificar y clasificar a las interesados del proyecto.

a. Issue log

b. Change log

c. Change request

d. Work performance data

a. Evaluate the project team.

b. Prepare a change request.

c. Define project forecast.

d. Prepare provider payments.

a. Training, coaching and mentoring is one of the functions of PMO.

b. Stage gate review can be scheduled to enable Project to proceed to next phases.

c. Resources can be managed by Project managers.

d. More strategic projects can be initiated.

a. Since the buyer wants a fixed prices contract, negotiate one that includes all the work that is still to be performed.

b. Negotiate a new Fixed Price contract for the additional scope but stay on cost reimbursable for the original statement of work

c. Negotiate with buyer to restart the whole Project with a fixed Price contract so that a dispute can be avoided.

d. Refuse to do the additional work but complete the original work under the cost reimbursable contract.

a. Work performance reports

b. Work performance information

c. Work performance data

d. Work performance standards

a. Variance limits

b. Control threshold

c. Cost limit

d. Acceptable Threshold

a. Change management plan

b. Expert judgement.

c. Configuration management plan.

d. Requirements management plan.

a. Rolling wave method

b. Earned Value Analysis

c. A manual forecast

d. Future analysis

a. Design for X

b. Root cause analysis

c. Design of Quality

d. Design of Automobiles

a. Time and cost estimating.

b. Earned value analysis.

c. Perform quality audits.

d. Work performance data.

a. Deliverable status

b. Work performance data

c. Expert judgment

d. Issue management procedures

a. Only track cost as requested by customer.

b. Follow internal procedures and refuse customer.

c. Track costs both ways to fulfill internal and external requirements.

d. Evaluate to find out cost of complying with customer's demand.

a. Inadequacies in the original estimate

b. Anticipated but not certain events

c. Unanticipated events

d. Anticipated and certain events

a. Predictive approach.

b. Iterative scheduling with a backlog to define scope gradually

c. Leveling resources to avoid uncertainty assuring enough resources.

d. Standard deviation to tells your boss the state of the project.

a. You are working as Project expediter.

b. The management is actively involved in the Project.

c. This is a good example of integrated change control.

d. Manager is concerned with satisfying key stakeholders.

a. It was part of the proposal.

b. You requested information from the customer

c. It was part of the contract

d. It was part of the scope statement

a. Work performance information

b. Deliverables

c. Project management plan updates

d. No such information flow occurs.

a. To ensure the defect was repaired properly and as required.

b. To ensure stakeholders are satisfied with the repair.

c. To create a Pareto chart to see the major reason for defect

d. To verify the extent of the repair as per scope defined in the Project Charter.

a. Noise changes the message while being delivered.

b. Noise interferes with the understandings of the message by the receiver.

c. Noise impacts only if it is persistent.

d. Noise makes it hard to hear the communication since it is too loud.

a. Cost Performance Index (CPI) and the Actual Cost (AC).

b. Actual Cost (AC) and Estimate At Complete (EAC)

c. Earned Value (EV) and the Actual Cost (AC).

d. Cost Performance Index (CPI), actual cost (AC), and the Earned Value (EV).

a. Conflicts should be resolved publicly to avoid any misunderstanding.

b. Conflicts happen all the time.

c. Most conflicts can be resolved using a collaborated approach

d. Conflicts should be attended when the project is beginning

a. Project manager ask a resource Ò Come on. You know you owe me. Get me the report tomorrowÓ.

b. Project manager talking to a resource ñI want you to complete this report by end of tomorrowî

c. Project manager say to a resource ÒIf I do not get de document from you within two days, I will speak with your managerÓ.

d. Project manager asks a resource ÒShould I meet in person or just send her an email. Which is the right approach?Ó

a. Meeting the project’s profit margin.

b. Prioritizing projects based on business need.

c. Writing performance reports for Project resources.

d. Selecting appropriate processes for the project.

a. A bill of materials

b. A contract, an SLA or a purchase order

c. A purchase policy

d. The most competitive cost estimate

a. Make sure you have a signed project charter and then start scheduling and budgeting

b. Create a WBS and activity list then a network diagram and Gantt chart

c. Document all the known risks before you document the high level assumptions

d. Finalize the quality management plan before you determine quality metrics

a. A requirement of the project success.

b. A corrective action.

c. A preventive action

d. They are referring to an activity that can help improve performance back to the desired state.

a. Add this to risk register, analyze and develop risk response, then communicate to make sure no more trailers get sent to he north side.

b. This should be handled as an issue and not as a risk.

c. Evaluate impact on this issue on project performance baselines.

d. Analyze this risk and use contingency reserve, which is for unplanned risks.

a. The organization has a low cost of quality.

b. Organization uses a standard quality management plan for all projects.

c. Organization’s Project schedules are highly robust.

d. The organization has a high cost of quality.

a. Predictive life cycle.

b. Risk life cycle.

c. Iterative and incremental life cycle.

d. Adaptive life cycle.

a. Business case and Benefit Management Plan

b. Project Charter

c. Issue log

d. Resource Breakdown Structure

a. Discuss with the sponsor of what can be done to keep the project running.

b. Perform scope validation of the completed deliverables.

c. Stop the work immediately and release project resources.

d. Send a detailed project status report to the sponsor on how well the project was doing.

a. Just like an initiative for finishing earlier, a penalty should have been proposed for delay

b. A maximum amount and time limit should have been established under the contract.

c. Fixed price contract, which is good for these kind of situations, should have been used.

d. Nothing went wrong since this was Time and Material contract under which resources charged for the time they worked on the project.